Netmap: An Innovative Diagnostic Tool
In: Journal of managerial psychology, Band 4, Heft 4, S. 7-14
ISSN: 1758-7778
The ways an organisation goes about getting things done are
commonly quite different from the command, control and communications
relationships defined by formal organisation charts, written policies,
procedure manuals, and job descriptions. Managerial reliance upon the
definitive/coercive model inherent in these typical documents leads to
erroneous identification of issues and inappropriate remedies. Until
recently there has been no paradigm for description of how organisations
actually work, but a computer‐based methodology of elegant simplicity,
based upon the concept of the organisation as a reciprocal,
interdependent, negotiated network of relationships, is now available.
It offers a CAT‐scan‐like, many‐angled look at the physiology of an
organisation under any number of operating or prospective operating
circumstances to show cultural alignments, communications flows,
utilisation of knowledge workers, disparities in procedures and
department charters between actual and formally defined, the impact of
reward systems and the characteristics in integrative links.
Consequences of contemplated organisational changes, interventions or
strategies can be dynamically simulated. Certain data conventions and
illustrative applications of the new procedures are presented.