Essay on Newskool Grooves: the Boundaryless Environment

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Newskool Grooves 2 Traditional companies with boundaries, rules, and extensive plans are at a supreme disadvantage in today's globalized world, where technology changes daily and the value chain commands changes of its own. In a traditional company where people are categorized into neatly defined positions with their job descriptions filed in triplicate in the human resources department, the way a company plans its business can cause it to sink or swim. Bad planning can mean lost opportunities, being overtaken by the competition, loss of revenues, or watching its niche slip away because of a new technology, an alteration in the global marketplace, or simply a failure to market its product effectively. When changes occur, they happen too…show more content…
This helps the organization to adapt to the changes quickly. Newskool is no stranger to this adaptation because they are already a decentralized culture. A disadvantage that Newskool would have to be aware of is the possibility of downsizing. Newskool is trying to get their feet wet in a new industry, and revenue is not going to generate like their used to. So divisions that are not adding value may need to be cut. More disadvantages to Newskool as a boundaryless organization is communication and cultural issues. Communication is already at a disadvantage now amongst the Los Angeles office and the office in Kiev. As we know, communication must include both the transfer and the understanding of meaning (Robbins & Judge, 2011). Each office will have to try harder as a cross-functional team to effectively communicate whether via email or video conference, for that face to face meet. Each office needs to consider the different time zones that the offices are experiencing and come to a common ground on an allotted monthly meeting date and a specific time where it is appropriate for both time zones. Cultural difference will be another disadvantage to the company because the Kiev office is in a culture setting where they are used to structure and directions. This means within the Kiev office the decisions and innovative ideas may not flow as frequent as it would be here in the states. I recommend that the boundaryless structure of the Kiev office be

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