We looked at Transorganizational structures in the Right Leaf of SEAM Clover. In this RIGHT LEAF, there are TRANSORGANIZATIONAL behaviors of individuals, groups, sections (divisions), pressure groups (unions, customers, vendors, and subcontracted services) and the collective (the firm in interactions with its industry, regulators, community) --- all of these behaviors are impacted by the structure and processes of the firm (Left Leaf) and vice versa (that is there is a mutual causal relation between the Structure/processes of the small business and its embedded behavior (of individuals, groups, etc.).
Each individual that is part of the Small Business is embedded in a transorganizational network or web of behaviors. These include supply and distribution chain relationship for the small business to its suppliers and customers. Managing the network of embedded behaviors is the key to survival.
HORIVERT - Behavior analysis of the firm and its networks, requires an understanding of HORIVERT. HORIVERT is the HORIzontal and the VERTical methodology of change management. Actions in the hierarchy and in the networking across horizontal teams, units, departments, stakeholder grouping points to the need to account for two simultaneous actions, one horizontal and the other vertical.
Horizontal improvements in cooperation across departments, for example, require management team action that opens up lines of communication, cooperation, and coordination (also called network leadership).
Vertical improvements empower the horizontal networks, of say, autonomous work teams, to work on issues previously reserved for vertical lines of authority. The vertical action by the HORIVERT means teams do some scheduling, hiring, and process design decision making. This takes a good deal of training.
DESCRIPTION: Describe how the behaviors of _(your firm)_ are impacted by the structure and processes of the firm.
STRENGTHS: What is positive about the current impact by the structure and processes?
WEAKNESSES: What are the internal weaknesses as it is now?
OPPORTUNITIES: Where do you see external opportunities for change?
THREATS: What external threats to the firm do you see?
There is a printable Diagnostic for SEAM (press here).
Copyright 1999 ISEOR
All rights reserved on each schemas and texts