For most of human history, our ability to work and prosper was directly related to physical strength; consider a farmer in the days before tractors or a miner before machines became common place. Although many occupations still call for strength and manual dexterity, Drucker (2006) states that, “the center of gravity has shifted to the knowledge worker, the man who puts to work what he has between his ears rather than the brawn of his muscles or the skill of his hands” (p.3). How can “knowledge workers” be defined? How do they make decisions that impact the organization, what are the realities facing them, and, most importantly, what habits allow the them to be effective within a given organization? Based on the definition above, we can conclude that the knowledge workers use theories, concepts, ideas, formulas, pastern analysis, and are frequently called upon to make decisions. One knowledge worker may decide where to open a new supermarket, and another may decide to pursue Ion Blocker 42 for a new drug instead of Ion Blocker 13. Both knowledge workers are putting plans into action, getting things done, and executing. In everyday language, the terms “Executive” and “Manager” are used interchangeably, but …show more content…
The effective executive must know where his or her time goes, focus on outward contribution, build on strengths, concentrate efforts in a few critical areas, and make effective decisions. With regards to knowing one's time, Drucker specifically argues that, “As usually presented, delegation makes little sense. If it means that somebody else ought to do part of ‘my work,’ it is wrong ” (p. 37). Delegation should not be done to avoid work. The effective executive delegates so that he or she can focus his or her efforts on the area that will give the greatest contribution to the
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
"Think broadly and deeply-be able to see the 'big picture' not just the little details." Throughout the novel Depree mentioned this idea. It is important to look at the big picture because it shows how well everything is working. If a leader focused on all of the little details then nothing would ever get done on time. There needs to be change in order to grow and focusing on all of the little details will not make this happen. Delegation is also important for a leader to do because this is teamwork and it allows the leader to focus on something bigger.
Managers have a multitude of formal responsibilities and are accountable for the actions of their employees. Managers must lead and direct an organization through manipulation and deployment of an organization?s resources. People in a management position are expected to carry out specific functions, jobs, and responsibilities; they must influence people, manipulate the environment, money, and time to achieve
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring
Human Resources (HR) has been constantly evolving due to technological innovations, tough competition and rapid growth of globalization. The Knowledge Age of 21 century demonstrates the significant shift in strategies and methods have been used by HR professionals to efficiently manage personnel in the organization. Such change leads to acknowledgement of the true value of employee based on their ability and potential to excel. “Knowledge Age worker-citizens need to be able to locate, assess, and represent new information quickly. They need to be able to communicate this to others, and to be able to work productively in collaborations with others. They need to be adaptable, creative and innovative, and to be able to understand things at a ‘systems’ or big picture’ level” (NZCER, 2013, p.1).
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
"In everyday language usage, management refers to the people in organizations who manage, and to the activities they perform." (Fulop, Frith, Hayward 1992 p. 187) To be more specific, management is the process of organizing work activities with and through people to ensure the activities are completed efficiently and effectively (Robbins, Bergman, Stagg, Coulter 2006, p. 9). Through management, the goals of the organization or business are to be achieved. Henri Fayol, one of the most influential contributors to modern concepts of management, proposed that there are five primary functions for management, which consist of planning, organizing, commanding, coordinating and controlling. Nonetheless, the functions of commanding and coordinating have metamorphosed into leading (Crainer 2003).
What is the difference between a manager and a leader? Are the terms interchangeable? These questions may be answered by examining two simple definitions in the literature for the terms...
The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.
Planning involves establishing the organizations strategy and deciding how to best allocate and use resources to achieve organizational goals. Through organizing, managers establish a structure of relationships that dictates how members of an organization work together to achieve the organization's goals. Leading involves encouragement from managers for workers to do a good job and coordinate individuals and groups so that everyone is working to achieve the organizations goals. (George & Jones, 2005)
Management can be simply defined as ¡§getting things accomplished through other people¡¨. Management is then the term describe the work done by the manager, which are planning, organizing, leading and controlling the use of human and other resources, in order to help the organization to achieve a higher organization performance. Planning is to define to goals or targets of the organization and devising action plans to meet organization goals. Organizing is to determine what tasks should be done, arrange jobs to subordinates, controlling the budgeting and divided tasks to individuals or teams. Leading is to motivate staffs to work, maintaining the progress of activities and good relationship and to ensure to work done effective and efficient. Controlling is to measure work performance, assess whether goals have been met, compare the set targets, and make corrections when it is needed
Knowledge consists of behavioral attitudes, and those experiences and skills that are developed in individuals that cause them to be consistent and effective when performing functions in the workplace (Seidman. W & ...
According to Alvesson (2004), the concept of identity relates to the creation of self-perception and often emerges dynamically in a wider context of an organisation. Thus, individuals are more inclined to distinctive behavioural patterns, if they are identifying themselves with an organisation and its socially constructed attributes. The equivocal nature of knowledge-intensive-work, therefore, leaves a gap of meaning that implies the necessity of increased efforts of knowledge-intensive-firms (KIFs) in actively shaping the identity of employees. On these grounds, I will elaborate accordingly on the importance of identity for knowledge work by illustrating essential elements as well as challenges and critical aspects around this topic.