Strategic information management and leadership practice

1
Strategic information management and leadership
practice

• I. ICT, work, and communication
• Management and internal and external
  practices
• Communities of practice
• II. System success and failure
• Customer relationship management
• III. KM and BI
• What is KM and how does it
  differ from BI?
• IV. SIML careers
• Proactive management

2
I. ICT, work, and communication

• Internal and external practices Environment
• Organization
  External
  
  Internal Scanning
  
  Leading Learning
  Planning
  Representing
  Monitoring
  Negotiating
  Controlling
  
  Negotiating
  
• At the boundary
  
  Gatekeeping
  
  Disseminating
  
  Liaison
  
  Boundary
  
  Maintenance

3
I. ICT, work, and communication

• Leading
• An interpersonal role based on manager-subordinate
  relationships
• Involves routine exercise of power and decision
  making
• Managers define and structure work environments
• Pursue organizational strategies and objectives
• Oversee and questions activities
• Select, encourage, promote and discipline
• Balance subordinate and organizational needs for
  efficient operations

4
I. ICT, work, and communication

• Planning
• A decision making role where managers establish
  goals, policies, and procedures
• Reflecting on the consequences of different
  plans, a manager selects and implements an
  optimal plan for the team
• This requires a long-term view
• Planning reduces the uncertainty of change
• Provides direction and allows a manager
  communicate what needs to be done at specific
  times
• A plan is a structure and framework for action

5
I. ICT, work, and communication

• Monitoring
• Managers need reliable procedures to attend to
  internal workings of the workgroup and the
  organizational and external environment
• They should constantly seek information to
  detect changes, threats and opportunities
• Observing performance and anticipating
  problems
• They build, maintain, use, and extend formal and
  informal intelligence systems
• It requires building contacts outside the
  workgroup and training staff to communicate
  information
• i.a.cnn.net/cnn/2006/US/Careers/03/24/cb.boss.spyi
  ng/story.boss.spying.jpg

6
I. ICT, work, and communication

• Controlling
• To manage costs and meet organizational goals
• The manager must be able to exercise power over
  subordinates, especially time and activities
• Getting them to do what you want when you want
  them to do it
• Control is linked to planning
• Managers set benchmarks and goals
• They must be able to control the resources
  needed to get the work done
• www.bedin.no/Images/captain-controlling-speed.jpg

7
I. ICT, work, and communication

• Negotiating
• There is competition for time, resources,
  attention, and rewards
• Conflict is a natural, recurring part of
  organizational life found in relationships among
  individuals and groups
• Negotiation is a way to resolve competition and
  conflict
• Managers use it to come to an agreement that
  satisfies everyones needs
• Goal to at least satisfy all parties in a way
  preferable to what they could achieve without
  negotiating
• www.sisnic.co.uk/images/bateman/financial_planning
  _small.jpg

8
I. ICT, work, and communication

• Practices at the boundary
• Gatekeeping is a boundary spanning role linking
  internal and external networks
• Managerial practice at the workgroup or
  departmental boundary involves control of the
  flow of information, people, and resources
• The manager is information filter and decision
  maker
• Goal provide subordinates with the right
  information (and resources) in the right
  amount in the right form at the right time
• Managers also control access to their domains

9
I. ICT, work, and communication

• Liaison
• Based on interpersonal relationships, connecting
  the manager to peers and superiors
• Interpersonal skills shape and maintain
  internal and external contacts for information
  exchange
• A system of favors and obligations arises
• Relationships arise from formal authority and
  status that support information and decision
  activities
• A managers contacts give access to
  organizational stores of knowledge (facts,
  requirements, solutions) and resources

10
I. ICT, work, and communication

• Boundary maintenance and protection
• The manager works at the boundary between the
  workgroup and the organization to protect the
  workgroup by manipulating its boundaries
• She attempts to prevent the drain of human and
  material resources out of the group
• Boundaries are opaque
• At the same time, he attempts to acquire
  resources for the group
• Boundaries are porous
• This will require other managerial practices
  (negotiation)

11
I. ICT, work, and communication

• External practices
• Environmental scanning much managerial
  information comes from external sources
• Events and changes in the environment send
  signals that organizations detect, decode, and
  use
• It is a source of information, resources, and
  ecological variation
• Scanning is the acquisition and use of
  information about events and trends in the
  external environment
• Choo, C.W. (1998). The knowing organization How
  organizations use information to construct
  meaning, create knowledge and make decisions.
  Oxford University Press.

