A new model of enterprise innovation management

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1, enterprise management innovation achievements 1. 1 The overall management level has been greatly improved.

Under the new situation, China enterprises actively explore the enterprise management mode suitable for China's national conditions, pay attention to learning and absorbing foreign advanced management concepts and methods, and constantly improve the enterprise management level. Enterprise management changes from passive management to independent management. In order to meet the challenges of marketization, internationalization and informatization, most enterprises have done a lot of solid work in improving management level and initially established systems and mechanisms to meet the requirements of market economy; Basic management has made great progress in standardization and standardization; The ability to operate internationally has been improved; The management informatization of some enterprises has entered the stage of comprehensive construction.

1.2 enterprises began to have market awareness and strategic concepts.

With the establishment and improvement of the market economy system, the market concept and competition concept of enterprises have been strengthened, and the business ideas, management concepts, objectives, systems, organizations, methods and means of enterprises are all moving closer to the market economy, and the adaptability of enterprises to market competition has begun to increase. More and more enterprises regard consumers' demand as the starting point and destination of their business activities, attach importance to the analysis of the current market situation and remain highly sensitive to market changes. More and more attention has been paid to strategic management. The idea and theory of enterprise strategic management have taken root in enterprises, and the awareness of strategic management of state-owned enterprises is increasing. We attach importance to learning advanced management theory and begin to pay attention to cultivating core competitiveness. According to the survey in 2004, 62.82% of domestic enterprises have business strategies, and 68.72% of them can adjust their strategies according to the changes in business environment and implementation. Moreover, about 65,438+065,438+0% enterprises have achieved results by applying low-cost leading strategy, product and service differentiation strategy and target concentration (or specialization) strategy respectively.

1.3 diversified management organization forms.

Enterprises choose different organizational forms according to their own development and external environment, and centralized linear function system still dominates. Some enterprises adopt new organizational forms such as division system, matrix system and multidimensional system, and their management organizational forms are diversified. However, the overall level of organizational management of state-owned enterprises is still relatively backward, the selection and design of enterprise organizational structure are relatively simple, the general management scope of enterprise leaders is too wide, the linear command system and the functional staff system intersect, the adaptability of management organizations is poor, and the work efficiency is low. A few enterprises have established learning organizations and implemented innovative methods such as business process reengineering.

1.4? Strong enterprise with talents? Become enterprise knowledge.

At present, many enterprises have realized that strengthening human resource management is an important guarantee to improve the management level and innovation ability of enterprises. The survey in 2006 showed that about 42.2 1% of enterprises have made human resource planning and combined it with their business strategy, and it can be implemented normally as planned. 68.33% of enterprises have specialized institutions and regular training plans for employee training and re-education; 7 1. 13% of enterprises have a clear reward and punishment system, which can be implemented normally according to the system. However, most enterprises are still unable to integrate the personal development of employees with the development of enterprises. Only 15.98% enterprises have employee career development plans, and 38.39% enterprises have never considered this issue at all. It reflects the gap of management concept and the obvious shortage of human resources investment.

The above situation shows that China's enterprise management innovation is still in the primary stage of understanding and adapting to the market, and the level of modernization is low, which is compatible with China's imperfect market economy. Although some achievements have been made in enterprise management innovation, there is still a big gap compared with enterprises in developed countries. One way to narrow the gap is to persist in management innovation. Therefore, the establishment and improvement of enterprise management innovation system will become an important content and key link of enterprise reform in China.

2. Obstacles to enterprise management innovation Obstacles to enterprise management innovation come from many aspects, among which the main factors are:

2. 1 psychological factors

In real life, everyone's acceptance of new things and new ideas is different. Management innovation is generally vague and risky, and the understanding of risk is not objective. People with low fuzziness and risk tolerance are unwilling to accept innovation or even resist it. There is always the possibility of failure in management innovation, which means that innovation may bring some uncertainties to organizations and individuals (such as resignation, demotion, job hopping, improving work standards, learning new things, etc.). Therefore, there is inevitably opposition to innovation in the organization. The magnitude of resistance depends on the gap between the expectation and reality brought by innovation to employees.

2.2 Interest factors

Management innovation will inevitably break the original pattern of interests, adjust and redistribute interests, and may make some people lose their vested interests or even lose their jobs. Therefore, the aspects that may suffer losses in innovation will hinder the progress of innovation and affect the coordination and progress of innovation. This factor may come from internal investors, operators and employees, and may also come from external creditors, shareholders, customers and the government (involving employment, laws and regulations, social stability, the interests of some people and the image of the government).

