It is, as stated in the book "Managing The Unknown" in chapter 11 by Roger Harrison who writes under the bias for action as an addiction, "After years of observation, I have become convinced that the frenetic action and local problem solving that goes on organizations today is only partially driven by rational work considerations, and is largely part of the addictive syndrome that has been called 'workaholism'.
It seems it is the addictive quality of action and problem solving that makes them so difficult to change.
The author does not imply that hard work, high energy and dedication to task are in themselves negative or unhealthy, either in organizations or individuals. It is the meaning and purpose of these patterns that needs to be questioned and confronted, not its existence.
I'm not sure how much I agree with these findings, but will leave this post for future reflection and thought.
Senin, 31 Juli 2006
From manual workers to knowledge workers
Manual workers are concerned with efficiency, that is, the ability to do things right rather than to get the right things done.
The manual worker is judged by the quantity and quality of an output. He follows set guidelines on how to get his work done.
A knowledge worker uses his knowledge, and by definition his job involves the tasks of planning, acquiring, searching, analyzing, organizing, storing, programming, distributing, marketing, or otherwise contributing to the transformation and commerce of information and those who work at using the knowledge so produced.
Knowledge workers cannot be supervised closely and so they have to be individuals who are self-driven to perform and contibute.
A knowledge worker produces knowledge and his motivation depends on his being effective, and being able to achieve.
Knowledge work is defined by its results, not just by quantity or costs.
The manual worker is judged by the quantity and quality of an output. He follows set guidelines on how to get his work done.
A knowledge worker uses his knowledge, and by definition his job involves the tasks of planning, acquiring, searching, analyzing, organizing, storing, programming, distributing, marketing, or otherwise contributing to the transformation and commerce of information and those who work at using the knowledge so produced.
Knowledge workers cannot be supervised closely and so they have to be individuals who are self-driven to perform and contibute.
A knowledge worker produces knowledge and his motivation depends on his being effective, and being able to achieve.
Knowledge work is defined by its results, not just by quantity or costs.
The value of time
An article in today's Straits Times, Recruit column illustrates this point. A sales girl is quoted as saying that some of her colleagues would lunch where they can get the cheapest meal even though it may be far away. But this sales girl doesn't mind spending 50 cents to a dollar more, if she can save 20 to 30 minutes of walking time, so that she get back faster to serve customers- and make more sales.
This is the kind of staff who will progress well in her job.
This is the kind of staff who will progress well in her job.
Sabtu, 29 Juli 2006
A farmer has to sell his robotic sons.
A Chinese farmer grows robots. It's strange, he does it by himself and they've become his sons.
The China Daily said Mr. Wu Ylu, 44 was forced to sell his beloved home-made robots to pay off debts after his house burnt down.
All 25 robots were made of wire, metal, screws and nails found in rubbish tips, with some able to serve tea, light cigarettes and push rickshaws. "The cleverer they became, the deeper the emotional link I felt … I began to call them my sons," Wu Yulu was quoted as saying.
Mr. Wu does not have a formal education. He was one of five children in the family, and his parents could not support his education after he graduated from primary school in the mid-1970s. This was, however, no deterent to Mr. Wu who persisted to work on his dreams.
He took cue from nature. He was fascinated by the human body movements and in his spare time from farming, he collected everything that could be used in those movable things.
He loved to play with robots but had not heard of the word 'robot' when his imagintion to build moveable objects took flight.
Despite obstacles of accidents and disabled robots, Mr. Wu pressed on and the final blow forcing him to sell his robotic sons is a cruel twist to a fascinating story.
Mr. Wu is a genius of perseverence.
The China Daily said Mr. Wu Ylu, 44 was forced to sell his beloved home-made robots to pay off debts after his house burnt down.
All 25 robots were made of wire, metal, screws and nails found in rubbish tips, with some able to serve tea, light cigarettes and push rickshaws. "The cleverer they became, the deeper the emotional link I felt … I began to call them my sons," Wu Yulu was quoted as saying.
Mr. Wu does not have a formal education. He was one of five children in the family, and his parents could not support his education after he graduated from primary school in the mid-1970s. This was, however, no deterent to Mr. Wu who persisted to work on his dreams.
He took cue from nature. He was fascinated by the human body movements and in his spare time from farming, he collected everything that could be used in those movable things.
He loved to play with robots but had not heard of the word 'robot' when his imagintion to build moveable objects took flight.
Despite obstacles of accidents and disabled robots, Mr. Wu pressed on and the final blow forcing him to sell his robotic sons is a cruel twist to a fascinating story.
Mr. Wu is a genius of perseverence.
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