A knowledge worker is someone who is employed because of his or her knowledge of a subject matter, rather than ability to perform manual labor. They perform best when empowered to make the most of their deepest skills.
Human Capital Management is defined as "A strategic approach to people management that focuses on the issues that are critical to an organization's success"
Human resources (hr) management for non hr managersOlayiwola Oladapo
Non HR Managers have to get work done through others. To do that they need to understand how to manage their people as front line Managers who have the closest proximity to the People. HR for Non HR Managers equip Managers with the fundamental HR Management Know how required for managing people for result.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
Human Capital Management is defined as "A strategic approach to people management that focuses on the issues that are critical to an organization's success"
Human resources (hr) management for non hr managersOlayiwola Oladapo
Non HR Managers have to get work done through others. To do that they need to understand how to manage their people as front line Managers who have the closest proximity to the People. HR for Non HR Managers equip Managers with the fundamental HR Management Know how required for managing people for result.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
This article,published in June of 2011 in the International Journal of Management, was inspired by a challenge I saw in workplaces not being able to retain their best and brightest.
A Reference Model of the Knowledge CultureMalcolm Ryder
Data, information and knowledge have value as instruments of work; but the expertise that they convey requires a culture in order to consistently materialize and infuse business efforts effectively. Managing the culture demands recognizing it.
I conducted a workshop on intrapreneurship for IEEE in Bangalore, 28-29 July. In the larger interest of the practitioners and learners, I decided to share the workshop deck. Hope you find it useful in your work!
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "From Directing to Delegating".
Innomantra's Viewpoint - Casting Innovation Leadership in Future Organisation Innomantra
Innovation has been referred to as a ‘Short Skirt’ that’s been in and out of fashion: popular in good times and tossed back into the closet in downturns as quoted by a leading consulting firm, today; it's different as it combines art, science, system, and people however with increased uncertainty the need for Innovation and managing Innovation is best achieved with leadership and planning.
By aligning to ISO 56000 Series-Innovation Management Standard framework, 'LEADERSHIP' establishes an innovation vision, strategy, and policy, including the necessary roles and responsibilities based on the organization's context. Leadership is one of the factors that affect innovation in organizations.
Agile has literally undermined many of the key principles on which organizations are based: culture and organizational structures, value creation, power, innovation. It gave them, new forms, new meanings.
Companies are struggling in interpreting this phenomena and, instead of persuading management to promote approaches aimed at simplification, collaboration, transparency, they erroneously tend to create new procedures, roles and levels of coordination, rules and controls.
It is precisely this excess of complication that negatively impacts corporate culture, making the decision-making process slow and cumbersome and significantly hindering the innovation process.
It's paramount for leaders then, to be more connected to the life of the teams on the field, transform themselves into true connectors of work groups placed in different corporate “suburbs”, creating social platforms aimed at integrating knowledge, experiences and skills.
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
By Judith H. Katz and Frederick A. MillerFar from incr.docxRAHUL126667
By Judith H. Katz and
Frederick A. Miller
“Far from incremental change in leadership approaches, the new marketplace requires an entirely new
paradigm: nothing less than admitting that the concept of the all-knowing, all- powerful leader is obsolete
and that our entire image of leadership itself must change. While some teams and organizations have
made this shift, many have not—at a great cost to both the organizations and their people.”
Leaders Getting Different
Collaboration, the New Inclusive Workplace, and OD’s Role
There is a leadership change in the air;
an urgency, not only for organizations to
be different, but for “titled” leaders to be
different: to join people, to connect work
to the organization’s purpose, to inspire, to
move away from silos and toward a flow of
ideas and information across the work-
place, to create a sense of safety so that peo-
ple can bring their best selves to work—all
to foster an inclusive workplace in which
collaboration can flourish. This urgency
stems from a variety of trends. Consumers
are demanding more. Markets are moving
faster and growing more complex. Millen-
nials are demanding a new workplace.
This means that the “adapt or fail”
tipping point for organizations, long
rumored, is here with a vengeance
(Devereaux, 2004; Laloux, 2014; Stack,
2014). Far from incremental change in
leadership approaches, the new market-
place requires an entirely new paradigm:
nothing less than admitting that the
concept of the all-knowing, all- powerful
leader is obsolete and that our entire image
of leadership itself must change. While
some teams and organizations have made
this shift, many have not—at a great cost
to both the organizations and their people.
This article examines the convergence of
trends, describes several keys to the new
leadership paradigm, and explores the
role that OD practitioners need to play in
supporting leadership for a collaborative,
inclusive workplace.
A Convergence of Trends
Many elements of the traditional organi-
zation and leadership model have come
under scrutiny in recent years:
» Leaders know best (or leaders as
all-knowing).
» Leaders as “super doers” who were
promoted from individual contributor
roles to managerial ranks, not because
of their skill with people but because of
their technical ability.
» Leaders as “fixers” who provide answers
and solutions to every problem under
their purview.
» Leaders seeing it as their role to accept
the status quo and not challenge the
opinions or ideas of their leaders.
» People of the organization seen as
hands and feet: filling specific roles in
the organization, required to “just do
their job” and “do as they are told.”
