Knowledge Workers And Career
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Knowledge Workers And Career

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This is based on Peter F Drucker's book titled "Management Challenges For The 21st Century"

This is based on Peter F Drucker's book titled "Management Challenges For The 21st Century"

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Knowledge Workers And Career Knowledge Workers And Career Presentation Transcript

  • Career Management Challenges Based On “Management Challenges for the 21st Century” By Peter F Drucker Compiled By Kiran_Ks@Hotmail.com
  • 1. Knowledge Economy Today we live in knowledge economy. Goods ● and services are mainly knowledge based A knowledge worker* is a person employed due to – his or her knowledge of a subject matter, rather than their ability to perform manual labor. (*a term coined by Peter Drucker) Imperatives for the Knowledge Worker ● I should know myself and my values ● I should know how best I perform, how to be productive in ● the 50 year (avg) work life I should know how I work with others ● How my work can make the greatest contribution ●
  • 1. Knowledge Economy Work Out: (about 15min) How best I perform? (Write down three events /situations where you ● performed your best)? ● ● ● How I work with others? (write briefly how you worked with others in your ● prev. assignments?) ● How my work can make the greatest contribution (note down when you got ● the best support from your team and you contributed best?) ● ●
  • 2. Play From Strengths Centuries ago life, work and industry were all ● simple and not knowledge intensive. Jobs of artisans, peasants, clerks passed on within – families. In today's world (workplace) I need to know ● What are my strengths (what am I good at)? ● What are my weakness (what am I not good at)? ● I should work on my strengths and try to improve it ● (contd.)
  • 2. Play From Strengths Work Out Sheet (15 min) What are my strengths (what am I good at)? ● ● ● ● What are my weakness (what am I not good at)? ● ● ● Describe how you can work on your strengths and try to improve it? ● ● ●
  • 3. Feedback Analysis Feedback Analysis helps find out one's strength ● Make a note of key decisions, key actions taken – 12 or 18 months later find out what was the result. – “80% of the time you will be surprised!” – Most knowledge workers DO NOT know their – strengths (and weakness) but they think they do! Knowledge and skill gaps can be filled as we go – along. Conclusion: Find your strengths, concentrate on ● it and improve it. (contd.)
  • 3. Feedback Analysis Work Out (15 min ) and Recommended On An Going Basis Make a note of key decisions, key actions taken in the last 1 year and note ● down the outcome and results (without tagging it as good or bad). ● ● ● ● Write down the knowledge and skill gaps that would have changed the key ● outcome and key results. ● ● Conclusion: Find your strengths, concentrate on it and improve it. ● ●
  • Feed back Analysis (Contd.) (take care of) Arrogance coming from strength ● It affects and inhibits effectiveness. – Mannerism, courtesy and discipline are all very – important just like lubricant in a machinery. DO NOT waste time when performance is ● mediocre. Even after a lot of effort incompetence “improves” to ● become mediocre.
  • Feed back Analysis (Contd.) Work Out (15min) ● Note down your strengths leading to arrogance and negligence arising out of ● overconfidence. ● Note down how it affected and inhibited your effectiveness. ● Note down 3 key events when your mannerism, courtesy and discipline ● helped to achieve positive results. ● Note down 3 key events when your mannerism, courtesy and discipline ● helped to achieve positive results. ● Note down when you wasted time and effort trying to improve from ● incompetence to become mediocre in performance. ●
  • 4. How Do I perform? How do I perform? ● Few people know how to get things done as to – make their contribution happen Knowledge workers have unique personalities. – Are you a Reader Or a Listener? ● We are either Readers or Listeners (mostly) – Problems come up If we ignore this fact and also – interact with others we do not know If they are readers or Listeners. (contd.)
  • 4. How Do I perform? Work Out (15 min) ● How do I perform? (list things that requires you to get started and to ● complete the task to produce good results) a) individually b) in organization. ● Are you a Reader Or a Listener mostly? ● ● What jobs are easy for you being mostly a reader or a listener? ● ● ● What jobs are difficult for you being mostly a reader or a listener? ● ● ●
  • 5. How Do I Learn? How do I learn? ● There are many many ways by which one learns by – doing, reading, listening, discussing, by taking copious notes etc. Knowing how you learn is most important to be – effective. Working with people effectively. ● One normally works best either as a commander or – as a subordinate / team member. Some work alone best (scientists, poets, artists) –
  • 5. How Do I Learn? Work Out (15min) ● How do I learn? (such as by doing, reading, listening, or through discussion) ● ● ● ● How effective am I working with people (Scale of 1 - 5 most effective) [ how ● do you plan to improve working with people ] ● ● Do you work best as a commander or a subordinate? (not what you wish but ● how actually you work) ● ●
  • 5. How Do I Learn (Contd.) Do I work effectively as an adviser or as a ● decision maker. If you are an adviser do not take assignments or – jobs leading to decision making. Do I work best under structured environment or ● in uncertain (unknown) situations? Do I work best under stress or relaxed ● environment.? DO NOT try to change yourself. Work hard to ● find how you can create the environment where you can work best.
  • 5. How Do I Learn (Contd.) Work Out (15 min) Do you work effectively as an adviser or as a decision maker? ● ● Do you work best under structured environment or in uncertain (unknown) ● situations? ● Do you work best (perform well) under stress or relaxed environment? ● ● ● ( DO NOT try to change yourself. Work hard to find how you can create the environment where you can work best.)
