case study Your organization Strategics Pty Ltd is considering branching out int
ID: 348736 • Letter: C
Question
case study
Your organization Strategics Pty Ltd is considering branching out into a new sector. You have been tasked with investigating potential networks.
Strategics is a well-established organization, however venturing into a new sector has its own fair share of risk and uncertainties. Identifying and capitalizing on new potentlal networks will help Strategics get on its feet in the new sector
question 1
who would you consider when determining new network links? what would you have to demonstrate when establishing these links?
question 2
Outline what you may have to anticipate when these links have been established. Include any conflict management that you may have to conside
Explanation / Answer
1-Consideration for new network setups-
"To build a network rich in social capital, cultivate powerful brokers who aren’t in positions of formal authority—the places where everyone else looks."
Networks deliver three unique advantages: private information, access to diverse skill sets, and power. Executives see these advantages at work every day, but might not pause to consider how their networks regulate them.
When we make judgments, we use both public and private information. These days, public information is easily available from a variety of sources, including the Internet; but precisely because it is so accessible, public information offers significantly less competitive advantage than it used to.
Private information, by contrast, is gathered from personal contacts who can offer something unique that cannot be found in the public domain, such as the release date of a new product, unpublished software code, or knowledge about what a particular interviewer looks for in candidates. Private information, therefore, can give top executives an edge, though it is more subjective than public information because usually it is not verified by an independent party, such as Dun & Bradstreet. Consequently, the value of your private information to others—and the value of others’ private information to you—depends on how much trust exists in the network of relationships.
he next advantage that a network is access to a diverse array of skill sets.“The best way to have a good idea is to have a lot of ideas.” While expertise has become more specialized during the past 15 years, organizational, product, and marketing issues have become more interdisciplinary, which means that individual success is tied to the ability to transcend natural skill limitations through others. Highly diverse network ties, therefore, can help you develop more complete, creative, and unbiased views of issues. And when you trade information or skills with people whose experiences differ from your own, you provide one another with unique, exceptionally valuable resources.
2-Demonstration-
a)Operational Networking
All managers need to build good working relationships with the people who can help them do their jobs. The number and breadth of people involved can be impressive—such operational networks include not only direct reports and superiors but also peers within an operational unit, other internal players with the power to block or support a project, and key outsiders such as suppliers, distributors, and customers. The purpose of this type of networking is to ensure coordination and cooperation among people who have to know and trust one another in order to accomplish their immediate tasks. That isn’t always easy, but it is relatively straightforward, because the task provides focus and a clear criterion for membership in the network: Either you’re necessary to the job and helping to get it done, or you’re not.
b)Personal Networking
Personal networks are largely external, made up of discretionary links to people with whom we have something in common. As a result, what makes a personal network powerful is its referral potential. According to the famous six degrees of separation principle, our personal contacts are valuable to the extent that they help us reach, in as few connections as possible, the far-off person who has the information we need.
c)Strategic Networking
perating beside players with diverse affiliations, backgrounds, objectives, and incentives requires a manager to formulate business rather than functional objectives, and to work through the coalitions and networks needed to sell ideas and compete for resources.
3-conflict management
Responsibility Unclear
Not Enough Resources
Interpersonal Relationships
Conflict of Interest
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