This model has been giving way to a
greater emphasis on collaboration—and
an inclusive workplace as the ideal envi-
ronment for fostering that collaboration
(Baker, 2014). We have now reached
the point where the inclusive workplace
is a must for organ ...
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
My thoughts on the background to and the essential elements of 21st century management. Why corporate entrepreneurs are different and how we can develop them.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included
in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any
view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Managing Knowledge
Workers
Olivier Serrat
2013
2. Landmarks of Tomorrow
"Productive work in today's society and economy is work
that applies vision, knowledge, and concepts—work that is
based on the mind rather than on the hand," wrote Peter
Drucker in 1959 in Landmarks of Tomorrow.
In Management Challenges for the 21st Century, published
in 1999, Peter Drucker's lifelong analysis of the shift to
knowledge work imparted one more prescient expression:
"The most valuable assets of a 20th-century company were
its production equipment. The most valuable asset of a 21st-
century institution, whether business or nonbusiness, will be
its knowledge workers and their productivity."
The Next Society will be a knowledge society.—Peter Drucker
3. Management Challenges for the
21st Century
More than 50 years after Peter Drucker coined the term
"knowledge worker", assumptions about people working in
organizations are less and less tenable: they are not
subordinate employees retained around the clock and they
do not rely on their organization for livelihood and career.
There is life in hierarchies still. Yet, in the United States,
Europe, and increasingly elsewhere, the largest single group
of workers are knowledge workers who may practice at an
organization but might not be its employees. And, even if
they are in full-time employment, few are subordinates.
For the authority of knowledge is surely as legitimate as the authority of
position.—Peter Drucker
4. From Costs to Assets
Knowledge workers produce and distribute ideas and
information rather than goods or services. By definition, they
are individuals with different aspirations from the hierarchy-
conscious personnel of the past; they are also mobile and
they do leave.
Hiring talented people is difficult but keeping them is even
harder. So, to plug the drain of human capital in a
competitive knowledge economy, knowledge workers should
be treated as an asset rather than as a cost. Preferably, they
should be managed as though they were partners (or at
least volunteers).
Mediocrity knows nothing higher than itself, but talent instantly
recognizes genius.—Arthur Conan Doyle
5. The New Managerial Task
Making knowledgeable people perform is not a matter of
making them work harder or more skillfully. Naturally, they
are dedicated and such interventions are beside the point.
Rather, the managerial task relates to removing obstacles to
performance and then channeling efforts into areas that will
contribute to the accomplishment of an organization's
objective. For that reason, managing talented workers for
performance is best understood as a process of influence.
A manager is responsible for the application and performance of
knowledge.—Peter Drucker
6. On Managing Talent …
To begin, establish a framework in terms of culture,
structure, and style of management in which the talent of
knowledge workers can flourish. In exercising this process,
accommodate these people's preferred ways of working. The
result is that knowledge workers understand, identify with,
and see how their own contribution can be enhanced. They
put their best abilities to the test. They challenge and
achieve.
Hire people who are better than you are, then leave them to get on with
it … Look for people who will aim for the remarkable, who will not settle
for the routine.—David Ogilvy
7. On Managing Talent …
To build such a framework, (i) recognize outstanding talent
wherever it is found; (ii) establish clear task objectives and
performance standards in consultation with each knowledge
worker; (iii) extend incentives, rewards, and reinforcements
that meet the motivational patterns of each knowledge
worker; and (iv) provide opportunities for improvement.
As organizations redesign in the knowledge economy,
they will have to quickly address the elemental issue of
motivation. Reliance on such staples as wages, fringe
benefits, and even promotion may soon be passé.
8. … With Knowledge Managers
Certainly, knowledge workers require knowledge managers,
not bosses. These new-era managers need to set and
enforce on themselves exacting standards for their
performance of those functions that determine ability to
perform. Time and again, traditional managers exercise no
leadership at all but only position power.
Managing knowledge workers requires that managers
themselves act as good follower and team player as well as
leader and technologist.
I believe the real difference between success and failure in a corporation
can be very often traced to the question of how well the organization
brings out the great energies and talents of its people.—Thomas J.
Watson, Jr.
9. … With Knowledge Managers
Since the process of influencing the performance of
knowledge workers is mainly developmental, managers need
also to hone skills in appraising, coaching, mentoring, and
providing feedback. One measure of their effectiveness will
be by the quality of the (internal and external) relationships
that they create.
The knowledge economy is pruning status, power, and
upward mobility from the managerial role. From now on,
would-be new-era managers will be asked to reply
convincingly to a simple question: Why should a knowledge
worker want to be managed by you?
Most of what we call management consists of making it difficult for
people to get their work done.—Peter Drucker
10. Further Reading
• ADB. 2008. Managing Knowledge Workers. Manila.
www.adb.org/publications/managing-knowledge-workers
• ——. 2009. Growing Managers, Not Bosses. Manila.
www.adb.org/publications/growing-managers-not-bosses
• ——. 2010. A Primer on Talent Management. Manila.
www.adb.org/publications/primer-talent-management
• ——. 2010. Leading Top Talent in the Workplace. Manila.
www.adb.org/publications/leading-top-talent-workplace