基于團(tuán)隊(duì)建設(shè)的企業(yè)知識型員工開發(fā)研究 工商管理 論文 英文翻譯

1、畢業(yè)設(shè)計(jì)（論文）外文翻譯資料系 部： 經(jīng)濟(jì)與工商管理系 專 業(yè)： 工商管理 學(xué)生姓名： 張 尚 班級學(xué)號： 33 指導(dǎo)教師姓名： 指導(dǎo)教師職稱： 副教授 knowledge workers need better managementknowledge workers could perform much better if we only knew how to manage them, says thomas davenport. his suggestion: dont treat them the all same, and measure them tactfully.they do

2、nt like to be told what to do. they enjoy more autonomy than other workers. much of their work is invisible and hard to measure, because it goes on inside their heads or outside the office. they are a growing part of the u.s. workforce, and their skills are hard to replace. theyre knowledge workers,

3、 and they are performing well below their potential because companies still dont know how to manage them, says thomas davenport, professor of information technology and management at babson college, in wellesley, mass., and director of research for babsons executive education program. knowledge work

4、ers are going to be the primary force determining which economies are successful and which arent, he says. they are the key source of growth in most organizations. new products and services, new approaches to marketing, new business modelsall these come from knowledge workers. so if you want your ec

5、onomy to grow, your knowledge workers had better be doing a good job.yet after studying more than 100 companies and 600 individual knowledge workers, davenport has come to the conclusion that the old dictum of hiring smart people and leaving them alone isnt the best way to get the most out of knowle

6、dge workers. as he writes in his latest book, thinking for a living: how to get better performance and results from knowledge workers (harvard business school press, july 2005), although knowledge workers cant be managed in the traditional sense of the word, you can intervene, but you cant do it in

7、a heavy-handed, hierarchical way. executive editor allan alter has followed davenports career from his days as a pioneering thinker on business process reengineering and knowledge management. he met with davenport in his office at babson colleges school of executive education in order to learn how m

8、anagers, and cios in particular, can improve the performance of this critical segment of the workforce. an edited version of their discussion follows.cio insight: how do you define knowledge workers?davenport: people whose primary job is to do something with knowledge: to create it, distribute it, a

9、pply it. most of the time they also have a high degree of education or expertise. they include anywhere from a quarter to a third of the workforce, but not everyone who uses knowledge. if you are digging ditches, you may have some knowledge on the job, but its not the primary purpose of what you do.

10、are companies doing a good job of managing and improving the performance of knowledge workers? theyre not. what most organizations do is hspalta: hire smart people and leave them alone. weve spent a lot of effort recruiting knowledge workers and assessing how capable they might be before we hire the

11、m. but once theyre hired we dont do a lot to improve their performance. process improvement has mostly been for other workers: transactional workers, manufacturing workers, people in call centers. all the serious approaches to improving work have largely escaped knowledge work. we let knowledge work

12、ers get away with saying theres no process to their work, that every day is different. we dont measure much of anything about knowledge work. if we dont measure knowledge work, why do you think theres room to improve knowledge worker productivity and performance?its a pretty well-informed hunch. peo

13、ple improve processes all the time; they just havent done it with knowledge-work processes as much. its an extrapolation of the same logic in other work, that processes can be improved. here is one number that indicates performance and productivity can be improved: idc found that 1,000 knowledge wor

14、kers can lose as much as $6 million a year just searching for nonexistent data, or repeating work that has already been done. is it possible every knowledge worker is working to his or her potential? its possible, but unlikely. we can get a lot better at improving their performance. why hasnt knowle

15、dge management helped more in the effort to improve knowledge-worker performance and productivity? knowledge management was an early attempt to intervene in knowledge work. for the most part, it wasnt particularly successful, because we didnt look closely at how knowledge workers did their work. we

16、tried to be too broad in our focus. most organizations simply created one big repository for all knowledge and all workers. the only way we can get people to use knowledge on the job is to understand how they do their jobs, and then figure out some way to inject knowledge into the course of their da

17、y-to-day work, not make it a separate thing you have to consult when you need knowledge. we have to be much more targeted in approaching knowledge management. we have to target a specific job. and the best way is to use technology to bake the knowledge into the job. how do we improve knowledge worke

