With the emergence of a powerful new breed of organization--the
knowledge organization--comes a bold new challenge to the old ways
of managing people. Workers with special cutting-edge knowledge and
the ability to transform it into marketable goods and services can
not be managed the old command-and-control way, nor even by some of
the more enlightened ways developed since then. Only new ways, and
old ways updated and adapted to special new situations, can work.
Only in this way can innovation and productivity--the crucial
ingredients for success in knowledge-based organizations--be
harnessed. Indeed, it is the capacity to innovate, not the infusion
of huge amounts of capital, that is the true predictor of success
in these new companies. Just as the baby boomers working in
traditional settings differ from those who went before, so do the
later generations of X-ers and Y-ers differ from them. Their
sociology and psychology are totally different, and Amar shows
specifically how and why. The result is an in-depth presentation of
whom these knowledge workers are and how to select, adapt, and
develop new concepts, principles, strategies, and techniques to
achieve the unique successes they are capable of delivering.
Amar highlights the difference between these new,
knowledge-based organizations and their traditional counterparts.
He makes clear with examples, anecdotes, and other illustrative
material that the driving force behind them is their ability to
innovate. These organizations attract special types of people, and,
as Amar points out, they have their own ways of seeing the world
and doing things in it. They tend to decry and defy tradition. Amar
explores the sociology and psychology of these startling new
workers, and provides management with a full bag of tools to
interact with them, including ways to redesign work itself as well
as the entire organization, plus new ways to approach the
commonplace functions of decision-making, leading, motivating, and
controlling. He also provides special insights into the
modification of behavior, and a means to assess when it can be
useful and productive.
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