Six Myths About Informal Networks--and How to Overcome Them Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Over the past couple of decades, management innovation pushed us to the ideal of "infinite" organization. As a result of these changes, the official reporting structure and detailed work processes have significantly reduced role in how important the work is done. Instead, informal networks of employees are increasingly to the fore, and the general health and the "connection" of these groups may have a significant impact on the implementation of strategy and organizational effectiveness. Many corporate leaders intuitively understand it, but few people spend real time assessment or support informal networks. And because they do not receive sufficient resources and executive attention, these groups are often fragmented, and their efforts are often disrupted practice management or organizational design principles that are biased in favor of specialization of tasks and individual rather than collaborative efforts. The authors initiated a research program two years ago to determine how the organization can better support the work going on in and through informal networks of employees, they are estimated at more than 40 networks in 23 organizations. They are found in all cases that the network provided the strategic and operational benefits, allowing members to work effectively, they also found that managers really want to help these groups had to overcome six myths about how networks work. Explains six myths and why they are harmful.; Instead of these assumptions, the authors propose the reality checks that can be realized through networks are becoming more effective "Hide
by Rob Cross, Nitin Nohria, Andrew Parker Source: MIT Sloan Management Review 11 pages. Publication Date: April 1, 2002. Prod. #: SMR081-PDF-ENG