2.3 Cultural factors

The influence of culture comes from both corporate culture and social culture. As far as corporate culture is concerned, corporate ideas, systems, traditions (including innovative traditions) and habits all affect the coordination and progress of management system innovation. In conservative traditional enterprises, the resistance to innovation is greater. Because people are used to the past systems, rules and interest patterns, they don't like innovation and change, and even regard innovation as a foreign body. As far as social culture is concerned, social ethics, morality, customs, habits and traditions all directly affect the process of innovation. Such as the contradiction between expert management and family management, the contradiction between lifelong employment and contract system, the contradiction between income maximization and egalitarianism, and the contradiction between scientific management and human feelings. It often becomes a complex that innovators cannot solve.

2.4 Conceptual factors

Ideas affect people's understanding and views on related issues and dominate people's behavior. Lack of innovative ideas and insufficient understanding of the importance and significance of institutional innovation are the biggest obstacles to the innovation of management system. The unfavorable factors in the process of enterprise management innovation in China mainly come from old and stubborn ideas.

Obstacles and innovation are a pair of contradictions, and it is very difficult to overcome obstacles and keep innovating. For enterprises, to overcome obstacles, we must first strive for the right of innovation, strengthen the research on the factors that cause management obstacles, such as psychological factors, interest factors, cultural factors and conceptual factors, strive to cultivate innovative corporate culture, establish innovative organizations and effective incentive systems, and constantly overcome obstacles with innovative enthusiasm, which is of great practical significance to realize the scientific management of enterprises.

3. The main problems in enterprise management innovation. It is of great significance to study and analyze the present situation and existing problems of enterprise management innovation in China, recognize the gap with foreign modern enterprise management, and point out the direction of further development and innovation of enterprise management in China, so as to improve the modernization level of enterprise management, enhance the international competitiveness of enterprises and promote the further development of China's economy.

3. 1 Management concept issues

China enterprises have been deeply influenced by the planned economy management system and operation mechanism for a long time, and gradually formed a management concept with China characteristics. The traditional management concept has played an irreplaceable role in the development of enterprises. In the past 30 years of reform, although there has been a breakthrough in management concepts, under the situation of market economy development and global economic integration, especially China's formal accession to the WTO, the existing management concepts of enterprises can no longer meet the requirements and development of the new situation. The existing problems mainly include:

(1) Modern management consciousness is weak, lacking the spirit of independent innovation.

With the arrival of knowledge-based economy and China's entry into WTO, some enterprises' management ideas are seriously lagging behind the requirements of market economy, and their awareness of market, risk, law, capital management, innovation, brand and commodity protection is very weak, so enterprise managers are used to the enterprise management mode under planned economy. In 2005? The growth and development of enterprise managers in China? Special survey shows? Innovation? As the core of entrepreneurship, 49.7%; What is the most difficult innovation? Concept innovation? 42.7%. Old and backward ideas are the biggest obstacle to enterprise management innovation. Many enterprise leaders have not yet formed the consciousness of modern enterprise management, have not realized the great role of modern management mode in enterprise efficiency, and enterprises lack the spirit of independent innovation.

(2) Lack of clear management concept

The goals of an enterprise are multiple, among which the pursuit of profit and social goals is its distinctive feature. However, due to the lack of a clear management concept, some enterprises show an improper tendency to sacrifice long-term interests and social interests and only pay attention to immediate interests, and their management activities are confined to a narrow scope. The unclear management concept of an enterprise leads to the blindness of its related activities. For example, in financial activities, many enterprises still stay at the management level in the era of industrial economy. Because the concept of financial management is unclear, the function of enterprise financial work has not been well played.

(3) Improper concept positioning leads to setbacks or even failures in enterprise management.

Some enterprises fail miserably in the competition because of improper management concepts, such as attaching importance to technological innovation and ignoring management innovation; Pay attention to financial capital and ignore human capital; Attach importance to interpersonal relationships and despise information networks and modern scientific and technological means? These phenomena are bound to have an extremely adverse impact on the survival and development of enterprises in China.

3.2 unscientific defects of strategy

It is not that China's economy has grown to the border, nor is the vitality of system transformation exhausted, but that the enterprise strategy is unscientific.

(1) The enterprise strategy lacks long-term adaptability to the environment.

