The Enigma of Physics ’ Quantum Skills Strategies in the Area of Management

By using physics quantum skills in the area of management, managers uses from basic science in the area of managerial issues as well and they can look widely for the contemporary issues. This paper aims to review the Intellectual capital (IC) notion and learning organizations (LOs). Also a new perspective to create LOs by implementing competitive strategies like Quantum strategies comes as well.


Introduction
The Delphi Group White Paper (2001), drawing upon the work of Edvinsson offers a useful definition, paraphrased as follows.IC can be segmented into three sub-categories: Human Capital, Structural Capital and Customer Capital.Each of these can be considered as valuable assets of an organization in a rather similar way to that of 'goodwill' on that organization's balance sheet.Human Capital is the organization's 'know-how', Structural Capital may be considered as the organizations systems or work processes, and Customer Capital as its relationship with its customers (Thompson, 2010).
In the end, wealth creation in a world of heightened competition comes down to developing and owning difficult to replicate (intangible) assets, and orchestrating them astutely.The latter capability is what I have referred to elsewhere as dynamic capabilities (Teece, 2002).It is estimated that; intellectual capital research has primarily evolved from the desires of practitioners.Consequently, recent developments have come largely in the form of popular press articles in business magazines and national newspapers (Davis, 2009, p.18).
At first this paper has a literature review on intellectual capital and benefits of Intellectual Capital in management and organization.Then the notion of Learning Organizations and Characteristics of a Learning Organization and Associated Best Practices and benefits of learning organizations comes.Finally the quantum organization and Quantum skills for learning organizations and the relationship of the quantum skills to key workplace challenges and the most important factors in quantum strategy in Intellectual Capital practical strategies to creating Intellectual Capital learning system come in details.

Benefits of Intellectual Capital in Management and Organization
Knowledge, competence, and related intangibles have emerged as the key drivers of competitive advantage in developed nations.This is not just because of the importance of knowledge itself, but because of the rapid expansion of goods and factor markets, leaving intangible assets as the main basis of competitive differentiation in many sectors.There is implicit recognition of this in both management theory and practice with the growing emphasis being placed on the importance of intangible assets, reputation, customer loyalty, and technological know-how.By using a good structure like learning organization we will have organizational structure that have the ability to support the Intellectual capital in today's market.So today's organizations should try to use this paradigm (learning organizations) to be competitive.Also because our contemporary organizations may differ from the traditional organizations and so we should implement new skills to be learning organization so that our staff can adjust themselves with new technologies.Also can sense the weak signals in the environment and can reply the prosper answer to them.In this situation our managers and executives and CEOs can effectively manage the Intellectual Capital in the organization.

IC Measurement
Plenty of convincing arguments have been forwarded in support of the need to better understand IC via measurement and reporting As discussed, these range from an intuitive understanding that it 'matters' (Stewart, 1997) to evidence that reporting IC has the potential to improve the efficiency of both capital and labor markets Few authors1, however, have traced the sequence of events involved in the development of IC.A historical perspective is important in understanding the context in which IC started appearing in company annual reports.A general timeline of major IC practice and research milestones appears in Table 1 (Cuganesan, 2010).

Learning Organizations
Apparently, learning as the core value of a company is hard to disagree (Senge,1990;Redding,1997)Nevertheless, we may oversimplify the key elements of organization accomplishment and think learning as an omnipotent dose dealing every problem in an organization.Although Seng's conceptual works provide ideal scenery for the management, putting concepts into action is not so easy.Senge believes that all companies should possess the characteristic of a learning organization in order to achieve continuous success.According to Senge, a learning organization can be achieved by practicing five disciplines: a shared vision, personal mastery, strong mental models, group learning, and system thinking (Senge, 1990;1991).The assumption is quite rational and inexpugnable, but we can soon realize that there is a knowing-doing gap.The job of changing one's mental model and behavior is such big challenge, not even talking about changing the organization as a whole (Lee, 2007).
Another complication is the generalization of management theories proposed in Western culture to other cultures.The five disciplines working well in the West might lead to destruction in the East.For example, Chinese culture respects highly the patriarchal system.Anyone who disagrees with an authority is considered ingratitude.Transplanting different cultural values to another culture without any modification is questionable.Table 1 summarizes the characteristics of IC-knowledge based organizations (Lee, 2007).

Benefits of being a Learning Organization
Twenty first century is the century of knowledge and there are many benefits to improving learning capacity and knowledge sharing within an organization.The main benefits are; • Adapting better than your competitors to external pressures • Systemizing innovation and new ideas The ability to see the big picture and identify patterns and themes instead of individual events.Senge argues we tend to apply overly simplistic frameworks to complex systems; focusing on the parts instead of the whole.Classically we look to actions that produce improvements in a relatively short time span.However, when viewed in systems terms short-term improvements often involve very significant long-term costs.We may learn from experience but a simplistic short term view may mean we never learn.The argument runs, a better appreciation of systems will lead to more appropriate action (Learning Organization, 2005).

2) Personal mastery
Organizations only learn when individuals learn but individual learning does not guarantee organizational learning.People with personal mastery are continual learners and are aware of their short comings, development needs and ignorance yet they have the self confidence to be active learners.

3) Mental models
This is about understanding that our assumptions and generalizations profoundly influence how we see the world and the decisions and actions we make.The process here is to uncover those assumptions or mental models and test them.It is also about balancing advocacy and inquiry and avoiding non-productive corporate games and politics.It is also about more distributed and local team ownership In other words it is about fostering a mental flexibility and openness (Learning Organization, 2005).

