Building a Networked Organization

1552 Words Jul 6th, 2011 7 Pages
MWH is a global engineering services firm considered to be a leader in water, hydropower and environmental remediation. It was trying to turn the geographically organized department into one organized by function and the reorganization will depend on effective collaboration. The existing relationships are providing through ONA analysis, a method for mapping relationships among people in a group. This case looks into the old structure under which departments are fragmented by geography and constrained by hierarchy and other gaps in connectivity. Challenges are listed for discussion and recommendations are provided for steps to be taken to align the department’s network with MWH’s business objectives.
1. An IT
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To make it work, the manager needs to make sure there is no longer geography boundaries exit. New operational structure need to push functions out or pull them back in different departments as they suit company’s strategy. Large-scale integration of functions and systems required to fully manage the operation and service process.
2. Information infrastructure
Executives must use powerful technology to allow information to flow seamlessly across, out of, and into the company. Well-planned technical architecture need to be set up to allow information to move freely. MWH need to build up an integrated and overarching architecture for the entire company, not just a patchwork of current system linking to individual’s solutions. A through analyze of existing technology support will be needed to balance with the infrastructure requirements of the iNet project.
3. New management structure
Advance IT systems will help to remove some mid-level management positions and creates a flatter structure, therefore, old control and planning style will be revised. Senior managers should be able to see into a larger group of employees with technology, while push down information simultaneously.
Senior management should be linked with each other, therefore be able to draw on the entire management team for input when it comes to important decision process. The entire control and planning process will then become an on-line, real-time, team-based, coordinated
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