Networks

Question 1

Who dubbed the idea of organic management?

Answer 1

Burns and Stalker 1961

the management of innovation

Question 2

what is organic management?

Answer 2

widely sought and proposed but hard to show that it exists

thrives on power of personality and relationships, lack of rigid procedures, can easily change to environment so is meant to be the most adaptive form

many people called it network managing

Question 3

what is wrong with organic management?

Answer 3

requires cooperation and constant adjustment by all members

Question 4

what are the characteristics of network management?

Answer 4

• common goals / values
• voluntarism
• reciprocity
• trust

Question 5

what is voluntarism?

Answer 5

people will do things in a voluntary way and don’t need to be coerced

Question 6

what is reciprocity?

Answer 6

he practice of exchanging things with others for mutual benefit, especially privileges granted by one country or organization to another.

Question 7

why are people drawn to the network idea of management?

Answer 7

it is an antedate to the problems associated with hierarchy and networks

Question 8

what are the problems hierarchal and market problems that networks solve?

Answer 8

knowledge
(doesn’t move up the hierarchy, or is distorted, may start to move horizontally rather than vertical)

network believes that we gain all knwoldged from networks such as friends, doesn’t need to be regulated, it has a way of changing itself and adapting, networks are articulary suiting systems

Question 9

how can manages use the network idea?

Answer 9

• within organisation
• within supply chain
• with the boarder environment

Question 10

how is the network idea done within orgnsation?

Answer 10

• flatten the internal structure, get rid of hierarchy, encouraging lateral communication and trust within teams and between departments
• to communicate properly and to trust each other there must be sense of equality
• must all have agreed goals which are communicated properly
• measure temp not inidivudal performance

Question 11

how do you do network within supply chain?

Answer 11

• instead of a vertical integrated supply chain or pure market relations have partnerships and alliances with suppliers
• market states that suppliers should compete for them
• network states you shouldbuild relationships with suppliers, by trusting suppliers you may see cost savers
• trust cheaper than contracts or hierarchal supervene
• emphasis on innovation rather than supply
• shadow of future provides discipline

Question 12

what did Dyer J.H look at?

Answer 12

looked at networks within suppliers in Chrysler

found tea if you reduce the number of suppliers so you can develop a closer relationship, lengthen contracts, trust and will eventually see cost saving

Question 13

how do you use network with the broader organisation?

Answer 13

• networking provides access t rosaries
• granovetter weak ties
• cluster regions (silicon valley) link to granovetter in that its not the people you know but then people you could know, some of the most successful regions are clusters

Question 14

what was grnovetters idea?

Answer 14

drew attention to networks in a looser sense of the word

strong ties to a network are to those you know well and ee everyday, have this with few people

weak ties are with those who you do not see regular

did a survey of small number of people asked how they got their job and found 57% got their job through a network contact not through adverts, crucially it was their weak ties their peripheral network, showing the importance of networking, you will strat to find opportunities and learn things

Question 15

what are the problems with networking?

Answer 15

• lottery of talent
• group think
• free riding
• discipline

Question 16

what is meant by lottery of talent?

Answer 16

• hows in the network is based on chance, e.g. who reached a certain network contact first, will not include best people for the task
• network relies on volunteers and the people that volunteer may nt have skills, hierarchy has meritocratic system in which best skills are chosen

Question 17

what os meant by groupthink?

Answer 17

• networks are formed and sustained by the fact that all members think alike
• cognitive lock in
• good when everything is going well
• bad when ideas need to be challenged or changed
• bad for faulty and diversity
• grub of people start t think in the same way and then you start to miss out any alternatives and don’t think of anything else ‘cognitive effect ‘

Question 18

what is meant by free riding>

Answer 18

• shirking, overburdening
• moral hazard
• teamwork i done in tasks so some people may be doing more than their fair share
• if freeriding occurs then resentment may occur sirtupting the trust

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Question 19

what is meant by discipline?

Answer 19

• networks are high maintenance
• interments for resolving internal conflict are inadequate
• segregating and specialising are difficult

-hierarchy - review of people if they are not god enough the get rid of them
markets - don’t pick people who didn’t do good last year (contracting)

networks - it is hard to resolve any issues inside, the problem with doing this is rehearsed in reality tv shows as they are just one long story in how people are not very good at resolving issues as resentment in likely to flourish beneath to surface as there is no adequate way in addressing these problems, such as free riders there is not much that can be done about this
lottery of talent - challenge of selecting right way but you can’t do this so it is hard to deluge and specialise people