Published by:
Harvard Business Publishing
Length: 8 pages
Abstract
A formal organizational chart won''t reveal which people confer on technical matters or discuss office politics over lunch. Much of the real work in any company gets done through an informal organization, with complex networks of relationships that cross functions and divisions. According to the authors, managers can harness the power in their companies by diagramming the advice network, which reveals the people to whom others turn to get work done; the trust network, which uncovers who shares delicate information; and the communication network, which shows who talks about work-related matters.
About
Abstract
A formal organizational chart won''t reveal which people confer on technical matters or discuss office politics over lunch. Much of the real work in any company gets done through an informal organization, with complex networks of relationships that cross functions and divisions. According to the authors, managers can harness the power in their companies by diagramming the advice network, which reveals the people to whom others turn to get work done; the trust network, which uncovers who shares delicate information; and the communication network, which shows who talks about work-related matters.