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中國企業培訓講師

如何管理知識型員工

2025-06-29 20:52:18
 
講師:樂載兵 瀏覽次數:2479
 民企老板對知識管理存在誤區   樂載兵說,企業進行知識管理就是要把私人的知識轉化為組織的知識,以提升組織的創新能力和應變能力。但是,目前在民營企業的知識管理中還存在著許多誤區,許多老板認為知識管理和知識型員工的管理非我關心之重點,樂載兵強

民(min)企老板(ban)對知識管理(li)存在誤區

  樂載(zai)兵說,企業進行知(zhi)識管(guan)(guan)理就是(shi)要把私人的(de)知(zhi)識轉化(hua)為組織(zhi)的(de)知(zhi)識,以提升(sheng)組織(zhi)的(de)創新能力和應變能力。但(dan)是(shi),目前在民營企業的(de)知(zhi)識管(guan)(guan)理中還存在著許(xu)(xu)多(duo)誤區(qu),許(xu)(xu)多(duo)老板認為知(zhi)識管(guan)(guan)理和知(zhi)識型員工的(de)管(guan)(guan)理非我關心之重點,樂載(zai)兵強(qiang)調這是(shi)民企老板的(de)認識誤區(qu)。
  知(zhi)識(shi)管理的四大(da)要素
  樂載兵(bing)(bing)認為,知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)可(ke)以(yi)分(fen)(fen)為幾(ji)大類:從(cong)(cong)層次上(shang)來講,分(fen)(fen)為私(si)人(ren)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)和(he)組(zu)(zu)(zu)織(zhi)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)兩大類;從(cong)(cong)性(xing)質來說,可(ke)以(yi)分(fen)(fen)為隱性(xing)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)與顯(xian)性(xing)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi);從(cong)(cong)程(cheng)度(du)來說,又(you)可(ke)以(yi)分(fen)(fen)為一般知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)與特殊知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi);從(cong)(cong)其它方(fang)面看,又(you)可(ke)劃分(fen)(fen)為:功能知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)、營運(yun)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)、情境(jing)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)。樂載兵(bing)(bing)一再強(qiang)調(diao)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)管(guan)(guan)理(li)有四個要素:即人(ren)員知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)型(xing)(xing)員工(gong)(gong)的(de)激(ji)勵(li)(li)和(he)管(guan)(guan)理(li);文化知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)分(fen)(fen)享、創(chuang)造和(he)運(yun)用(yong);流(liu)程(cheng)和(he)組(zu)(zu)(zu)織(zhi)架構促進(jin)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)管(guan)(guan)理(li),激(ji)勵(li)(li)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)型(xing)(xing)員工(gong)(gong);技術獲取和(he)傳(chuan)遞私(si)人(ren)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(人(ren)力資(zi)本)使(shi)之成為組(zu)(zu)(zu)織(zhi)知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)(組(zu)(zu)(zu)織(zhi)資(zi)本)。他說,只有學(xue)(xue)(xue)(xue)習(xi)(xi)的(de)速度(du)大于(yu)環(huan)境(jing)變化的(de)速度(du),企業(ye)才能生存。學(xue)(xue)(xue)(xue)習(xi)(xi)型(xing)(xing)組(zu)(zu)(zu)織(zhi)可(ke)分(fen)(fen):單(dan)環(huan)學(xue)(xue)(xue)(xue)習(xi)(xi)提高效率(把事(shi)做正確(que)),變革但(dan)不質疑假設和(he)核心(xin)信條;雙環(huan)學(xue)(xue)(xue)(xue)習(xi)(xi)改變戰(zhan)略(做正確(que)的(de)事(shi))、常規、信條等;三環(huan)學(xue)(xue)(xue)(xue)習(xi)(xi)對組(zu)(zu)(zu)織(zhi)學(xue)(xue)(xue)(xue)習(xi)(xi)的(de)再學(xue)(xue)(xue)(xue)習(xi)(xi),即如何進(jin)行單(dan)環(huan)和(he)雙環(huan)學(xue)(xue)(xue)(xue)習(xi)(xi)。