工商管理畢業(yè)論文基于團(tuán)隊(duì)建設(shè)的企業(yè)知識(shí)型員工開(kāi)發(fā)研究

1、洛陽(yáng)理工學(xué)院畢業(yè)設(shè)計(jì)（論文）開(kāi) 題 報(bào) 告題 目：基于團(tuán)隊(duì)建設(shè)的企業(yè)知識(shí)型員工開(kāi)發(fā)研究系 部： 經(jīng)濟(jì)與工商管理系 專(zhuān) 業(yè)： 工商管理 學(xué)生姓名： 班級(jí)學(xué)號(hào)： 指導(dǎo)教師姓名： 指導(dǎo)教師職稱(chēng)： 副 教 授 2011 年 4 月 5日課題名稱(chēng)基于團(tuán)隊(duì)建設(shè)的企業(yè)知識(shí)型員工開(kāi)發(fā)研究學(xué)生姓名專(zhuān)業(yè)班級(jí)課題類(lèi)型論文指導(dǎo)教師職稱(chēng)副教授課題來(lái)源生產(chǎn)1. 選題目的與意義隨著時(shí)代的發(fā)展,企業(yè)的員工結(jié)構(gòu)相應(yīng)的變化,知識(shí)型員工的比重逐漸加大,其對(duì)企業(yè)發(fā)展的作用和影響不斷提高,在企顯示出越來(lái)越重要的地位,對(duì)知識(shí)型員工的管理成為企業(yè)管理的重要部分。80%的效益是由最關(guān)鍵的 20 % 的員工所創(chuàng)造的。其中知識(shí)型員工是企業(yè)價(jià)值的

2、主要?jiǎng)?chuàng)造者,是企業(yè)不可或缺的重要資源和核心能力。因此,對(duì)企業(yè)員工進(jìn)行有效的培養(yǎng)和管理就顯得尤為重要了。從企業(yè)發(fā)展的角度來(lái)看，隨著知識(shí)經(jīng)濟(jì)和全球經(jīng)濟(jì)一體化的不斷深化，知識(shí)型員工在企業(yè)中的作用越來(lái)越重要。企業(yè)要提升核心競(jìng)爭(zhēng)力，最重要的是加強(qiáng)對(duì)知識(shí)型員工的培養(yǎng)?，F(xiàn)代知識(shí)、技術(shù)、能力開(kāi)發(fā)的復(fù)雜性，知識(shí)開(kāi)發(fā)成本的上升以及知識(shí)價(jià)值的幾何級(jí)數(shù)增長(zhǎng)，都要求知識(shí)開(kāi)發(fā)的集體進(jìn)行協(xié)作，知識(shí)在企業(yè)內(nèi)分享，以及企業(yè)內(nèi)部員工之間相互學(xué)習(xí)。具有協(xié)同效應(yīng)的團(tuán)隊(duì)工作方式正滿(mǎn)足了以知識(shí)開(kāi)發(fā)為中心的創(chuàng)新型企業(yè)的這一要求。因此，團(tuán)隊(duì)的建設(shè)對(duì)于提高企業(yè)對(duì)知識(shí)型員工的管理水平具有重要的意義。本文以員工開(kāi)發(fā)為研究?jī)?nèi)容,以北京信科聯(lián)物業(yè)管理

3、公司為研究對(duì)象,在借鑒以往研究的基礎(chǔ)上，提出在團(tuán)隊(duì)建設(shè)的前提下對(duì)知識(shí)型員工的培養(yǎng)和管理的一些方法，用團(tuán)隊(duì)建設(shè)，把對(duì)知識(shí)型員工的開(kāi)發(fā)培養(yǎng)和激勵(lì)結(jié)合起來(lái)，將實(shí)現(xiàn)企業(yè)和員工的雙贏和可持續(xù)發(fā)展作為主題。2. 國(guó)內(nèi)外研究概況在經(jīng)濟(jì)全球一體化和科學(xué)技術(shù)迅猛發(fā)展的今天，企業(yè)之間的競(jìng)爭(zhēng)越來(lái)越表現(xiàn)為員工素質(zhì)的競(jìng)爭(zhēng)。能否擁有一支數(shù)量充足、結(jié)構(gòu)合理、素質(zhì)優(yōu)良的員工隊(duì)伍，將成為企業(yè)生存與發(fā)展的最終決定因素，而員工的高素質(zhì)，在很大程度上取決于其學(xué)習(xí)能力。從這一意義上說(shuō)，在新的時(shí)代背景下，企業(yè)競(jìng)爭(zhēng)的實(shí)質(zhì)是學(xué)習(xí)能力的競(jìng)爭(zhēng)，企業(yè)競(jìng)爭(zhēng)唯一的優(yōu)勢(shì)是來(lái)自比競(jìng)爭(zhēng)對(duì)手學(xué)習(xí)得更快的能力。知識(shí)管理是知識(shí)經(jīng)濟(jì)時(shí)代的必然要求，其表現(xiàn)在： 一是

