im doing a project of OD wherein i hv to descibe work climate, organisation structure and goals of an IT compnay. anyone having data on d same please send it to me.... real urgent :) have submission on monday
cheers!
From India, Mumbai
cheers!
From India, Mumbai
Organisational Structure:
Organisational structures change from time to time. They crop up at specific times, as the business need arises and get intricately woven into the organisational matrix despite social, economic and technological constraints. The industrial era saw the birth of bureaucratic structure with rigid hierarchy, stability and control. However, generation X is too independent to function in such conditions. Compounding this mindset are the dynamic global markets, which cry out for changes in the structure.
The trend is to be “lean and mean” with fewer management levels, greater responsibilities and open to varied strategic alliances. Network organisations and debureaucratisation are the buzzwords of the new millennium. The emphasis is on lateral relationships rather than on vertical and hierarchies are flat or disappearing altogether. Infinitely flat, Inverted, Spider’s web, Cluster and Starburst are all examples of network organisations. The survival of these organisational structures is dependent on:
How to lead organisations, which thrive, on knowledge
How to survive in a world full of transparent organisations
How to maintain the above in learning organisations
A fairy tale
Structure
A combination of the Flat with the Spider’s Web seems to fetch results. There is no hierarchy that gives orders and knowledge and is highly dispersed. The organisational structure is often reflected in a single long table, an anti-hierarchical image. There are no places allotted, but employees choose them in line with the task in hand. It is practical and symbolises teamwork. In other words, it is an anti-thesis of virtual office.
Leadership style
Leadership style is distinctly democratic. The manager has complete confidence and trust in his men in all matters. Employees working with him feel free to discuss things about their job with the manager. He, in turn, gives due consideration to employees’ opinions and makes constructive use of them. He provides them with direction and encourages total participation. Decisions are never unilateral but by consensus and majority. It is assumed that all are intelligent enough to handle their jobs and mature enough to be accountable for the tasks at hand. Empowerment is the key.
Culture
It is a non-hierarchical culture moulded to fit the business strategy with stress on communication and generation of ideas. Individual freedom, informality, open communications and employee involvement are the key factors. Dress code is casual and employees enjoy the flexibility of working from home. The option of coming in late for work is also given. Employees have a say in the organisational functioning.
WORK CLIMATE
Low employee productivity, missing deadlines, irresponsible attitudes and poor customer service, indicators of a sure path to failure are few of the important HR issues for which organisations are trying to find solutions. Though most often organisational success is attributed to employees' performance, the failure of employee performance reflected as low productivity, missing deadlines, and poor customer service cannot always be attributed to an employee's shortcoming. It indicates leadership deficiencies.
To overcome these employee issues, organisations have introduced various techniques like TQM, Quality circles, and instruments such as management workshops and meetings to improve employee efficiency. The underlying problem is interpersonal relationships, which though a key to employee efficiency is being neglected. High quality interpersonal relationships facilitate organisations in three important ways:
# Promotion of creativity and innovation.
New information, new applications and new perspectives, the three elements of innovation are nurtured only with positive interpersonal interactions. The positive interactions of employees from different departments give rise to new insights and fresh perspectives. The collective knowledge acquired by sharing information acts as a catalyst to the creativity and innovation of employees on the job.
# Better teamwork.
Positive interpersonal interactions help teams to perform well and produce quality outputs. A team is an amalgamation of individual employees. Its success therefore depends on how well these members co-ordinate and co-operate with each other to consolidate their work and give it a final shape.
# Better customer service.
Creativity, innovation and good teamwork together contribute to better customer service. Well-informed employees are generally not only ready to solve customer problems but come up with creative solutions. This positive work culture gets transmitted to the customers as well.
Fostering a positive interactive work environment
Achieving a positive interactive work environment requires commitment and serious efforts from the top management. A few suggestions:
# Develop a shared value system.
In any organisation employees seek an environment that is proactive, positive, empathetic and professional. These are values that bind employees together and make them feel like a family. Management should take care to develop a value-centred group mission statement, based on the shared values of all the employees. This will help evolve a common purpose and direction to the teams in the organisation.
# Implement the value system developed.
The group mission statement developed needs to be monitored to know how well the group members understand and comply. Regular workshop and training sessions help the team members accomplish their value-centred goals. These workshops should be as interactive as possible so they can come up with practical solutions to their problems and concerns.
# Live the value system with top-down commitment.
If top management shows no commitment towards building a positive interactive work environment, employees will not be motivated to make the effort either. Managers have to be made accountable to inculcate the culture in their teams and regularly review their contribution in creating one such culture. This will not only motivate the managers to take it seriously but also help employees develop a positive attitude towards the initiative.
# Reward the deserved.
Creating a valued centred positive culture requires every employee's commitment and hence any contribution towards the initiative should be publicly rewarded. Also, corrective actions should be taken against those who do not participate in the initiative.
Organisations desirous of creating a positive interactive work environment should realise that it is a long-term initiative with long lasting returns; hence, it requires long-term commitment more than financial resources as an investment.
