title: Knowledge workers and knowledge-intense organizations, Part 2: Designing and managing for productivity.
abstract: Our economy is shifting from a hard goods and material products base to one in which knowledge is the primary mode of production. Organizations are experimenting with designs that support knowledge work by clustering individuals with different but complementary skills in focused teams. The goal is to increase applied knowledge that furthers the organization's strategic intent. The team-based knowledge work model holds promise for healthcare organizations that are under pressure to use knowledge to improve clinical care, integrate care across disciplines and settings, and accept accountability for costs. However, the shift from the traditional bureaucratic model to the flexible team-based design mandates changes in the design of the organization, the role of leadership, and the attributes of the teams and team members. In Part 2 of this three-part series, the authors explore the necessary design changes and the new roles for leadership, teams, and their members. Additionally, implications for healthcare clinicians, particularly nurses, are discussed.
authors.affiliation: CSC Healthcare, New York, USA.
authors.forename: D
authors.initials: D
authors.lastname: Weaver
authors.forename: J
authors.initials: J
authors.lastname: Sorrells-Jones
mesh_terms: D017598:Efficiency, Organizational; D004649:Employee Incentive Plans / Q000458:organization & administration*; D006801:Humans; D007324:Institutional Management Teams; D019359:Knowledge; D007857:Leadership; D009718:Nurse Administrators / Q000458:organization & administration*; D009729:Nursing / Q000458:organization & administration; D015279:Organizational Culture; D012201:Reward; D014481:United States