4、知識(shí)管理不等于信息管理和信息管理是知識(shí)管理的基礎(chǔ)， 知識(shí)管理是信息管理的延伸與發(fā)展。 知識(shí)管理要求把信息與信息、 信息與活動(dòng)、 信息與人連結(jié)起來(lái)， 實(shí)現(xiàn)知識(shí)共享， 運(yùn)用集體的智慧和創(chuàng)新能力贏得競(jìng)爭(zhēng)優(yōu)勢(shì)，并且強(qiáng)調(diào)對(duì)人力資本管理和利用知識(shí)改變企業(yè)的經(jīng)營(yíng)方式提高競(jìng)爭(zhēng)力。二是知識(shí)管理把知識(shí)共享作為核心目標(biāo)。知識(shí)管理的核心目標(biāo)之一是鼓勵(lì)相互協(xié)作， 培育知識(shí)共享的環(huán)境。 集眾人所長(zhǎng)是知識(shí)管理的目的，通過(guò)知識(shí)積累能夠更好地運(yùn)用企業(yè)的人才資源，提高對(duì)市場(chǎng)的應(yīng)變能力和創(chuàng)新能力。現(xiàn)在企業(yè)的智力資本逐漸成為企業(yè)價(jià)值鏈中最具活力的關(guān)鍵性節(jié)點(diǎn) 企業(yè)越來(lái)越多地依靠以智力資本為生產(chǎn)主要素來(lái)創(chuàng)造出企業(yè)的利潤(rùn)。例如：企業(yè)中智力

5、資本的作用與貢獻(xiàn)已在美國(guó)新經(jīng)濟(jì)中得到有力的體現(xiàn)， 智力資本高度集聚的知識(shí)型團(tuán)隊(duì)使企業(yè)在市場(chǎng)激烈競(jìng)爭(zhēng)中獲得持續(xù)發(fā)展?jié)摿Σ⑿纬善髽I(yè)核心競(jìng)爭(zhēng)能力；有績(jī)效和激勵(lì)才有團(tuán)隊(duì)發(fā)展才會(huì)形成強(qiáng)生命力的知識(shí)型團(tuán)隊(duì)；如何進(jìn)行知識(shí)型團(tuán)隊(duì)的建設(shè)已經(jīng)成為當(dāng)今企業(yè)管理者要解決的最急迫問(wèn)題之一由于知識(shí)型團(tuán)隊(duì)具有不同于一般團(tuán)隊(duì)的特點(diǎn)其團(tuán)隊(duì)建設(shè)就需要結(jié)合其特點(diǎn)全面合理地展開(kāi)與進(jìn)行。隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來(lái),知識(shí)型員工在企業(yè)中的地位和作用日趨重要,知識(shí)型員工的管理也日漸成為人力資源管理乃至企業(yè)管理的重點(diǎn),引起了國(guó)內(nèi)外專(zhuān)家學(xué)者的廣泛關(guān)注。目前,國(guó)內(nèi)外對(duì)知識(shí)型員工開(kāi)發(fā)和管理的研究主要集中在以下幾個(gè)方面:知識(shí)型員工的涵義及其特征分析、知識(shí)

6、型員工的激勵(lì)，知識(shí)型員工團(tuán)隊(duì)建設(shè)。在知識(shí)型員工團(tuán)隊(duì)建設(shè)的課題上，許多學(xué)者已經(jīng)做出了有益的探索，大體上可以分為兩部分：一是從團(tuán)隊(duì)建設(shè)的角度出發(fā)，對(duì)在建設(shè)團(tuán)隊(duì)時(shí)對(duì)知識(shí)型員工在團(tuán)隊(duì)擔(dān)當(dāng)?shù)慕巧M(jìn)行了探討（李朝輝），或者是對(duì)知識(shí)型員工團(tuán)隊(duì)的內(nèi)涵，管理方法和成立的理由做了研究（李海波）。二是從知識(shí)型員工的特點(diǎn)及對(duì)團(tuán)隊(duì)建設(shè)產(chǎn)生的影響做出了研究（李桂平）?？v觀學(xué)者們的研究成果，似乎將團(tuán)隊(duì)建設(shè)作為知識(shí)型員工的內(nèi)在要求，或者是將知識(shí)型員工作為團(tuán)隊(duì)建設(shè)的必不可少的要素。很少的指出團(tuán)隊(duì)建設(shè)對(duì)知識(shí)型員工開(kāi)發(fā)的作用。團(tuán)隊(duì)建設(shè)是手段和工具，而知識(shí)型員工則是則是企業(yè)成長(zhǎng)壯大的靈魂。在團(tuán)隊(duì)中成長(zhǎng)，在團(tuán)隊(duì)中發(fā)展自己的諸多能力也是

