基于团队建设的企业知识型员工开发研究 工商管理 论文 英文翻译 精品.docx

基于团队建设的企业知识型员工开发研究 工商管理 论文 英文翻译 精品.docx

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基于团队建设的企业知识型员工开发研究工商管理论文英文翻译精品

毕业设计（论文）

外文翻译资料

系部：

  经济与工商管理系

专业：

  工商管理

学生姓名：

  张尚

班级学号：

  33  

指导教师姓名：

指导教师职称：

  副教授

KnowledgeWorkersNeedBetterManagement

Knowledgeworkerscouldperformmuchbetterifweonlyknewhowtomanagethem,saysThomasDavenport.Hissuggestion:

Don'ttreatthemtheallsame,andmeasurethemtactfully.

Theydon'tliketobetoldwhattodo.Theyenjoymoreautonomythanotherworkers.Muchoftheirworkisinvisibleandhardtomeasure,becauseitgoesoninsidetheirheadsoroutsidetheoffice.TheyareagrowingpartoftheU.S.workforce,andtheirskillsarehardtoreplace.

They'reknowledgeworkers,andtheyareperformingwellbelowtheirpotentialbecausecompaniesstilldon'tknowhowtomanagethem,saysThomasDavenport,professorofinformationtechnologyandmanagementatBabsonCollege,inWellesley,Mass.,anddirectorofresearchforBabson'sexecutiveeducationprogram.

"Knowledgeworkersaregoingtobetheprimaryforcedeterminingwhicheconomiesaresuccessfulandwhicharen't,"hesays."Theyarethekeysourceofgrowthinmostorganizations.Newproductsandservices,newapproachestomarketing,newbusinessmodels—allthesecomefromknowledgeworkers.Soifyouwantyoureconomytogrow,yourknowledgeworkershadbetterbedoingagoodjob."

Yetafterstudyingmorethan100companiesand600individualknowledgeworkers,Davenporthascometotheconclusionthattheolddictumofhiringsmartpeopleandleavingthemaloneisn'tthebestwaytogetthemostoutofknowledgeworkers.Ashewritesinhislatestbook,"ThinkingforaLiving:

HowtoGetBetterPerformanceandResultsfromKnowledgeWorkers"（HarvardBusinessSchoolPress,July2005）,althoughknowledgeworkers"can'tbemanagedinthetraditionalsenseoftheword,youcanintervene,butyoucan'tdoitinaheavy-handed,hierarchicalway."

ExecutiveEditorAllanAlterhasfollowedDavenport'scareerfromhisdaysasapioneeringthinkeronbusinessprocessreengineeringandknowledgemanagement.HemetwithDavenportinhisofficeatBabsonCollege'sSchoolofExecutiveEducationinordertolearnhowmanagers,andCIOsinparticular,canimprovetheperformanceofthiscriticalsegmentoftheworkforce.Aneditedversionoftheirdiscussionfollows.

CIOInsight:

Howdoyoudefineknowledgeworkers?

DAVENPORT:

Peoplewhoseprimaryjobistodosomethingwithknowledge:

tocreateit,distributeit,applyit.

Mostofthetimetheyalsohaveahighdegreeofeducationorexpertise.Theyincludeanywherefromaquartertoathirdoftheworkforce,butnoteveryonewhousesknowledge.Ifyouarediggingditches,youmayhavesomeknowledgeonthejob,butit'snottheprimarypurposeofwhatyoudo.

Arecompaniesdoingagoodjobofmanagingandimprovingtheperformanceofknowledgeworkers?

They'renot.WhatmostorganizationsdoisHSPALTA:

Hiresmartpeopleandleavethemalone.We'vespentalotofeffortrecruitingknowledgeworkersandassessinghowcapabletheymightbebeforewehirethem.Butoncethey'rehiredwedon'tdoalottoimprovetheirperformance.Processimprovementhasmostlybeenforotherworkers:

transactionalworkers,manufacturingworkers,peopleincallcenters.Alltheseriousapproachestoimprovingworkhavelargelyescapedknowledgework.

Weletknowledgeworkersgetawaywithsayingthere'snoprocesstotheirwork,thateverydayisdifferent.Wedon'tmeasuremuchofanythingaboutknowledgework.