經濟實體應該建立學(xue)(xue)(xue)(xue)習(xi)(xi)型(xing)(xing)組(zu)(zu)(zu)織(zhi),通過個人(ren)學(xue)(xue)(xue)(xue)習(xi)(xi),組(zu)(zu)(zu)織(zhi)學(xue)(xue)(xue)(xue)習(xi)(xi),智力資(zi)產,信息系統設施,知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi)管(guan)(guan)理(li)和(he)創(chuang)新(xin),組(zu)(zu)(zu)織(zhi)其系統的(de)解決問題,試驗新(xin)方(fang)法(fa);從(cong)(cong)過去經驗和(he)歷(li)史學(xue)(xue)(xue)(xue)習(xi)(xi),從(cong)(cong)他人(ren)經驗和(he)*做法(fa)學(xue)(xue)(xue)(xue)習(xi)(xi),快速、有效地在(zai)組(zu)(zu)(zu)織(zhi)內傳(chuan)遞知(zhi)(zhi)(zhi)(zhi)(zhi)(zhi)識(shi)(shi)(shi)(shi)(shi),來培養(yang)員工(gong)(gong)的(de)心(xin)智模(mo)式、共同愿(yuan)景。
  社交資本(ben)是(shi)知(zhi)識管理(li)能(neng)否(fou)成(cheng)功的關鍵
  樂載兵告知(zhi)(zhi)記者,培育社(she)交資(zi)(zi)本(ben)(ben)是(shi)知(zhi)(zhi)識(shi)(shi)(shi)管(guan)理和(he)(he)管(guan)理知(zhi)(zhi)識(shi)(shi)(shi)型員工能否成(cheng)功的(de)(de)關(guan)鍵。他(ta)說,社(she)交資(zi)(zi)本(ben)(ben)是(shi)通過個(ge)人(ren)和(he)(he)社(she)會單(dan)位所(suo)擁(yong)有(you)的(de)(de)關(guan)系網所(suo)獲得(de)的(de)(de)實際和(he)(he)潛在資(zi)(zi)源(yuan)的(de)(de)總和(he)(he),它(ta)的(de)(de)重要性(xing)體現在經濟交易、人(ren)力資(zi)(zi)本(ben)(ben)、知(zhi)(zhi)識(shi)(shi)(shi)分(fen)享(xiang)和(he)(he)創(chuang)造(zao)上,并(bing)會影響職(zhi)業(ye)成(cheng)功和(he)(he)薪酬。因(yin)此提(ti)供(gong)豐富的(de)(de)人(ren)才(cai)資(zi)(zi)源(yuan)庫(ku),將促進單(dan)位之間的(de)(de)資(zi)(zi)源(yuan)交流、產品(pin)創(chuang)新、智力資(zi)(zi)本(ben)(ben)創(chuang)造(zao)和(he)(he)跨(kua)職(zhi)能團隊效率,減少員工流失和(he)(he)組織(zhi)摩擦,并(bing)可以加(jia)強同(tong)客(ke)戶、供(gong)應商等(deng)的(de)(de)合作,增強學習,形成(cheng)互信、尊重、關(guan)愛的(de)(de)工作氛圍,尤其是(shi)在隱性(xing)知(zhi)(zhi)識(shi)(shi)(shi)的(de)(de)獲取上。他(ta)認為隱性(xing)知(zhi)(zhi)識(shi)(shi)(shi)乃(nai)競(jing)爭優(you)勢之最終源(yuan)泉(quan),它(ta)難以編碼、用語言或文字等(deng)表(biao)達,難以傳遞,但通過社(she)交可以在一定程度上達到隱性(xing)知(zhi)(zhi)識(shi)(shi)(shi)的(de)(de)分(fen)享(xiang)。
  對(dui)知識型員工實行績效管(guan)理
  樂(le)載(zai)兵(bing)說(shuo),知(zhi)識型(xing)員工尋(xun)求(qiu)什(shen)么(me)?責任(ren)(ren)、自由(you)、參與、自我發(fa)(fa)展機會、意見能(neng)被聽取(qu)、受到尊重(zhong)。那(nei)么(me)如(ru)何吸引(yin)優(you)秀人(ren)才(cai)(cai)(cai)加入團隊?品牌(pai)已經(jing)成(cheng)(cheng)(cheng)為吸引(yin)人(ren)才(cai)(cai)(cai)的(de)(de)(de)(de)(de)精(jing)明雇主,知(zhi)識型(xing)員工的(de)(de)(de)(de)(de)績(ji)效管(guan)理(li)(li)也是(shi)(shi)(shi)重(zhong)要因素。知(zhi)識型(xing)企業應該實(shi)行的(de)(de)(de)(de)(de)績(ji)效管(guan)理(li)(li)模(mo)式是(shi)(shi)(shi)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)管(guan)理(li)(li)法。目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)管(guan)理(li)(li)通過(guo)(guo)專門設計(ji)(ji)的(de)(de)(de)(de)(de)過(guo)(guo)程(cheng),將組織(zhi)的(de)(de)(de)(de)(de)整體目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)逐級分(fen)解,轉換為各(ge)部門、各(ge)員工的(de)(de)(de)(de)(de)分(fen)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)。在(zai)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)分(fen)解的(de)(de)(de)(de)(de)過(guo)(guo)程(cheng)中(zhong),明確權力和責任(ren)(ren)。