7、知識(shí)型員工對(duì)團(tuán)隊(duì)建設(shè)的一種內(nèi)在要求。 自從 1959 年赫茲伯格在其著名的雙因素理論中分析了員工的激勵(lì)因素和保健因素。以后許多學(xué)者也提出了許多理論，指出個(gè)體成長(zhǎng)對(duì)員工的作用（瑪漢 坦姆仆）。在此基礎(chǔ)上，隨著知識(shí)經(jīng)濟(jì)的興起，從 20 世紀(jì) 80 年代開(kāi)始，國(guó)外的許多學(xué)者通過(guò)定量的實(shí)證分析對(duì)知識(shí)型員工的激勵(lì)因素及其重要性排序等進(jìn)行了多方面的研究，可以看出知識(shí)型員工更加重視個(gè)體的成長(zhǎng)，追求獨(dú)立、自主和希望從事具有挑戰(zhàn)性的工作，希望在和諧的群體環(huán)境中工作，受到尊敬（約翰 阿代爾） 本文擬討論團(tuán)隊(duì)建設(shè)在知識(shí)型員工成長(zhǎng)和開(kāi)發(fā)下的作用，將團(tuán)隊(duì)建設(shè)作為一種使知識(shí)型員工發(fā)展的利器，不僅僅將團(tuán)隊(duì)建設(shè)作為管理知識(shí)型

8、員工的工具；不僅將團(tuán)隊(duì)建設(shè)作為是知識(shí)型員工發(fā)揮作用的組織形式，更將團(tuán)隊(duì)建設(shè)作為培養(yǎng)知識(shí)型員工的搖籃。21世紀(jì)是知識(shí)經(jīng)濟(jì)時(shí)代，知識(shí)已經(jīng)取代物質(zhì)資本成為核心的生產(chǎn)要素，同時(shí)也是企業(yè)核心競(jìng)爭(zhēng)力的源泉。而作為知識(shí)的載體知識(shí)型員工是企業(yè)價(jià)值的主要?jiǎng)?chuàng)造者，他們是企業(yè)發(fā)展壯大和獲得持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)的動(dòng)力和源泉，也成為各個(gè)企業(yè)爭(zhēng)奪的對(duì)象，如何吸引、保留、激勵(lì)知識(shí)型員工成為知識(shí)經(jīng)濟(jì)時(shí)代企業(yè)經(jīng)營(yíng)管理的重要課題。企業(yè)要在日趨激勵(lì)的全球化競(jìng)爭(zhēng)中獲勝，歸根到底也離不開(kāi)高素質(zhì)的知識(shí)型員工。因此，企業(yè)應(yīng)當(dāng)格外珍惜和充分利用知識(shí)型員工這筆寶貴的財(cái)富，盡量減輕和規(guī)避知識(shí)型員工流失的風(fēng)險(xiǎn)，更為重要的是要學(xué)會(huì)在企業(yè)內(nèi)部培養(yǎng)和提高知識(shí)型

9、員工。建立知識(shí)型員工的團(tuán)隊(duì)更好的為企業(yè)服務(wù)。3. 研究方法與內(nèi)容3.1研究方法3.1.1理論歸納法 通過(guò)閱讀中國(guó)知網(wǎng)全文數(shù)據(jù)庫(kù)的數(shù)據(jù)資料，對(duì)團(tuán)隊(duì)建設(shè)，團(tuán)隊(duì)管理，知識(shí)型員工，員工的管理，員工的激勵(lì)進(jìn)行了理論歸納和完善。3.1.2實(shí)地調(diào)查法：通過(guò)對(duì)北京信科聯(lián)物業(yè)管理有限公司的實(shí)習(xí)和考察進(jìn)一步的觀察和提煉出基于團(tuán)隊(duì)建設(shè)的知識(shí)型員工的必要性，可行性，難點(diǎn)。3.2 研究?jī)?nèi)容1團(tuán)隊(duì)建設(shè)的概念2團(tuán)隊(duì)建設(shè)的重要性2.1 團(tuán)隊(duì)可以產(chǎn)出大于個(gè)人績(jī)效之和的群體效應(yīng)2.2 團(tuán)隊(duì)可以提高企業(yè)組織的靈活性2.3 團(tuán)隊(duì)有著極強(qiáng)的凝聚力2.4 團(tuán)隊(duì)注重對(duì)成員的培養(yǎng)3基于基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的必要性分析3.1 知識(shí)型

10、團(tuán)隊(duì)的組織問(wèn)題需要團(tuán)隊(duì)建設(shè)來(lái)解決3.2 知識(shí)型團(tuán)隊(duì)的高創(chuàng)新欲望需要團(tuán)隊(duì)建設(shè)作為保障3.3 知識(shí)型團(tuán)隊(duì)的高信息溝通要求需要團(tuán)隊(duì)建設(shè)來(lái)解決3.4 知識(shí)型團(tuán)隊(duì)及其成員在組織中的核心地位需要團(tuán)隊(duì)建設(shè)來(lái)保障3.5 知識(shí)型員工職業(yè)生涯發(fā)展需求需要借助團(tuán)隊(duì)建設(shè)來(lái)實(shí)現(xiàn)4基于心理資本的知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)模式 4.1 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的整體模式 4.2 知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)模式各階段的要素選擇 4.3 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)各階段的目標(biāo)和開(kāi)發(fā)重點(diǎn) 5 基于團(tuán)隊(duì)建設(shè)的知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的一般策略5.1 環(huán)境開(kāi)發(fā)策略5.2 技術(shù)開(kāi)發(fā)策略6 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的實(shí)踐模式6.1 “團(tuán)隊(duì)的力量大于個(gè)人的

