Gratis Bücher Working Knowledge: How Organizations Manage What They Know, by Thomas H. Davenport Laurence Prusak
Derzeit ist Ihre Zeit, um die verschiedenen Ambiente des Tages zu Tag leben zu erstellen. Man konnte nicht wirklich das Gefühl, dass es sicherlich so still sein wird, zu verstehen, dass diese Veröffentlichung auf jeden Fall Ihre eigene. Und genau, wie Sie Führer erwarten kann zu lesen, können Sie einfach auf den Link finden, die in dieser Website ist. Diese Webseite finden Sie alle weichen doppelten fie von Führungs bieten, die so einfach sein kann, um zu erfahren. Im Zusammenhang mit diesem Problem, können Sie tatsächlich verstehen, dass Führung verbunden ist ständig mit dem Leben als auch Zukunft.
Working Knowledge: How Organizations Manage What They Know, by Thomas H. Davenport Laurence Prusak
Gratis Bücher Working Knowledge: How Organizations Manage What They Know, by Thomas H. Davenport Laurence Prusak
Unter Berücksichtigung über die Vollendungen werden besondere Gegebenheiten erfordern und auch Ansichten von einigen Ressourcen. Jetzt bieten wir Working Knowledge: How Organizations Manage What They Know, By Thomas H. Davenport Laurence Prusak als eine der Ressourcen, um darüber nachzudenken. Man konnte sich nicht erinnern scheitern, dass die Veröffentlichung der effektivste Quelle ist Ihre Probleme zu lösen. Es können Sie von vielen Seiten helfen. Wenn ein solches Problem hat, die entsprechende Veröffentlichung zu erhalten, ist viel verlangt. Es ist zu Angebot und auch die Mühe angepasst und auch, wie können Sie es ansprechen.
Jetzt ist die Zeit, die andere Atmosphäre des Tages zu Tag leben zu entwickeln. Sie können nicht wirklich das Gefühl, dass es so ruhig sein zu erkennen, dass dieses Buch unbedingt Ihre eigene. Und wie Sie das Buch lesen erwarten könnte, können Sie einfach auf den Link entdecken, die auf dieser Website angeboten wurde. Diese Website wird sicherlich alles gibt weiche doppelte fie des Buchs, das so leicht zu entdecken sein. Verbunden mit dieser Bedingung kann man tatsächlich erkennen, dass das Buch ständig mit dem Leben und Zukunft verbunden ist.
Auch Sie haben führen nur zu lesen; es wird Sie wirklich nicht das Gefühl, dass Ihre Zeit tatsächlich eingeschränkt ist. Es ist nicht nur in Bezug auf den Moment, dass Sie wirklich so gewünscht fühlen könnte mit Führung anmelden. Wenn Sie Führer abgeholt haben zu lesen, können Sie den Moment ersparen, auch einige Zeit, um immer zu überprüfen. Wenn Sie davon ausgehen, dass die Zeit nicht nur zum Erhalt des Buches ist, können Sie es hier nehmen. Aus diesem Grund wir Ihnen gehören die einfachen Methoden zu erhalten, das Buch zu bieten.
Als sein die Zeit für Sie ist immer die Funktion von Führungs machen handhaben, können Sie Angebot machen, dass das Buch empfohlen wird wirklich für Sie die beste Idee zu bekommen. Dies ist nicht nur ideal Ideen, um das Leben zu gewinnen noch ebenfalls das Leben zu übernehmen. Die Lebensweise wird gelegentlich mit der Instanz von Vollkommenheit erfüllt, aber es ist sicherlich so etwas zu tun sein wird. Und auch zur Zeit, Führer ist ein weiteres Mal hier vorgeschlagen, um zu überprüfen.
Amazon.de
When new-car developers at Ford Motor Company wanted to learn why the original Taurus design team was so successful, no-one could tell them. No-one remembered or had recorded what made that effort so special; the knowledge gained in the Taurus project was lost forever. Indeed, the most valuable asset in any company is probably also its most elusive and difficult to manage: knowledge. Authors Thomas H Davenport and Laurence Prusak assert that learning how to identify, manage and foster knowledge is vital for companies who hope to compete in today's fast-moving global economy. Working Knowledge examines how knowledge can be nurtured in organisations. Building trust throughout a company is the key to creating a knowledge-orientated corporate culture, a positive environment in which employees are encouraged to make decisions that are efficient, productive and innovative. The book includes numerous examples of successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil and Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent resource for managers who want to better harness the experience and wisdom within their organisations. --Jake Bond
Synopsis
The definitive overview of knowledge management, now available in paperback. This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than 30 knowledge-rich firms, Davenport and Prusak - experienced consultants with a track record of success - examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value.They categorize knowledge work into four sequential activities - accessing, generating, embedding, and transferring - and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.
