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    Mod 7 Managing Knowledge Workers

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    Darshan Garag
    This chapter discusses managing knowledge workers. It defines knowledge workers as employees who embody experience and transform it into knowledge to solve problems or create value. Knowledge workers are innovative, creative, and willing to continuously learn. They align their growth with the company's vision. The chapter outlines the personality traits, makeup, core competencies, and roles of knowledge workers. It also discusses challenges in managing knowledge workers and provides models for ensuring a good match between employees and their jobs. The role of technology, Chief Knowledge Officer, incentives, and leadership are also covered.

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    Mod 7 Managing Knowledge Workers

    Uploaded by

    Darshan Garag
    94 views25 pages
    This chapter discusses managing knowledge workers. It defines knowledge workers as employees who embody experience and transform it into knowledge to solve problems or create value. Knowledge workers are innovative, creative, and willing to continuously learn. They align their growth with the company's vision. The chapter outlines the personality traits, makeup, core competencies, and roles of knowledge workers. It also discusses challenges in managing knowledge workers and provides models for ensuring a good match between employees and their jobs. The role of technology, Chief Knowledge Officer, incentives, and leadership are also covered.

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    Mod 7 Managing Knowledge Workers

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    This chapter discusses managing knowledge workers. It defines knowledge workers as employees who embody experience and transform it into knowledge to solve problems or create value. Knowledge workers are innovative, creative, and willing to continuously learn. They align their growth with the company's vision. The chapter outlines the personality traits, makeup, core competencies, and roles of knowledge workers. It also discusses challenges in managing knowledge workers and provides models for ensuring a good match between employees and their jobs. The role of technology, Chief Knowledge Officer, incentives, and leadership are also covered.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    94 views25 pages

    Mod 7 Managing Knowledge Workers

    Uploaded by

    Darshan Garag
    This chapter discusses managing knowledge workers. It defines knowledge workers as employees who embody experience and transform it into knowledge to solve problems or create value. Knowledge workers are innovative, creative, and willing to continuously learn. They align their growth with the company's vision. The chapter outlines the personality traits, makeup, core competencies, and roles of knowledge workers. It also discusses challenges in managing knowledge workers and provides models for ensuring a good match between employees and their jobs. The role of technology, Chief Knowledge Officer, incentives, and leadership are also covered.

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    MANAGING KNOWLEDGE WORKERS

    CHAPTER 15

    Chapter 15: Managing Knowledge Workers

    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

    Chapter 15: Managing Knowledge Workers

    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
    3

    Chapter 15: Managing Knowledge Workers

    Makeup of the Knowledge Worker


    Transformatio n process IT Tools

    Value s

    KNOWLEDGE WORKER Organizationa l Culture Personal and corporate experience

    Chapter 15: Managing Knowledge Workers

    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

    Chapter 15: Managing Knowledge Workers

    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 knowledge loyalty and commitment to ones manager or leader

    Chapter 15: Managing Knowledge Workers

    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 performanceoriented value-added decision making (See Fig. 15.2)

    Chapter 15: Managing Knowledge Workers

    From Data Processing to Self-LearningA Trend Non algorithmic (heuristic)


    Non programmable

    SMARTNESS

    KNOWLEDGE

    INFORMATION

    Algorithmic

    DATA

    Programmable

    From Data Processing to Self-Learning

    Chapter 15: Managing Knowledge Workers

    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

    Chapter 15: Managing Knowledge Workers

    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
    10

    Chapter 15: Managing Knowledge Workers

    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
    11

    Chapter 15: Managing Knowledge Workers

    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
    12

    Chapter 15: Managing Knowledge Workers

    Work Adjustment Model


    Correspondence (match) Satisfactoriness (satisfactory employee)

    Abilities

    Job requirements

    Promote

    Transfer Individua l

    Fire Job Retain

    Vocational needs

    Reinforcers

    Job Satisfaction (satisfied employee) option Quit Remain

    TENURE

    Correspondence (match)

    NEW JOB

    13

    Chapter 15: Managing Knowledge Workers

    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
    14

    Chapter 15: Managing Knowledge Workers

    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
    15

    Chapter 15: Managing Knowledge Workers

    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

    16

    Chapter 15: Managing Knowledge Workers

    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

    17

    Chapter 15: Managing Knowledge Workers

    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

    18

    Chapter 15: Managing Knowledge Workers

    Role of the CKO (contd)


    Agent

    of change Investigator Linking pin Listener Politician

    19

    Chapter 15: Managing Knowledge Workers

    CKOs Technical Skills

    Broad knowledge of business practice and ability to translate technical information at employee level Making effective use of technical and nontechnical elements in KM design Knowledge of information technology, information systems, and how information is transformed into knowledge

    20

    Chapter 15: Managing Knowledge Workers

    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

    21

    Chapter 15: Managing Knowledge Workers

    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
    22

    Chapter 15: Managing Knowledge Workers

    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
    23

    Chapter 15: Managing Knowledge Workers

    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
    24

    MANAGING KNOWLEDGE WORKERS

    CHAPTER 15

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