11、力量”的實(shí)踐模式6.2 “知識(shí)能力在團(tuán)隊(duì)共同目標(biāo)中的作用”實(shí)踐模式3.3研究目標(biāo)與創(chuàng)新預(yù)期目標(biāo)：本論文研究的重點(diǎn)是如何在團(tuán)隊(duì)建設(shè)的基礎(chǔ)之上，對(duì)公司知識(shí)型員工的開(kāi)發(fā)和培養(yǎng)。探究出可行的方法和途徑，總結(jié)出實(shí)踐的模式。關(guān)鍵性的問(wèn)題是如何解決好團(tuán)隊(duì)建設(shè)的問(wèn)題。希望能通過(guò)本論文找到解決這個(gè)問(wèn)題的一般方法和步驟。 創(chuàng)新點(diǎn)： 本論文的創(chuàng)新點(diǎn)是結(jié)合企業(yè)現(xiàn)實(shí)情況進(jìn)行團(tuán)隊(duì)建設(shè)和知識(shí)型員工的討論。立足點(diǎn)是在于企業(yè)的需求。本論文是作者在企業(yè)實(shí)習(xí)期間結(jié)合實(shí)際情況和自我的感受進(jìn)行的論述。4. 進(jìn)度安排：2010-12-20至2011-1-25 查找資料，確定題目2011-1-25至2011-2-28 擬定寫(xiě)作提綱2011

12、-2-28至2011-3-31 撰寫(xiě)開(kāi)題報(bào)告2011年4月初 組織開(kāi)題報(bào)告2011年4月初至2011-4-30 上交論文初稿,要求結(jié)構(gòu)完整2011-4-30至2011-5-20 對(duì)論文進(jìn)行反復(fù)修改，充實(shí)2011-5-20至2011-5-31 論文定稿、打印裝訂成冊(cè)2011-5-31至2011-6-15 組織論文答辯，確定成績(jī)5. 參考資料1李朝暉.淺談知識(shí)密集型企業(yè)的團(tuán)隊(duì)建設(shè)與管理j.廣西經(jīng)濟(jì)管理干部學(xué)院學(xué)報(bào),2010, (6):1342斯蒂芬羅賓斯.組織行為學(xué)m.北京:中國(guó)人民大學(xué)出版社,20093（美）曼瑟爾奧爾森.集體行動(dòng)的邏輯m.上海:上海人民出版社,20074肖光強(qiáng).如何管理知識(shí)型員

13、工j.企業(yè)管理,2009,(6):56.5r梅雷迪,思貝爾濱.管理團(tuán)隊(duì)成敗啟示錄m.北京:機(jī)械工業(yè)出版社,2010指導(dǎo)教師意見(jiàn)： 指導(dǎo)教師： 年 月 日答辯小組意見(jiàn)： 組長(zhǎng)： 年 月 日教研室主任簽字： 年 月 日基于團(tuán)隊(duì)建設(shè)的企業(yè)知識(shí)型員工開(kāi)發(fā)研究摘 要隨著時(shí)代的發(fā)展，企業(yè)的員工結(jié)構(gòu)相應(yīng)的變化，知識(shí)型員工的比重逐漸加大，其對(duì)企業(yè)發(fā)展的作用和影響不斷提高，在企顯示出越來(lái)越重要的地位，對(duì)知識(shí)型員工的管理成為企業(yè)管理的重要部分。80%的效益是由最關(guān)鍵20%的員工所創(chuàng)造的。其中知識(shí)型員工是企業(yè)價(jià)值的主要?jiǎng)?chuàng)造者，是企業(yè)不可或缺的重要資源和核心能力。因此，對(duì)企業(yè)員工進(jìn)行有效的培養(yǎng)和管理就顯得尤為重要了。

14、現(xiàn)代知識(shí)、技術(shù)、能力開(kāi)發(fā)的復(fù)雜性，知識(shí)開(kāi)發(fā)成本的上升以及知識(shí)價(jià)值的幾何級(jí)數(shù)增長(zhǎng)，都要求知識(shí)開(kāi)發(fā)的集體進(jìn)行協(xié)作，知識(shí)在企業(yè)內(nèi)分享，以及企業(yè)內(nèi)部員工之間相互學(xué)習(xí)。具有協(xié)同效應(yīng)的團(tuán)隊(duì)工作方式正滿(mǎn)足了以知識(shí)開(kāi)發(fā)為中心的創(chuàng)新型企業(yè)的這一要求。因此，團(tuán)隊(duì)的建設(shè)對(duì)于提高企業(yè)對(duì)知識(shí)型員工的管理水平具有重要的意義。關(guān)鍵詞：企業(yè)價(jià)值；知識(shí)型員工；企業(yè)管理；培養(yǎng)based on the team building enterprise knowledge staff development researchabstractwith the development of society, the enterprise

15、 staff structures corresponding change, gradually increase the proportion of the knowledge-type employees, on the enterprise development role and impact of unceasing enhancement, in enterprises showing more and more important role in the management of the knowledge-type employees, becoming an import

16、ant part of enterprise management. 80 percent of benefits is the most critical by 20 % employees to create. among them the knowledge staff is enterprise value, is the enterprise is the main creator indispensable important resources and core ability. therefore, the enterprise staff training and manag

