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Some interesting nuggets on how the best knowledge workers are those with the network that complements their skillset, who bounce ideas in the early stages. Also interesting that it used to be that managers were the supposed smartest workers in the era before knowledge work became as widespread as it is. Now the managers are almost necessarily not the most intellectual but the best at orchestrating and juggling moving parts/ people.
I listened to the audio book and it is okay.I recommend this book.
Интересная и полезная книга про организацию работы интеллектуальных работников. Читается легко, есть много примеров из жизни и много интересных исследований. Книга больше заставляет задуматься, чем дает готовые ответы. Радует множественное упоминание Друкера, понимание важности качества результатов работы, разбор процессов и рассмотрение ИТ-решений. Понравился трезвый взгляд автора на желание многих руководителей жестко управлять интеллектуальными работниками.
I got to this book a couple of decades late. While the emphasis on knowledge management is visionary Anna before its time, this book badly needs an update. There have been numerous models and research since this book that prove its ideas are on the right track.
I tried reading this book several times and although the references to other sources were solid the information was too broad throughout - including case studies with current statistics on this subject would have been interesting to read about.
Was okay
Terrible book. This was one of my worst reads of the past few months. This is one of those that bring you to the point of irritation while you’re reading it, especially because I had much higher expectations given the positive reviews on Amazon and the curriculum and background of the author.What the book intends to do is to present the results of an extensive analysis on “knowledge workers”. This is a term created by Peter Drucker decades ago that referred to people who mainly dealt with inform...
I think I must have bought this book because it was (positively!) referenced in another book and probably also because it was available cheaply on Amazon (and reviewed well there too). Of course, these days I value my time so this book fell into the category of "to be skimmed rather than savoured". It's possible, though unlikely, that I may have given the book a two-star rating had I read it when it was published in 2005 but the book has not aged well so any hope it had of receiving that additio...
"Fortunately, there is an answer to measuring the quality of knowledge work, although it's subjective. It involves determining a relevant peer group for the particular workers involved, and asking them what they think of the work. This technique has often been used, for example, in evaluating professors for promotion and tenure." (49)"Every effort to change how work is done needs a dose of both process -- the design for how work is to be done -- and practice, an understanding of how individual w...
I'm not a big fan of business-oriented books and would not have picked it up if I hadn't been asked to read it. But I did and I'm actually very happy that I did read it. I never thought of myself belonging to a specific type of worker and had never heard of the concept of "knowledge worker" but after reading this book, many things make more sense to me in terms of how I work and work dynamics in any place nowadays. Davenport does cover most characteristics of a knowledge worker, but if you're no...
The book did a good job of highlighting a very important issue in business today - the transition of manual labor to knowledge workers. However, it did a much better job of asking good questions than providing good answers, which I believe it purported to do. Some of the recommendations seem pretty useful, but there was also some less valuable content to wade through. If you're interested in the topic of how to improve and manage workers who think, rather than do, for a living, it's worth a read...
Nice as a summary but beginning to get dated. I had worked on similar topics in the mid 90s and this was not so different from what I found researching back then. I did find the description of embedding knowledge into systems to be interesting. Self-learning tools, like IBM's Watson, have come to the front since the writing and should change the descriptions here, but the book covers the difficulties in gathering knowledge for systems and keeping it fresh. And any book that talks about the spect...
Quite the snooze fest here... I listened to it on CD, and I literally did some research to make sure it wasn't read by a computer voice program. A lot of talk, not a lot of action; no real concrete ideas; not worth the time.
What did I learn from this book? That managers are grossly overpaid, conspire to increase the length of meetings and reports far beyond any reasonable length, and could be replaced by any six year old with common sense.This book contains perhaps ten pages of actual information. The rest is justification to the publisher.
Far from being a quintessential reading, it just adds up some input to the theme, but seemed to be too long for not taking you anywhere. I started with some expectations that were not accomplished at the end.
This book helped me understand how and why I work the way I do. It also helped me get the appreciation and support for a group of knowledge workers in the company I worked for so they could continue to contribute the "hard to evaluate" gifts they produce each and every day.
Interesting read for work. Gotta read up on Knowledge Management you know.
An academic and thorough investigation of knowledge work, if a bit dry.
Just started this after it was recommended to me. So far, it's kind of snoozy, but it's non-fiction, so that's to be expected for me. I'll hang in there for a few chapters and then reassess.
