Six Major Factors of Knowledge Worker Productivity.

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	• Management Challenges for the 21St Century Peter F. Drucker HarperAudio, 1999 average customer review:based on 59 reviews view larger image
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highly recommended

90 years of living went into this book

Peter Drucker wrote this book when he was 90. The great advantage he has is that we lived through all the stages and phases of the management theory and practise in this century. He has seen it. There is no one else that has so much accumulated knowleadge in this field. The book is very easy to read. It explaines some very elementary things that seem so obvious that you may think - why didn't I think about it before? The book is very useful for all managers in every possible type of organization - from a corporation to a hospital. But it seems to me that it is implicitly written for managers in the field of finance. For them the two most important parts of the book are the one about the demograhics and the one about the exchange rates volatility. Non managers - regular employees - would also benefit a great deal from reading this book. It urges you to realize that since you will probably live much longer than previous generations you must take a different approach to your life. Especially regarding your financial planning and continuous education. Really an excellent piece of work!

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The Book That Shapes The Mind

If you are going to do anything that remotely resembles work or business in the 21st century, let alone live effectively, you have to have a mind that is,in my opinion,adaptive and awake. This book is sufficient catalyst to do just that - to awaken the mind to meet the challenges of the 21st century. I am shaping my personal strategy as an entrepreneur with the information gathered from reading this book. The chapter on Managing Oneself is worth the price of the entire book. Shall I say more? Light is the dissapearance of darkness. Enlightenment is the absence of ignorance. You choose.

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Six Major Factors of Knowledge Worker Productivity.

Peter F. Drucker writes in the Introduction, "...this is not a book of 'predictions,' not a book about the 'future.' The challenges and issues discussed in it are already with us in every one of the developed countries and in most of the emerging ones (e.g., Korea or Turkey). They can already be identified, discussed, analyzed and prescribed for. Some people, someplace, are already working on them. But so far very few organizations do, and very few executives. Those who do work on these challenges today, and thus prepare themselves and their institutions for the new challenges, will be the leaders and dominate tomorrow. Those who wait until these challenges have indeed become 'hot' issues are likely to fall behind, perhaps never to recover. This book is thus a Call for Action."

In this context, in Chapter 5 of this invaluable book, Drucker focuses on knowledge worker. He says that "the most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the 'manual worker' in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of 'knowledge work' and the 'knowledge worker.' The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or nonbusiness, will be its knowledge workers and their productivity."

Thus, he defines six major factors determine knowledge worker productivity as follows:

1. Knowledge worker productivity demands that we ask the question: "What is the task?"

2. It demands that we impose the responsibility for their productivity on the individual knowledge workers themselves. Knowledge workers have to manage themselves. They have to have authonomy.

3. Continuing innovation has to be part of the work, the task and the responsibility of knowledge workers.

4. Knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker.

5. Productivity of the knowledge worker is not-at least not primarily-a matter of the quantity of output. Quality is at least as important.

6. Finally, knowledge worker productivity requires that the knowledge worker is both seen and treated as an "asset" rather than a "cost." It requires that knowledge workers want to work for the organization in preference to all other opportunities.

He argues that each of these requirements-except perhaps the last one-is almost the exact opposite of what is needed to increase the productivity of the manual worker.

Highly recommended.

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Valuable insights by a great master

This is not the first Peter Drucker's book i read. But i realize this is the better one. Their concepts on management, and the challenges coming up, not only for business but goverment and people too, create new lines for research, practice and discussion on the never complete science-art-method of managing entities into a ever changing social world. But this book would not get an academic prize. This is not the basic concern the author had in mind. Since the first chapter, when he makes a in-depth review on the managemet's basic assumptions, until the end, when he writes a brilliant chapter about personal management, there is a basic concern, what is, improve our potential to make the difference, to translate into better actions what you are reading. As he writes in the introduction, this book is a call for action.

After reading this book you will be a little bit more worried about the future, and you will feel a little bit more involved in understandig the trends, the troubles, the risks, that are around our bussineses, in order to build up solutions in advance.

A book to have near (at your bedroom, at the office, at your desk), to remind every time basic things. And to act.

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just do it

This is a book for any manager serious about his/her future, for any management trainer/consultant serious about his/her future, for any leader serious about his/her future. Just do it. Read it.

reviews: 1, 2, 3, 4, 5, page 6, 7, 8, 9, 10, 11, 12

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