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It is better
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John Sumser
Reality
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Drucker
(August 23, 2002) -
If you didn't have a chance to read the Drucker essay we mentioned
yesterday, take 15 minutes to
digest it. The piece simplifies and explains a great deal of the likely
future we face as the population ages.
Of course, knowledge workers need to be
satisfied with their pay, because dissatisfaction with income and benefits is
a powerful disincentive. The incentives, however, are different. The
management of knowledge workers should be based on the assumption that the
corporation needs them more than they need the corporation. They know they can
leave. They have both mobility and self-confidence. This means they have to
be treated and managed as volunteers, in the same way as volunteers who work
for not-for-profit organisations. The first thing such people want to know
is what the company is trying to do and where it is going. Next, they are
interested in personal achievement and personal responsibility — which means
they have to be put in the right job. Knowledge workers expect continuous
learning and continuous training. Above all, they want respect, not so much
for themselves but for their area of knowledge. In that regard, they have
moved several steps beyond traditional workers, who used to expect to be told
what to do, although later they were increasingly expected to
"participate". Knowledge workers, by contrast, expect to make the
decisions in their own area.
From The
Near Future, CFO Magazine, Peter Drucker
For most of us, that means learning how to think
about employees as investors. The two very best books on the subject of
Volunteer Management are:
- The
Volunteer Recruitment Book: (And Membership Development) by Susan J. Ellis
- Volunteers:
How to Get Them, How to Keep Them by
Helen Little
-John
Sumser
MedZilla.com
Outstanding Services for Employers and Professionals in Biotechnology, Pharmaceuticals, Healthcare and Science
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Materials written by John Sumser © TwoColorHat. All Rights Reserved. Mill Valley, CA 94941 415.377.2255
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