18、r performance? there ought to be a lot more experiments. we have experiments now, but we dont measure anything, so we dont learn anything. if we say were going to put people in cubicles to improve communication, then we ought to at least measure some subjective aspects of communication before and af

19、ter. we ought to see if cubicles work well with a small group before we put a whole company into them. what is the most radical change thats needed in the management of knowledge workers? we need to start focusing much more on job-specific knowledge and information environments, at least from an it

20、perspective. capital one applies some of the same experimental approaches to technology. do their knowledge systems really work? does it improve productivity? does it improve communication? all the things that people talk about but never really measure. designing these knowledge environments for kno

21、wledge workers is expensive and hard to do. but if were serious about making knowledge workers more productive, were going to have to focus on particular jobs and sometimes even particular individuals. there are a whole range of possibilities for differentiating knowledge workers so that we dont tre

22、at them all the same. i dont think you should use any one segmentation approach, but the one i like best is a 2-by-2 matrix thats based on how much collaboration is involved in the job, and how much expertise is involved in the job. intel has five or six categories that differentiate knowledge worke

23、rs on the basis of mobility and how aggressively they adopt technology. there are cube captains who dont move around much, and nomads who move around a lot and need portable technology. some involve factory workers and others who dont have a lot of personal technology available.this sounds as if its

24、 the companys job to tell knowledge workers what works. dont knowledge workers prefer to learn from one another?maybe. i think a good learning program for knowledge workers would combine classroom learning and learning at their workstations. what we all want is just-in-time learning, where when we h

25、ave a problem well click on a learning program and itll tell us how to address that problem. but its hard to do and were a long way from it. knowledge workers have a lot of power, and you dont want to impose things on them they dont want to do, because they dont like to be told what to do. they may

26、put up with it for a while, but eventually theyll look for a job that gives them the autonomy they think they deserve. besides, managers cant easily enforce an order when work takes place in peoples heads. you have to make it easy for knowledge workers to do what you want them to do. but some organi

27、zations are starting to mandate the use of productivity tools. historically, pharmaceutical companies have asked scientists to use electronic lab notebooks, but never made it a requirement. hence, they had no way to ensure that lab results were collected in a similar way across the organization. inf

28、inity pharmaceuticals, a company in cambridge, mass., has made using an electronic lab notebook a condition of employment. youd stand out if you didnt answer your electronic mail or voice mail messages todayits semi-mandatory. we might as well make it a little more mandatory and help people use the

29、stuff more effectively.knowledge workers take pride in what they do, and they want to be productive. and no one likes drudgery. most of the interventions involve getting rid of work no one likes to do anyway. ask people, what do you think can be done to the job? when you redesign knowledge work proc

30、esses, its got to be much more participative than it was in these top-down reengineering efforts. people have to see what the benefit is to them.更好地管理知識型員工“假如我們只知道如何管理他們，知識工作者可以發(fā)揮得更好?！?托馬斯達(dá)文波特說。他的建議：不要用相同的方法對待他們，要有巧妙的措施。 他們不喜歡被告知該怎么做。他們喜歡比其他工人享有更多的自主權(quán)。他們的大部分工作是無形和難以衡量的，因?yàn)樗苍S在他們的頭腦內(nèi)部或辦公室以外的地方進(jìn)行。他們所占美

31、國勞動人口的比重在不斷上升而且他們的技能是難以替代的。 “他們是知識型工人，他們的表現(xiàn)遠(yuǎn)遠(yuǎn)低于他們的潛力，因?yàn)楣救匀徊恢廊绾喂芾硭麄??！毙畔⒓夹g(shù)教授兼芭布斯學(xué)院的管理者，在韋爾斯利，馬薩諸塞州作為巴布森的行政教育課程研究部主管的托馬斯達(dá)文波特說?！爸R工人將成為決定哪些經(jīng)濟(jì)體制成功與否的主要力量?！彼f， “他們的主要增長源在大多數(shù)組織。新的產(chǎn)品和服務(wù)，市場營銷的新辦法，新的商業(yè)模式，所有這些來自于知識型工人。所以，如果你想你的經(jīng)濟(jì)有所增長，您的知識工作者最好還是在好好干事?！比欢谘芯?00多個(gè)公司和600名個(gè)人的知識型工人之后，達(dá)文波特已經(jīng)得出的結(jié)論是，舊的格言雇用聰明的人，其本身并

