How to manage knowledge in projects,computer classes apple,training for temporary employees,lawyer starting salary - 2016 Feature

Knowledge management systems are about two things; training workers and preserving critical knowledge.
In the late 1950s, Drucker coined the term “knowledge worker,” and he spent the rest of his life examining an age in which an unprecedented number of people use their brains more than their backs.
Knowledge workers often put a strong emphasis on Individuality, Integrity, Intelligence and Impact.
Such people are often inner-directed, which is a term coined by David Riesman in the 1950s.
Organisations that invite them to contribute suggestions must show how some of these ideas are translated into action.
Great organisations can co-ordinate the talents of such people to achieve the overall goals. Good leaders create a positive culture in which motivated people can achieve peak performance. Is there a better way to manage knowledge workers?Is there a better way to manage knowledge workers?
This is a very provocative article from Harvard Business Review Magazine by Roger L Martin on the challenge of managing knowledge workers. Which leads to the question of whether or not there might be a better way to structure and manage your knowledge workers. Why do these companies struggle so much with what ought to be their most productive assets?
According to Wikipedia, Information management (IM) is the collection and management of information from one or more sources and the distribution of that information to one or more audiences. Information management environments are comprised of legacy information resident in line of business applications, Enterprise Content Management (ECM), Electronic Records Management (ERM), Business Process Management (BPM), Taxonomy and Metadata, Knowledge Management (KM), Web Content Management (WCM), Document Management (DM) and Social Media Governance technology solutions and best practices. Information management is a corporate responsibility that needs to be addressed and followed from the upper most senior levels of management to the front line worker. The information landscape is changing at an exponential rate and so is the skill set needed by information professionals.
Download this white paper to learn how information management is progressing and what skills and knowledge are needed to remain at the top of your game. AIIM's Market Intelligence group provides neutral and unbiased market research reflecting the wisdom of our 80,000 community of information professionals. All courses lead to AIIM Practitioner and some lead to AIIM Specialist and Master Designations.



AIIM offers a variety of ways for you to learn about industry trends and topics, network with your peers, and find out about available solutions and services. Online webinars allow easy access from wherever you are and whenever you want (live or on-demand). Many companies only focus on the first of these, developing training systems which are used to bring new employees up to speed in the least possible time.
When employees who hold critical knowledge are lost due to sickness, death or job change, the knowledge they hold in their heads is often lost with them.
They may start out by testing newcomers, however, just to check if the new person knows what they are talking about.
They are like artists, scientists, inventors, designers and those in the problem solving business. Knowledge workers are often loyal to their vocation, however, rather than to a particular organisation. They often start by explaining the big picture of people. Different leaders do this in different ways. Realistic and honest, they explain to people what they can and cannot expect on the journey.
If so, they make clear contracts with people about their contributions towards achieving the picture of success. They compete fiercely to find and retain the best talent, often accumulating thousands of managers in the process. Aside from the human and social costs involved, it is extremely inefficient for a company to manage any resource this way, let alone one that is widely recognized as the engine of growth in the modern age.
The organizational structure must be capable of managing this information throughout the information lifecycle regardless of source or format (data, paper documents, electronic documents, audio, video, etc.) for delivery through multiple channels that may include cell phones and web interfaces. This principle should be acknowledged or agreed upon across the organization otherwise any business case and support for IM will be weak.
Organizations must be held and must hold its employees accountable to capture, manage, store, share, preserve and deliver information appropriately and responsibly.
It's time for information professionals to change the way the business world thinks about enterprise information and IT.
This can cause the company to suffer greatly, especially when there are problems which need to be solved, which requires that critical knowledge. It is possible to manage the contributions of knowledge workers to achieve a compelling goal.


Such people use their brains rather than their brawn, their hearts and heads as well as their hands.
On the other hand, they can be scathing towards those who are superficial or talk in cliches. Managers may sometimes need to manage the interface between certain knowledge workers and other people in the organisation.
Bearing in mind the organisation’s goals and their own strengths, this invites them to describe and then agree with their manager on the following things.
They encourage and enable people to follow the agreed professional standards and deliver the goods. For a while this is fine, but inevitably, usually when economic conditions turn less favorable, they realize that these expensive workers are not as productive as hoped, and in an effort to manage costs they lay off a large swath of them. What’s especially puzzling is that the companies that engage in this cycle include some of America’s most revered role models.
Management means the organization of and control over the structure, processing and delivery of information. Part of that responsibility lies in training the organization to become familiar with the policies, processes, technologies and best practices in IM.
Make the Certified Information Professional designation part of your path to career development and continuous learning.
General Electric, for example, conducted extensive management layoffs in the 1980s and early 1990s.
Given these criteria, we can then say that the focus of IM is the ability of organizations to capture, manage, preserve, store and deliver the right information to the right people at the right time. After a gradual regrowth in its ranks, the company announced another round of layoffs in 2001. Colgate-Palmolive, MetLife, Hewlett-Packard, and PepsiCo, among others, have all recently gone through the same process.



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