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Essay / Research Paper Abstract
This 14 page paper considers how an understanding of the way knowledge workers are controlled can tell us about the cultural norms for control. The paper looks at what is meant by knowledge; tacit and explicit knowledge, the development and management of network organisations, control and flexibility in a dynamic environment and issues such as emotional labour. The bibliography cites 13 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEknowcontrol.rtf
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Unformatted sample text from the term paper:
essential key workers on which the company relies. This has resulted in a shift in power, moving back towards the employee, with the skills and resources being intellectual rather than
physical, and more difficult to replace. By examining workers in the knowledge based economy it is possible to seen how control is exercised and the way that cultural (normative) control
now manifests. If this is the target of the paper we first need to define what we mean by knowledge in the workplace, and as such knowledge workers, as
this is a term that has been used extensively and how it is different from the more traditional structures. There are two
types of knowledge; tacit and explicit. Tacit knowledge is the knowledge of hand on experience, knowing how best to perform a task from experience and specialist knowledge. The knowledge here
is one that is personal in nature, and as such it is hard to formalise in manner (This is the source of intangible assets for many companies as intellectual capital
will come from this type of knowledge. Tacit knowledge can be transferred this may be though traditional tools such as apprenticeships, as seen with many of the older crafts, or
knowledge transfer, though training (Polanyi 1973). This may also be seen as the acquiring of specialist knowledge though education as well as training, hence the level of importance put
on both education and also practical applications and work experience form from knowledge based companies (March, 1994, Polanyi 1973). The value
of tacit knowledge is organisational effectiveness, it may create a competitive advantage for a company, as seen with the use of knowledge at companies such as Microsoft and Hewlett Packard.
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