Ifwedon'tmeasureknowledgework,whydoyouthinkthere'sroomtoimproveknowledgeworkerproductivityandperformance?

It'saprettywell-informedhunch.Peopleimproveprocessesallthetime;theyjusthaven'tdoneitwithknowledge-workprocessesasmuch.It'sanextrapolationofthesamelogicinotherwork,thatprocessescanbeimproved.

Hereisonenumberthatindicatesperformanceandproductivitycanbeimproved:

IDCfoundthat1,000knowledgeworkerscanloseasmuchas$6millionayearjustsearchingfornonexistentdata,orrepeatingworkthathasalreadybeendone.Isitpossibleeveryknowledgeworkerisworkingtohisorherpotential?

It'spossible,butunlikely.Wecangetalotbetteratimprovingtheirperformance.

Whyhasn'tknowledgemanagementhelpedmoreintheefforttoimproveknowledge-workerperformanceandproductivity?

Knowledgemanagementwasanearlyattempttointerveneinknowledgework.Forthemostpart,itwasn'tparticularlysuccessful,becausewedidn'tlookcloselyathowknowledgeworkersdidtheirwork.Wetriedtobetoobroadinourfocus.

Mostorganizationssimplycreatedonebigrepositoryforallknowledgeandallworkers.

Theonlywaywecangetpeopletouseknowledgeonthejobistounderstandhowtheydotheirjobs,andthenfigureoutsomewaytoinjectknowledgeintothecourseoftheirday-to-daywork,notmakeitaseparatethingyouhavetoconsultwhenyouneedknowledge.

Wehavetobemuchmoretargetedinapproachingknowledgemanagement.Wehavetotargetaspecificjob.Andthebestwayistousetechnologytobaketheknowledgeintothejob.

Howdoweimproveknowledgeworkerperformance?

Thereoughttobealotmoreexperiments.Wehaveexperimentsnow,butwedon'tmeasureanything,sowedon'tlearnanything.

Ifwesaywe'regoingtoputpeopleincubiclestoimprovecommunication,thenweoughttoatleastmeasuresomesubjectiveaspectsofcommunicationbeforeandafter.Weoughttoseeifcubiclesworkwellwithasmallgroupbeforeweputawholecompanyintothem.

Whatisthemostradicalchangethat'sneededinthemanagementofknowledgeworkers?

Weneedtostartfocusingmuchmoreonjob-specificknowledgeandinformationenvironments,atleastfromanITperspective.

CapitalOneappliessomeofthesameexperimentalapproachestotechnology.Dotheirknowledgesystemsreallywork?

Doesitimproveproductivity?

Doesitimprovecommunication?

Allthethingsthatpeopletalkaboutbutneverreallymeasure.

Designingtheseknowledgeenvironmentsforknowledgeworkersisexpensiveandhardtodo.Butifwe'reseriousaboutmakingknowledgeworkersmoreproductive,we'regoingtohavetofocusonparticularjobsandsometimesevenparticularindividuals.

Thereareawholerangeofpossibilitiesfordifferentiatingknowledgeworkerssothatwedon'ttreatthemallthesame.Idon'tthinkyoushoulduseanyonesegmentationapproach,buttheoneIlikebestisa2-by-2matrixthat'sbasedonhowmuchcollaborationisinvolvedinthejob,andhowmuchexpertiseisinvolvedinthejob.

Intelhasfiveorsixcategoriesthatdifferentiateknowledgeworkersonthebasisofmobilityandhowaggressivelytheyadopttechnology.Thereare"cubecaptains"whodon'tmovearoundmuch,and"nomads"whomovearoundalotandneedportabletechnology.Someinvolvefactoryworkersandotherswhodon'thavealotofpersonaltechnologyavailable.

Thissoundsasifit'sthecompany'sjobtotellknowledgeworkerswhatworks.Don'tknowledgeworkersprefertolearnfromoneanother?

Maybe.Ithinkagoodlearningprogramforknowledgeworkerswouldcombineclassroomlearningandlearningattheirworkstations.Whatweallwantisjust-in-timelearning,wherewhenwehaveaproblemwe'llclickonalearningprogramandit'lltellushowtoaddressthatproblem.Butit'shardtodoandwe'realongwayfromit.

