Organizational network analysis
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Organizational Network Analysis. Patti Anklam. An Organizational x-Ray. Each circle represents a person An arrow from one person to another indicates a communication flow Colors indicate functional groups (or could represent geographies, departments, or other classifications)

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Organizational Network Analysis

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Organizational network analysis

Organizational Network Analysis

Patti Anklam


An organizational x ray

An Organizational x-Ray

  • Each circle represents a person

  • An arrow from one person to another indicates a communication flow

  • Colors indicate functional groups (or could represent geographies, departments, or other classifications)

  • The larger the circle, the more senior the person in the hierarchy

  • People in the center are the most connected


Business week march 2006

Business Week March, 2006


Organizational network analysis1

Organizational Network Analysis

  • Is being used by many of the Fortune 100 to:

    • Assess current communications and decision-making flows

    • Make decisions about designing collaboration and communications frameworks that address issues of geographic, hierarchic, functional, and role-based

  • Network Roundtable Consortium at UVA has over 60 members engaged in research and practice


A baseline of collaboration among the management team of a global organization

A Baseline of Collaboration among the Management Team of a Global Organization

I frequently or very frequently receive information from this person that I need to do my job.

Function

= Small Accounts

= Large Accounts

= Product Line A

= Product Line B

= Product Line C

= Operations


Organizational network analysis

= Product Line A

= Operations

= Small Accounts

= Product Line B

= Product Line C

= Large Accounts

Stovepipes are very common, and can often be emphasized by removing, for example, the VPs and the administrators in the group

Network Measures

Density = 15%

Cohesion = 2.6

Centrality = 6

I frequently or very frequently receive information from this person that I need to do my job.


So we come to the big so what

So we come to the big, “So what?”

  • Often the presentation of the results provides sufficient self-awareness for the group to move into action

  • Typical actions fall into three broad categories:

    • Make an organizational shift or adjustment: role change, role addition, relocation, etc.

    • Increase the knowledge capacity of the organization: provide opportunities for people to meet, to find one another on the web, add blogs, etc.

    • Focus on individual behaviors of key people to distribute knowledge sharing across the organization


Impact of this analysis project

Impact of this Analysis Project

  • Organizational response: change the context

    • Established new roles for liaison

    • Clarified role of “single point of contact”

  • Develop the networks of relationships

    • Within groups: face-to-face

    • Across groups: put people on teams together

    • Establish cross-group presence at staff meetings

  • Individual

    • Reallocation of decision-making

    • Private and public commitments to change behavior


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