#KINDLE ⚟ Thinking for a Living: How to Get Better Performances and Results from Knowledge Workers à eBook or E-pub free

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. I think I must have bought this book because it was positively referenced in another book and probably also because it was available cheaply onand 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 I think I must have bought this book because it was positively referenced in another book and probably also because it was available cheaply onand 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 additional star evaporated with its of the moment observations and suggestions Coming across statements like web logging, or blogging as it s becoming known adds to how antiquated things feel This is not to say that I don t like or read older books I m currently reading Decision Power written in 1992 and most of its observations are useful and can still be applied today I suppose I expected a book with a title like thinking for a living to have fundamental principles that will still hold 10 years on.Oh well, on to the next book #KINDLE ⚣ Thinking for a Living: How to Get Better Performances and Results from Knowledge Workers ì Knowledge workers create the innovations and strategies that keep their firms competitive and the economy healthy Yet, companies continue to manage this new breed of employee with techniques designed for the Industrial Age As this critical sector of the workforce continues to increase in size and importance, that s a mistake that could cost companies their future Thomas Davenport argues that knowledge workers are vastly different from other types of workers in their motivations, attitudes, and need for autonomy and, so, they require different management techniques to improve their performance and productivityBased on extensive research involving overcompanies and thanknowledge workers, Thinking for a Living provides rich insights into how knowledge workers think, how they accomplish tasks, and what motivates them to excel Davenport identifies four major categories of knowledge workers and presents a unique framework for matching specific types of workers with the management strategies that yield the greatest performanceWritten by the field s premier thought leader, Thinking for a Living reveals how to maximize the brain power that fuels organizational success Thomas Davenport holds the President s Chair in Information Technology and Management at Babson College He is director of research for Babson Executive Education an Accenture Fellow and author, co author, or editor of nine books, including Working Knowledge How Organizations Manage What They Know HBS Press, 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 onand 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 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 onand 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 information in the workplace The problem is that the results and recommendations made by the author are simply too obvious, useless and na ve.Not to say all of the content is bad Occasionally the author presents a few bits of interesting data, or one example here and there of how some companies dealt with the problem in question Aside from these rare points of the book, the value of the remaining 95% of the content is surely questionable.The research presented was overly superficial, and all the chapters lacked any usable insight on the matter I would expect that at least a few differentiated insights would come out of this book I didn t expect one to appear in every chapter , but I finished it with none NONE Instead, there are only obvious observations and conclusions, most of them so obvious that I m sure that any trainee with less than one year of experience should bethan able to find out by himself I really mean it In addition, at some points the author overvalues his advice, upgrading it to a category that is scientifically stronger than it really is For example, when analyzing how to evaluate something done by a knowledge worker, he says that one useful technique is to put peers to evaluate it TECHNIQUE Come on, if you have spent at least one month in ANY workplace where human capital prevails, you ll agree that this is the first thing that any reasonable person of any seniority would suggest under any such problem For me this was the I m going to bang my head on the wall and tear these pages moment of the book, but I m sure that each of you could find others and would have the favorite ones of your own.Maybe this book was written to target students with no professional experience and I m being too harsh on it But the book is so empty of content that even for newcomers there are other better readings on the subject out there 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 makesense 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 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 makesense 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 not in the corporate field, a lot of things are just not relevant or practical yet insightful The best chapter for me was the last chapter, which talks about management An extra chapter of bringing everything together might have been my suggestion to end the book, but maybe this is how business oriented books end 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 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 workers respond to real work and accomplish their assigned tasks 74 Many GE researchers and engineers have Six Sigma green or black belts and are experts in the application of statistical analysis to research and engineering processes, making the company perhaps the most advanced of all organizations in applying process management techniques to research 78 Knowledge workers prefer closed offices, but seem to communicate better in open ones 167 fast, flexible, focused, friendly, and fun preferred work places of knowledge workers, 199 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 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 spectacular personal benefits for people using Palm Pilots feels very dated now Surprisingly, no mention of Lotus Agenda 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 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 Don t expect to be presented with any revelations, but you may have some of your own 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