Download Knowledge-Based Working. Intelligent Operating for the by Steve Ellis PDF

By Steve Ellis

Covers the priorities and demanding situations dealing with firms who're more and more enthusiastic about 'knowledge work'; it really is written from a human family members - instead of a technological - standpoint. It makes use of actual circumstances, sponsored up via facts and research from an in depth examine into strategic wisdom dependent operating (KBW). The content material of the publication attracts on leader assets: the author's personal services in KBW built over 5 years of blue chip KBW consultancy, and the result of a formerly unpublished 5 12 months examine. The booklet deals transparent, step by step assistance to executives who have to comprehend, installation and enforce KBW.

  • Outlines the major demanding situations for KBW in any respect organisational levels
  • Self evaluate questions on the finish of every of the 4 chapters
  • Interchapter case experiences for intensive teaching/understanding

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Additional resources for Knowledge-Based Working. Intelligent Operating for the Knowledge Age

Example text

Essential to this relationship was the subjugation of the employee to the will of the employer in areas such as working times, places and the range of duties they would be expected to perform. The knowledge revolution requires a considerable reconsideration of this relationship. When the primary requirement from an employee is timed, physical attendance in order to carry out a range of specified procedures, the need for control and predictability is understandable. But for the knowledge worker, where the primary requirement is an effective knowledge-based contribution, the need is very different.

As these changes are unpredictable, we are less able to anticipate when the need to learn new things is going to happen. Individuals can try to be proactive by identifying likely future demand areas and target the knowledge they need to work in them. The implication of this is that knowledge workers will have to take a very different approach to learning in the future. This new approach needs to position learning or knowledge acquisition as something we do because we recognise the need to do it, and perhaps even enjoy the experience of learning new things.

Essential to this relationship was the subjugation of the employee to the will of the employer in areas such as working times, places and the range of duties they would be expected to perform. The knowledge revolution requires a considerable reconsideration of this relationship. When the primary requirement from an employee is timed, physical attendance in order to carry out a range of specified procedures, the need for control and predictability is understandable. But for the knowledge worker, where the primary requirement is an effective knowledge-based contribution, the need is very different.

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