17、ement effectively is particularly important. key words: enterprise value，knowledge-type employees，enterprise management，develop目錄前言1第1章 團(tuán)隊(duì)建設(shè)的概念21.1合作競(jìng)爭(zhēng)理論21.2 員工參與理論21.3 建設(shè)性沖突理論3第二章 團(tuán)隊(duì)建設(shè)的重要性42.1 團(tuán)隊(duì)可以產(chǎn)出大于個(gè)人績(jī)效之和的群體效應(yīng)42.2 團(tuán)隊(duì)可以提高企業(yè)組織的靈活性42.3 團(tuán)隊(duì)有著極強(qiáng)的凝聚力42.4 團(tuán)隊(duì)注重對(duì)成員的培養(yǎng)5第三章 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的必要性分析63.1 知識(shí)型團(tuán)隊(duì)的組

18、織問(wèn)題需要團(tuán)隊(duì)建設(shè)來(lái)解決63.2 知識(shí)型團(tuán)隊(duì)的高創(chuàng)新欲望需要團(tuán)隊(duì)建設(shè)作為保障63.3 知識(shí)型團(tuán)隊(duì)的高信息溝通要求需要團(tuán)隊(duì)建設(shè)來(lái)解決73.4 知識(shí)型團(tuán)隊(duì)及其成員在組織中的核心地位需要團(tuán)隊(duì)建設(shè)來(lái)保障73.5 知識(shí)型員工職業(yè)生涯發(fā)展需求需要借助團(tuán)隊(duì)建設(shè)來(lái)實(shí)現(xiàn)8第四章 基于心理資本的知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)模式94.1 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的整體模式94.2 知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)模式各階段的要素選擇114.3 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)各階段的目標(biāo)和開(kāi)發(fā)重點(diǎn)124.3.1 合理選擇團(tuán)隊(duì)成員的類(lèi)型124.3.2 以“認(rèn)領(lǐng)”的方式分配工作任務(wù)134.3.3 確保工作的自主與自愿134.3.4 足夠的人力資本

19、投資支持134.3.5 針對(duì)團(tuán)隊(duì)特點(diǎn)的考核和報(bào)酬系統(tǒng)13第五章 基于團(tuán)隊(duì)建設(shè)的知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的一般策略155.1 環(huán)境開(kāi)發(fā)策略155.2 技術(shù)開(kāi)發(fā)策略16第六章 基于團(tuán)隊(duì)建設(shè)進(jìn)行知識(shí)型團(tuán)隊(duì)開(kāi)發(fā)的實(shí)踐模式216.1 “1+12”的實(shí)踐模式216.2 “知識(shí)能力在團(tuán)隊(duì)共同目標(biāo)中的作用”實(shí)踐模式22結(jié)論24謝 辭25參考文獻(xiàn)26前言在經(jīng)濟(jì)全球一體化和科學(xué)技術(shù)迅猛發(fā)展的今天，企業(yè)之間的競(jìng)爭(zhēng)越來(lái)越表現(xiàn)為員工素質(zhì)的競(jìng)爭(zhēng)。能否擁有一支數(shù)量充足、結(jié)構(gòu)合理、素質(zhì)優(yōu)良的員工隊(duì)伍，將成為企業(yè)生存與發(fā)展的最終決定因素，而員工的高素質(zhì)，在很大程度上取決于其學(xué)習(xí)能力。從這一意義上說(shuō)，在新的時(shí)代背景下，企業(yè)競(jìng)爭(zhēng)的實(shí)質(zhì)是學(xué)習(xí)

20、能力的競(jìng)爭(zhēng)，企業(yè)競(jìng)爭(zhēng)唯一的優(yōu)勢(shì)是來(lái)自比競(jìng)爭(zhēng)對(duì)手學(xué)習(xí)得更快的能力。知識(shí)管理是知識(shí)經(jīng)濟(jì)時(shí)代的必然要求，其表現(xiàn)在： 一是知識(shí)管理不等于信息管理和信息管理是知識(shí)管理的基礎(chǔ)， 知識(shí)管理是信息管理的延伸與發(fā)展。 知識(shí)管理要求把信息與信息、 信息與活動(dòng)、 信息與人連結(jié)起來(lái)， 實(shí)現(xiàn)知識(shí)共享， 運(yùn)用集體的智慧和創(chuàng)新能力贏得競(jìng)爭(zhēng)優(yōu)勢(shì)，并且強(qiáng)調(diào)對(duì)人力資本管理和利用知識(shí)改變企業(yè)的經(jīng)營(yíng)方式提高競(jìng)爭(zhēng)力。二是知識(shí)管理把知識(shí)共享作為核心目標(biāo)。知識(shí)管理的核心目標(biāo)之一是鼓勵(lì)相互協(xié)作， 培育知識(shí)共享的環(huán)境。 集眾人所長(zhǎng)是知識(shí)管理的目的，通過(guò)知識(shí)積累能夠更好地運(yùn)用企業(yè)的人才資源，提高對(duì)市場(chǎng)的應(yīng)變能力和創(chuàng)新能力。現(xiàn)在企業(yè)的智力資本逐漸