Enterprise strategy is the product of mutual adaptation between enterprise and environment, and enterprises should adjust their strategies in the constant change of environment. Besides being overall, futuristic, systematic, hierarchical, competitive and confidential, scientific strategy also has the important feature of long-term adaptability. The long-term adaptability of strategy means that enterprises can maintain the relative stability of strategy, cultivate core competence and enhance their adaptability to the environment for a relatively long time, so as to achieve the goal of maximizing shareholder value. The relative stability of enterprise strategy is poor. The reason is that, objectively, strategic management is a brand-new concept for China enterprises, and the importance of strategic management is unclear, and a scientific strategic view has not yet been formed. It is difficult for operators without systematic training to formulate scientific enterprise strategies in the transition period of complex environmental changes. Subjectively, many entrepreneurs have developed a set of skills during the system transition period? Surprise? Their successful experience exaggerates their adaptability to the environment, makes them disdain the long-term adaptability in the characteristics of scientific strategy, and leads to the lack of sustained vitality of enterprises.

(2) Enterprises ignore the cultivation of core competence.

In the 1990s, corporate strategy? Core competence? After this concept was introduced into China, entrepreneurs realized that the lack of competitiveness of China enterprises in the world lies in their lack of core competence. Most enterprises lack investment in science and technology, neglect the cultivation of organizational ability and lack awareness of intellectual property rights. Enterprises often have temporary advantages and few lasting core competencies. In China, a common phenomenon, product innovation? A swarm of bees? Appeared again? A swarm of bees? As time goes by, almost no enterprise can continuously introduce new products in its own field. Of course, the cultivation of enterprise's core competence is a long-term and scientific strategic innovation process, and enterprises lack such history and experience. At present, many enterprises do not know enough about their core competitiveness.

(3) Enterprise strategy lacks the concept of value creation.

Generally speaking, the purpose of an enterprise is to create more wealth for shareholders, and wealth is the ultimate index to evaluate the operation of an enterprise. However, in the process of enterprise management, there are still indicators such as scale, annual profit, tax revenue and number of employees, which are assessed by different subjects for different purposes and from different angles. The strategic objectives of some enterprises often deviate from the maximization of shareholders' interests, and often aim at the requirements of other subjects. The most common thing is to blindly pursue the maximization of scale. China is a country with a long history of planned economy. The quantity and output value of an enterprise's products are often symbols of its status. The larger the enterprise, the higher the product quantity and output value, which often becomes the basis for entrepreneurs to obtain political capital. There is also the pressure of employment. The government often wants enterprises to hire more employees and undertake more social functions to digest the internal contradictions of reform. In order to achieve this goal, the government takes administrative and economic measures to intervene and induce enterprises. Another performance that deviates from the maximization of enterprise value is that it pays too much attention to the annual financial indicators of enterprises. Small and medium-sized enterprises only pay attention to the current profit growth, ignoring the investment in technological transformation and the study of the future situation, and enterprises show obvious short-term behavior. Whether it is blindly demanding the maximization of enterprise scale or unilaterally emphasizing the annual financial indicators of enterprises, it will not only make enterprises lose further growth, but also reduce their long-term strategic adaptability.

3.3 Problems in the organizational structure

At present, most enterprises in China have implemented the reform of corporate system and established the leadership organization structure of corporate system. In the process of perfecting the socialist market economic system, the transformation is still incomplete and imperfect, and it is still in a transitional stage. There are still some problems in the leadership structure of enterprises, especially small and medium-sized enterprises.

(1) The market for professional managers is underdeveloped, especially for small and medium-sized enterprises. The decision-makers of small and medium-sized enterprises have the right of management, decision-making and supervision. The operator's behavior is not supervised by anyone, but he has the right to dispose of employees at will. Especially when some small business owners have small achievements, they think that they naturally become entrepreneurs, blindly confident, and it is easier to follow the successful empirical decision-making methods in the past, which increases the decision-making risk.

