Doc,
It would appear that an organization which operates as you describe below
would be ripe for problems. To think that business is nothing more than
"processes" is to look at people as interchangeable parts of a mechanized
system. My sense is that this is not some new idea, but how many
organizations have traditionally operated.
Would you be willing to say more about how you see this playing itself out
in the future? Especially, what does this do to the HRM function? And
how does a LO orientation fit into this picture.
Thanks,
Ed Brenegar
Leadership Resources
edb3@msn.com
828/693-0720
>on a more serious note, Steve, the point (I believe) is that knowledge
>workers aren't managed in a knowledge society/workplace. Instead,
>processes are "managed." Workers are hired for their technical skills,
>knowledge, professionalism, interpersonal skills, etc., and are fired (or
>whatever euphemism is appropriate) when their skill levels aren't adequate
>or when the work is no longer available. People (managers) who still want
>to "manage" people in this environment will find themselves out of place.
[Quote of prev. msg trimmed by your host...]
--"Ed Brenegar" <edb3@msn.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>