| " Good leaders make people feel that they're at | | | | more money. His supervisor explained that it |
| the very heart of things, not at the periphery. | | | | couldn't be done. My friend countered that he had |
| " | | | | optimized their warehouse systems, and the |
| Warren G. Bennis | | | | operations depended on his knowledge. His |
| Let's continue to build on why today's leaders fail | | | | supervisor knew it was true because when Stan |
| the knowledge worker. Morgan, author of | | | | wasn't there, no one could find anything. |
| Imagination, argues that contemporary use | | | | Stan got what he wanted. He had become a |
| organizational charts and diagrams as the major | | | | knowledge commodity. This represents the |
| tools for restructuring. However, this creates a | | | | revolution of knowledge workers upon the |
| false sense that a new organization chart can | | | | traditional organizational structure. Therefore, if |
| solve all of the organization's problems. | | | | today's leaders don't adequately manage the |
| Modern-day bosses feel that "top down" | | | | knowledge workforce, they will be at a |
| management is best. Clearly, they are mistaken. | | | | competitive disadvantage. |
| For example, my friend, Stan, is a very intelligent | | | | References: |
| person in spite of not attending college. He | | | | Morgan, G. (1997). Imagination. San Francisco: |
| accepted a new job as warehouse operator. | | | | Berrett-Koehler Publishers, Inc. |
| Because of downsizing, he became the only | | | | Drucker, P. (2000). Managing knowledge means |
| person in that department. Stan created his own | | | | managing oneself. Received on May 19, 2006 |
| cataloging system without a computer. That was | | | | from |
| impressive. | | | | © 2006 by Daryl D. |
| When Stan was up for a raise, he asked for | | | | |