Bussines Managment

Topics: Organizational culture, Organizational studies, Organization Pages: 7 (1203 words) Published: June 16, 2013
BTEC HND IN BM

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OB / NOTE # 02

THE NETWORKED ORGANIZATION

As organizations restructure to respond to their environment, there has been a growing recognition of the need for new kinds of organizational structure. The Networked Organization is one such response. It has been defined by Lipnack and Stamps as one:

"Where independent people and groups act as independent nodes, link across boundaries, to work together for a common purpose; it has multiple leaders, lots of voluntary links and interacting levels."

The notion of a network implies nodes and links. The nodes can be people, teams or even organizations - networks operate at many levels. Common examples are distributed geographic teams in large organizations, or small organizations operating as networks to compete against large corporations. The links are the various coordination and "agreement" mechanisms. In a network, high degrees of informal communications (both face-to-face and over electronic networks) achieve success where formal authority and communications in hierarchical organizations often fail. Two way links and reciprocity across the links are what makes networks work.

Benefits of the Networked Organization Being closer to the customer - there is rapid communication between those at the sharpend and those who support them. Maximizing the knowledge potential of an enterprise; network members tap into expertise wherever it may reside. Minimizing disruption; a network has resilience to operate even if some parts fail (e.g. in a natural disaster). Responsiveness and adaptiveness. Like an amoeba, a network is sensitive to stimuli and adjusts accordingly.

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In a network flexibility is the key. Recognize that team players change and tasks change. Where networks fail, we observe that it is usually due to three main causes: Not identifying all the stakeholders and network partners. Having incompatible missions and goal sets - no strong driving force or, mutual commitment. Having dominant nodes - a competitive or pressure relationship rather than a truly collaborative one. But above all having organization cultures, management processes and individual mind-sets that act as major deterrents to this exciting and productive way of working.

Originally created by David Skyrme in 1988; Updated 1995. Minor revisions 1999.

Individual Presentation

Importance of an organizational structure to the success of a business

Hints: Presentation must be supported with a PowerPoint slide show. Presentation Date: Next Session.

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ORGANIZATIONAL CULTURE

Organizational culture is the pattern of shared values, beliefs, and assumptions considered to be the appropriate way to think and act within an organization. The key features of culture are as follows: Culture is shared by the members of the organization. Culture helps members of the organization solve and understand the things that the organization encounters, both internally and externally. Because the assumptions, beliefs, and expectations that make up culture have worked over time, members of the organization believe they are valid. Therefore, they are taught to people who join the organization. These assumptions, beliefs, and expectations strongly influences how people perceive, think, feel, and behave within the organization. Not every group develops a culture, although any group that has existed for a while and has shared learning will likely have a culture.

Levels of Culture

Artifacts Aspects of an organization’s culture that you see, hear, and feel. Beliefs The understandings of how objects and ideas relate to each other. Values The stable, long-lasting beliefs about what is important.

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CHARACTERISTICS OF CULTURE

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