(2) The organizational structure of enterprise leaders is not standardized. The main performance is that the decision-making body and the executive body are inseparable, for example, the board of directors and the manager team basically overlap or make friends in a large area. According to the survey of listed companies in China in 2002, 20.99% are the chairman and general manager, 34.39% are the chairman who doesn't serve as the general manager and doesn't go to work every day, and 44.8% are the chairman who doesn't serve as the general manager but works in the company every day. The company is a dual CEO. In addition, the leaders of many domestic group companies and major subsidiaries are often a team, with two brands or even three brands, especially when the subsidiaries are listed companies. This phenomenon is more serious. The chairman and general manager of state-owned enterprises are appointed by the government, directly entrusted by the owners, and objectively become the representatives of state-owned assets, thus causing the general manager not to implement the decisions of the board of directors, and the board of directors can interfere with the daily management of the general manager beyond its authority. The organizational structure of enterprise leaders is not standardized, which reduces the decision-making level of enterprises and makes it difficult to truly establish a modern enterprise system.

(3) Lack of effective incentive mechanism. The scientific and standardized organizational structure of corporate enterprises also has the characteristics of effectively motivating and restraining senior managers, but China's small and medium-sized enterprises currently lack incentives for senior managers. In terms of incentives, the income structure is unreasonable, there is no diversified incentive annual salary system, the reputation salary is low, the gray income is high, and the income of senior managers is not linked to the business performance of enterprises.

4. Establish a scientific management concept that meets the requirements of the development of knowledge economy. 4. 1? Information first? The concept of

Human society has entered the information age, and high-tech such as global information networking is changing people's mode of production, lifestyle and way of thinking. Information management has penetrated into all aspects of enterprises. In the fierce market competition, enterprises should constantly exchange information with the external environment, such as: scientific and technological development information, market information, competitor information and scientific management information; In the enterprise, there is also information about people, money, things, production, supply and sales. The collection, processing, storage, transmission and utilization of internal and external information of these enterprises are the premise of enterprise management innovation. Enterprises should be established first? Information first? With an open mind, keep abreast of all kinds of changing information inside and outside the enterprise, so as to carry out targeted enterprise management innovation.

4.2 Establish the concept that knowledge is the key factor of production.

In the traditional economic concept, production depends on the number of production factors used, especially labor, capital, equipment and resources. Knowledge is regarded as an external factor, not an integral part of the production function. In the new concept of economic growth, economic growth depends more directly on the investment in knowledge because the value contained in knowledge is increasing. Specifically, as a kind of infinite resources that can be enjoyed by the whole society, knowledge will not be consumed in the process of use, but can be continuously supplemented through innovation; It can not only expand the production capacity of traditional production factors, but also provide the ability to adjust production factors to create innovative products and improve production procedures. Therefore, in the era of knowledge economy, small and medium-sized enterprises should stand firm in the market competition and be invincible. It depends not only on various tangible production factors in the process of production and operation, but also on the ability to enter or create knowledge-related markets and the ability to integrate these knowledge into products or services in a fast way and provide them to users. Therefore, it is of great significance for small and medium-sized enterprises in China to change the traditional view of knowledge and establish a new concept that knowledge is the main and direct factor to create value.

In the era of knowledge economy, knowledge has become the key factor to determine the sustained economic growth and increasing income of enterprises, and the amount of knowledge (intellectual property) contained in products has become the most favorable weapon in enterprise competition. Enterprises should change the traditional narrow concept of attaching importance to tangible assets while ignoring intangible assets, strengthen the awareness of intangible assets, and establish the concept that knowledge is the key factor of production. First of all, we should pay attention to the development of knowledge elements. Enterprises should establish and improve research and development institutions, carry out knowledge innovation and knowledge application in combination with operations, and promote enterprise technology and management innovation. At present, many enterprises have huge institutions and too many non-economic personnel, while R&D institutions are lacking or ineffective. In this regard, enterprises should pay attention to and change from the height of business strategy. Secondly, pay attention to the protection and management of intangible assets and increase investment in intangible assets. Enterprises should establish specialized intangible assets management institutions to be responsible for the innovation, design, introduction and application of intangible assets, and set up knowledge directors to classify, evaluate, invest in intangible assets and establish knowledge files, so as to create a foundation for intangible assets investment transactions and enjoyment, and create conditions for the refinement of property rights in enterprise assets flow. Enterprises should accumulate and expand the value and use value of intangible assets, constantly expand the scope of intangible assets, attach importance to the accumulation and investment of intangible assets in intellectual property rights and circulation, and fully realize that scientific and technological talents are the creators of knowledge and the decisive factor in realizing enterprise knowledge economy and knowledge management. Enterprises should establish a good research and development environment and incentive mechanism, mobilize the enthusiasm and creativity of scientific and technological personnel, attach importance to the accumulation, development and utilization of intangible assets in human capital, and improve the knowledge content of human capital through education and training.

