Managing human element, especially in the era of knowledge workers and new economy has become highly challenging. The day which had gone by was comparatively less complicated primarily because the manager had to deal with people who were less equipped on the knowledge front. The need for managing knowledge workers has brought to the fore a new tribe of professional managers called knowledge managers. Although they have lot of new approaches to deliver at the workplace, the flip side is equally challenging as they try to leverage their `educated mind' in their own interest, rather than that of the organization. Tanyar was
the head of human resource and she often used to get complaints
where a few elements within the organization were trying to
create disturbance within the rank and file of the organization
and therefore decided to identify the scapegoat creators by
understanding their moves and motives and their contribution
to the organization.
Swati
was made the acting director of an organization, which was
primarily into training. The organization was a mid-sized
one with local leadership and was planning to go national,
if not global. The organizational masthead with rich experience
and abilities often tried to delegate the right role to the
right person at the right time. Because of expansion spree,
he, at times, had to rely on his team of core members who
would provide him insights into the progress of every Strategic
Business Unit (SBU). Swati was handling one of the SBUs, which
was into training and had trainees from various sectors and
walks of life. She had incidentally taken over at a time when
her predecessor left the organization, owing to some contingency.
The million dollar question which still kept on emanating
from the minds of most of the stakeholders of the organization
was is she the right fit? |
