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MANAGING KNOWLEDGE WORKERS - Coggle Diagram
MANAGING KNOWLEDGE WORKERS
Attributes of K-Workers
Definition
High-level workers who apply theoretical and analytical knowledge, acquired knowledge through formal training to develop products of service.
They think for a living, unlike manual labourer
Able to solve complex problem or develop new product of services in their level of expertise
Focus more on quality than quantity
Why?
Specialized knowledge work toppled the mass production
Office/work equipment upgraded
New job creation/market demand
What?
Fundamentally alters the nature of work and agenda of management
Rising price of brains because the workers are measured by the result they achieved
Education is the most important
Chief Knowledge Officer
What activities do they perform
Articulate a knowledge management program
Making employees aware of the nature and value potential of knowledge
Selling the concept of knowledge management to both corporate and line local management
Spend a lot of time walking around the organization looking for their knowledge champion
Must have knowledge partners
must have ideas and project
must get people to commit to any major behavior change or to a knowledge management project
Typical CKO Profile Attributes
CKO's outlook or mindset needs to be abroad
Almost all the CKO's are in their forties or early fifties; many are female. None are approaching retirement
Usually have a visible and successful track record of achievement in organizational reputation and credibility. have a high level of enthusiasm for what they are trying to achieve
highly curious about knowledge
Driven and extremely motivated to prove that knowledge management is both practicable and can improve corporate performance.
Goal-oriented and interested in change, yet neither naive nor driven by self-glorification.
Have a mission but are balanced
CKO's need to be sociable and energetic, yet tolerant and pragmatic
Career experience and familiarity with the organization
Even -tempered, optimistic, moderate, and more able to deal with stress and sensitive situation than average and are not likely to dwell on problems in a detrimental way.
What Resources and Support Does a CKO Required
It is the quality rather than the quantity, of resources that CKO's stress
Appointing their own staff members
Value of hand-picking their own teams
Small teams are optimal because small groups prompt teamwork, and they generate collective learning
Leverage virtual teams that comprise people who can be brought in for consultation on particular projects
CKO vs CIO
CIO's are oriented toward directing a function, rather than initiating and leading a team in transition
CIO's have distinct responsibilities - IT strategy, IT operations, and managing the IT function - and so far, have not formally taken on the full range of knowledge management activities. Where a CKO exists, there is also likely to be a CIO, but the corollary is not true.
Most CIO's are swamped with work, and should not be expected to add the ambiguities of the CKO role to their job description
CIO's and CKO's have different strong suits