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Revised Scholarship, Practice, and Leadership

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    Information literacy is an emerging skill set of exhausting information needed to be cooperatively obtained for the understanding of that information which is essential for the undertaking of an assignment within a workplace, as manager and an employee, while recognizing when or how the information is needed for consumption. Businesses have had to reconstruct themselves to keep up with the high demands of the information age and make it relevant to their business needs. In an effort for the business to remain consistent with their business needs, adjustments have to be made with the manager and employee.

    Business’ look for employees to adapt to the consistent changing demands in the information age (Turusheva, 2009, p. 126). Moving forward in information literacy, the adaptation of the workplace manager and employees within the new generation of learning and business must acquire a median to bridge the gap for increased productivity. In this essay, it will be illustrated how information literacy influences scholarly, practical, and leadership in the workplace, with a manager and employee with reference to training. Information Literacy within the Workplace

    To the extent that a business is growing, there is a high expectation for it to keep the employees up-to-date without an excess of material and without adequate knowledge while attempting to maintain the business processes. Companies have now realized it is employees need to have access to information that will be viable to meeting the company needs without strain to deliver business value within the workplace (Cheuk, 2008). Therefore, the worker will be able to decipher and utilize the material and resources to meet the business needs for adequate productivity (Cheuk, 2008).

    This leaves the employees’ at a disadvantage with excessive information being provided and not knowing when it is appropriate to use it, in keeping with the business value and demand. A Fortune 500 Company, Environmental Resource Management (ERM) Consulting Services, conducted a three-month research study among their workers and senior staff. The study pertains to how information literacy when used effectively will create a better business environment to retain competent and confident employees to deliver their business values within sales and marketing.

    The feedback in the research study, explores the potential problems that exist with an employees’ experiences while working in the workplace. A few common issues that hindered the employees’ growth in sales and marketing are listed below: •obsolete information is readily accessible; •unconscious of data sources available for business topics; •not presently proficient on information technology system to acquire the information that is essential (Cheuk, 2008, p. 138).

    In an effort to address the concerns from the findings in the research study, ERM, created a globally knowledge sharing team (KS), and a collaboration portal named Minerva (Cheuk, 2008). The KS Team, devised an action plan to “empowered employees to interact with the information to transform the business and building an organization culture which values and recognize employees who interact with information in order to grow the business and their careers” (Cheuk, 2008, p. 39). The KS Team also, assimilated a training plan utilizing communication and change management through Minerva to ensure that employees have the appropriate information literacy competencies to deliver the business value through information literacy (Cheuk, 2008). The employees’ lack of understanding to get the job done requires additional assistance provided by the KS team in training on Minerva which can bridge the gap in understanding what is required (Russell, 2009).

    Overall, the KS Team wants to ensure once employees were trained, that these concerns should be addressed: •employees will know how to use tools to find the information and knowledge needed; •the knowledge, information and resources will be assessable for use; •the information then gained will be of value for employee to succeed (Cheuk, 2008, p. 139). ERM’s adaptation of Minerva provided the KS Team with information and knowledge needed to address the concerns and abilities of the employees. When Minerva is used properly, the employee is able to understand the practical ethics of information literacy from the training received.

    Moreover, the training of Minerva will be trans-global through virtual teams across the United States and beyond where current with up-to-date technologies for communication and training are used. To further ensure that the employees are using Minerva first, when launching the World Wide Web, it goes to the intranet homepage spontaneously. The intranet for Minerva has all the current information and links to internal sources to provide the most current data used for the business value needs. After training and improvement was seen in the employee’s performance.

    Information was readily at their disposal and able to provide a better output in productivity. A survey was done for feedback on how the training and Minerva worked overall. The feedback gave the KS team motivation to continue to work toward this goal to continue knowledge sharing with the employees to deteriorate overbearing of information being exchanged to the employees. The KS team did not leave the employees at a remedial state in information literacy; because, they wanted to the employees to succeed (Badke, 2008). Conclusion

    Respectively, ERM took the lead in providing their employees with information literacy to improve the performance within their sales and marketing. They identified areas of concern from their senior staff (the KS team) on how employees obtain information to strengthen business values. The KS team reviewed how information literacy influenced the advancement of the scholarly, practical, and leader model. They also reviewed how the employee became the scholar in trying to obtain the information and knowledge with the collaboration of Minerva.

    Once the employee obtained the information literacy needed and puts it into practice, the information is learned as a practitioner. The KS team, then became leaders in seeing that there was a need to merge the information required for information literacy and bridge the gap of knowledge required for the employee. Subsequently, this further strengthen how information literacy had influenced the scholarly, practical, and leadership in the workplace, with a manager and employee with reference to training.

    References Badke, W. (2009). How We Failed the Net Generation. Online, 33(4), 47-49. Cheuk, B. (2008). Delivering business value through information literacy in the workplace. Libri, 58(3), 137-143. Russell, P. (2009). Why Universities Need Information Literacy Now More than Ever. Feliciter, 55(3), 92. Turusheva, L. (2009). Students’ Information Competence and Its Importance For Life-Long Education. Problems Of Education In The 21St Century, 12126-132.

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