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Introduction
The Article try to focus and given light on following
subject: Old organisational structure,centralised control and its hurdles in new business environment New Organisation with Decentralised network and up,down and horizontal flow of information. Emerging of new team with distributed leadership. Innovation based comptition Changing of knowledge structure Expansion of Task Collaboration of executive Operation team for new idea and innovation.
management Strategic Decision excluded bottom line Linear Relationship in line of Reporting Task are designed and executed in silos
business growth is reliant on innovation and creativity. Fast adaptable to the external demand. Upward,downward and horizontal flow of information and knowledge to respnse fast. Greater flexibility to change
arena,forcing fierce competition among player New information technology that lower communication cost allow small firm to enter market with greater speed,less capital and more knowledge Than ever before Competitive survival hinges on new product development and ideas. Daily changes technology in the external environment
innovation,and innovation are done at operational level nor at the executive level so therefore team at this level should provide the vision,knowledge and creativity in the line of strategy made by executive.
Second: The space of critical knowledge is ever
level,therefore seating on the hot seat to collect critical information from all source and mix up with the resources to generate new idea and innovation Space of critical knowledge is ever expanding,and team at operational level should act as Organisational interpreter of the environment. Competiton force company to synergies more offering to product,hence by coordinating with other activities try to put value to product.
which team operate. Manage the structure of knowledge with which they work Manag the structure of task they perform
Objective-Proactively engage the external
losing market share to player like Ericson,samsung and nokia. Plan:Decided to decentralised it network,loosenig up its structure,keeping out middlemanagement layer. Policy:Given product development team responsibility for generating new idea and making innovation. Team:Razr found that despite the company strategy of depending on them by giving freedom ,unable to pull it off from the problem.razr found later on that loosening its structure is not enough . Strategy by Razr:They started lobbying R&D manager,marketing executives and CEO by saying about their
Contd..
Strategy by Razr:They started lobbying R&D
manager,marketing executives and CEO by saying about their vision and how they interlinked with company vision. Conclusion:Teaam can must take greater control of their own destiny as well as organisation by integrating its vision with the vision of the executive level.
Mapping
1)Organisation 2)Organisation Structure 3)Vertical information Linkages