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MANAGING KNOWLEDGE WORKERS

MANAGING KNOWLEDGE WORKERS. Lecture Twelve (Chapter 12, Notes; Chapter 15, Textbook). KMS Topics Covered. Knowledge Management Systems Life Cycle Knowledge Creation and Knowledge Architecture Capturing Tacit Knowledge Knowledge Codification System Testing and Development

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MANAGING KNOWLEDGE WORKERS

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  1. MANAGING KNOWLEDGE WORKERS • Lecture Twelve • (Chapter 12, Notes; • Chapter 15, Textbook)

  2. 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

  3. 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

  4. 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 Transformation process IT Tools Values KNOWLEDGE WORKER Organizational Culture Personal and corporate experience

  5. Core Competencies • Thinking skills— having a vision how the product or the company can be better • Continuous learning— unlearning and relearning in tune with fast-changing conditions • Innovative teams and teamwork— via collaboration, cooperation, and coordination • Creativity— ”dreaming” new ways to advance the firm

  6. 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

  7. Traditional vs. Smart Managers

  8. 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

  9. Responsibilities of Smart Managers • Managing knowledge workers • Searching out, creating, sharing, and using knowledge regularly • Maintaining work motivation among knowledge workers

  10. Responsibilities of Smart Managers (cont’d) • Hiringor recruiting bright, knowledge-seeking individuals • Managing collaboration, coordination, and concurrent activities among knowledge workers

  11. 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

  12. Work Adjustment Model Correspondence (match) Satisfactoriness (satisfied employer) Abilities Job requirements Promote Transfer Job Individual Fire Retain Vocational needs Reinforcers Job Satisfaction (satisfied employee) TENURE option Correspondence (match) Quit Remain NEW JOB

  13. 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

  14. Role of the CKO (In Summary) • Agent of change • Investigator • Linking pin • Listener • Politician

  15. 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

  16. 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 non-technical elements in KM design • Knowledge of information technology, information systems, and how information is transformed into knowledge

  17. 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

  18. 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

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