Explore level to peer organization

我们习惯于传统的组织,预定一个职位，根据级别雇佣他们的任务,当员工离开公司,然后填补这一缺口。在劳动领域,我们感兴趣的是人力资源和劳动者的能力。你会了解发现一个方法研究，它结合目标,能力和管理角色。我们认识到,集群组织是不足以完全避免的,它仍然需要集群连接在一起。下面的essay代写范文进行论述。 一起来看看吧！

Explore level to peer organization

GOALS AND ROLES 
  We are accustomed to traditional organizational charts which reserve a place to individuals according to the level and the kind of task for which they were hired; when an employee leaves the company, another one generally takes his place in order to fill the gap. In this way, the organization offers always the same structure and change is not an easy matter –insofar that somebody cares for it-. The principle of most organizational charts is “one task, one man” and it is extended from the bottom to the top. This leads to a work partition which is not always compliant with a good consistence and unique alignment on strategy. Everybody heard of stories (not success ones) about the divergent actions of the Marketing Manager and the Sales Manager (about product scope), the Financial Manager and the Sales Mannager (about inventories level), the Technical Manager and the Sales Manager (about batches size) and so on.
  Starting from the goals (according the leading strategy) , we shall define the roles in a cluster frame, then we could specify the occupational positions and then state the performance indicators. To define the roles we may call for a method prompted by Value Analysis (1). It is generally used to define new products in order to evaluate each function with regard to the genuine needs of the user and the cost it implies.The aim is to satisfy the customer neither less nor more than what he expects for his expense and at the least cost for the supplier. For this purpose, you have to scrutinize each component or subsystem, estimate its contribution to the value of the product and its cost share. Similarly, we could do something like that to analyze functions, especially managerial ones, starting from the goals and the tasks to be done, as well as the deliverables within a defined period and the necessary resources (2).
 COLLABORATIVE DECISION MAKING 
  In the labour field, we are interested in human resources and peculiarly competencies. The problem is to state: Who or which group or team will do the work and to whom will it report? You may find insight about a method after the study of City University (3): it unifies objectives statement, performance indicators, competencies, management role, performance assessment and individual development. We recognize that the cluster organization we suggested is not sufficient to entirely avoid siloing for it remains a need for linking clusters together but this could be realized by teams including representatives of each cluster.
  Such teams could be permanent or temporary according to their purpose; but the main role of these teams is to help making decisions. As Professor Nielsen asserts “By denying no one the chance to make decisions about issues affecting his or her work, it will increase everyone’s productivity and lower costs.” (4), opposing Peer Thinking to Rank Thinking. Teams will become more and more at the core of decisionmaking inside complex organizations because change is fast, competition acute, technology evolving, environment uncertain. Professor Nielsen’s concept implies peer-based councils, networks of councils, rotational leadership based on peer review, teamwork and knowledge sharing. 
  In fact, on one hand, the collective thinking is significative only if you have a sufficient number of participants because of the necessary diversity of points of views, experiences, competencies and opinions, on the other hand, it is difficult to coordinate plethoric groups; this leads to maintain teams of reasonable size which is very context-dependent (it is said that 50 to 75 individuals is a good number on condition that you would be able to divide them into smaller groups of about 8 for more focused discussions). A mean of solving the above contradiction is to adopt a hierarchy of teams having not a rank role but simply a logical one linked to the level of issues to be tackled, upper levels comprising delegates of lower ones.
 TOWARD A NEW CULTURE 
  Everybody can imagine the best organization being suitable to his environment but the difficulty is to bring together the psychological requirements leading to employees involvement. This point is well underlined by NCEO (5) with examples such as W. L. Gore & Associates, a 8,000-associates owned company (“no manager, no job title, no hierarchy, no reporting rules”); this is an extreme example but it is typical of the team building on the initiative of any employee on condition that some agree with joining, the leadership of the team being devoted to the most skilled for a given time. （essay代写)
  The collaborative work is often compared with the collective action of ants, bees, birds or herrings but we must notice that man is different namely because he has other concerns than the elementary instinctive drivers of those populations and because he is not only guided by a collective motivation; thus, if you want to obtain a collective behaviour, you have to introduce incentives (stock ownership plan, rewards) and create propitious conditions (open-book management, training, information sharing). In fact, it is very difficult to obtain good teams that is teams where people feel well together and which offer the necessary diversity. Before doing that, you have to create a good social climate, an enterprise culture with clearly stated and practised values and a prime information system including an adequate knowledge management