21、成為企業(yè)價(jià)值鏈中最具活力的關(guān)鍵性節(jié)點(diǎn) 企業(yè)越來(lái)越多地依靠以智力資本為生產(chǎn)主要素來(lái)創(chuàng)造出企業(yè)的利潤(rùn)。例如：企業(yè)中智力資本的作用與貢獻(xiàn)已在美國(guó)新經(jīng)濟(jì)中得到有力的體現(xiàn)， 智力資本高度集聚的知識(shí)型團(tuán)隊(duì)使企業(yè)在市場(chǎng)激烈競(jìng)爭(zhēng)中獲得持續(xù)發(fā)展?jié)摿Σ⑿纬善髽I(yè)核心競(jìng)爭(zhēng)能力；有績(jī)效和激勵(lì)才有團(tuán)隊(duì)發(fā)展才會(huì)形成強(qiáng)生命力的知識(shí)型團(tuán)隊(duì)；如何進(jìn)行知識(shí)型團(tuán)隊(duì)的建設(shè)已經(jīng)成為當(dāng)今企業(yè)管理者要解決的最急迫問(wèn)題之一由于知識(shí)型團(tuán)隊(duì)具有不同于一般團(tuán)隊(duì)的特點(diǎn)其團(tuán)隊(duì)建設(shè)就需要結(jié)合其特點(diǎn)全面合理地展開(kāi)與進(jìn)行。 第1章 團(tuán)隊(duì)建設(shè)的概念團(tuán)隊(duì)是由于志趣、愛(ài)好、技能、工作關(guān)系上的共同目標(biāo)而自愿組合并經(jīng)領(lǐng)導(dǎo)層認(rèn)可批準(zhǔn)的一個(gè)群體。團(tuán)隊(duì)建設(shè)則是企業(yè)在管理中有

22、計(jì)劃、有目的、有步驟地組織團(tuán)隊(duì)，并對(duì)其成員進(jìn)行訓(xùn)練、總結(jié)、提高的活動(dòng)。在經(jīng)濟(jì)全球化、一體化的形勢(shì)下，市場(chǎng)競(jìng)爭(zhēng)日趨激烈，出現(xiàn)了越來(lái)越多的新問(wèn)題，傳統(tǒng)的企業(yè)正式組織對(duì)于市場(chǎng)競(jìng)爭(zhēng)中出現(xiàn)的新問(wèn)題往往反應(yīng)比較遲鈍，工作效率也極為低下。團(tuán)隊(duì)是根據(jù)個(gè)人的天賦、特長(zhǎng)、愛(ài)好、技能自覺(jué)地經(jīng)過(guò)整合形成的。因此，團(tuán)隊(duì)能面對(duì)不斷出現(xiàn)的新問(wèn)題，以合作的精神來(lái)處理和商議解決這些問(wèn)題的途徑和方法，并在成功和挫折當(dāng)中，獲得一種能夠自我修復(fù)和不斷改進(jìn)的、順應(yīng)時(shí)勢(shì)的工作與生活的共同發(fā)展理念、秩序與模式，在彼此寬容當(dāng)中呈現(xiàn)出群體優(yōu)勢(shì)，具有較高的工作效率，從企業(yè)生存和發(fā)展的角度來(lái)看，團(tuán)隊(duì)建設(shè)具有極為重要的意義洛陽(yáng)理工學(xué)院畢業(yè)設(shè)計(jì)（論文

23、）外文翻譯資料系 部： 經(jīng)濟(jì)與工商管理系 專(zhuān) 業(yè)： 工商管理 學(xué)生姓名： 張 尚 班級(jí)學(xué)號(hào)： b09090633 指導(dǎo)教師姓名： 鐘勁松 指導(dǎo)教師職稱(chēng)： 副教授 knowledge workers need better managementknowledge workers could perform much better if we only knew how to manage them, says thomas davenport. his suggestion: dont treat them the all same, and measure them tactfully.the

24、y dont like to be told what to do. they enjoy more autonomy than other workers. much of their work is invisible and hard to measure, because it goes on inside their heads or outside the office. they are a growing part of the u.s. workforce, and their skills are hard to replace. theyre knowledge work

25、ers, and they are performing well below their potential because companies still dont know how to manage them, says thomas davenport, professor of information technology and management at babson college, in wellesley, mass., and director of research for babsons executive education program. knowledge

26、workers are going to be the primary force determining which economies are successful and which arent, he says. they are the key source of growth in most organizations. new products and services, new approaches to marketing, new business modelsall these come from knowledge workers. so if you want you

27、r economy to grow, your knowledge workers had better be doing a good job.yet after studying more than 100 companies and 600 individual knowledge workers, davenport has come to the conclusion that the old dictum of hiring smart people and leaving them alone isnt the best way to get the most out of kn

28、owledge workers. as he writes in his latest book, thinking for a living: how to get better performance and results from knowledge workers (harvard business school press, july 2005), although knowledge workers cant be managed in the traditional sense of the word, you can intervene, but you cant do it

29、 in a heavy-handed, hierarchical way. executive editor allan alter has followed davenports career from his days as a pioneering thinker on business process reengineering and knowledge management. he met with davenport in his office at babson colleges school of executive education in order to learn h

