Management of Organization-Part 3 and 4
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Management of Organization-Part 3 and 4

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ISB Special- includes Triadic Closure, EIS and Milgram's six degrees of separation

ISB Special- includes Triadic Closure, EIS and Milgram's six degrees of separation

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Management of Organization-Part 3 and 4 Management of Organization-Part 3 and 4 Document Transcript

  • - What The Faff!!ContentsAntecedents and Consequences of Interpersonal Networks ....................................................................... 2 Similarity ................................................................................................................................................... 2 Personality ................................................................................................................................................ 2 Proximity and organizational structure .................................................................................................... 2 Environmental Factors .............................................................................................................................. 2 Triadic Closure........................................................................................................................................... 2Networks in Organization ............................................................................................................................. 3Some Gyaan on Network Terminologies ...................................................................................................... 3 Degree Centrality ...................................................................................................................................... 3 Between-ness Centrality ........................................................................................................................... 3Milgram’s Six Degrees of Separation ............................................................................................................ 4Network Range and Density ......................................................................................................................... 5Proximity and Networks................................................................................................................................ 5Jobs and Network ......................................................................................................................................... 5 Clique Network ......................................................................................................................................... 6Network as Gear and Pipes ........................................................................................................................... 6 Pipes .......................................................................................................................................................... 6 Gear........................................................................................................................................................... 6Network da Limit........................................................................................................................................... 7Ferrazzis (Ferrari ka judwaa bhai) thumb rule for relationships .................................................................. 7Dyslexia...Saare Zameen Par ......................................................................................................................... 7
  • Antecedents and Consequences of Interpersonal NetworksSimilaritySimilar People interact with each other. Bole toh...wavelength match hota hai. IIM Cluster, ISBianNetwork etc.PersonalityCan be both: mainly antecedent. Determines your peer network, your behavior in teams (recallMetabical)Proximity and organizational structureOrganization structure determines your networks to some extent (Chinese wall) despite your similarityand personality-wala points. A boss and an employee can be friends, but still the structure limitsfriendships. Further, when friends get promoted, equations change. Like they say in 3 Idiots...Dost jabfire ho jata hai...toh dukh hota hai..but jab dost promote ho jata hai...toh aur dukh hota hai!Environmental FactorsM&A is an example. But peoples networks are like rubber-bands. They first change, then revert back topre-merger pattern of networks. Then national culture is a factor. For eg. Japanese are group orientedwhile Americans are individualistic. So Japanese companies might have more density and inter-connectedness.Triadic ClosureStrong Triadic Closure Property is that if a node has strong ties to two neighbors, then these neighborsmust have at least a weak tie between them. If A=B and A=C, then B=C at least in a weak way. Linkedinworks on this principle..first connection, second connection.Tina is my Friend, Mina is Tinas Friend. mera aur Mina ka kuch toh connection hai...weak hi sahi!Consequences:
  • Networks in Organization thats ur manager Heres ur informal network206 haddi-wala maamu! Trust Advice Communication Managers NetworkSome Gyaan on Network TerminologiesIn a network, there are nodes(people) and links (relationships).Degree CentralityCheck the number of connections a node has directly. Basically, the Whore Node ko Dhoondo! But forsome level of safety & protection, she only networks with her cliqueBetween-ness CentralityBut Whore node has some connect with the outside world. through the DALAL node. The Dalal is a keylink between the two worlds now. If DALAL has a virus, the entire link has a virus.
  • A is the whore. O is the DALAL. As key customers are B,C, D. O is the DALAL.Strong Ties of A with BCDEFG- her roz ke customers. Weak ties with O the DALAL.Milgram’s Six Degrees of SeparationDooori..... Dooori..... sirf 6 step ka hai...Linkedin works on this principle- that every human is away from the other only by 6 steps. Eeriely trueand works.Paul Revere William DawesHigh Diversity Lowe DiversityLow Redundancy High RedundancyBrokerage- He was an information broker No Brokerage- He was NOT an information brokerMore famous Less Famous
  • Network Range and DensityNetwork range= 10= no of rowsNetwork Density= actual ties/ total possible ties=21/40Total possible ties generally is matrix size.Proximity and NetworksDistance increases, network becomes weak. You connect more with people in your school, your office,your section! A reason why many long distance relationships fail!youll send 50 mails to bosses and clients, but over 100 mails to your office friends as forwards.Jobs and Network  56% found jobs through personal contacts.  More jobs (83% of 56% = 46% of total) obtained through “weak” ties.WHY? Because weak ties are between cliques, strong ones are intra-clique. Toh, my weak tie would bewith IIM A fellows through one contact at IIM A. Probability of getting job through IIM is higher. (notbecause of he being an IIM, but because its a diverse network)
  • Clique Network- Best Example- Overlapping connection, similar contacts- a bonding functionThink of Expansive Network like Air (now a bit of school chemistry)Air molecules are loosely bound, but that helps air travel easily. Similarly, Expansive Netwrok provideswavelength over distancesNetwork as Gear and PipesPipes A Detective.A Market Research or Equity Research Analyst. Uses network toget information and performs work to achieve superior performance.Gear Getting work done through your network to achieve superiorperformance. Grazie Sonia Ji!
  • Network da LimitFerrazzis (Ferrari ka judwaa bhai) thumb rule for relationships Develop a weak tie, phone call/mail once a month Maintain a weak tie, contact 2-3 times a year Develop a strong tie, 2 face to face meetings in a yearDyslexia...Saare Zameen Par Delegate: power from interdependence, not independence (free riders!) Grease the gear to build trust-influence people with communication skills Expansive Network rather than clique network.Clique networks for Production and Expansive Network for Marketing, Distribution and even Innovation.Finally develop a diversified portfolio of social contacts
  • P1: In Finance, I teach them to diversify their portfolio. Eggs in different basket you see!P2: Oh I teach them the same. Only with respect to social contactsS1: Oh Boss! Why dont u profs practice what you teach? Diversify the marks distribution acrossstudents na for once!EIS bole toh.. Executive Information System!All data from Insead website.What is the EIS Simulation ? In the EIS Simulation, participants working in groups are challenged to introduce an innovation in adivision of a corporation. They have up to 6 months of (simulated) time to convince as many of the 22members of the divisions management team as possible to adopt an important innovation, which in thiscase is an Executive Information System introduced corporate-wide to increase transparency andreporting.During the simulation, participants, operating as change agents, can choose among many differentinitiatives and change management tactics to meet their goal. They may gather information on themanagers (the profiles, their relationships, etc.) or may take direct action to try to convince themanagers and thus influence their willingness to adopt the proposed innovation.Each time participants implement a tactic, they immediately receive feedback about the impact of theirdecisions. The objective is to get as many adopters as possible, overcoming different forms of individualand organizational resistance to change.WTF- Whats The FaaydaIn todays complex business environment, organisations cannot avoid to innovate, and implementingchange has become one of the key tasks of managers. On the other hand - as everybody who has triedto introduce innovations and change in organisations knows by experience - managing change processesand making new things happen is often a difficult, lengthy and sometimes frustrating process.The EIS Simulation aims at providing managers with a shared experience. An experience which bringsthem in direct touch with a variety of factors impacting the dynamics of innovation and change inorganizational contexts.