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題干：TheroleofthemanagerasmerelyanoverseerofworkersisanartifactoftheIndustrialAgeparadigm,nolongerappropriatetotheKnowledgeAge.Increasingly,middlemanagers’ headsareonthechoppingblocksofbudget-tighteningcorporations,andthosewhofailtotransformthemselvesinto“player/coaches”willbecomeobsolete,suggestsThomasH.Davenport,directoroftheAccentureInstituteforStrategicChange.“Thereisstillanimportantrole,albeitadifferentone,formanagementinthefuture,”DavenportwritesinTheFutureofLeadership.“Thesinglemostimportantfactordrivingthechangeinwhatmanagemententailsistheriseandprevalenceofknowledgework.”Undertheoldmodelofmanagement,managerswereviewedasaseparatepartoftheorganizationworkforce,amerelinkbetweentheexecutiveswhomakethedecisionsandthelaborerswhocarryoutthework.Butinthenewmodel,managersbothmakedecisionsanddoworkthemselves.Inadvancedeconomies,knowledgeworkersnowmakeupmorethan50%ofworkers—ormore,dependingonhowyoudefine“knowledgeworkers”,Davenportreports,“IknowofaCEOofalargepizzachainwhoarguesthateveryworkerintheorganizationisaknowledgeworker,andunlesstheyalluseknowledgetomanagecosts,servecustomerswell,andmaintainhighqualitystandards,theorganizationwillnotsucceed.However,ifpizzamakersareknowledgeworkers,whoisn’t?”Davenportdefines“knowledgeworkers”asthosewhocreateknowledge,suchasproductdevelopmentengineers,orwhoseuseofknowledgeisadominantaspectoftheirwork,suchasfinancialauditors.Oneaspectofworkthathaschangedisthatusersandcreatorsofknowledgearemorelikelytobethesamepeople.“Workershavetraditionallybeenviewedasusersofideas,notcreatorsofthem,andiftheydocreateideastheyhavegenerallybeensmallones,”saysDavenport.“Myview,however,isthattheorganizationsthatwillbemoresuccessfulinthefuturewillbethoseinwhichit’severyone’sjobtobecreatingandusingideasthatarebothbigandsmall.”DavenportidentifieseightkeytrendscreatingtheKnowledgeManageroftheFuture:Fromoverseeingworktodoingit,too.Inmanycases,suchasinlaw,consulting,andaccountingfirms.Fromorganizinghierarchiestoorganizingcommunities.Fromimposingworkdesignsandmethodstounderstandingthem.Fromhiringandfiringworkerstorecruitingandretainingthem.Frombuildingmanualskillstobuildingknowledgeskills.Fromevaluatingvisiblejobperformancetoassessinginvisibleknowledgeachievements.Fromignoringculturetobuildingaknowledge－friendlyculture.Fromsupportingthebureaucracytofendingoff.“Althougheachoftheseattributesoffuturemanagementmayrepresentonlyanevolutionarychangefromhowmanagersworkedinthelatetwentiethcentury,inaggregatetheycompriseamanagerialrevolution.”Davenportconcludes.
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What is the tone of the passage?（）
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