Managing Knowledge Workers: Unleashing Innovation and Productivity

Managing Knowledge Workers: Unleashing Innovation and Productivity

Managing Knowledge Workers: Unleashing Innovation and Productivity

Managing Knowledge Workers: Unleashing Innovation and Productivity

Synopsis

With the emergence of a new, powerful breed of organization--the knowledge organization--comes a bold challenge to the management of people. Employees with special cutting-edge knowledge and the ability to transform it into marketable goods and services cannot be managed in the old way. Only new ways and updated and adapted ways can work. Amar provides an in-depth understanding of who these knowledge workers are, and how to select, adapt, and develop new concepts, principles, strategies, and techniques to manage them effectively. With practical, ready-to-use assessment tools and instruments to redesign obsolescent management practices, this is an essential resource.

Excerpt

During the last decade of the twentieth century, we saw a big increase in the use of knowledge in managing organizations of all sizes, in all industries. This knowledge has played an important role in designing their product and service lines, conversion systems, and promotion and distribution systems, among others. It has created a number of employees whose primary work function is to have updated knowledge within their area of specialization and then employ it to find applications that will benefit their organization in its performance. Many organizations have created a separate department with the main responsibility being to keep up with the knowledge as and when it develops and to propagate it to other appropriate sections of the company so that they are not left out in their attempts to find new knowledge applications in their business.

We have come to know employees who gather, process, develop, and apply knowledge as knowledge workers. They make up those who work in a company’s information technology division, research and development division, corporate planning and strategic management department, product design and promotion division, operations research area, and among a host of other areas of any organization—for-profit and not-for-profit. They are not like the workers that we have come to know since the advent of the job era. They are different in many ways, with regard to what they bring to the organization and what they do. Because of these differences, it is important for firms to manage them differently from workers that corporations have previously known.

The focus of this book is to understand the differences that highlight knowledge workers from other workers and learn how best to manage them and the organizations—small or large—in which they work so that such organizations can get the most out of them. The book also focuses on the usual management functions and adapts them to these organizations—called knowledge organizations. Since this area of study is still in its infancy, there is

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