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ePub Managing the Knowledge Culture download

by Phillip Harris,Suzanne Bay,Sally Farnham,Eileen Klockars

ePub Managing the Knowledge Culture download
Author:
Phillip Harris,Suzanne Bay,Sally Farnham,Eileen Klockars
ISBN13:
978-0874258592
ISBN:
0874258596
Language:
Publisher:
HRD Press, Inc. (May 2005)
Category:
Subcategory:
Management & Leadership
ePub file:
1699 kb
Fb2 file:
1809 kb
Other formats:
mobi lrf mbr azw
Rating:
4.1
Votes:
511

Some additional content worthy of note includes how to develop and empower knowledge workers as well as worker migration examples (. In terms of building a globalized organization, Harris recommends that global human resources are necessary both inside and outside of organization.

A practical plan and road map to start the knowledge management process. Walk through all the stages – assessment.

This book fills a need by addressing how to create a university based on your corporation’s culture, needs and .

This book fills a need by addressing how to create a university based on your corporation’s culture, needs and short- and long-term strategies. While there is no single right way to create a corporate university.

Peter R. Garber, Sally Farnham, Eileen Klockars. Jonamay Lambert, Selma Myers, Robie Grant, Suzanne Bay, Eileen Klockars. Download (PDF). Читать.

the book is not up-to-date executive coaching concepts and methodologies. See and discover other items: workplace culture. It is however based on actual cases hence somewhat helpful.

Поиск книг Z-Library B–OK. Download books for free. Michèle Barca, Kate Cobb, Sally Farnham, Eileen Klockars (cover).

Discover new books on Goodreads. See if your friends have read any of Eileen Klockars's books.

This book is a reference for leading-edge managers approaching the 21st century: a comprehensive guide to the new .

This book is a reference for leading-edge managers approaching the 21st century: a comprehensive guide to the new work culture. New Work Culture deals with organizational transformation challenges. HRD previously published his three-volume series The New Work Culture.

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Eileen Klockars’s most popular book is Value Centered Ethics. Showing 12 distinct works. Eileen Klockars (Designer).

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New for 2005
  • In this era of the digital economy, successfully managing knowledge and its creators remains imperative.

    Dr. Phil Harris focuses on this connection between knowledge management and culture in his new book, Managing the Knowledge Culture. The book is divided into two parts, including understanding the knowledge culture and its management, and developing collaborative skills and resources for the knowledge culture. Harris claims that knowledge workers require cultural skills. He writes that information, knowledge, collaboration, innovation, and globalization are the management benchmarks for the digital economy.

    Harris further opines that organizational leaders operate on several different levels, including strategy, structure, culture, and people. Effective leaders use communication technology and research to facilitate a transition to the knowledge culture. The three "T's" for the new economy are talent, technology, and tolerance. Harris describes globalization as the integration of worldwide cultures, markets, organizations, and people. Information technology assists in spreading globalization. Planned organizational change is necessary to move a system into a knowledge culture.

    With the rise of virtual teams, Harris touches upon the topic of international meetings. He suggests that such faceless collaborations are improved with well-developed meeting technologies such as using established guidelines, group planning dynamics, conducting and evaluating events, employing technology to involve individuals, and always remembering the human element of making people comfortable and relaxed. Collaborative relationships are significant to team management and development.

    Managing the Knowledge Culture includes many effective visuals illustrating the salient points of managing in the knowledge culture. Some additional content worthy of note includes how to develop and empower knowledge workers as well as worker migration examples (i.e. India). In terms of building a globalized organization, Harris recommends that global human resources are necessary both inside and outside of organization. Human Resource (HR) systems should focus on enhancing human performance through learning by group organizations and providing members with more opportunities to contribute to achieve organizational goals.

    The book focuses on the idea of learning organizations that highlights the synergies on how learning can also be effective when it concentrates on practicing successful cross-cultural skills. Peter Senge delved into the learning organization concept and defined it as entities where people continually expand their capacity to create desired results and are continually learning to see the whole together. Mechanisms that facilitate such organizational learning include providing employees with distance learning, mentoring, and coaching.