4.3 Establish? Competency-based management? The concept of

The arrival of the information age forces enterprises to? Quick response? The ability to adapt to changes in the external environment with the fastest response. In this case, the intellectual capital, which embodies the creativity and initiative of employees, has become the core resource of enterprise competitiveness. At the same time, the management mode of enterprises is also undergoing a historic evolution, from material-oriented management to people-oriented management, and then deepened to the management with people's ability as the core, more accurately, the management based on ability. In the information age, knowledge, information and intelligence have become the core factors of enterprise competitiveness. As the carrier of knowledge, the creator of knowledge and the user of technology, the contribution rate of intellectual capital is the leading component of the contribution rate of human capital, which is much higher than that of non-human capital. The essence of competition among enterprises is the competition of talents with high quality and innovative ability. Woodger, the planning director of British Shell Oil Company, told us that the only lasting competitive advantage of an enterprise may be the ability to learn faster than your competitors. Therefore, the management core of enterprises should also evolve into the management of cultivating people's learning ability, give full play to the creativity of talents, pay attention to the development of people's intelligence and innovation ability, and move towards the advanced stage of people-oriented management.

4.4 Cultivate innovative entrepreneurs.

Schumpeter of innovation economics pointed out that the main body of innovation is entrepreneurs. Entrepreneurs are the most innovative and influential people. They don't stick to the rules, follow the circular track, but often creatively change this track. At present, the inefficiency of enterprise management innovation in China is not unrelated to the lack of entrepreneurs. To promote enterprise management innovation, we must attach importance to the construction of entrepreneurs and cultivate and bring up a group of leaders who lead the frontier of management innovation and the trend of market competition. Entrepreneur class? . Entrepreneurs with innovative spirit must have the following qualities: first, creative thinking, good insight and imagination make management work reasonably forward-looking and scientific; Second, be risk-conscious, far-sighted, not afraid of failure, dare to be advanced, and have the perseverance to stop until you reach your goal; Third, innovative skills, while creating thinking and not afraid of risks, must also have scientific basis and feasible operational measures; Fourth, the style of the new era. Facing the challenge of knowledge-based economy, we should be good at learning, dare to practice, be good at unity and cooperation, and especially be kind to innovative losers, never satisfied and constantly challenge ourselves. Cultivating innovative entrepreneurs is the key to realize enterprise management innovation. It has been pointed out that entrepreneurial activities are public goods to a certain extent, because their risks are borne by Bai Ji, but their success often benefits the whole society. Therefore, the state should institutionalize some measures to support and encourage entrepreneurs to innovate. In terms of system design, the government should pay attention to providing an open and relaxed environment for entrepreneurs and creating more development opportunities. Learn from the experience of developed countries, combined with China's national conditions, under the principle of inconsistent responsibilities and rights, improve the incentive and restraint mechanism of operators, establish a scientific and fair assessment and promotion system, and link the personal interests of operators with the economic benefits of enterprises. In the personnel system, we should introduce a competitive mechanism, establish a talent market for operators, and let the factors of production such as entrepreneurs be rationally allocated through the market mechanism. The state should take measures to establish a talent exchange market for entrepreneurs, a qualification accreditation system and a continuing education and training mechanism, so as to promote the professionalization of business operators in China.

4.5 All-round innovation

The activities of entrepreneurs are only an important part of the whole management activities of enterprises, and the innovation of enterprise management should be all-round innovation with all employees as the main body. In fact, with the popularization of humanized and democratic management today, enterprise employees are not passive employees, but active participants in enterprise management activities and have become the main body of enterprise management activities. Therefore, enterprise management innovation is inseparable from the understanding, cooperation and participation of employees. The logical characteristics of enterprise management are ultimately reflected in how to mobilize the enthusiasm of enterprise employees. According to foreign research, what is the general development law of enthusiasm? Participate? Responsible? Innovation? . ? Participate? It is the formation stage of enthusiasm, which shows that employees participate in a certain job, promise certain designated responsibilities and complete certain task quotas; ? Responsible? It is the rising and stable stage of enthusiasm, which shows that employees have a clear sense of responsibility and can consciously perform their duties; ? Innovation? Is it a stage of high enthusiasm, indicating that employees take the initiative? March into the depth and breadth of production? Entrepreneurs should fully understand the general development law of enthusiasm, respect, care, rely on and motivate employees, and let employees actively participate in management innovation.