12
I. ICT, work, and communication

• Where to scan
• www.xecu.net/schaller/marketing/mktglnts_files/ima
  ge004.gif

13
I. ICT, work, and communication

• Representing (figurehead)
• This is another of Mintzbergs interpersonal
  roles
• Representing the workgroup to external audiences
• These are within and external to the
  organization
• The manager participates in organizational
  ceremonies
• It is the managers responsibility to carry
  out social, inspirational, legal and cultural
  duties
• The manager is a symbol
• She must be on hand for people and agencies
  that will only deal with her because of status
  and authority

14
I. ICT, work, and communication

• What are communities of practice? A comparative
  review of four seminal works
• Cox argues that there are problems with the term
  CoP that originate in ambiguities with the two
  main terms
• The argument is illustrated through a critical
  examination of the concept in four important
  works concluding that it has become a good way
  to describe a managerial function
• Of the different versions discussed, which makes
  the most sense to you?
• What does the author see as the future of the
  concept?

15
I. ICT, work, and communication

• CoP has become a widely used concept in
  management but a problem is that its basic
  understanding is not clear
• Lave and Wenger
• How new members are socialized into a
  communitys practices
• Community people involved in a specific craft
  or activity
• Legitimation is an important process and learning
  through peripheral participation
• Change through seniority and succession
  (guild)
• Cox, A. (2005). What are communities of practice?
  A comparative review of four seminal works
  Journal of Information Science, 31(6), 527-540

16
I. ICT, work, and communication

• Brown and Duguid
• How new knowledge is generated through narrative
  and improvisation
• Community an egalitarian, collaborative and
  informal group of people involved in the same
  activity
• Wenger
• CoPs are based on sustained mutual engagement
• Community social relations develop around work
  processes that are important for creating social
  identity
• Change through trajectories and multiple
  memberships

17
I. ICT, work, and communication

• Wenger, McDermott and Snyder
• For forming informal learning groups in large
  organizations
• Community an interest group in an organization
  for collective learning brought together by
  managers with membership across formal org.
  boundaries
• A relatively informal, intra-organizational
  group facilitated by management to increase
  learning or creativity
• Direct social relations appropriation of work
• Indirect similar activities in different
  contexts

18
I. ICT, work, and communication

• IT support for communities of practice How
  public defenders learn about winning and losing
  in court
• Hara uses ethnographic methods to assess the
  significance of ICTs in the maintenance of CoPs
  focusing on technical support of practice and
  identity formation
• Studying public defenders, she argues that
  technology supports professional practice but is
  not effective as a social integrator or a way to
  share cultural meanings
• Are you part of a community of practice? How do
  you know?
• In what ways do ICT support the development of
  your professional identities?

19
I. ICT, work, and communication

• Communities of practice groups of people sharing
  a concern or a passion for something they do who
  interact regularly to learn to do it better
• It is a process of collective learning in a
  shared domain
• Shared competence is a credential, shared
  identity is an outcome
• Members interact regularly but dont have to
  work together (the community)
• Practices negotiating meaning preserving and
  creating knowledge spreading information being
  a home for identities
• Wegner, E. (2000). Communities of practice and
  social learning systems. Organization. 7(2),
  225-246.

20
I. ICT, work, and communication

• The main issue is the role ICT plays in
  supporting CoPs in terms of practice and identity
  formation
• CoPs informal social networks enabling
  professional practitioners to develop shared
  meanings and engage in knowledge building
• Main axes are practice and identity
• Professional socialization is tied up with
  identity formation
• In what ways does ICT help and hinder these
  processes?
• Hara, N. (2007). IT support for communities of
  practice How public defenders learn about
  winning and losing in court. Journal of the
  American Society for Information Science
  Technology, 58(1), 76-87

21
I. ICT, work, and communication

• Ethnographic method was used to study public
  defenders
• ICT supported practice
• Instrumental legal research tool, evidence
  collection, knowledge sharing
• Communicative one-to one to-many, news/info
  sharing
• Discursive discussion about goals and
  objectives, achieving consensus
• Strategic negotiation with prosecutors

22
I. ICT, work, and communication
ICT did not support identity formation Rhetorical
development of professional identity Does not
easily allow sharing of cultural knowledge
Tacit knowledge is difficult to transmit through
ICT This knowledge is essential to
development of identity Without this,
high use if ICT does not produce a CoP Can ICT be
designed or used to help people develop a sense
of identity in the CoP? If not, what can be
done?
23
Strategic information management and leadership
practice

