Enterprise culture, team culture and knowledge sharing

Enterprise Culture

To build a harmonious corporate culture, the core is to enhance the competitiveness of enterprises. Enterprise culture not only has spiritual attributes but also management attributes. It can complement rules and regulations, improve the management efficiency of enterprises, and thus improve the level of control of enterprises. The enterprise culture construction strongly supports the strategic transformation of the enterprise, and actively carries out the enterprise culture construction to ensure the smooth implementation of the enterprise strategy with the goal of improving the core competitiveness. Through cultural integration, the company's cohesion and centripetal force are enhanced to significantly improve enterprise efficiency, and the overall strength is further strengthened.
Sharing Culture focuses on people-oriented, and strives to achieve the core development of enterprises. The fundamental purpose of an enterprise is to shape the enterprise by shaping people. By setting up the people-oriented ideology, while developing the enterprise, the enterprise pays more attention to building a platform for the realization of employees' self-value, efforts should be made to stimulate employees' enthusiasm and creativity and achieve the organic unification of personal development and enterprise development, which is an inevitable requirement for the core development of enterprise construction. The core values of an enterprise should strive to bring a strong sense of belonging to employees, closely link their own values with the development fate of the enterprise, and fully tap the potential of employees, in this way, the cultural power of enterprises is transformed into productivity.

First, we must cultivate shared values, improve cohesion, and implement the joint development of enterprises and employees. Harmonious values are the core of corporate culture. The center of corporate culture construction is to cultivate and enhance employees' sharing of core values. If we break away from this core, corporate culture construction will lead to detours. Therefore, we must not only strengthen the awareness of enterprise development, enhance enterprise value, but also pay attention to the realization and value-added of employees' personal values. If employees cannot develop together with the company, they feel that their personal values are not realized, and their cohesion will decrease. The subjective initiative of employees cannot be fully mobilized. Therefore, enterprise managers should attach great importance to the importance of sharing values, strengthen the propaganda and implementation of values, and achieve the joint progress and harmonious development of enterprises and employees.
Second, we should shape the enterprise spirit, standardize corporate ethics, and enhance social responsibility. Enterprise Managers should improve their cultural consciousness, vigorously explore the excellent cultural factors of the enterprise, extract the enterprise spirit that conforms to the enterprise development and the trend of the times, and form their own cultural assets. Motivate employees in the spirit of the enterprise, strengthen the orientation of social responsibility, strengthen the construction of corporate social morality and professional culture, and standardize the behaviors of enterprises and employees, and establish harmonious labor relations with stakeholders.
Cultural Management is the highest level of enterprise management, and the highest level of competition for modern enterprises is cultural competition. The highest level of competition for an enterprise is the competition for corporate culture.

Team culture

The team atmosphere, team management style, independent working environment, and challenging work enable members to trust each other, communicate and communicate openly, openly, and equally, and have harmonious interpersonal relationships, the members have a pleasant body and mind, have a strong desire to participate, and are full of enthusiasm and vitality in their work. During the development of the team, you often encounter difficulties and setbacks. However, the senior team can make the team members enjoy the fun of being a member of the team, and there is no lack of humorous atmosphere in the team. The internal morale of the team is high, the team members are not afraid of difficulties, not afraid of setbacks, always maintain a strong fighting spirit. In a cultural atmosphere, the Team emphasizes the team spirit and encourages individuals to improve and develop themselves, so as to eliminate cultural tendencies that overemphasize the team spirit and overwhelm individual personalities, this inspires the product polarity, initiative, and creativity of individuals.

The team members constantly improve their abilities, qualities, and consciousness. The entire team is filled with a lifelong learning atmosphere. Team Goals are unified, with clear division of labor, clear responsibilities, and positive and decisive actions. The team does not stick to the rules, often solves problems creatively, and has a good early-warning system and habit of detecting changes, and can quickly respond to technological changes, make adjustments to changes in values. An equal atmosphere allows Members to speak freely and put forward different opinions and solutions from different perspectives, so that decision-making is scientific and reasonable. Close contact is established within the team and between the team and other departments of the Organization to facilitate smooth information communication and improve decision-making efficiency. Different teams may have different cultures, but their basic elements are the same: mutual trust, unity and collaboration.

 

Knowledge sharing

The knowledge level of the enterprise R & D team determines the enterprise's ability to develop new products. Members of the Enterprise R & D team are high-level knowledge workers and have professional knowledge. Based on the above definition of knowledge sharing and the actual situation of the enterprise R & D team, we can share the knowledge of the R & D team to integrate the knowledge of different individuals in the R & D team, in this process, members of the R & D team continuously communicate and learn. In the process of knowledge sharing, individual members of the R & D team, as knowledge providers, externalize their own knowledge, skills, and experience, in order to obtain a tangible or intangible benefit, other members who are knowledge recipients interact with the knowledge provider in various ways.
Only when people's values are built on each other's points of view and are willing to share with others can collective knowledge leverage in the enterprise, this is largely due to the formation of corporate culture. In some cultural systems, knowledge is regarded as power, and knowledge sharing may be seen as conflicting with personal interests. Therefore, the systematization of knowledge management requires that human resource management focus on the management of corporate culture and the transformation of people's ideology to enhance teamwork and knowledge sharing. People can be connected to a team through formal/informal structures so that they can share knowledge more efficiently.
In some companies, corporate culture is not open, and employees are not allowed to have ideas. This is their own destruction. The company's growth and success can be attributed to the company's long-term encouragement of employees to express their real thoughts, and firmly believe that this can produce better ideas. In today's world, if managers ignore the information provided by employees when operating an organization that may have important value, it will cause irreparable losses to the Organization.
The essence of enterprise knowledge sharing is to break the barriers between different knowledge owners and achieve free flow and use of knowledge within a certain range, so that organizations can reduce their knowledge acquisition costs, it is also conducive to the application and innovation of knowledge.