4) Building shared vision
The emphasis is on a "shared vision" which means collaborative development to foster genuine engagement and commitment rather than just compliance.This is the exact opposite of a CEO selling a vision.Visions spread because of a reinforcing process.Increased clarity, enthusiasm and commitment rub off on others in the organization.'As people talk, the vision grows clearer.As it gets clearer, enthusiasm for its benefits grow.Shared visioning build commitment for the future(Learning Organization, 2005).

5) Team learning
This is about discussion and team alignment; it is about creating the results that the team desires.It builds on vision and personal mastery but these are not enough.Teams have to learn to work and learn together.It is about team disciplines and the quality of the team's discussions and insights.When teams learn together, Peter Senge suggests, not only can there be good results for the organization; members will grow more rapidly than could have occurred otherwise (Learning Organization, 2005).

Intangible Assets Era
As the 1990's ended, the business environment became one of virtual offices using complex networks and sophisticated technology for communication and aggregating data.The desirable employees for this millennium were knowledge-workers who knew and understood the organizational strategy and were able to aggregate information, synthesize and analyze data, make decisions instantaneously, and implement them independently (Chiavenato, 2001;Daft, 2001).In the virtual corporate environment employee judgment has to be trusted and depended on to be representative of the organization without the luxury of drawing consensus, accessing team input, and without supervision and mentoring of a manager down the hall or two floors above.This environment mandates that organizations optimize their employee corporate awareness, knowledge, and interconnectivity: their intellectual capital.Employee skills and core competencies are expected to be present while it is the employee's sought (Ulrich, 1997;Roos et al., 1998;Guthrie, 2001).Organizations need to look at their human resources and identify the intellectual capital necessary to provide sustainable momentum for the organization's competitive advantage (Edivsson et al., 1997;Roos et al., 1998;Carrel 2010).

The quantum skills of Physics
At about the same time that Taylor and Fayol were developing management theories congruent with the Newtonian worldview, Einstein was conducting experiments that eventually turned this worldview upside down.Einstein discovered that in the realms of the very small (subatomic) and the very large (cosmic), Newton's laws are null and void.By the 1920s, this discovery launched a new branch of physics called quantum mechanics.The word quantum literally means "a quantity of something"; mechanics refers to "the study of motion".Quantum mechanics is, therefore, the study of subatomic particles in motion (Shelton, 1999, pp. 1-2).According to quantum theory, the universe is basically a set of signals or a field of information.It is much more like a great thought than the great machine metaphor of the Newtonian paradigm (Shelton & Darling, 2003, pp.358-359).

The quantum-Physics organizations and Quantum Skills for Learning Organizations
As leaders use these quantum skills, they create what Shelton (1999) refers to as quantum organizationsorganizations where all stakeholders know how to access the infinite potential of the quantum field.Quantum organizations are, therefore, learning organizations -places where continuous improvement and constant learning are cultural norms.Table I shows the relationship of each quantum skill to seven contemporary workplace challenges: quality, innovation, motivation, empowerment, social responsibility, change, and diversity.As leaders adapt new mental models that are congruent with the quantum worldview, they will discover highly innovative ways of dealing with these organizational challenges (Shelton & Darling, 2003, pp.358-359).
By using a good structure like learning organization we will have organizational structure that have the ability to support the Intellectual capital in today's market.So today's organizations should try to use this paradigm (learning organizations) to be competitive.Also because our contemporary organizations may differ from the traditional organizations and so we should implement new skills to be learning organization so that our staff can adjust themselves with new technologies.Also can sense the weak signals in the environment and can reply the prosper answer to them.In this situation our managers and executives and CEOs can effectively manage the Intellectual Capital in the organization.Also doing a successful strategy and transferring a traditional organization to a knowledge-based one, and keeping and accumulating the IC and intangible resources in the organization more efficient, organizations should use from LO and knowledge accumulate strategies and professional team building strategies in their organizations to survive and growth and dynamical capability in today's' competitive era (Hung et al, 2005;Groves, 2002;Levet & Guenor, 2000).
Formalization, the sharing of personal knowledge, and the development of structural approaches as a mechanism to transfer learning throughout the firm may on the other hand sap creativity and impede learning.Ideally, one would like to develop approaches or models which have a common essential logic, but which enable customization of particular features.This is but one of the many challenges to service firms in the new economy where knowledge sharing itself can often be the basis of competitive advantage (Teece, 2002).
In the modern knowledge intensive business environment, most organizations stand to gain a substantial prize in terms of innovative ideas, but these need to be coaxed out to win that prize.Part of that coaxing is likely to include an imperative of innovation as an ongoing activity to gain competitive position, and in turn managers will need to heed the foregoing points on organization (Thompson, 2010).Adapted from the work of Senge (1990), Argyris and Schon (1996), Argyris (1991)  Source: Shelton & Darling, 2003, p.359

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having the knowledge to better link resources to customer needs • Improving quality of outputs at all levels • Increasing the pace of change within the organization • Improving company image by becoming more people-orientated According to Peter Senge the 5 dimensions that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or 'component technologies'.Are: 1) Systems thinking

Table 1 .
A general timeline of major IC practice and research milestonesSource

Table 2 .
Characteristics of IC-knowledge based organizations *

Table 3 .
The relationship of the Physics quantum skills to key workplace challenges