|Date Added: February 23, 2009 12:56:13 PM|
|Author: deepesh das|
|Category: Business & Economy: Organizations|
|In this series, we discuss the context and key dimensions of Talent Management in the New Organization.In the past, organization networks were characterized by domination and power. By contrast, the New Organization of today and tomorrow sees more value in delivering through a network of mutually interdependent entities – each entity having the strength and capability to operate on its own.In many ways, the New Organization is akin to honeybee comb colonies, where different work groups perform different interdependent tasks or jobs coordinated through a decentralized system of communication and control. Much like the honeybee comb organization, we see many different parallel activities at any given moment in the New Organization. Many of these activities are inter-related and must be kept in balance with one another. The honeybee comb organization is centralized and decentralized, both at the same time.In the honeybee colony, nectar collection must be adjusted to the amount of space available for honey storage. This in turn, requires that the comb builders and workers who are receiving and processing food must be sensitive to the level of foraging success. Furthermore, many of these activities, as well as the behaviour of the Queen, must be coordinated with the annual colony cycle so that swarming occurs early. The queen bee determines quantity of bee wax and ensures that standards are maintained. Every single bee has a purpose and is responsible for producing its allotted amount of honeycomb. The beehive colony has an essential core focus and mission and nothing occurs without the master plan.In the New Organization of today, technology and human capability is facilitating the welding of the divisional and functional boundaries and a bee colony-simulated matrix of relationships and roles have evolved. In this New Organization: · Knowledge management is the key for knowledge sharing throughout the organization. · For optimal organization effectiveness, the leadership and decision-making changes depending on the situations. · Skills are constantly evaluated and upgraded. · Emphasis is on the absolutes of excellence like establishing trust, relationships, and networks. · Information ‘tentacles’ reach out to customers and suppliers. Healthcare delivery organizations today operate very much like network organizations. Each healthcare delivery team has two leaders–a clinical specialty leader and a business/commercial leader. Each team has people, who also serve on other teams, and each key person serves on more than one team, hence the honeycomb knowledge management is one of the core capabilities, with its own core team. Technology enabled Real-time Operations: The New Organizations would use real-time information to make fast changes in response to market conditions. As database and transactional systems become quicker and more integrated, companies can feed information to the right person at the right time to make a decision. Its success depends on the structure within which employees make decisions and take action with the information. Decentralized decision making with some element of centralization: The New Organization would have elements of both centralized and decentralized organizations simultaneously. A study by Diamond Consulting revealed that the median number of direct reports from CEOs has risen from four to seven over 13 years. The study also shows that the average number of employees in these firms dropped from 86000 to 70000 in the same time frame. This suggests that CEOs are enhancing their organizations’ centralized nature by connecting to more people in the organization and at the same time encouraging decentralization by pushing decision-making deeper into the firm to those who are closest to the end customer. Time & Talent instead of Cost arbitrage: With communication and database technology that move customer and corporate data anywhere at lightning speeds, companies can hand over critical functions to third parties. The New Organizations would seek to create value by leveraging time arbitrage and talent availability instead of cost arbitrage that drove the success of the Indian BPO sector. When an employee in India is logging out of his workday, his counterpart in another part of the world, say Ireland, would log in and continue to work on the assignment. And by the time the workday is finished in Ireland, another colleague would take on the task in another part of the world. So what would have typically taken three working days would be completed within 24 hours. Workforce diversity:The office of the future will be a virtual melting pot when it comes to diversity of employees in terms of age, gender, nationality or nature. Organizations will actively seek the inclusion of women, minorities, physically challenged and other groups to build greater organization vitality.|
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