• I. ICT, work, and communication
• Management and internal and external
  practices
• Communities of practice
• II. System success and failure
• Customer relationship management
• III. KM and BI
• What is KM and how does it
  differ from BI?
• IV. SIML careers
• Proactive management

24
II. System success and failure

• What makes for CRM system success - Or failure?
• Foss, Stone and Ekinciinvestigate factors leading
  to the success and failure of CRM projects,
  noting that more than half fail
• Poor planning, lack of clear objectives and not
  recognizing the need for business change were
  the main reasons that CRM projects failed
• What are some characteristics of projects likely
  to fail?
• Why does it take so long for problems to surface
  in these types of projects?

25
II. System success and failure

• Companies are investing large sums of money in
  CRM projects (10.9 billion by 2010)
• Goal is to gain a competitive edge
• Research shows, however, that many projects do
  not result in significant gains in performance
• 70 produce losses or no bottom-line improvement
• Projects represent major changes in ways that
  firms deal with customers
• Also requires change from partners, suppliers
• Foss, B., Stone, M. and Ekinci, Y. (2008). What
  makes for CRM system success - Or failure?
  Journal of Database Marketing Customer Strategy
  Management, 15(2), 68-78.

26
II. System success and failure

• CRM technology-based business management tool
  for developing and leveraging customer knowledge
• Effectively segment customers
• Develop and maintain long-term relationships
  with pro?table customers
• Determine how to handle unpro?table customers
• Customize market offerings and promotional
  efforts
• Operational reduces operating costs and
  improving customer handling
• Analytical aggregating and mining customer
  information

27
II. System success and failure

• Critical success factors
• Readiness assessment strategic change
  management (organizational and cultural) cross
  functional project management employee
  engagement
• Critical failure factors
• Defining the initiative as technological
  system-centric view poor understanding of
  customer lifetime value
• Lack of management support/buy in poor change
  management lack of integration into larger
  systems
• Poor understanding of processes needed to make
  system work

28
II. System success and failure

• Findings
• Types of projects customer data and analytics,
  marketing and campaign management,
  distribution channels
• Types of activities call centers, adding
  capacity, web- based CRM integration of CRM
  across channels
• Problems remain hidden for too long
• Not sufficient support/incentive for
  disclosure
• Lack of good governance and oversight
• Sets off cascade of delay, recovery and delay

29
II. System success and failure

• Cost of poor project management
• When issues do arose, it is too late to address
  them with tactical and immediate corrections
• The project is then over time and budget and
  required shifting deadlines
• Each request for extension reduces confidence of
  upper level managers
• Business benefits are delayed or lost
• New business areas or initiatives not launched
• New markets not entered

30
Strategic information management and leadership
practice

• I. ICT, work, and communication
• Management and internal and external
  practices
• Communities of practice
• II. System success and failure
• Customer relationship management
• III. KM and BI
• What is KM and how does it
  differ from BI?
• IV. SIML careers
• Proactive management

31
III. KM and BI

• Knowledge management performance evaluation a
  decade review from 1995 to 2004
• Chen and Chen survey a decade of literature on
  knowledge management focusing on the development
  of techniques for performance evaluation
• They argue that this is critical because it
  allows firm to determine the return on
  investment in their KM efforts and systems
• Which of the definitions of knowledge seems the
  most sensible? Why?
• In what direction is the evaluation of KM
  performance moving?

32
III. KM and BI

• What is knowledge management?
• An integrated approach to identifying, managing
  and sharing an enterprise's information assets
• Databases, documents, policies and procedures,
  and previously unarticulated expertise and
  experience resident in individual workers
• Gartner Group 1996
• Question are investments in KM systems worth it?
• Importance of having reliable techniques for
  evaluating KM performance
• Chen, M.Y. and Chen, A.P. (2006). Knowledge
  management performance evaluation a decade
  review from 1995 to 2004 Journal of Information
  Science, 32(1), 17-38

33
III. KM and BI

• Review of literature from 1995-2004 and survey of
  high tech firms (n269)
• Assumes that knowledge may be viewed from a
  unified perspective
• It circulates creating knowledge assets and
  influences organizational performance
• It is state of mind, an object to be stored,
  manipulated and accessed, involves applying
  expertise to influence action
• Processes creation, conversion, circulation,
  completion