30、ow managers, and cios in particular, can improve the performance of this critical segment of the workforce. an edited version of their discussion follows.cio insight: how do you define knowledge workers?davenport: people whose primary job is to do something with knowledge: to create it, distribute i

31、t, apply it. most of the time they also have a high degree of education or expertise. they include anywhere from a quarter to a third of the workforce, but not everyone who uses knowledge. if you are digging ditches, you may have some knowledge on the job, but its not the primary purpose of what you

32、 do.are companies doing a good job of managing and improving the performance of knowledge workers? theyre not. what most organizations do is hspalta: hire smart people and leave them alone. weve spent a lot of effort recruiting knowledge workers and assessing how capable they might be before we hire

33、 them. but once theyre hired we dont do a lot to improve their performance. process improvement has mostly been for other workers: transactional workers, manufacturing workers, people in call centers. all the serious approaches to improving work have largely escaped knowledge work. we let knowledge

34、workers get away with saying theres no process to their work, that every day is different. we dont measure much of anything about knowledge work. if we dont measure knowledge work, why do you think theres room to improve knowledge worker productivity and performance?its a pretty well-informed hunch.

35、 people improve processes all the time; they just havent done it with knowledge-work processes as much. its an extrapolation of the same logic in other work, that processes can be improved. here is one number that indicates performance and productivity can be improved: idc found that 1,000 knowledge

36、 workers can lose as much as $6 million a year just searching for nonexistent data, or repeating work that has already been done. is it possible every knowledge worker is working to his or her potential? its possible, but unlikely. we can get a lot better at improving their performance. why hasnt kn

37、owledge management helped more in the effort to improve knowledge-worker performance and productivity? knowledge management was an early attempt to intervene in knowledge work. for the most part, it wasnt particularly successful, because we didnt look closely at how knowledge workers did their work.

38、 we tried to be too broad in our focus. most organizations simply created one big repository for all knowledge and all workers. the only way we can get people to use knowledge on the job is to understand how they do their jobs, and then figure out some way to inject knowledge into the course of thei

39、r day-to-day work, not make it a separate thing you have to consult when you need knowledge. we have to be much more targeted in approaching knowledge management. we have to target a specific job. and the best way is to use technology to bake the knowledge into the job. how do we improve knowledge w

40、orker performance? there ought to be a lot more experiments. we have experiments now, but we dont measure anything, so we dont learn anything. if we say were going to put people in cubicles to improve communication, then we ought to at least measure some subjective aspects of communication before an

41、d after. we ought to see if cubicles work well with a small group before we put a whole company into them. what is the most radical change thats needed in the management of knowledge workers? we need to start focusing much more on job-specific knowledge and information environments, at least from an

42、 it perspective. capital one applies some of the same experimental approaches to technology. do their knowledge systems really work? does it improve productivity? does it improve communication? all the things that people talk about but never really measure. designing these knowledge environments for

43、 knowledge workers is expensive and hard to do. but if were serious about making knowledge workers more productive, were going to have to focus on particular jobs and sometimes even particular individuals. there are a whole range of possibilities for differentiating knowledge workers so that we dont

44、 treat them all the same. i dont think you should use any one segmentation approach, but the one i like best is a 2-by-2 matrix thats based on how much collaboration is involved in the job, and how much expertise is involved in the job. intel has five or six categories that differentiate knowledge w

45、orkers on the basis of mobility and how aggressively they adopt technology. there are cube captains who dont move around much, and nomads who move around a lot and need portable technology. some involve factory workers and others who dont have a lot of personal technology available.this sounds as if

46、 its the companys job to tell knowledge workers what works. dont knowledge workers prefer to learn from one another?maybe. i think a good learning program for knowledge workers would combine classroom learning and learning at their workstations. what we all want is just-in-time learning, where when

47、we have a problem well click on a learning program and itll tell us how to address that problem. but its hard to do and were a long way from it. knowledge workers have a lot of power, and you dont want to impose things on them they dont want to do, because they dont like to be told what to do. they

48、may put up with it for a while, but eventually theyll look for a job that gives them the autonomy they think they deserve. besides, managers cant easily enforce an order when work takes place in peoples heads. you have to make it easy for knowledge workers to do what you want them to do. but some or

49、ganizations are starting to mandate the use of productivity tools. historically, pharmaceutical companies have asked scientists to use electronic lab notebooks, but never made it a requirement. hence, they had no way to ensure that lab results were collected in a similar way across the organization.