I think now goals you can work on, try and not copy the whole stuff as it is, because it will be just copy and paste thing for you then.
I know you can do justice to this info.
Cheers
Archna
From India, Delhi
113Organisational structures change from time to time. They crop up at specific times, as the business need arises and get intricately woven into the organisational matrix despite social, economic and technological constraints. The industrial era saw the birth of bureaucratic structure with rigid hierarchy, stability and control. However, generation X is too independent to function in such conditions. Compounding this mindset are the dynamic global markets, which cry out for changes in the structure.
The trend is to be “lean and mean” with fewer management levels, greater responsibilities and open to varied strategic alliances. Network organisations and debureaucratisation are the buzzwords of the new millennium. The emphasis is on lateral relationships rather than on vertical and hierarchies are flat or disappearing altogether. Infinitely flat, Inverted, Spider’s web, Cluster and Starburst are all examples of network organisations. The survival of these organisational structures is dependent on:
How to lead organisations, which thrive, on knowledge
How to survive in a world full of transparent organisations
How to maintain the above in learning organisations
A fairy tale
Structure
A combination of the Flat with the Spider’s Web seems to fetch results. There is no hierarchy that gives orders and knowledge and is highly dispersed. The organisational structure is often reflected in a single long table, an anti-hierarchical image. There are no places allotted, but employees choose them in line with the task in hand. It is practical and symbolises teamwork. In other words, it is an anti-thesis of virtual office.
Leadership style
Leadership style is distinctly democratic. The manager has complete confidence and trust in his men in all matters. Employees working with him feel free to discuss things about their job with the manager. He, in turn, gives due consideration to employees’ opinions and makes constructive use of them. He provides them with direction and encourages total participation. Decisions are never unilateral but by consensus and majority. It is assumed that all are intelligent enough to handle their jobs and mature enough to be accountable for the tasks at hand. Empowerment is the key.
Culture
It is a non-hierarchical culture moulded to fit the business strategy with stress on communication and generation of ideas. Individual freedom, informality, open communications and employee involvement are the key factors. Dress code is casual and employees enjoy the flexibility of working from home. The option of coming in late for work is also given. Employees have a say in the organisational functioning.
WORK CLIMATE
Low employee productivity, missing deadlines, irresponsible attitudes and poor customer service, indicators of a sure path to failure are few of the important HR issues for which organisations are trying to find solutions. Though most often organisational success is attributed to employees' performance, the failure of employee performance reflected as low productivity, missing deadlines, and poor customer service cannot always be attributed to an employee's shortcoming. It indicates leadership deficiencies.
To overcome these employee issues, organisations have introduced various techniques like TQM, Quality circles, and instruments such as management workshops and meetings to improve employee efficiency. The underlying problem is interpersonal relationships, which though a key to employee efficiency is being neglected. High quality interpersonal relationships facilitate organisations in three important ways:
# Promotion of creativity and innovation.
New information, new applications and new perspectives, the three elements of innovation are nurtured only with positive interpersonal interactions. The positive interactions of employees from different departments give rise to new insights and fresh perspectives. The collective knowledge acquired by sharing information acts as a catalyst to the creativity and innovation of employees on the job.
# Better teamwork.
Positive interpersonal interactions help teams to perform well and produce quality outputs. A team is an amalgamation of individual employees. Its success therefore depends on how well these members co-ordinate and co-operate with each other to consolidate their work and give it a final shape.
# Better customer service.
Creativity, innovation and good teamwork together contribute to better customer service. Well-informed employees are generally not only ready to solve customer problems but come up with creative solutions. This positive work culture gets transmitted to the customers as well.
Fostering a positive interactive work environment
Achieving a positive interactive work environment requires commitment and serious efforts from the top management. A few suggestions:
# Develop a shared value system.
In any organisation employees seek an environment that is proactive, positive, empathetic and professional. These are values that bind employees together and make them feel like a family. Management should take care to develop a value-centred group mission statement, based on the shared values of all the employees. This will help evolve a common purpose and direction to the teams in the organisation.
# Implement the value system developed.
The group mission statement developed needs to be monitored to know how well the group members understand and comply. Regular workshop and training sessions help the team members accomplish their value-centred goals. These workshops should be as interactive as possible so they can come up with practical solutions to their problems and concerns.
# Live the value system with top-down commitment.
If top management shows no commitment towards building a positive interactive work environment, employees will not be motivated to make the effort either. Managers have to be made accountable to inculcate the culture in their teams and regularly review their contribution in creating one such culture. This will not only motivate the managers to take it seriously but also help employees develop a positive attitude towards the initiative.
# Reward the deserved.
Creating a valued centred positive culture requires every employee's commitment and hence any contribution towards the initiative should be publicly rewarded. Also, corrective actions should be taken against those who do not participate in the initiative.
Organisations desirous of creating a positive interactive work environment should realise that it is a long-term initiative with long lasting returns; hence, it requires long-term commitment more than financial resources as an investment.
I think now goals you can work on, try and not copy the whole stuff as it is, because it will be just copy and paste thing for you then.
I know you can do justice to this info.
Cheers
Archna
From India, Delhi
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