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Article
Publication date: 19 September 2008

Nicola O'Connell

The purpose of this paper is to look at the impact of constant interruptions in the workplace, and how these can be reduced.

951

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

Strategic Direction, vol. 24 no. 10
Type: Research Article
ISSN: 0258-0543

Keywords

Available. Content available
Article
Publication date: 28 August 2007

64

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 21 no. 5
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 12 June 2007

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

530

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.

Details

Human Resource Management International Digest, vol. 15 no. 4
Type: Research Article
ISSN: 0967-0734

Keywords

Available. Content available
Article
Publication date: 14 June 2013

Kevan Hall

401

Abstract

Details

Strategic HR Review, vol. 12 no. 4
Type: Research Article
ISSN: 1475-4398

Available. Content available
Article
Publication date: 22 May 2009

Nicola O'Connell

884

Abstract

Details

Strategic Direction, vol. 25 no. 7
Type: Research Article
ISSN: 0258-0543

Available. Content available
Article
Publication date: 14 June 2013

166

Abstract

Details

Strategic HR Review, vol. 12 no. 4
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 17 October 2008

Kevan Hall

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

431

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.

Details

Human Resource Management International Digest, vol. 16 no. 7
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 28 August 2007

Kevan Hall

This paper examines the role of teamwork in organizations.

1915

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

Strategic Direction, vol. 23 no. 9
Type: Research Article
ISSN: 0258-0543

Keywords

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Article
Publication date: 23 August 2013

Kevan Hall

This paper aims to advance the view that complex organizations rely too much on teamwork, resulting in lower productivity. Design/methodology/approachIt observes that many

2607

Abstract

Purpose

This paper aims to advance the view that complex organizations rely too much on teamwork, resulting in lower productivity. Design/methodology/approachIt 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. FindingsThis 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 implicationsIt examines what is really meant by “a team”, and identifies which structures are suitable for maximum efficiency. Originality/valueThe 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.

Details

Human Resource Management International Digest, vol. 21 no. 6
Type: Research Article
ISSN: 0967-0734

Keywords

Available. Content available
Article
Publication date: 28 August 2007

125

Abstract

Details

Women in Management Review, vol. 22 no. 6
Type: Research Article
ISSN: 0964-9425

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