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[A] Davenport defines "knowledge workers" as those who create knowledge, such as product development engineers, or whose use of knowledge is a dominant aspect of their work, such as financial auditors. One aspect of work that has changed is that users and creators of knowledge are more likely to be the same people.
[B] The role of the manager as merely an overseer of workers is an artifact of the Industrial Age paradigm, no longer appropriate to the Knowledge Age. Increasingly, middle managers' heads are on the chopping blocks of budget-tightening corporations, and those who fail to transform themselves into "player/coaches" will become obsolete, suggests Thomas H. Davenport, director of the Accenture Institute for Strategic Change.
[C] "Although each of these attributes of future management may represent only an evolutionary change from how managers worked in the late twenties century, in aggregate they comprise a managerial revolution," Davenport concludes.
[D] Chaparrel Steel, a mill in Midlothian, Texas, that produces new steel products from recycled steel, is an example of an Industrial firm that is in the vanguard of this mind-set according to Davenport. "Thinking is clearly everyone's job," he notes. "Even the first-line 'associate' is expected to work on production experiments, to identify new product offerings, and to propose new process designs... Chaparral has a very different style of management from most steel companies—its culture is nonhierarchical and workers are trusted to produce at high levels without monitoring."
[E] "Workers have traditionally been viewed as users of ideas, not creators of them, and if they do create ideas they have generally been small ones," says Davenport. "My view, however, is that successful in the future will be those in which it's everyone's job to be creating and using ideas that are both big and small."
[F] "There is still an important role, albeit a different one, for management in the future," Davenport writes in The Future of Leadership. "The single most important factor driving the change in what management entails is the rise and prevalence of knowledge work." Under the old model of management, managers were viewed as a separate part of the organization's workforce, mere link between the executives who make the decisions and the laborers who carry out the work. But in the new model, managers both make decisions and do work themselves. In advanced economies, knowledge workers now make up more than 50% of workers-or more, depending on how you define "knowledge worker". Davenport reports, "I know of a CEO of a large pizza chain who argues that every worker in the organization is a knowledge worker, and unless they all use knowledge to manage costs, serve customers well, and maintain high quality standards, the organization will not succeed. However, if pizza makers are knowledge workers, who isn't?"
[G] Davenport identifies eight key trends creating the Knowledge Manager of the Future. From overseeing work to doing it, too; From organizing hierarchies to organizing communities; From imposing work designs and methods to understanding them; From hiring and firing workers to recruiting and retaining them; From building manual skills to building knowledge skills; From evaluating visible job performance to assessing invisible knowledge achievements; From ignoring culture to building a knowledge-friendly culture; From supporting the bureaucracy to fending it off.
[B]→1.[ ]→2.[ ]→3.[ ]→4.[ ]→5.[ ]→[C] |
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发表于 2016-8-9 08:15:19