harvard business review on knowledge management
TRANSCRIPT
Harvard Business Review on Knowledge Management
Discussion of Chapters 1- 3
Yun KimVladimir Visipkov
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Topics for discussion
Peter F. Drucker on Knowledge Management Middle Manager’s Role in New Organizations
(Drucker vs. Nonaka)
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Questions
What does P. Drucker think about Knowledge Management as an emerging discipline?
Does he believe that knowledge can be managed?
If not, then ‘why’? If yes, then ‘how’?
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Definitions used by Drucker
“Information is data endowed with relevance and purpose. Converting data into information thus requires knowledge.” (Page 5)
“In the information–based organization, the knowledge will be primarily at the bottom, in the minds of the specialists who do different work and direct themselves” (Page 6)
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Recent Articles Managing Knowledge Means Managing
Oneself by Peter F. Drucker Leader to Leader, No. 16 Spring 2000http://www.pfdf.org/leaderbooks/L2L/spring2000/drucker.html
Management Legend: Trust Never Goes Out of Style by Tony Kontzer (06/04/2001)http://www.callcentermagazine.com/article/IWK20010604S0011
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“Managing Knowledge Means Managing Oneself” “For the first time, they [people] have to manage
themselves”
“The historic shift to self-management offers organizations four ways to best develop and motivate knowledge workers: Know people’s strengths Place them where they can make the greatest
contributions Treat them as associates Expose them to challenges”
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“Managing Knowledge Means Managing Oneself” “Knowledge workers don’t believe they are paid to
work 9 to 5; they believe they’re paid to be effective.”
“Organizations that understand this– and strip away everything that gets in their knowledge worker’s way – will be able to attract, hold, and motivate the best performers.”
“This will be the single biggest factor for competitive advantage in the next 25 years.”
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“Management Legend: Trust Never Goes Out of Style” Delphi Group’s Collaborative Commerce Summit
Drucker delivered an opening speech on the topics of business processes and the role of technology in the modern company.
Discussed with John Archer, senior architect for SilverStream Software Inc. about the role of technology in management of strategic business processes
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“Management Legend: Trust Never Goes Out of Style” “Trust is a central issue in making the most of
organization knowledge” “The workers shouldn’t be managed so much as
entrusted to do the most with their knowledge” “You can't manage knowledge. …Knowledge is
between two ears, and only between two ears.” “When employees leave a company, their knowledge
goes with them, no matter how much they've shared.”
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Summary of Drucker’s opinion
Future organizations are information-based organizations of knowledge workers
To gain a competitive advantage, these organizations have to attract, develop and motivate knowledge workers
Knowledge workers will have to be able to manage their knowledge themselves
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Middle Manager’s Role(1) Drucker: - “the typical large business will have half the levels of
management and one-third the managers of its counterpart today” ( p1)- “their main, if not their only, function is to serve as relays human boosters.. “ (p5)- “the toughest problem will probably be to ensure the supply, preparation, and testing of top management people” due to the reduced number of middle managers (p16)
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Middle Manager’s Role(2) Nonaka: - Middle Up Down Model: middle managers - intermediary
between top management and front-line employees- “In each of these cases, middle managers synthesized the tacit knowledge of both frontline employees and senior executives, made it explicit, and incorporated it into new technologies and products. In this respect, they are the true ‘knowledge engineers’ of the knowledge-creating company.” ( p45)
- “In the U.S., middle managers are denigrated as cancer.” (conversation with Nonaka. http://www.dialogonleadership.org/interviewNonaka.html )
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Why?Drucker Nonaka
Main Concern Industry
Non-Manufacturing Manufacturing
Culture WesternLong history From Tacit To ExplicitIndividual-oriented
Oriental(Japanese)Admit & respect Tacit itselfTeam-oriented
Focus The change of organizational structure
The role of middle manager in new organization
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Now, who is right? Individualism and incentive system of Western restricts the
role of middle manager on tacit knowledge socialization The disadvantage from cultural difference in U.S. is
overcome by the advance of the technology Drucker mention of the theoretical knowledge-based
organization, whereas Nonaka talked about more realistic “knowledge-based orgnization
In my opinion, Drucker’s concern about the shortage of top management source is exaggerated. Current autonomous team oriented organization can provide the top management.
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