The New Stage Of Enterprise Management Development: Knowledge Management &Nbsp; Starting From People.

The development of enterprise knowledge management is not only a theoretical problem, but a practical problem.

In theory, the development of enterprises

The United States is the first country in the world to have a sound enterprise management theory and rich management experience.

From the emergence of the Taylor system in 1911 to the emergence of behavioral science represented by Mayo, Maslow, and then to the formation of systematic management theory such as Barnard and Simon, the management theory has been gradually improved and management experience has been increasingly enriched.

To some extent, each form of theoretical Chengdu explains and illustrates some management behavior phenomena of enterprises, and solves the bottleneck of enterprise development and management to a certain extent, and promotes the sustainable development of enterprises.

The continuous improvement and development of management theory illustrates one problem, that is, management theory is not perfect.

Therefore, the theory of knowledge management is a new theory to remedy these defects.

The basic concept of knowledge management is human centered, putting people in the dominant position of enterprise management, and creating a new corporate culture and group consciousness through a series of rational management.

Knowledge management is no stranger to Chinese enterprises. Many enterprises in the forefront have begun to structure and implement knowledge management.

After the market survey by the International Association of knowledge management associations, most of the enterprises still stay in the knowledge management mode of knowledge base. They always talk much and do little for knowledge management enterprises.

Twenty-first Century is the knowledge age. In the early stage of knowledge behavior, knowledge management is most needed. Knowledge management aims at knowledge intensive behavior, and intensive knowledge behavior comes from the deposition of many years of experience. The knowledge that enterprises have accumulated over the years comes from the crystallization of countless body and group thinking behaviors in enterprises.

Man is the carrier of knowledge. Knowledge is created, pmitted, received and innovating by human beings, so talent is the core element of knowledge management.

Only by managing and cultivating knowledge workers and stimulating their productivity can they realize the advantages of knowledge management and enhance their competitiveness.

The knowledge management expert from the China Association of International Knowledge Management Association proposed that

1, departmental practice communities

2, the practice community based on knowledge points.

3, collaborative office type practice community

4, project management based practice communities.

These four latitudes are interlinked. The most important internal link is to erect "interpersonal relationship network" and "expert positioning", through the sharing and dissemination of tacit knowledge and explicit knowledge among employees, so as to achieve the high efficiency of enterprise production.

Most Chinese enterprises do knowledge management for knowledge management, but ignore the fundamental purpose of knowledge management.

Knowledge management is an auxiliary tool that is dependent on enterprise strategy, people-oriented, combined with business and performance.

To do well in knowledge management is to create a knowledge-based organization, convey the most useful knowledge to the right people at the right time, combine with performance and assess standards, and finally achieve the goal of enterprise management.