The purpose of this paper is to look at the impact of constant interruptions in the workplace, and how these can be reduced.
Abstract
Purpose
The purpose of this paper is to look at the impact of constant interruptions in the workplace, and how these can be reduced.
Design/methodology/approach
This article cites research undertaken on the effect of constant interruptions and includes advice and tips from renowned management guru Kevan Hall.
Findings
The increasing amount of technology now in modern offices means that people are having to contend with more interruptions than ever before. These interruptions are adversely affecting productivity levels and costing the economy. As communication is likely to significantly increase over the next few years, people need to find ways now to reduce interruption levels. Kevan Hall provides helpful tips on how to do this.
Originality/value
This article provides practical and helpful advice on how to minimize constant interruptions in the workplace.
Details
Keywords
The purpose of this paper is to put forward the view that large, complex companies need a systematic process of decentralizing control to prevent increasing delay, cost and…
Abstract
Purpose
The purpose of this paper is to put forward the view that large, complex companies need a systematic process of decentralizing control to prevent increasing delay, cost and dissatisfaction caused by a lack of empowerment and ability to make decisions.
Design/methodology/approach
The paper describes the problems with too much central control and advances suggestions to break the vicious circle.
Findings
The paper reports that 34 percent of 600 large‐company managers who took part in a survey thought that their firm already had too much central control, 43 percent thought control was moving further towards the center, only 25 percent thought their company had become faster at getting things done, and 48 percent believed that their business had become more expensive to run over the last five years.
Practical implications
The paper emphasizes the role of human resources in bringing about faster, more efficient organizations, where people are more empowered and enjoy greater job satisfaction.
Originality/value
The paper highlights better training as a way of helping middle managers to avoid referring too many decisions up the organization.
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Keywords
This paper aims to argue that trust and a sense of community are important in any organization, but increasingly complex structures and different cultures in large companies make…
Abstract
Purpose
This paper aims to argue that trust and a sense of community are important in any organization, but increasingly complex structures and different cultures in large companies make it difficult to achieve a community. This, in turn, can harm trust, which is potentially damaging to business success.
Design/methodology/approach
The paper demonstrates that different groups in an organization – the global group, matrixed middle and locally loyal – have different community needs. The costs and benefits of community for the three groups are also different. Each group faces its own challenges, but those in the middle group often have the greatest challenges as they constantly find themselves torn between central directives and local realities.
Findings
The paper contends that, while community and trust correlate with lower costs, faster change, profitability and retention, in more extensive, distributed complex organizations the cost of building community is much higher and organizations therefore need to be more selective about where the deeper forms of co‐operation add value. Prefers the simplest form of co‐operation and the smallest number of people involved.
Practical implications
The paper highlights the need to be much more selective about teams.
Originality/value
The paper shows that, by focusing on critical communities, organizations can get the key benefits of community while avoiding some of the costs.
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Keywords
This paper examines the role of teamwork in organizations.
Abstract
Purpose
This paper examines the role of teamwork in organizations.
Design/methodology/approach
This is a viewpoint paper.
Findings
Provides three simple steps you can take to simplify and speed up the way that people cooperate in your organization.
Originality/value
The paper will be of interest to those involved with team‐working within companies.
Details
Keywords
This paper aims to advance the view that complex organizations rely too much on teamwork, resulting in lower productivity. Design/methodology/approach – It observes that many…
Abstract
Purpose
This paper aims to advance the view that complex organizations rely too much on teamwork, resulting in lower productivity. Design/methodology/approach – It observes that many organizations are moving away from the hierarchical, command‐and‐control style of working, in favor of greater collaboration across departments, territories and different organizations. This is known as a matrix organization. The reasons for developing a matrix structure are commendable. However, if implemented poorly, a matrix structure will slow down decision‐making, increase the number of meetings, increase costs and create mistrust and resentment in the workplace. Findings – This paper highlights research by training and consultancy firm Global Integration which shows that people in large and complex organizations spend, on average, two days a week on meetings, calls and web meetings, and 50 percent of that time is wasted. Practical implications – It examines what is really meant by “a team”, and identifies which structures are suitable for maximum efficiency. Originality/value – The paper targets senior leaders and HR directors with a responsibility for organizational structure and team leadership. It provides thought‐leadership and best‐practice for virtual teams.