Published by:
Harvard Business Publishing
Length: 13 pages
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Abstract
Managers are right to break down the boundaries that make organizations rigid and unresponsive. But once the traditional boundaries of hierarchy, function, and geography disappear, a new set of boundaries becomes important. These new boundaries are psychological rather than tangible and they reflect the dimensions of authority, task identification, politics, and personal identity encountered by all employees in any company.
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Abstract
Managers are right to break down the boundaries that make organizations rigid and unresponsive. But once the traditional boundaries of hierarchy, function, and geography disappear, a new set of boundaries becomes important. These new boundaries are psychological rather than tangible and they reflect the dimensions of authority, task identification, politics, and personal identity encountered by all employees in any company.