Models For Leadership and Collaboration
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The document outlines a course on building collaborative environments in organizations. It discusses three models of collaboration with different leadership requirements: the traditional hierarchy model, the hybrid model, and the network model. It also identifies domains where these models could be explored, including production, project management, product launches, strategic planning, product development, customer service, and teaching. The document emphasizes training people and processes over technology for collaboration. It lists principles, skills, and tools for collaboration, as well as how to manage organizational change to support more collaborative work styles.
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Models For Leadership and Collaboration
- 1. Models for Leadership and Collaboration Laleh Shahidi Jerry L. Talley
- 5. The Traditional Model Clean, simple hierarchy of authority Well defined roles and responsibilities Distinct departmental boundaries
- 6. The Hybrid Model Clean, simple hierarchy of authority Looser, more diffuse job responsibilties Distinct departmental boundaries
- 7. The Network Model Shared, diffuse role of authority Looser, more diffuse job responsibilties Work overlaps departmental boundaries
- 9. Rationale for Course Strategy Training Technology People Process We want to give the appropriate focus on the people and processes issues rather than assume collaboration results from training in the right tools
- 12. The Tools
Notes de l'éditeur
- In the Traditional Model, workers are organized in a clean hierarchy of authority and communication. Work roles are cleanly defined and workers are expected to perform their jobs as specified by their manager.
- In the Hybrid Model there is a manager over the entire network, but the roles within the network are more diffuse than in the Traditional Model. Evaluation is now based on more than simple job performance; employees are expected to cooperate, to share information and resources.
- In the Network Model the work group is now a network that extends across departmental boundaries. There is no single department head whose authority covers the entire effort. Workers are expected to not only perform their job function, but to contribute to a community.