Chapter 3: Information Systems & Organizational Design
Matrix organization structure
This is a hybrid structure where employees report to functional managers and product managers. It is helpful for companies in need of flexibility in fast-changing markets. For example, a software developer might report to a project manager for project-specific tasks and to a functional manager for bigger technical standards.
Managerial levers
These are tools managers use to achieve desired outcomes, like policies or incentive structures. For example, a sales team leader might introduce a new incentive to boost sales.
Decision rights
This concept defines who makes decisions and who is held accountable. Clear decision rights speed up processes and reduce conflicts. In a family business, one sibling might handle finances, while another manages operations.
Chapter 4: Digital Systems and the Design of Work
Pros and cons of remote work
Remote work is possible thanks to the high-speed of Internet today and offers flexibility and eliminates commutes but can also lead to distractions (at home) and work-life balance challenges. For example, a digital marketer might enjoy the flexibility but struggle with home distractions.
Diversity challenges of telecommuting
Remote work can unintentionally favor certain socio-economic backgrounds, but sideline some talented individuals. Companies must maintain inclusivity in remote work policies.
Change management
This involves managing the human side of business changes. When implementing new systems or processes, the companys leaders must train employees and oversee smooth transitions. For example, introducing a new CRM system requires training and support for employees.
Additional Insights
1. The success of a matrix organization structure largely hinges on a company's ability to manage the difficulties and handle the conflicts that arise from dual reporting.
2. Remote work offers flexibility, but it is necessary for companies to invest in the right tools and monitoring to be able to make sure workers are actually productive and engaged with the team.
3. Clearly defined decision rights streamline processes and also empower employees by giving them a sense of ownership and responsibility.
Virtual Teams Resolving the Dilemmas of Teamwork in Virtual Teams The continual adoption of virtual teams by enterprises globally are making the dilemmas of teamwork more challenging than ever, exacerbated by cultural, distance and time constraints. These dilemmas are made all the more challenging based on the pace of change accelerating, uncertainty over economic conditions and the continual turbulence in global economies. Further complicating virtual teams is the lack of transparency within
Virtual Team Management What would be the best way to structure this large virtual team? Virtual teams are unique in that they possess the ability to transcend typical geographic boundaries. This innate characteristic allows the team to be both more productive and efficient in regards to their overall objectives. With 300 individuals however, the task of effective organization can be daunting. This is particularly true, as each member will only be working
Virtual Team Coordination Communication is more difficult for a virtual team because relationships are more geographical distributed, more asynchronous, temporary, more multicultural, and more likely to extend outside the organization (Kokko, Mar 2007). Collocated teams are demographically located, members have usually worked together for a period of time and already know each other, which help to build relationships, and meetings are face-to-face interaction. Virtual teams may not have face-to-face interactions, which
When portals are designed to the specific requirements of Web 2.0 design objectives, companies with virtual teams are finding they can attain higher levels of shared task ownership as well. This is because there are significantly greater levels of trust overall throughout an organization based on the collective contributions of every member of a virtual and in-office team when they share their knowledge and information together (Mancini, 2010). Portals
It would have been much better to have had online tools including a real-time blackboard or electronic space to write down and share files in real-time without having to wait on e-mail for everyone to get the attachments. Also, the ability to collaborate in real time, the next step in the virtual team process, would have been much more effective with better electronic tools. This also parallels with the
Team Leadership Virtual Communication and Team Leadership In "So far, so good: Even physical distance can't stop your employees from going above and beyond" author Robert McGarvey considers the growing popularity of virtual teams and considers the factors necessary to making a virtual team successful. The article provides useful information on the potential benefits of virtual teams that could assist community groups or organizations in considering how they operate. The article also
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