馆员隐性知识在团队管理中的应用——大学生志愿者团队管理实践  

Application of The Librarian Tacit Knowledge During Team Management——Management Practice From a Volunteer Team of University Students

作　　者：韩海霞[1] 陈怀明[1] 

机构地区：[1]山东建筑大学图书馆,山东济南250101

出　　处：《科技视界》2016年第6期228-229,共2页Science & Technology Vision

摘　　要：规章制度和规范条例对这些团队管理问题的解决显然是苍白无力的,它更需要一种包含情感的共鸣、自我价值实现的要求、知识获得的满足感在内的激励机制。能促使这种激励机制得以形成的神秘力量便是近年来被知识界专家普遍关注的隐性知识。馆员利用自身隐性知识的自主挖掘和主动共享作用于志愿者团队成员的情感系统,使其朝着对团队任务更具热情和责任心的方向发展;改变团队成员的知识结构,使其工作方式和能力更适合团队任务目标的达成。Rules and regulations is obviously pale for the team management problem. It need a kind of interior incentive mechanism furthermore that contains emotional resonance, the requirement of self value realization, the satisfaction of knowledge acquisition. To form it, the needed mysterious force is tacit knowledge generally focused on by experts in recent years. By active mining and sharing of tacit knowledge, librarians influence volunteer team members＇ emotional system to cause more enthusiasm and responsibility of the team task, change their knowledge structure to form more suitable ways and ability for achievement of team objectives.

关 键 词：馆员 隐性知识 志愿者 团队管理 激励机制 

分 类 号：F270[经济管理—企业管理]