docMANAGING KNOWLEDGE WORKERS Lecture Twelve (Chapter 12, Notes;
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MANAGING KNOWLEDGE WORKERS Lecture Twelve (Chapter 12, Notes;
MANAGING KNOWLEDGE WORKERS Lecture Twelve (Chapter 12, Notes; Chapter 15, Textbook) Chapter 12: Managing Knowledge Workers KMS Topics Covered Knowledge Management Systems Life Cycle Knowledge Creation and Knowledge Architecture Capturing Tacit Knowledge Knowledge Codification System Testing and Development Knowledge Transfer and Knowledge Sharing Knowledge Transfer in the E-World Learning from Data 2 Chapter 12: Managing Knowledge Workers Managing Knowledge Workers Definition of Knowledge Worker Core Competencies Traditional vs. “Smart” Managers Major Challenges and Responsibilities Factors Affecting Knowledge Worker’s Productivity Work Adjustment Model Chief Knowledge Officer (CKO) Responsibilities and Role Key CKO’s Attributes and Success Factors Incentives and Motivation 3 Chapter 12: Managing Knowledge Workers What Is a Knowledge Worker? Transforms corporate and personal experiences into knowledge through capturing, assessing, applying, sharing, and disseminating it within the organization to solve specific problems or to create value Transformatio n process IT Tools Values KNOWLEDGE WORKER Organizationa l Culture Personal and corporate experience 4 Chapter 12: Managing Knowledge Workers Core Competencies Thinking skills — having a vision how the product or the company can be better Continuous learning — unlearning and relearning in tune with fastchanging conditions Innovative teams and teamwork — via collaboration, cooperation, and coordination Creativity — ”dreaming” new ways to advance the firm 5 Chapter 12: Managing Knowledge Workers Core Competencies (cont’d) Risk taking and potential success — making joint decisions with calculated risk Decision action taking — be willing to embrace professional discipline, patience, and determination Culture of responsibility toward knowledge — loyalty and commitment to one’s manager or leader 6 Chapter 12: Managing Knowledge Workers Traditional vs. Smart Managers Action-oriented Learning-oriented Spend most time supervising, delegating, controlling and ensuring procedures are complied Focus on organizational learning to ensure operational excellence Mastered the work of the Expected not to have subordinates because they mastered the work of the were once workers subordinates A supervisor and an order giver A facilitator and a teacher 7 Chapter 12: Managing Knowledge Workers Major Challenges Get the organization moving towards achieving goals in line with rate of change Promote active learning to improve knowledge worker’s capacity to create, produce, and respond to change Provide opportunities for knowledge workers to brainstorm ideas, exchange knowledge, and devise new ways of doing business 8 Chapter 12: Managing Knowledge Workers Responsibilities of Smart Managers Managing knowledge workers Searching out, creating, sharing, and using knowledge regularly Maintaining work motivation among knowledge workers 9 Chapter 12: Managing Knowledge Workers Responsibilities of Smart Managers (cont’d) Hiring or recruiting bright, knowledge-seeking individuals Managing collaboration, coordination, and concurrent activities among knowledge workers 10 Chapter 12: Managing Knowledge Workers Factors Affecting Knowledge Worker’s Productivity Time constraint Knowledge workers performing tasks that the firm did not hire them to do Work schedule mismatch De-”motivation” against knowledge worker’s productivity 11 Chapter 12: Managing Knowledge Workers Work Adjustment Model Correspondence (match) Abilities Job requirements Satisfactoriness (satisfied employer) Promote Transfer Job Individua l Fire Retain Vocational needs Reinforcers Correspondence (match) Job Satisfaction (satisfied employee) TENURE option Quit NEW JOB Remain 12 Chapter 12: Managing Knowledge Workers Responsibilities of the CKO Maximize returns on investment in knowledge — people, processes, and technology Share best practices and reinforce benefits of knowledge sharing among employees Promote company innovations and commercialization of new ideas Minimize knowledge loss at all levels of the business 13 Chapter 12: Managing Knowledge Workers Role of the CKO (In Summary) Agent of change Investigator Linking pin Listener Politician 14 Chapter 12: Managing Knowledge Workers Key CKO Attributes Teaching and selling Communicating — speaking the language of the user, mediate, and working with management at all levels Understanding — e.g., identifying problem areas and determining their impact 15 Chapter 12: Managing Knowledge Workers Key CKO Attributes (cont’d) 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 16 Chapter 12: Managing Knowledge Workers CKO’s Success Factors Focus less on problems and more on successes and opportunities Adopt an attitude that views challenges as opportunities Work on creating tomorrow’s business instead of focusing on yesterday’s problems 17 Chapter 12: Managing Knowledge Workers Incentives and Motivation Use monetary awards, bonuses and special prizes for teams or individuals for unique contributions Flextime allows the team to decide on when to work, when to quit, and so forth Publicize success throughout the firm 18
