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MANAGING KNOWLEDGE WORKERS

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Continuous learning unlearning and relearning in tune with fast-changing conditions ... Hiring or recruiting bright, knowledge-seeking individuals ... – PowerPoint PPT presentation

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Title: MANAGING KNOWLEDGE WORKERS


1
MANAGING KNOWLEDGE WORKERS
  • CHAPTER 15

2
What Is a Knowledge Worker?
  • Embodies experience, innovation, creativity, and
    transformation of experience into knowledge for
    leveraging products or services
  • Transforms business and personal experience into
    knowledge through capturing, assessing, applying,
    sharing, and disseminating it within the
    organization to solve specific problems or to
    create value

3
Personality and Professional Attributes
  • Holds unique values
  • Aligns personal and professional growth with
    corporate vision
  • Adopts an attitude of collaboration and sharing
  • Has innovative capacity and a creative mind
  • Has a clear understanding of the business he is a
    part
  • Willing to learn, unlearn, and adopt new ways
    that result in better ways of doing a job
  • In command of self-control and self-learning
  • Willing to grow with the company

4
Makeup of the Knowledge Worker
Transformation process
IT Tools
Values
KNOWLEDGE WORKER
Organizational Culture
Personal and corporate experience
5
Core Competencies
  • Thinking skillshaving a vision how the product
    or the company can be better
  • Continuous learningunlearning and relearning in
    tune with fast-changing conditions
  • Innovative teams and teamworkvia collaboration,
    cooperation, and coordination
  • Innovation and creativitydreaming new ways to
    advance the firm

6
Core Competencies (contd)
  • Risk taking and potential successmaking joint
    decisions with calculated risk
  • Decision action takingbe willing to embrace
    professional discipline, patience, and
    determination
  • Culture of responsibility toward
    knowledgeloyalty and commitment to ones manager
    or leader

7
Business Roles in the Learning Organization
  • Learning organizationan organization of people
    with ingrained commitment to improve their
    capacity, to create, and to produce what they
    want to produce
  • Data and information are givens
  • Since the 1960s, focus shifted from quantitative
    to qualitative performance-oriented value-added
    decision making (See Fig. 15.2)

8
From Data Processing to Self-LearningA Trend
Algorithmic
DATA
Programmable
From Data Processing to Self-Learning
9
Work Management Tasks
  • Managing knowledge workers
  • Searching out, creating, sharing, and using
    knowledge regularly
  • Maintaining work motivation among knowledge
    workers
  • Ensuring readiness to work, especially during an
    emergency

10
Work Management Tasks (contd)
  • Allocating effort and switching control among
    tasks
  • Sharing information and integrating work among
    knowledge workers
  • Hiring or recruiting bright, knowledge-seeking
    individuals
  • Managing collaboration, coordination, and
    concurrent activities among knowledge workers

11
Factors That Limit Knowledge Workers Productivity
  • Time constraint
  • Working smarter and harder and accomplishing
    little
  • Knowledge workers doing work that the firm did
    not hire them to do
  • Work schedule
  • Motivation against knowledge work productivity

12
Work Adjustment Model
  • Ensuring the right match between the vocational
    needs of knowledge workers and the requirements
    of their jobs
  • Achieving and maintaining match with the work
    environment are basic motives of human work
    behavior
  • When the individual achieves correspondence, he
    or she can continue with future opportunities
    with the firm

13
Work Adjustment Model
Correspondence (match)
Satisfactoriness (satisfactory employee)
Abilities
Job requirements
Promote
Transfer
Individual
Job
Fire
Retain
Vocational needs
Reinforcers
Job Satisfaction (satisfied employee)
TENURE
option
Correspondence (match)
Remain
Quit
NEW JOB
14
Smart Leadership Requirements
  • Assessing core competency of the firm
  • Response to the firms internal shortcomings
  • Vivid knowledge of the external market and the
    tricky nature of the competition in the
    marketplace
  • Online response to the companys external
    environment
  • Measuring the return on time

15
Technology and the Knowledge Worker
  • IT contributes to knowledge capture, information
    distribution, and information interpretation
  • Ultimate goal of technology is to serve
    organizational memory and create a working
    environment that provides these conditions
  • Knowledge worker expect to have technical
    know-how to access, update, and disseminate
    information from databases and knowledge bases

16
Knowledge Workers Skills
  • Technical skills and abilities
  • Professional experience
  • Soft traits such as a sense of cultural,
    political, and personal aspects of knowledge in
    the business
  • Personal attributes
  • Communication skills
  • Educational background and college degree

17
Role of Ergonomics
  • Environmental issues
  • Hardware issues
  • Knowledge worker-system interface that
    emphasizes
  • Minimum worker effort and memory
  • Best use of human patterns
  • Prompt problem notification
  • Maximum task support

18
Role of the CKO
  • Maximize returns on investment in
    knowledgepeople, processes, and technology
  • Share best practices and reinforce goods of
    knowledge sharing among employees
  • Promote company innovations and commercialization
    of new ideas
  • Minimize brain drain or knowledge loss at all
    levels of the business

19
Role of the CKO (contd)
  • Agent of change
  • Investigator
  • Linking pin
  • Listener
  • Politician

20
CKOs Technical Skills
  • Broad knowledge of business practice and ability
    to translate technical information at employee
    level
  • Making effective use of technical and
    non-technical elements in KM design
  • Knowledge of information technology, information
    systems, and how information is transformed into
    knowledge

21
Key CKO Attributes
  • Teaching and selling
  • Communicatingspeaking the language of the user,
    mediate, and working with management at all
    levels
  • Understandinge.g., identifying problem areas and
    determining their impact

22
Factors Change Leaders Consider
  • Focus less on problems and more on successes and
    opportunities
  • Adopt an attitude that views challenges as
    opportunities
  • Work on creating tomorrows business instead of
    hammering on yesterdays problems

23
The Soft Side Always Wins
  • Encourage every team member to create new
    knowledge in the interest of the project
  • Help knowledge workers do their jobs
  • Allow knowledge workers to participate in major
    company decisions, which can pay off in intrinsic
    and extrinsic benefits for the company and
    employees alike
  • Encourage knowledge workers and employees to
    learn as they earn a living on a regular basis

24
Incentives and Motivation
  • Link incentives to a team approach, where team
    performance will determine size and nature of the
    incentive
  • Use awards for teams as well as individuals for
    unique contributions
  • Flextime allows the team to decide on when to
    work, when to quit, and so forth
  • Monetary rewards, bonuses, and special prizes can
    be a hit with the winning team
  • Publicize success throughout the firm

25
MANAGING KNOWLEDGE WORKERS
  • CHAPTER 15
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