Thinking for a LivingHow to Get Better Performances And Results from Knowledge Workers
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Zusammenfassungen
Knowledge workers create the innovations and strategies that keep their firms competitive and the economy healthy. Yet companies continue to manage this new breed of employee with techniques designed for the Industrial Age. As this critical sector of the workforce continues to increase in size and importance, that’s a mistake that could cost companies their future.
Thomas Davenport argues that knowledge workers are vastly different from other types of workers in their motivations, attitudes, and need for autonomy—and so they require different management techniques to improve their performance and productivity. Based on extensive research involving over one hundred companies and more than six hundred knowledge workers, Thinking for a Living provides rich insights into how knowledge workers think, how they accomplish tasks, and what motivates them to excel. Davenport identifies four major categories of knowledge workers and presents a unique framework for matching specific types of workers with the management strategies that yield the greatest performance. Written by the field’s premier thought leader, Thinking for a Living reveals how to maximize the brain power that fuels organizational success.
Von Klappentext im Buch Thinking for a Living (2005) Bemerkungen zu diesem Buch
Yet despite the importance of knowledge workers to the economic success of countries, companies, and other groups, they haven't received sufficient attention. We know little about how to improve knowledge workers' performance, which is very unfortunate, because no less an authority than Peter Drucker has said that improving knowledge worker performance is the most important economic issue of the age. So I've chosen to write this book about how we can make knowledge workers more productive and effective at their Jobs.
Von Thomas H. Davenport im Buch Thinking for a Living (2005) im Text What's a Knowledge Worker, Anyway? auf Seite 8Kapitel
- 1. What's a Knowledge Worker, Anyway?
- 2. How Knowledge Workers Differ, and the Difference It Makes
- 3. Interventions, Measures, and Experiments in Knowledge Work
- 4. Knowledge Work Processes
- 5. Organizational Technology for Knowledge Workers
- 6. Developing Individual Knowledge Worker Capabilities
- 7. Investing in Knowledge Workers' Networks and Learning
- 8. The Physical Work Environment and Knowledge Worker Performance
- 9. Managing Knowledge Workers
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Nicht erwähnte Begriffe | CMM-Reifegrad 1: Anfänglich, CMM-Reifegrad 2: Wiederholbar, CMM-Reifegrad 3: Definiert, CMM-Reifegrad 4: Geführt, CMM-Reifegrad 5: Optimiert, early majority, innovator, laggard, late majority, Wirtschaft, Wissenskommunikation, Wissensrepräsentation |
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Zeitleiste
5 Erwähnungen
- Informal Learning - Rediscovering the Natural Pathways That Inspire Innovation and Performance (Jay Cross) (2006)
- How Computer Games Help Children Learn (David Williamson Shaffer) (2006)
- 1. Epistemology - The Debating Game
- Persönliche Weblogs in Organisationen - Spielzeug oder Werkzeug für ein zeitgemäßes Wissensmanagement? (Karsten Ehms) (2007)
- Only Humans Need Apply - Winners and Losers in the Age of Smart Machines (Thomas H. Davenport, Julia Kirby) (2016)
Standorte
Bibliographisches
Beat und dieses Buch
Beat war Co-Leiter des ICT-Kompetenzzentrums TOP während er dieses Buch ins Biblionetz aufgenommen hat. Die bisher letzte Bearbeitung erfolgte während seiner Zeit am Institut für Medien und Schule. Beat besitzt ein physisches, aber kein digitales Exemplar. Es gibt bisher nur wenige Objekte im Biblionetz, die dieses Werk zitieren. Beat hat dieses Buch auch schon in Blogpostings erwähnt.