  • 6. What Are My Values? What are my values*? (*not to be confused with ● ethics) Simple test - “what kind of a person I like to see in – the mirror in the morning?” If value system in the Org. does not match – performance is affected and frustration will occur. This is a fundamental compatibility factor and not – an issue of Policy. (Org Policy comes next). Oreg value – is what view company has of it's – people. (contd.)
  • 6. What Are My Values? Work Out (15min) What are my values*? (*not to be confused with ethics) ● ● ● Mirror test: What kind of a person I like to see in the mirror in the morning? ● ● ● What organization values you look for in your company? ● ● ● ●
  • 6. What Are My Values? Long Term or Short Term ● Running companies (Org) on LT or ST is a value – conflict and not entirely economics. For erg., a church (Org.) decides that increase in – the no. of parishioners as a measure of success. Another church (Org.) regards the spiritual growth of the attendees as a measure of success. What you do successfully and what are your ● values can be at conflict. Peter Drucker did quite well in banking and as a – writer in London but his values were different which brought him to the US.
  • 6. What Are My Values? Work Out (10min) What are your long term and short term goals (in your current career)? ● ● ● ● What you do successfully although it may not reflect your values? (this is ● import for short term career goals) ● ● ● ●
  • 7. Where Do I Belong? Where do I belong? ● Only a small no. of people know this early on (in – their career). For erg., musicians, cooks, mathematicians know early on where they belong. Most people are not clear until they are late 20s. – Three important questions to ask. ● 1. What are my strengths? – 2. How do I perform? – 3. What are my values? – (contd.)
  • 7. Where Do I Belong? Work Out (15min) ● Where do I belong? (think slowly and clearly....) ● ● ● ● 1. What are my strengths? And where does it fit into? ● ● 2. How do I perform? And how it helps me in finding where I belong? ● ● 3. What are my values? And how it can help in clarifying where I belong? ● ●
  • 8. What Should I Contribute? Long ago, it was handed over by work-masters, ● top brass. There was no need to ask the question what should I ● contribute till recently in industry (60s). Then it all changed; People changed to the idea of “do ● your own thing” and “what I want to do?” Three (3) elements can address this question ● 1. What does the situation require? – 2. With my strengths, values, way of working how – can I contribute? 3. What results have to be achieved to make a – difference?
  • 8. What Should I Contribute? Work Out (10min) 1. What does the situation require (in your current / future job)? ● ● ● 2. With my strengths, values, way of working how can I contribute? ● ● ● ● 3. What results have to be achieved to make a difference? (in your current / ● future assignment) ● ● ●
  • 9. Responsibility For Relationships People are effective with others (in teams) ● With a few exceptions like a musical prodigy or a ● mathematician who works by himself /herself. In teams knowledge worker should realize ● others also have their unique strengths and values. Bosses tend to think people as stupid, incompetent – without knowing well the workers' unique strengths and values. The secret is to find out how they perform / work. – The reverse is also true, for subordinates to find out – how their boss works / performs.
  • 9. Responsibility For Relationships Work Out (10 min) What kind of people you are most effective with? ● ● ● What is your approach to find out how your BOSS performs and what are ● her unique strengths? ● ● What is your approach to find out how others perform and what are their ● unique strengths at work? ● ●
  • 10. How Do I Communicate? Managing Communications ● Personality conflicts arise due to lack of / bad – communications or “comm-gaps”. In teams, most people do not know what others are – working (concentrating on). This is simply because they did not ask. Different people have different responsibilities; – Make sure (to know) what others are doing. How it adds value. Knowledge worker should never hesitate to ask ●
  • 10. How Do I Communicate? Work Out (10min)? How do you rate yourself in your general communication (1 – 5)? ● How do you rate yourself in your work (office) communication (1 – 5)? ● How do you communicate your values to your boss and team members? ● ● Do you maintain an open mindset and resolve conflict without cutting off ● communication channels with one and all? ● Do you feel free to ask and clarify without assuming at work? ● ● Notes: ●
  • 11. Second Half Of Your Life Knowledge workers are re-born after the age of ● 45 years. 20s years of doing the same things leads to “no – satisfaction” and “no fulfillment”. Knowledge worker should manage oneself ● 1. Moving from one kind of organization to another – 2. Develop a parallel career / non-profit / local – community organizations. 3. Social entrepreneurship – many are successful in – their 1st career but it is no longer fulfilling. (Contd.)
  • 11. Second Half Of Your Life Work Out ( 15 min) If you are about 45 (+/- 5) years of age, are you happy about your career? ● ● ● What is your dream career (fulfilling – one that gives satisfaction)? ● ● What is your plan / thinking about your Career2.0? (brain storm) ● ● ● ● ●
  • 11. Second Half Of Your Life nd You must begin (transition) long before 2 ● career. Expect set backs and failures ● But move forward (because initial failures are ● expected)
  • 12. Managing Yourself Knowledge worker must manage oneself ● He/she must think and behave as a CEO. – Knowledge Worker is an executive and is ● mobile and is creating a revolution. * the end *
  • References This is a compilation of practice notes of the book titled “Management Challenge For The 21st Century”. Copyright© 1999 by Peter F. Drucker. (Publisher: Collins Business). This is not a reproduction of the book in any form. Authenticity of information is not claimed. * the end *