    In dealing with learning organizations within a knowledge culture, Harris suggests that leaders need to possess vision, integrity, character, and ethical standards. A knowledge culture requires transformational leaders (i.e. leaders who inspire followers to transcend self-interests for sake of organization). Sir MacGregor Burns wrote that such transformational leadership focused on the ends, rather than the means, in the accomplishment of goals. Harris recommends that global transformational leaders need to develop strategic planning and management skills for a knowledge culture. Such global leaders need to improve their strategic management and planning skills to succeed in knowledge culture and create financial and intellectual value. Strategic management should also consider organization's stakeholders and realize influence of culture.

    Knowledge culture leaders need to improve culture of innovation and provide an entrepreneurial environment. In a knowledge culture, leaders are challenged with transforming organization into a learning entity. Leaders in the knowledge culture must know how to manage change. Leaders must also see organizational cultural change. One way is to increase e-learning while seeking to promote innovation. There is a need for a macro worldview in order to face the challenge of leading a knowledge culture.

    Managing the Knowledge Culture ends with a ten point listing of tips to meet the challenges of a knowledge culture, including promoting approaches that are goal-directed, culturally sensitive, and people-oriented. In addition, Harris finally suggests that high performance and cooperation at every level of the knowledge organization are crucial for success. This is an important book, which fully explains the crucial impact of the knowledge culture in today's global marketplace. It is a worthwhile read that will provide essential information on how to successful navigate the knowledge culture.

  • In its prologue reference to earlier 'industrial age' knowledge, the book can encourage the historical-inclined reader to reflect, for example, about the handling of knowledge in the Sumerian era of antiquity. In that early age, the very dawn of civilization, Sumerian interest was neverthless very manifest in discovery, systematic gathering, analysis and recording of knowledge - and also in the inventing of language of numerolgy and counting systems that supported it. Records were etched in stone, and if etched as a mirror-image, could then be transcribed to quantity printing on clay tablets - for granary inventory. They were therefore up to speed in acquiring and managing of knowledge, within the circumstances of the age. In a more recent age, post the Industrial Revolution, and at the end of the 19th century,occurred an accumulation of disparate areas of knowledge that conjoined to acquire critical mass and to explode, almost overnight and on a world scale, into specific practical projects and expertise - that kept patent offices of the day scrambling to keep pace and that sustained the generation of wealth and standard of living for the following century and beyond. In the present time, the informational and electronic age have now changed knowledge management dramatically and exponentially. Dr Harris's perspective explores the challenge of how to function effectively in the knowledge culture, now, of the 21st century - in a complex, rapidly changing and constantly interacting global world of politics, business and people.

    The book title, "Managing ther Knowledge Culture" means what it says - that the premise and underpinning of managing knowledge lies in an interlocking triumvirate of Culture, Knowledge and Managing. Timely, then, that the book kicks off with key definitions of these elements. Culture is broadly defined as the unique life style of a particular group of people, at a point in time and place. Culture identity includes communication and language, dress and appearance, food and eating habits, beliefs and attitudes and work habits. Knowledge is defined as a state of 'knowing' (from information, ideas, or understanding gained from experience, observation, or study) and is the sum of what has been perceived, discovered or learned. Knowledge should be transferred to others (through communication networks, webs and other) and have the capacity for effective action. - also to be the prologue for generation of ecomomic power and wealth. Within the general area of Knowledge Management,is defined a new specialization that facilitates and supports processes for creating, sustaining, sharing, and renewing of organizational knowledge for wealth, improved profitability and retaining of position in a competitive marketplace.

    Plenty of scope in these factors, for lively discussion and insight,furnished in the 8 main chapters of the book, 277 pages of text (no punches pulled!), 77 illustrative exhibits and comprehensive bibliography listings. - to enlarge on understanding of the roles of leaders administrators and entrepreneurs and with especial interest, the book states, to human resource professionals.

    Dr Harris is a management and space psychologist and futurist, and has authored or editied 43 books over a 4-decade period: also has successfully served more than 200 organizations including corporations, government agencies and professional associations, and the military. Dr Harris has produced a page-turner book on the timely knowledge skills for a new era.