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cameron and green making-sense-of-change-management

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The underpinning theoryHowever <strong>change</strong> creates an increased need for communication, cleargoals, defined roles <strong>and</strong> responsibilities, <strong>and</strong> support <strong>and</strong> recognitionprocesses. These things are more difficult to manage in the virtual world.Networked teamNational, international <strong>and</strong> global organizations can use networkedteams in an attempt to add a greater cohesion to their organization, whichwould not otherwise be there. Additionally they may wish to capturelearning in one part <strong>of</strong> the organization <strong>and</strong> spread it across the wholeorganization.We might have grouped virtual <strong>and</strong> networked teams under the samecategory. However we could think <strong>of</strong> the networked team as being similarto a parallel team, in the <strong>sense</strong> that its primary purpose is not business asusual, but part <strong>of</strong> an attempt by the organization to increase sustainability<strong>and</strong> build capacity through increasing the reservoir <strong>of</strong> knowledge acrossthe whole organization.Networked teams are an important anchor for organizations in times <strong>of</strong><strong>change</strong>. They can be seen as part <strong>of</strong> the glue that gives a <strong>sense</strong> <strong>of</strong> cohesionto people within the organization.Management teamManagement teams coordinate <strong>and</strong> provide direction to the sub-units undertheir jurisdiction, laterally integrating interdependent sub-units across keybusiness processes.(Mohrman, Cohen <strong>and</strong> Mohrman, 1995)The <strong>management</strong> team is ultimately responsible for the overall performance<strong>of</strong> the business unit. In itself it may not deliver any product,service or project, but clearly its function is to enable that delivery.Management teams are pivotal in translating the organization’s overarchinggoals into specific objectives for the various sub-units to do theirshare <strong>of</strong> the organization task.Management teams are similar to work teams in terms <strong>of</strong> delivery <strong>of</strong>current operational plan, but are much more likely to be in a position <strong>of</strong>designing <strong>and</strong> delivering <strong>change</strong> as well. We expect a more senior<strong>management</strong> team to spend less time on business-as-usual matters <strong>and</strong>more time on the <strong>change</strong> agenda.72

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