Alle Produktbeschreibungen
Produktinformation
Taschenbuch: 224 Seiten
Verlag: Harvard Business Review Press; Auflage: Revised ed. (1. Mai 2000)
Sprache: Englisch
ISBN-10: 1578513014
ISBN-13: 978-1578513017
Größe und/oder Gewicht:
15,9 x 1,9 x 24,8 cm
Durchschnittliche Kundenbewertung:
4.6 von 5 Sternen
9 Kundenrezensionen
Amazon Bestseller-Rang:
Nr. 146.110 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
Although knowledge management is an irresistible concept, your progress in this area is anything but assurred. Knowledge management is a hot topic, but it is usually pushed by people who want to sell you something. As a result, you can end up with a lot of technology that will not help you to manage your knowledge. As insurance against getting started in the wrong direction, I suggest you read Working Knowledge as a first step.Davenport and Prusak have examined 39 organizations that are well above average users of their knowledge. The case histories will give you a practical sense of what works that would take you years of false steps to duplicate in your organization.Then, even more helpfully, the authors outline the key lessons of these top performers for you to follow. I especially recommend chapter 9 on The Pragmatics of Knowledge Management.Any new initiative will run into problems and fall back. A great book to read next is The Dance of Change, which focuses squarely on that issue.Any book has to narrow its focus to be successful. That focus creates a vulnerability. In this book, the vulnerability is not looking far enough ahead for more effective ways to do knowledge management that no one is yet doing. For example, the potential to share knowledge among top best practice organizations is enormous. More attention is needed here.But do buy, read, and apply the lessons of this book. It's a great place to start!
If you are like most people, you are a victim of "stalled" thinking about how to make knowledge transfer work better in your organization. As the authors point out, many people believe things that will not work in practice, such as "build it and they will come" from a technology resource sharing perspective that all one needs to do is have the resource available. Unlike the theory about knowledge management, Davenport and Prusak have investigated many organizations to learn what does and does not work. Unlike some books that are no more than a few case histories strung together, the authors concisely use examples to examplify the key points of what they have learned. In their parlance, this book is full of "knowledge" rather than just "information" or "data." They are also astute observers, and notice things that many might miss. A key example of their astuteness is the observation that those who are expected to share must be given some meaningful incentive to do so. In these days of downsizing, rightsizing, etc., those with knowledge often see that knowledge as a security blanket for an economic livelihood. You have to provide some incentive to share that matches or exceeds the incentive to hoard knowledge. You need to read and understand the lessons of this book if you want to get further along in using the knowledge that is available (both in and outside of your company) to achieve greater results. A terrific book on the related subject of how to create new knowledge and use that knowledge to then create much greater results is "The 2,000 Percent Solution."
I have to say that the only frustrating thing about reading this book was the fact that I had not done it before. In addition to addressing important, acute issues, Davenport and Prusaks are good writers and base their approach on practice and solid cases (including examples from 39 organisations) instead of abstract theories. The point is, most of existing knowledge management literature has its head in the clouds, forgetting the actual work environment, where the knowledge managed is born and used.The one thing that may feel alien from a Scandinavian perspective is the weight the authors' put on the so called "knowledge markets". That is, their approach to knowledge management is a strict application of market economy. While this opens some interesting perspectives and offers an applicable framework, it is, in my view, too simplistic. The authors do mention altruism as one of the possible motivations of knowledge sharers and exclaim: "Such people do exist ... We all know individuals who simply like helping" but the authors seem to have difficulties understanding such individuals. I have to give them credit, though, as they note that attitude to altruism is at least partly a question of national culture.
While this book summarized the concept of working knowledge with thoughtfulness and communicated these concepts clearly, it is not a comprehensive step-by-step instruction guide for knowledge management. Also, the book examples from organizations seemed more like a portfolio of successes or resume of experiences by the authors rather than serving as a means to more clearly covey working knowledge in action. While the examples did allow the reader to delve into more areas of working knowledge and better understand it in action, the parallel of how one would implement such strategy in one's own workplace was not nearly explored. All that being said, I thoroughly enjoyed the book and feels it serves a good, basic introduction into working knowledge. It covers what knowledge is, who has it, who uses and needs it, what skills are necessary to form and manage it, cultural and other issues related to knowledge management, ways to incorporate it (with or without technology) into the workplace, and what measurements can be used. The measurements area was a little weak. But, again, the absence of true measurement analysis and instruction remind the reader that this is a book intended for a solid look and understanding of knowledge management--not a comprehensive guide for implements and assessing it within an organization. This book provides the information that might persuade someone to value and seek knowledge management. Additional reads and study would be required in order to master it.
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