Knowledgeworkershavealotofpower,andyoudon'twanttoimposethingsonthemtheydon'twanttodo,becausetheydon'tliketobetoldwhattodo.Theymayputupwithitforawhile,buteventuallythey'lllookforajobthatgivesthemtheautonomytheythinktheydeserve.

Besides,managerscan'teasilyenforceanorderwhenworktakesplaceinpeople'sheads.Youhavetomakeiteasyforknowledgeworkerstodowhatyouwantthemtodo.

Butsomeorganizationsarestartingtomandatetheuseofproductivitytools.Historically,pharmaceuticalcompanieshaveaskedscientiststouseelectroniclabnotebooks,butnevermadeitarequirement.Hence,theyhadnowaytoensurethatlabresultswerecollectedinasimilarwayacrosstheorganization.InfinityPharmaceuticals,acompanyinCambridge,Mass.,hasmadeusinganelectroniclabnotebookaconditionofemployment.

You'dstandoutifyoudidn'tansweryourelectronicmailorvoicemailmessagestoday—it'ssemi-mandatory.Wemightaswellmakeitalittlemoremandatoryandhelppeopleusethestuffmoreeffectively.

Knowledgeworkerstakeprideinwhattheydo,andtheywanttobeproductive.

Andnoonelikesdrudgery.Mostoftheinterventionsinvolvegettingridofworknoonelikestodoanyway.Askpeople,"Whatdoyouthinkcanbedonetothejob?

"Whenyouredesignknowledgeworkprocesses,it'sgottobemuchmoreparticipativethanitwasinthesetop-downreengineeringefforts.Peoplehavetoseewhatthebenefitistothem.

更好地管理知识型员工

“假如我们只知道如何管理他们，知识工作者可以发挥得更好。

”托马斯·达文波特说。

他的建议：

不要用相同的方法对待他们，要有巧妙的措施。

他们不喜欢被告知该怎么做。

他们喜欢比其他工人享有更多的自主权。

他们的大部分工作是无形和难以衡量的，因为它也许在他们的头脑内部或办公室以外的地方进行。

他们所占美国劳动人口的比重在不断上升而且他们的技能是难以替代的。

“他们是知识型工人，他们的表现远远低于他们的潜力，因为公司仍然不知道如何管理他们。

”信息技术教授兼芭布斯学院的管理者，在韦尔斯利，马萨诸塞州作为巴布森的行政教育课程研究部主管的托马斯·达文波特说。

“知识工人将成为决定哪些经济体制成功与否的主要力量。

”他说，“他们的主要增长源在大多数组织。

新的产品和服务，市场营销的新办法，新的商业模式，所有这些来自于知识型工人。

所以，如果你想你的经济有所增长，您的知识工作者最好还是在好好干事。

”

然而，在研究100多个公司和600名个人的知识型工人之后，达文波特已经得出的结论是，旧的格言雇用聪明的人，其本身并不是发挥知识型工人功效的的最佳途径。

正如他写在他的最新著作“思考的生活：

如何从知识工人那里获取更好的性能”（哈佛商学院出版社，2005年7月），但知识型工人不能被“传统”意义上的管理所指使。

总之，你可以进行干预，但是你不能用强制手段，分层的方式。

执行编辑阿兰在达文波特的研究之后改变了职业生涯，因为一项开创性的思想家的业务流程重组和知识管理。

在巴布森学院的学校执行教育办公室他会见了达文波特，以了解如何管理人员，尤其是信息主管们，可以提高部分劳动力关键性能。

经过编辑的讨论如下。

CIO的洞察：

你如何定义知识型员工？

达文波特：

人，其主要工作是用知识做一些事情：

创建，传播，应用它。

大多数时候，他们也有高学历和高度的专业知识技能。

它们包括从地方四分之一到三分之一的劳动力，但不是使用知识的每个人。

如果您是挖沟渠，你可能有一些工作的知识，但不是你要做什么的主要目的。

企业是否有很好地管理和改善知识工作者的性能？

他们没有。

大多数组织做的是分离的：

租用聪明的人并让他们独立。

我们已经