34
III. KM and BI

• Assumptions of KM
• A systematic process of finding, selecting,
  organizing, and presenting information to improve
  employee comprehension in a specific area of
  interest
• Goal to create value and improve performance
• Create, store, retrieve, analyze and
  distribute structured and unstructured
  information
• Business value generated by the explicit
  management of knowledge networks
• To extract meaning and assess relevance to
  answer questions, find opportunities, solve
  current problems

35
III. KM and BI

• Knowledge managers become aware of different
  sources of information and knowledge seeking its
  business value and possibility of innovation
• Business documents, forms, data bases,
  spreadsheets, e-mail, news and press articles,
  technical journals and reports, contracts, web
  documents
• Working with tacit and explicit knowledge
• Socialization tacit to tacit (on the job
  training)
• Externalization tacit to explicit
  (articulation)
• Combination explicit to explicit (integration)
• Internalization explicit to tacit
  (understanding)

36
III. KM and BI

• Uses path analysis and structural equation
  modeling
• Types of performance evaluation
• Qualitative analysis most important
• Quantitative analysis most important
• Internal performance analysis least important
• External performance analysis least important
• Project oriented analysis second
• Organization-oriented analysis second
• Variables KM evaluation, KM performance

37
III. KM and BI

• Benefits
• Qualitative
• Improving employees skills
• Improving quality strategies
• Improving core business processes
• Developing customer relationships
• Developing supplier relationships
• Goal expand firms knowledge of key drivers of
  customer satisfaction and business process
  excellence, strengthen skills to develop
  profitable growth strategies

38
III. KM and BI

• Benefits
• Quantitative
• Decreasing operation costs
• Decreasing product cycle time
• Increasing productivity
• Increasing market share
• Increasing shareholder equity
• Increasing patent income
• Uses ROI, net present value, Tobins Q, payback
  period, financial statements, options

39
III. KM and BI

• Other methods
• Non-financial indicator analysis
• Human resource training communities of
  practice product and process knowledge
  assessment individual, context, content
  and process knowledge assessment
• Internal performance analysis
• Balanced scorecard performance-based
  evaluation activity-based evaluation,
  plan-do-check-act (PDCA)
• External performance analysis
• Benchmarking best practices

40
III. KM and BI

• Other methods
• Project-oriented analysis
• Social patterns KM project management
  framework KM project management model
• Organizationally-oriented analysis
• Technology process intellectual capital BSC
• Trends
• Quantitative evaluation with greater use of
  non-financial indicators more focus on the
  project level benchmarking of competitors

41
III. KM and BI

• KM is embodied, practical and on-going and should
  be embedded in the organization with clear
  business objectives to deliver commercial
  benefits
• It should link to organizational structures,
  business processes and IT and account for
  cultural and human issues
• Applications should have practical, measurable
  steps that deliver concrete results and support
  formal and informal networks
• Identify, map, codify and capture knowledge so
  it can be accessed, shared, and applied

42
III. KM and BI

• Management challenge to ensure that workers can
  engage in practical KM
• Developing the necessary information literacy
  skills to
• Use information and knowledge tools on their
  desktop
• Navigate and interrogate information sources
• Assess and evaluate information found or
  knowledge shared
• Create, record, and store information
• Identify the potential value of relevant
  information
• Abell, A. (2000). Skills for knowledge
  environments. Information Management Journal,
  34(3), pp.33-41.

43
III. KM and BI

• BI involves decision making using data
  warehousing and online analytical processing
  techniques (OLAP)
• Data warehousing collects relevant data into a
  repository, where it is organized and
  validated to serve decision-making objectives
• Business data are extracted, transformed and
  loaded from transactional systems into the data
  warehouse
• Data must be cleaned so that variations in data
  schemas and values from heterogeneous
  transactional systems are resolved
• Not good with non quantitative data
• www.synergy.co.za/website/Marketing/images/bismart
  simage.jpg

44
III. KM and BI

• Data and text mining
• Knowledge discovery extracting interesting and
  non- trivial information/knowledge from
  unstructured text
• BI supports KM
• A metadata repository is the backbone of a KM
  solution
• It implements a technical solution that gathers,
  retains, analyses, and disseminates corporate
  knowledge to generate a competitive
  advantage in the market
• Intellectual capital (data, information and
  knowledge) is technical and business-related
• www.kmcenter.info/images/indexpzl.gif

45
III. KM and BI

• A process model of establishing knowledge
  management Insights from a longitudinal field
  study
• Kjaergaard and Kautzinvestigate the process of
  establishing a knowledge management system
  focusing on how relevant stakeholders make sense
  of a situation
• They see KM as a autonomous venturing process
  and use this concept to explain why the attempt
  to establish KM failed
• What does sense making have to do with the
  process of establishing KM?
• From their point of view, why did the process
  fail?

