【摘要】：對于傳統(tǒng)制造業(yè)來說,如何實現(xiàn)創(chuàng)新驅動,如何加快轉型升級,已經成為了當今眾多企業(yè)決策者迫切需要解決的難題�？v觀國內外企業(yè)創(chuàng)新的發(fā)展歷程,隨著在全球范圍內,以員工為創(chuàng)新主體的全員創(chuàng)新理念的興起,越來越多的企業(yè)認識到,只有充分調動員工的創(chuàng)新熱情,激勵更廣泛的員工參與創(chuàng)新,才能引爆企業(yè)的創(chuàng)新能量,質變企業(yè)的創(chuàng)新能力,躍升企業(yè)的創(chuàng)新績效。 全員創(chuàng)新管理即是基于員工層面的創(chuàng)新管理,管理模式提倡體系化運作。與傳統(tǒng)創(chuàng)新管理相比,更加突出人的創(chuàng)新主體地位,通過管理體系的全方位協(xié)同運作,消除企業(yè)與員工在創(chuàng)新管理層面的對接間隙,最大限度地促進員工進行創(chuàng)新,提升企業(yè)創(chuàng)新績效,實現(xiàn)員工與企業(yè)的共融與雙贏。盡管國內近來有不少企業(yè)開始嘗試全員創(chuàng)新管理,但具體運作起來卻問題不斷,員工參與創(chuàng)新的內在驅動力不足,組織的支持力度不夠,創(chuàng)新管理缺少全方位協(xié)同,種種原因導致了管理無法體系化,無法正常有效地開展全員創(chuàng)新活動,更無法獲得良好的創(chuàng)新回報,全員創(chuàng)新普遍流于形式,企業(yè)所蘊藏的巨大創(chuàng)新潛能無法被釋放。因此,如何構建企業(yè)的全員創(chuàng)新管理體系,從而使企業(yè)的發(fā)展獲得巨大的創(chuàng)新驅動力具有重大意義。 本文首對全員創(chuàng)新理論的形成、發(fā)展及現(xiàn)狀進行了全面的闡述；其次,通過選取寶鋼作為研究對象,運用全員創(chuàng)新管理相關理論對寶鋼的全員創(chuàng)新活動進行深入的研究和對比分析,指出其創(chuàng)新管理存在的主要問題,明確了構建全員創(chuàng)新管理體系的必要性；在此基礎上,確立了寶鋼全員創(chuàng)新管理體系的構建目標,并從戰(zhàn)略、文化、組織、制度和技術五個創(chuàng)新要素出發(fā),進行體系構建；緊接著,提出了確保體系構建成功的實施保障方案、出現(xiàn)問題的解決措施,并對體系構建的運行效果進行了評價。最后得出結論：全員創(chuàng)新管理體系的構建必須全面、系統(tǒng)地協(xié)同好各個創(chuàng)新要素之間的相互關系,保證體系的完整性、系統(tǒng)性和協(xié)同性,有條不紊地進行構建。
[Abstract]:For the traditional manufacturing industry, how to realize innovation-driven and how to accelerate the transformation and upgrading has become a difficult problem that many enterprise decision-makers need to solve urgently. Throughout the development of enterprise innovation at home and abroad, with the rise of all-staff innovation idea with employees as the main body of innovation in the global scope, more and more enterprises realize that only staff innovation enthusiasm can be fully mobilized. Only by encouraging a wider range of employees to participate in innovation, can the innovation energy of the enterprise be detonated, the innovation ability of the qualitative enterprise be changed, and the innovation performance of the enterprise can be leaped up. The whole staff innovation management is based on the employee level innovation management, the management mode advocates the systematic operation. Compared with the traditional innovation management, the innovation subject status of people is more prominent. Through the all-round cooperative operation of the management system, the gap between enterprises and employees in the innovation management level is eliminated, and the staff innovation is promoted to the maximum extent. Promote the enterprise innovation performance, realize the staff and the enterprise communion and win-win. Although many domestic enterprises have recently begun to try out innovative management for all staff, the concrete operation is still problematic, with insufficient internal driving forces for employees to participate in innovation, insufficient support for organizations, and lack of all-round coordination in innovation management. All kinds of reasons lead to management unable to systematize, unable to carry out all-staff innovation activities in a normal and effective way, and also unable to obtain good returns on innovation. All-staff innovation is generally formalized, and the huge innovation potential hidden by enterprises cannot be released. Therefore, it is of great significance to construct the whole innovation management system of the enterprise, so that the development of the enterprise can obtain a huge innovation driving force. In this paper, the formation, development and present situation of all-staff innovation theory are expounded in an all-round way. Secondly, through selecting Baosteel as the research object, applying the theory of total innovation management to carry on the in-depth research and contrast analysis to the all-staff innovation activity of Baosteel, pointing out the main problems existing in the innovation management of Baoshan Iron and Steel Co. The necessity of constructing all-staff innovation management system is clarified. On the basis of this, the author establishes the goal of constructing the innovation management system for all members of Baosteel, and constructs the system from five innovation elements: strategy, culture, organization, system and technology. Then, the paper puts forward the implementation guarantee scheme to ensure the successful construction of the system, the measures to solve the problems, and evaluates the running effect of the system construction. Finally, it is concluded that the construction of all-staff innovation management system must be carried out in an all-round and systematic way to ensure the integrity, systematicness and synergy of each innovation element in order to construct the system in an orderly manner.
【學位授予單位】：蘭州大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.31

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