1. Internal knowledge sharing enhances the effectiveness of enterprise knowledge acquisition.
New business opportunities may come from internal or external knowledge and technology. Although both the knowledge and technology are important, it is not enough for an enterprise to absorb external knowledge. The ability of an enterprise to use external knowledge is insufficient to maintain its continuous competitive advantage, this is because external knowledge can be understood by other enterprises. In comparison, internal knowledge is not widely understood by other enterprises, and thus is the basis for Sustained Competitive Advantages of enterprises. Internal knowledge is crucial for enterprise activities. Transferring the best practices of a certain department within an enterprise to other departments to improve the application of knowledge, which is necessary for the enterprise to achieve excellent performance. Because the internal transfer of knowledge is less restricted by confidentiality and legitimacy than external transfer, internal knowledge sharing is faster and less complex under the same conditions. Therefore, in the rapidly changing market competition, enterprises must turn to internal knowledge sharing capabilities more and more.

2. enhance internal knowledge sharing to prevent knowledge loss.
According to the Survey Report of the consulting institutions, only 12% of internal information and knowledge of enterprises are easily obtained when needed, and 46% of information is stored in the form of paper and electronic files, although theoretically they are easily shared, real information exchange is hard to achieve due to various reasons (such as incompatibility of data formats of various parties, difficulty in converting paper files and electronic files; the remaining 42% of the information is stored in the employee's brain. In a knowledge-based enterprise, the Knowledge proportion in the employee's mind is higher. This fact shows that once professional and technical talents with both professional knowledge and certain work experience can leave the Enterprise, they will take away a large amount of industry information, scientific and technological achievements, and even users, bringing serious losses to enterprise development. The company shares internal knowledge, encourages employees to share their knowledge and valuable experience with others, store them in the enterprise knowledge base, and become part of the enterprise knowledge, in this way, the business risks brought by the sole occupation of knowledge can be reduced.

3. Knowledge sharing is an important way to configure knowledge resources.
Knowledge can be directly applied to economic activities only when it is mastered. People who have knowledge at a certain time and who have knowledge at a certain point of time determine the available scale of knowledge and the use direction of knowledge. However, the distribution of knowledge in an enterprise is rarely the same as that in the enterprise's demand for knowledge, and work, people, and knowledge are often in a state of mismatch. As two means of configuring knowledge resources, the flow of people and the sharing of knowledge have their own characteristics, and the flow of people is relatively fast, but the flow of people will invalidate some of the knowledge, including environmental knowledge; however, knowledge sharing is slow and costly. However, knowledge sharing can achieve a combination of knowledge, increase human capital, and improve work efficiency. For enterprises, the greatest competitive wealth is the judgment and experience of employees. However, it is far from enough to store important knowledge in the individual brain. Faster labor flow, lower education levels, and frequent business changes mean that individual employees cannot rely on insights. Therefore, the unorganized knowledge dispersed in the workforce must be leveraged to increase to the enterprise level. At the enterprise level, because of the consistency of overall interests and effective management, learning can be better obtained, integrated, increased, and extended. Enterprise organizations and individual employees must learn knowledge quickly and orderly at different functional levels of the enterprise.

4. Knowledge Sharing improves the core competitiveness of the Organization.
In the new economy era, the core competitiveness of organizations first comes from continuous innovation capabilities. When enterprises face economic globalization, the only way to keep pace with technological development trends is to make full use of the advantages of collective knowledge. Because of the knowledge barriers between employees, if an enterprise can integrate more innovative resources than other enterprises, it will be more competitive. Whatever the means, the creation of human knowledge is the process of interaction between tacit knowledge and explicit knowledge. In the process of creating knowledge, the integration of different ideas and the reuse of knowledge are basic features. Sharing knowledge among people with different backgrounds, views, and motivations is a key step in organizing knowledge creation. By leveraging the professional knowledge of organizational unit members, knowledge creation expands the organizational unit's capabilities through learning. Knowledge is generated in the process of knowledge sharing, and the richer the exchange and sharing, the more knowledge is generated. After many tangible and intangible knowledge is shared, a large number of intellectual assets, such as patents, copyrights, and business models, are created around the core capabilities of the Organization, this enhances the organization's core capabilities.

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Petter Liu
Source: http://www.cnblogs.com/wintersun/
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