22
Apr
2013

Organizational Strategy Chapter 3

Di Gianluca Gaggioli pubblicato lunedì 22 aprile 2013 in La direzione impegno politica pianificazione |

Overlap-between-business-design

Direction for the organization to Web 3.0

“There is nothing immutable, except for the need to change”

In the world of today’s organizations, the external corporate communication is key, because only through such communication, an organization can do to be aware of his presence and preserve and improve the place conquered during its transformation and progress, but internal communication is the key for any organization determined to grow.

Internal communication is a tool that no organization today can pretend not to know:

First is a fundamental tool to disseminate knowledge and explain the objectives of the organization, especially in the early stages of transformation. An ‘effective business communication is not easy, it needs to “infect” and communicate to all the resources the general objectives and strategic plans of the organization. This becomes a crucial tool to boost and increase inside that ‘soul cohesion and involvement stimulating factor, which allows everyone to identify with the organization and then transmitted outside

more effective communication of the organization.

The fundamental task of communication is, in fact, the affirmation of and vision of the organization, its immediate identification, first by of its employees and below the outside, customers / suppliers, in order to increase the sense of belonging in the sharing of the mission.

Encourage employees and prepare to feel part of something which they know the aims, purposes and the means of reaching it is the tool of the organization more effective than any union agreement.

Projects that will bring clarity to the choices of the organization, which will simplify the processes that remove waste of time when performing certain procedures of communication and decision-making have resulted in the lowering of non-communication and opposition – with a view to improving the organization’s environment and growth the sense of belonging and growth or revelation of internal resources in the organization

Internet offers a wealth of invaluable information, knowledge, human contact. It ‘s so great that it has the same qualities and the same defects in the real world full of wonderful things and even junk and useless things.

The advent of the internet and social media has accelerated the flow of knowledge and skills, to refine the availability of the material inside and outside but mainly to enthuse employees and customers and to achieve that process of openness and visibility.

The most important systems to increase visibility for organizations are social networks, they are based on the recording of a profile and the opportunity to associate contacts, asking you nicely to enroll or by selecting from among those who are already members. course in the field of enterprise contacts are mainly tasks

Professional (original sin are Frienfeed Twitter Facebook and LinkedIn) and can extend

 

dialogues and also contributions from outside the organization.

Social networks facilitate collective intelligence distributed organizational canceling the harsh separation between those who work within the organization, the employee,

and the client; between competent professionals and beginners creative. Both visions can exchange thoughts and ideas judgments on the same platform and their tasks can be exchanged, each may be, from time to time, professional or beginner.

Another reason for challenging the organization is the scope that virtual communities to act like a drum in the transmission of the thoughts of information, trends and allowing the development of different forms of marketing.

3.0 The company should try to recognize and identify the “gurus” in order to develop marketing or viral structures in order to understand the demands of customers, sharing and testing the level of influence and esteem that the “gurus” on others.

3.0 The organization must benefit from the social network for the achievement of the following objectives:

To be recognizable and identifiable by users who are in search of news organization, then to give the image that you want to To keep track of customers, trying to anticipate your needs, understand the sentiment, prevent and promptly correct the gap.

To increase the network of relationships for its preservation and development of the organization, To establish virtual communities conducive to collaboration To share visions and missions, to disseminate knowledge and make progress in this way to add value and quality to clients / consumers.

“The resources of an organization are the mirror of the examples of their managers, you’re the manager thinks, you will have the resources voted to progress, to change and involved in this project are the manager is inept and voted to the current, Yes Man Manager , you will have the resources on which will never go out of nothing improvement and never really an active part to any project, and some actually fortunately able to make an exception. ”

The use of these tools enables organizations to interact and participate in large amounts of information, with times and costs more and more content, crossing the geographic limitations, temporal and organizational barriers to participation and passing on knowledge, creating new spaces of effectiveness and strategic and organizational adaptability.

Social media are adaptable and easily coordinate the needs and dynamics of organizations and people, so they can decide for themselves the practice of interaction, organization of knowledge and work environments.

The “virtualization” of organizational knowledge also opens up new worlds on the use and possible conversion to the digital resources.

Tools such as video conferences, journals and shared programs, are well known in the flow of communication organizations, but today are joined by many others, who still have a job niche, despite having a very strong potential. Examples are wikis, virtual workspaces.

Forms of disclosure of the Enterprise 3.0 also attached a significant expansion to the management of human resources, thanks to the proximity and more relevant to strengthening relations with employees, to better integration of relationship with the company executives.

“Change is the law of life and those who insist on always look only at the past or focus only on the present can be sure to miss the future”

Despite the many advantages in terms of competitiveness, the approach of organizations is not always open to new paradigms offered by the expansion of the Web

Conceptual models that study on the capillarity of the Web in organizational processes, identify different types of approach:

The visionaries, who consider it a trend of great importance for growing organizations;

The neutral or fence-sitters, curious to experiment with these new tools, but are waiting to see the real consequences in a better way;

The conservatives who neglect the influence and importance arising from Web 3.0.

“The courage to imagine alternatives is our greatest resource, capable of adding color and suspense to all our life”

New media technologies have to offer more and better opportunities to organizations, but we must be aware that in order for their use is beneficial for organizations, it is necessary to understand that the real transformation will affect primarily the culture of companies and resources, in reference to their internal logic spanning a sequence of rules, fees and routine rather difficult to demolish.

“A company can counteract turbulence and the adverse forces of the market and therefore survive only through the exploitation of the mental performance of all employees.

We understand management as the art of knowing how to mobilize the intellectual potential of all employees of a company and unite them. “

L'autore: Gianluca Gaggioli

Gianluca Gaggioli: coniugato, con tre figli tutti nati a breve distanza, non si sa come trovi anche il tempo di "dilettarsi" sulle tematiche di qualità e management. Rail Strategist - Rail Fire Fighting - da oltre quindici anni lavora nel ambito ferroviario e medicale nel ruolo di "Assicurazione Qualità e dei Sistemi per la Gestione della Qualità". Competenze specifiche: Gestione della Qualità Secondo le Normative EN ISO 9001, EN ISO 14001, BS 18001, COCS 30.5/DT Trenitalia, Schemes Entities in Charge of Maintenance (ECM), ISO 31000, SGSL, OT24, MOG, EN ISO 13485, IRIS (International Railway Industry Standard), Six Sigma, Kaizen, Auditor Sistemi Qualità Certificato 19011 1a / 2a Parte (Audit interni e fornitori) e Abilitazione Formatore RSPP ASPP, dal 2008 attività di consulenza aziendale in materia di Sicurezza sul Lavoro; DVR, POS, DUVRI, Progettazione piani per la sicurezza (organizzazione e gestione corsi lavoratori); da Giugno 2011 Editor in Chief di Organizzazione Qualità. .

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Questo articolo è stato pubblicato lunedì 22 aprile 2013 da Gianluca Gaggioli il lunedì, aprile 22, 2013 alle 07:16 ed appartiene alla categoria La direzione impegno politica pianificazione. Puoi seguire i commenti a questo articolo attraverso i feed RSS 2.0. Lascia un commento!

 

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