Managing the Knowledge Culture: A Guide for Human Resource Professionals and Managers on the 21st Century WorkplaceHuman Resource Development, 2005 - 280 pages Managing the Knowledge Culture expertly explores how to overcome one of the biggest challenges 21st century leaders and their followers face functioning effectively in a knowledge culture. The thoroughly up-to-date book will deepen your understanding of the knowledge culture and its management and clearly detail the changing roles. For human resource professionals or managers who wants to be on the leading-edge of knowledge management, this realistic resource is a must. |
Contents
The Emerging Knowledge Culture | 3 |
List of Exhibits | 4 |
1 | 19 |
Global Organizations in a Knowledge Culture | 25 |
2 | 33 |
Assessment Inventory for a New Work Culture Organization | 39 |
1 | 47 |
2 | 55 |
1 | 133 |
4 | 141 |
6 | 150 |
Leadership Skills for a Knowledge Culture | 167 |
1 | 168 |
5 | 175 |
1 | 194 |
Strategic Planning and Management | 201 |
The Impact of Global Communication | 65 |
5 | 68 |
Global Meetings in a Knowledge Culture | 71 |
8 | 75 |
1 | 83 |
Team Management in a Knowledge Culture | 93 |
Developing Quality Teams | 94 |
Team Management Challenges | 104 |
Next Stage in Management | 111 |
Collaborative Performance Survey | 120 |
Part Two DEVELOPING COLLABORATIVE SKILLS AND RESOURCES | 127 |
6 | 202 |
10 | 209 |
Transforming to Learning Organizations | 211 |
Tomorrows Organizational Culture | 224 |
4 | 227 |
Creating a Learning Organization | 239 |
Learning Organizational Strategies | 246 |
97 | 257 |
Summary | 258 |
Resources | 264 |
Common terms and phrases
action action learning Amherst behavior Burlington Butterworth-Heinemann Butterworth-Heinemann/Elsevier Science Cemex challenge collaboration communication conference consultants corporate social responsibility create creative cross-cultural customers diversity e-learning Economist economy effective electronic employees enterprises entrepreneurial environment ethics European Business Review exchange EXHIBIT facilitate focus Force Field Analysis forces global leaders global organization goals Harris high performance HRD Press human resource development improve individual industry information technology innovation institutions interaction Intercultural Internet involved knowledge culture Knowledge Management knowledge workers leadership learning organization Macromanagement Massachusetts meeting ment mentoring opportunities organizational culture outsourcing Oxford participants personnel Pfeiffer/Wiley practices programs promote relationships requires responsibility role seek sharing skills social society Sometimes Never Source space strategic management strategic planning strategy synergy team management thinking tion transformation Usually Sometimes Never Value Networks workforce workplace worldwide