32、不是發(fā)揮知識型工人功效的的最佳途徑。正如他寫在他的最新著作“思考的生活：如何從知識工人那里獲取更好的性能” （哈佛商學(xué)院出版社， 2005年7月） ，但知識型工人不能被“傳統(tǒng)”意義上的管理所指使。 總之，你可以進(jìn)行干預(yù)，但是你不能用強(qiáng)制手段，分層的方式。執(zhí)行編輯阿蘭在達(dá)文波特的研究之后改變了職業(yè)生涯，因?yàn)橐豁?xiàng)開創(chuàng)性的思想家的業(yè)務(wù)流程重組和知識管理。在巴布森學(xué)院的學(xué)校執(zhí)行教育辦公室他會見了達(dá)文波特，以了解如何管理人員，尤其是信息主管們，可以提高部分勞動力關(guān)鍵性能。經(jīng)過編輯的討論如下。cio的洞察：你如何定義知識型員工？ 達(dá)文波特：人，其主要工作是用知識做一些事情：創(chuàng)建，傳播，應(yīng)用它。 大多數(shù)時(shí)候

33、，他們也有高學(xué)歷和高度的專業(yè)知識技能。它們包括從地方四分之一到三分之一的勞動力，但不是使用知識的每個(gè)人。如果您是挖溝渠，你可能有一些工作的知識，但不是你要做什么的主要目的。企業(yè)是否有很好地管理和改善知識工作者的性能？ 他們沒有。大多數(shù)組織做的是分離的：租用聰明的人并讓他們獨(dú)立。我們已經(jīng)花了很多努力招募知識型工人和評估在我們聘請他們之前可能具備多少能力。但是，一旦他們被雇用我們不會做許多事情來提高它們的性能。工藝改進(jìn)主要是對其他工人：交易工人，生產(chǎn)工人，人民的呼叫中心。所有這些非同小可的辦法，改進(jìn)工作基本上逃脫知識工作。 我們讓知識工作者逃脫，說他們的工作沒有進(jìn)程，每天是不同的。我們沒有衡量的事

34、情很多是知識的工作。如果我們不這樣做衡量知識的工作，你為什么認(rèn)為有改善知識工作者的生產(chǎn)力和業(yè)績的空間？ 這是非常明智的預(yù)感。人民改善流程的時(shí)候，他們只是還沒有做到與知識的工作流程一樣多。這是一個(gè)在其他的工作中相同的邏輯推斷，這過程可以得到改善。 這是有一個(gè)數(shù)字顯示業(yè)績和生產(chǎn)力是可以提高的： idc公司發(fā)現(xiàn)， 1000個(gè)知識工作者一年會失去多達(dá)600萬美元用于尋找不存在的數(shù)據(jù)，或重復(fù)已經(jīng)做了的大量工作。是否有可能每一個(gè)知識工作者正在努力用他或她的潛力工作？這是有可能的，但可能性不大。在改善他們的業(yè)績方面，我們能夠做得更好。為什么知識管理沒有在改善知識工作者的性能和生產(chǎn)力方面帶來更多的效果？ 知識管理是早期一個(gè)干預(yù)知識工作的企圖。在大多數(shù)情況下，它不是特別成功，因?yàn)槲覀儾⒉荒芙嚯x仔細(xì)觀察知識型工人如何做的工作。我們設(shè)法重點(diǎn)過于寬泛。 大多數(shù)組織僅僅創(chuàng)建一個(gè)所有知識和所有工人的大倉庫。 只有這樣，我們可以讓人們利用知識去工作是了解他們?nèi)绾巫鏊麄兊墓ぷ?，然后找出某種方式把知識注入到他們的日常工作的過程中，而不是使它成為一個(gè)當(dāng)你需要的時(shí)候不得不單獨(dú)磋商的知識。我們在處理知識管理的時(shí)候必須更加有針對性。我們需要瞄準(zhǔn)具體的目標(biāo)。而最好的辦法是使用技術(shù)來烘烤