50、 infinity pharmaceuticals, a company in cambridge, mass., has made using an electronic lab notebook a condition of employment. youd stand out if you didnt answer your electronic mail or voice mail messages todayits semi-mandatory. we might as well make it a little more mandatory and help people use

51、the stuff more effectively.knowledge workers take pride in what they do, and they want to be productive. and no one likes drudgery. most of the interventions involve getting rid of work no one likes to do anyway. ask people, what do you think can be done to the job? when you redesign knowledge work

52、processes, its got to be much more participative than it was in these top-down reengineering efforts. people have to see what the benefit is to them.更好地管理知識(shí)型員工“假如我們只知道如何管理他們，知識(shí)工作者可以發(fā)揮得更好?！?托馬斯達(dá)文波特說(shuō)。他的建議：不要用相同的方法對(duì)待他們，要有巧妙的措施。 他們不喜歡被告知該怎么做。他們喜歡比其他工人享有更多的自主權(quán)。他們的大部分工作是無(wú)形和難以衡量的，因?yàn)樗苍S在他們的頭腦內(nèi)部或辦公室以外的地方進(jìn)行。他

53、們所占美國(guó)勞動(dòng)人口的比重在不斷上升而且他們的技能是難以替代的。 “他們是知識(shí)型工人，他們的表現(xiàn)遠(yuǎn)遠(yuǎn)低于他們的潛力，因?yàn)楣救匀徊恢廊绾喂芾硭麄??！毙畔⒓夹g(shù)教授兼芭布斯學(xué)院的管理者，在韋爾斯利，馬薩諸塞州作為巴布森的行政教育課程研究部主管的托馬斯達(dá)文波特說(shuō)?！爸R(shí)工人將成為決定哪些經(jīng)濟(jì)體制成功與否的主要力量?！彼f(shuō)， “他們的主要增長(zhǎng)源在大多數(shù)組織。新的產(chǎn)品和服務(wù)，市場(chǎng)營(yíng)銷(xiāo)的新辦法，新的商業(yè)模式，所有這些來(lái)自于知識(shí)型工人。所以，如果你想你的經(jīng)濟(jì)有所增長(zhǎng)，您的知識(shí)工作者最好還是在好好干事?！比欢谘芯?00多個(gè)公司和600名個(gè)人的知識(shí)型工人之后，達(dá)文波特已經(jīng)得出的結(jié)論是，舊的格言雇用聰明的人，

54、其本身并不是發(fā)揮知識(shí)型工人功效的的最佳途徑。正如他寫(xiě)在他的最新著作“思考的生活：如何從知識(shí)工人那里獲取更好的性能” （哈佛商學(xué)院出版社， 2005年7月） ，但知識(shí)型工人不能被“傳統(tǒng)”意義上的管理所指使。 總之，你可以進(jìn)行干預(yù)，但是你不能用強(qiáng)制手段，分層的方式。執(zhí)行編輯阿蘭在達(dá)文波特的研究之后改變了職業(yè)生涯，因?yàn)橐豁?xiàng)開(kāi)創(chuàng)性的思想家的業(yè)務(wù)流程重組和知識(shí)管理。在巴布森學(xué)院的學(xué)校執(zhí)行教育辦公室他會(huì)見(jiàn)了達(dá)文波特，以了解如何管理人員，尤其是信息主管們，可以提高部分勞動(dòng)力關(guān)鍵性能。經(jīng)過(guò)編輯的討論如下。cio的洞察：你如何定義知識(shí)型員工？ 達(dá)文波特：人，其主要工作是用知識(shí)做一些事情：創(chuàng)建，傳播，應(yīng)用它。 大

55、多數(shù)時(shí)候，他們也有高學(xué)歷和高度的專(zhuān)業(yè)知識(shí)技能。它們包括從地方四分之一到三分之一的勞動(dòng)力，但不是使用知識(shí)的每個(gè)人。如果您是挖溝渠，你可能有一些工作的知識(shí)，但不是你要做什么的主要目的。企業(yè)是否有很好地管理和改善知識(shí)工作者的性能？ 他們沒(méi)有。大多數(shù)組織做的是分離的：租用聰明的人并讓他們獨(dú)立。我們已經(jīng)花了很多努力招募知識(shí)型工人和評(píng)估在我們聘請(qǐng)他們之前可能具備多少能力。但是，一旦他們被雇用我們不會(huì)做許多事情來(lái)提高它們的性能。工藝改進(jìn)主要是對(duì)其他工人：交易工人，生產(chǎn)工人，人民的呼叫中心。所有這些非同小可的辦法，改進(jìn)工作基本上逃脫知識(shí)工作。 我們讓知識(shí)工作者逃脫，說(shuō)他們的工作沒(méi)有進(jìn)程，每天是不同的。我們沒(méi)有衡量的事情很多是知識(shí)的工作。如果我們不這樣做衡量知識(shí)的工作，你為什么認(rèn)為有改善知識(shí)工作者的生產(chǎn)力和業(yè)績(jī)的空間？ 這是非常明智的預(yù)感。人民改善流程的時(shí)候，他們只是還沒(méi)有做到與知識(shí)的工作流程一樣多。這是一個(gè)在其他的工作中相同的邏輯推斷，這過(guò)程可以得到改善。 這是有一個(gè)數(shù)字顯示業(yè)績(jī)和生產(chǎn)力是可以提高的： idc公司發(fā)現(xiàn)， 1000個(gè)知識(shí)工作者一年會(huì)失去多達(dá)600萬(wàn)美元用于尋找不存在的數(shù)據(jù)，或重復(fù)已經(jīng)做了的大量工作。是否有可能每一個(gè)知識(shí)工作者正在努力用他或她的潛力工作？這是有可能的，但可能性不大。在改善他們的業(yè)