46
III. KM and BI

• They studied a process by which a company tried
  to get KM up and running
• Focus on individuals and knowledge related
  processes rather than on ICT
• 18 month ethnography in a Danish high-tech firm
  as people tried to implement KM in the value
  chain
• Led to a range of bottom up activities
• An intranet, an in-house KM consulting unit,
  and an effort to better use knowledge coming
  from value chain partners
• Kjaergaard, A. and Kautz, K. (2008). A process
  model of establishing knowledge management
  Insights from a longitudinal field study. Omega,
  36(2), 282-297.

47
III. KM and BI

• Process began with KM as information systems
• Expanding existing systems and ability to store
  data
• KM as organizational practice
• Included as an activity within a new marketing
  and sales unit
• New ways to communicate and share knowledge
• KM as process integration
• Seen as a subroutine within other activities
  such as product launches and marketing
  promotions
• It fades into the background

48
III. KM and BI

• Framework KM venturing
• Accounting for the bottom up development
• Involves creating initiatives, negotiating to
  stabilize them, formalizing for buy in
• Autonomous strategic action and sense making
  (enactment) play roles here
• Action attitude
• Initial excitement changed over time into
  resentment
• Perceived managerial inaction
• Systematic lack of interest and support

49
III. KM and BI

• A framework for
  explaining how
  
  KM is established

50
Strategic information management and leadership
practice

• I. ICT, work, and communication
• Management and internal and external
  practices
• Communities of practice
• II. System success and failure
• Customer relationship management
• III. KM and BI
• What is KM and how does it
  differ from BI?
• IV. SIML careers
• Proactive management

51
IV. SIML careers

• According to the BLS, earnings for computer and
  IS managers vary by specialty and level of
  responsibility
• Systems analysts, DB administrators, and computer
  scientists are among the fastest growing
  occupations through 2012
• Employment is expected to grow much faster than
  the average for all occupations as
  organizations continue to adopt and integrate
  increasingly sophisticated IT
• 2002 median annual earnings 85,240
• The middle 50 earned between 64,150 and
  109,950
• The lowest 10 (47,440) the highest 10 (
  140,440)

52
IV. SIML careers

• Median annual earnings in the industries
  employing the largest numbers of computer and
  information systems managers in 2002 were
• Computer systems design and related services
  94,240
• Management of companies and enterprises 91,710
• Insurance carriers 89,920
• Depository credit intermediation 75,160
• Colleges, universities, and professional schools
  68,100

53
IV. SIML careers

• Dice, Incs 2007 survey of 19,000 IT
  professionals shows incremental increases in
  salaries
• marketing.dice.com/pdf/Dice_2007_TechSalarySurvey_
  1-31-08.pdf

54
IV. SIML careers

• And

55
IV. SIML careers

• Proactive management
• The pace of organizational change continues to
  increase
• Ex downsizing, outsourcing, merging, splitting,
  acquiring, partnering, and new organizational
  charts
• Rapid structural change increases organizational
  uncertainty
• For managers, this means that institutional
  roles and responsibilities are becoming less
  clear
• The trend is towards outsourcing and contract
  work
• They have to work harder to locate resources

56
IV. SIML careers

• The spread of ICTs through organizational life
  has led to changes in work-based communication
  practices
• Managers react to these changes by turning to
  their personal social networks
• These are made possible and supported by ICTs
• Managers do make use of other communication
  channels in addition to f-2-f
• Managers use these networks to get work done
• They provide access to labor and resources

57
IV. SIML careers

• These networks are more like temporary teams
• People are brought together to accomplish a task
  and disperse when the task is done
• The intensional network might include
  customers, vendors, contractors, consultants,
  business alliance partners, and workers in
  their own organizations
• The network has a degree of persistence
• Various configurations of the network can be
  reconvened when needed
• Nardi, B.A., Whittaker, S. and Schwarz, H.
  (1999). It's not what you know, it's who you
  know Work in the information age. First Monday.
  5(5).