目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)方(fang)向一致、環(huan)環(huan)相扣、相互配合,才(cai)(cai)(cai)能(neng)形(xing)(xing)成(cheng)(cheng)(cheng)協調統(tong)一的(de)(de)(de)(de)(de)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)。只有每個人(ren)完(wan)(wan)成(cheng)(cheng)(cheng)了自己的(de)(de)(de)(de)(de)分(fen)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao),組織(zhi)的(de)(de)(de)(de)(de)總(zong)(zong)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)才(cai)(cai)(cai)能(neng)完(wan)(wan)成(cheng)(cheng)(cheng)。同時,目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)管(guan)理(li)(li)關注與目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)相關的(de)(de)(de)(de)(de)工作(zuo)(zuo)職責及貢(gong)獻和產出。所有的(de)(de)(de)(de)(de)績(ji)效評估(gu)關注的(de)(de)(de)(de)(de)都(dou)是(shi)(shi)(shi)員工在(zai)工作(zuo)(zuo)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)范圍(wei)內的(de)(de)(de)(de)(de)工作(zuo)(zuo)產出與工作(zuo)(zuo)表現,如(ru)軟件開發(fa)(fa)公(gong)司(si)關注的(de)(de)(de)(de)(de)就是(shi)(shi)(shi)公(gong)司(si)的(de)(de)(de)(de)(de)軟件開發(fa)(fa)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)和銷售計(ji)(ji)劃,任(ren)(ren)何工作(zuo)(zuo)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)之外的(de)(de)(de)(de)(de)員工表現都(dou)不(bu)作(zuo)(zuo)為績(ji)效評估(gu)的(de)(de)(de)(de)(de)依據。樂(le)載(zai)兵(bing)強調,目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)管(guan)理(li)(li)是(shi)(shi)(shi)一種程(cheng)序或過(guo)(guo)程(cheng),它使組織(zhi)中(zhong)的(de)(de)(de)(de)(de)上(shang)、下(xia)(xia)級一起協商,根據組織(zhi)的(de)(de)(de)(de)(de)使命(ming)確定(ding)一定(ding)時期(qi)內組織(zhi)的(de)(de)(de)(de)(de)總(zong)(zong)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao),由(you)此(ci)決定(ding)上(shang)、下(xia)(xia)級的(de)(de)(de)(de)(de)責任(ren)(ren)和分(fen)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao),并把這些目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)作(zuo)(zuo)為組織(zhi)經(jing)營、應評估(gu)和獎(jiang)勵(li)的(de)(de)(de)(de)(de)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)準。并不(bu)是(shi)(shi)(shi)有了工作(zuo)(zuo)才(cai)(cai)(cai)有了目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao),而是(shi)(shi)(shi)有了目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)才(cai)(cai)(cai)能(neng)確定(ding)每個人(ren)的(de)(de)(de)(de)(de)工作(zuo)(zuo);同時,目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)管(guan)理(li)(li)不(bu)是(shi)(shi)(shi)完(wan)(wan)全(quan)不(bu)考核過(guo)(guo)程(cheng)。由(you)于形(xing)(xing)成(cheng)(cheng)(cheng)了目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)體系,一環(huan)失誤(wu),就會牽動全(quan)局(ju)。因此(ci),在(zai)目(mu)(mu)(mu)(mu)(mu)(mu)標(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)(biao)實(shi)施過(guo)(guo)程(cheng)中(zhong)的(de)(de)(de)(de)(de)管(guan)理(li)(li)不(bu)可缺少。


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