Please enable JavaScript.
Coggle requires JavaScript to display documents.
CHAPTER 6: Managing Knowledge Workers - Coggle Diagram
CHAPTER 6:
Managing Knowledge Workers
K-Worker
WHAT??
Defined as high-level workers who apply theoretical and analytical knowledge, acquired knowledge through formal training to develop products of service.
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 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.
Profiles Attributes
Mindset needs to be broad
Almost all are in their forties/ early fifties; Many are female.
Owns visible and successful track record of achievement in organizational reputation and credibility.
Highly curios about knowledge
Driven and extremely motivated to prove that knowledge management is both practicable and can improve corporate performance.
Goal-oriented
sociable and energetic; yet tolerant and pragmatic
Resources and Support CKO require?
CEO/ executive team needs to understand the level of nature of resources that a CKO needs for his/her job
Top-level sponsorship is by far the most important resource
Appointing their own staff members
value of hand-picking their own teams
CKO budgets are small because
No-specific Unit-project based
Small staff
Others do not knowing what knowledge is
CKO differ from CIO
CIOs are oriented toward directing a function, rather than initiating and leading a team in transition.
CIOs have distinct responsibilities. Where a CKOs exists, there is also likely to be a CIO, but the corollary is not true.
Most CIOs are swamped with work, and should not be expected to add the ambiguities of the CKO role to their job description.
CKOs and CIOs have different strong suits.
Is the role of CKO likely to endure?
Some knowledge projects are certainly long-term, especially those that require implementing a fairly comprehensive technology infrastructure. 3-5 years seems to be the minimum necessary tenure.
Does Knowledge Management needs a CKO
They do when the organization is serious about implementing a knowledge management program. Economic realities and competitive edge factors play a large role.