58
IV. SIML careers

• The organizational context for these networks is
  shifting and dynamic
• A wider and less predictable set of social
  relationships in which workers are implicated
• Against this, managers work to maintain their
  networks
• Recruiting new labor or alliance partners
• Establishing working relationships
• Remembering who is in the network, what they are
  doing and where they are
• Making careful media choices to communicate
  often, keeping in touch with contacts who may
  prove useful

59
IV. SIML careers

• The work can be summarized as
• Building a network by adding new nodes (people)
• Ensures that there will be available resources
  when it is time to conduct joint work
• Maintaining the network
• Central task is keeping in touch with extant
  nodes
• Activating the network
• Main task is to call upon and gather up selected
  nodes when the work is to be done
• At any given time there is a set of nodes that
  is more active and others that are less active

60
IV. SIML careers

• Proactive management is a new form of management
  minimizing surveillance
• Reliance on a managers personal initiative to
  identify and solve problems
• Proactive behavior is important in job
  performance
• Taking initiative to improve a situation or
  create a new one
• In-role behavior (fulfilling basic job
  requirements)
• Extra-role behaviors can be proactive, such as
  redefining ones role in the organization
• Crant, J.M. (2000). Proactive behavior in
  organizations. Journal of Management, 26(3)
  435-463.

61
IV. SIML careers

• A model of proactive behavior
• Individual differences General actions
• Predispositions Context
  specific Actual behaviors behaviors
• Decision to
  
  be proactive
• Contextual triggers Outcomes
• Uncertainty Organizational Norms
  about Personal proactive behavior

62
IV. SIML careers

• Individual differences (predispositions)
• Proactive personality the desire to take action
  to change your environment
• Links to job performance, career outcomes,
  leadership, innovation, team performance, and
  entrepreneurship
• Personal initiative taking an active,
  self-starting approach to work
• Going beyond formal job requirements in a way
  consistent with the organizational mission
• Having a long-term focus being action and goal
  oriented and persistent in the face of
  obstacles

63
IV. SIML careers

• Role breadth self-efficacy perceived capability
  to carry out a broad and proactive set of work
  tasks beyond prescribed requirements
• It changes as environment and organizational
  experiences change
• Taking charge willingness to challenge the
  status quo to bring about constructive change
• Constructive efforts to effect functional change
  with respect to how work is executed
• It is change-oriented and geared toward
  improvement

64
IV. SIML careers

• Context-specific proactive behaviors
• Socialization
• Actions new employees take to integrate
  themselves into the organization and work group
• Information seeking as proactive behavior
• Seeking feedback
• Gathering information about performance by
  direct inquiry and monitoring and inference
• These are balanced against defensive impression
  management behaviors

65
IV. SIML careers

• Issue selling
• Influencing the strategy formulation process by
  calling attention to and influencing peers
  understanding of particular issues
• It is voluntary, discretionary and takes place
  early in the decision-making process
• Coping with stress
• Proactive coping occurs when people take actions
  in advance of a potentially stressful event to
  prevent or modify it before it happens

66
IV. SIML careers

• Stages of proactive coping
• Resource accumulation
• Obtaining organizational skills or social
  support
• Recognition that a potentially stressful event
  is likely to occur
• Initial appraisal of the current and potential
  status of the potential stressor
• Initial coping efforts designed to prevent or
  minimize the stressor
• Elicitation and use of feedback about the
  development of the stressful event

67
IV. SIML careers

• Innovation
• The production, adoption, and implementation of
  useful ideas
• It includes the adaptation of products or
  processes from outside an organization
• It begins with problem recognition and the
  generation of novel or adopted ideas or
  solutions
• Then the manager seeks sponsorship for the idea
  and attempts to build a coalition of supporters
  for it
• These activities result in some prototype or
  model of the innovation that can be used by the
  organization

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IV. SIML careers

• Career management
• Dynamic, continuous environmental change has
  created new employment settings
• Organizations and careers are becoming
  boundaryless
• People engaging in these careers must proactive
  in career management and approach to lifelong
  learning
• They become responsible for their own career
  development
• They will constantly be adding new skills to
  increase their value in the marketplace

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IV. SIML careers

• Career management is crucial for building
  networks and coping with challenges, adjustments,
  and successes
• Career planning taking action to make career
  changes
• This involves environmental scanning
• Skill development mastering the various tasks
  involved in one's occupation
• Often on your own
• Consultation behavior seeking information,
  advice, or help from mentors
• Networking behavior building interpersonal
  networks to seek information, advice, or help