The traditional bureaucratic hierarchies we are most familiar with do have a problem because most of them tend to shift decision-making processes upwards, to C-Suit level (the final frontier? ;-)?). However, sticking to the bureaucratic information(and time!)-processing customs is bound to fail in a fast moving - digital and customer-focused- world. Kane comes to the conclusion that setting out the guidelines (C-suit approved) can be the most important step in shifting responsibility and action downwards, at shop-floor level. Employees will have enough "training" to "do the right thing". Are employees ready to take on this responsibility, and - even more questionably - is top-management ready to relinquish control? What will be the consequences for not choosing to "do the right thing"? Human beings will stay well, human? So, one can think of a million ways employees might "fail" to handle the situation properly? Maybe this all comes down to trust and training? In any case, what can be said for sure is that more research is needed.
donderdag 19 december 2013
Can Social Media Thrive in Hierarchical Organizations?
The answer to the question, according to Gerald C. Kane (Associate Professor Social Media, Boston College), is Yes... But
The traditional bureaucratic hierarchies we are most familiar with do have a problem because most of them tend to shift decision-making processes upwards, to C-Suit level (the final frontier? ;-)?). However, sticking to the bureaucratic information(and time!)-processing customs is bound to fail in a fast moving - digital and customer-focused- world. Kane comes to the conclusion that setting out the guidelines (C-suit approved) can be the most important step in shifting responsibility and action downwards, at shop-floor level. Employees will have enough "training" to "do the right thing". Are employees ready to take on this responsibility, and - even more questionably - is top-management ready to relinquish control? What will be the consequences for not choosing to "do the right thing"? Human beings will stay well, human? So, one can think of a million ways employees might "fail" to handle the situation properly? Maybe this all comes down to trust and training? In any case, what can be said for sure is that more research is needed.
The traditional bureaucratic hierarchies we are most familiar with do have a problem because most of them tend to shift decision-making processes upwards, to C-Suit level (the final frontier? ;-)?). However, sticking to the bureaucratic information(and time!)-processing customs is bound to fail in a fast moving - digital and customer-focused- world. Kane comes to the conclusion that setting out the guidelines (C-suit approved) can be the most important step in shifting responsibility and action downwards, at shop-floor level. Employees will have enough "training" to "do the right thing". Are employees ready to take on this responsibility, and - even more questionably - is top-management ready to relinquish control? What will be the consequences for not choosing to "do the right thing"? Human beings will stay well, human? So, one can think of a million ways employees might "fail" to handle the situation properly? Maybe this all comes down to trust and training? In any case, what can be said for sure is that more research is needed.
dinsdag 17 december 2013
Landscape offices
A quote from a book I am currently reading:
Cheers,
"Le bureau-paysage facilite le contrôle en cours d'exécution, la supervision directe, la transmission d'ordres. Il freine les échanges authentiques qui s'organisent à deux ou trois dans des bureaux ou à une douzaine en salle de réunion (Dupuy, Devers & Raynaud, 1988, p. 63)."This makes you think about the impact of office infrastructure on internal communication.
Cheers,
Mark
dinsdag 3 december 2013
DIRCOM: un bouc émissair idéal
Does the function of "internal communication officer" in reality come down to being the perfect scapegoat? Jean-Marc Décaudin & Jacques Igalens (2009) sure seem to think this way. Consider the following paragraph from their book:
How do internal communication professionals feel about this? Looking forward to the empirical operationalization of my PhD research. Excited to see the results that will come out.
Follow this blog in order to know more. Updates soon!
Cheers,
Mark
Reference of the citation:
DECAUDIN (Jean-Marc) & IGALENS (Jacques). La Communiction Interne. Stratégies et techniques. Paris, Dunod, 2009, 218 p. ISBN: 97821000528981
"La grandeur et la difficulté de la communication interne sont entièrement contenues dans cette confusion des genres: on n'ose pas toujours reconnaître que derrière l'arbre de la communication se cache la forêt de la participation. Il est banal de rappeler qu'en entreprise, communiquer c'est à la fois informer et écouter mais l'écoute ouvre tout naturellement la voie au désir que ce qui est dit soit reconnu, considéré, éventuellement pris en compte. Communiquer, c'est entrer en relation, échanger et il est presque inévitable que cet échange engendre des attentes dont l'insatisfaction risque de rejaillir sur la communication elle-même (p. 8)."
How do internal communication professionals feel about this? Looking forward to the empirical operationalization of my PhD research. Excited to see the results that will come out.Follow this blog in order to know more. Updates soon!
Cheers,
Mark
Reference of the citation:
DECAUDIN (Jean-Marc) & IGALENS (Jacques). La Communiction Interne. Stratégies et techniques. Paris, Dunod, 2009, 218 p. ISBN: 97821000528981
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