In reading from the authors Cross and Kadushin - I found it interesting networks seemed to work together. I was surprised by the idea that upon promotion an executive should not be moved into the center of the company as this will further create more information bottlenecks, but instead these people need to be moved to the peripheral. That idea seems to be illogical when looking over the heigharchy of an organization. I found this theory confusing and welcome some insight as to how this is a superior form of information sharing.
Also, I found it interesting that new experts that are brought into an organization due to their expertise have difficulty integrating into the new company in order to "prove themselves" which takes about 1-2 years. This caused me to suspect that perhaps it is in a company's best interest to hire and promote younger, "moldable" people into an organization in order to alleviate expert turnover.
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2 comments:
I think you make an interesting point about the time it takes a new individual to come into a company. While it is an interesting though to think that maybe it would be smart to hire younger people in an attempt to avoid the bottlenecking, what then happens to all of the experts that work in the field that attempt to move laterally between positions?
-Ryan
You make a good point. I was referring to the academic theories presented in the book. Experts are hired laterally to give creditibility behind a company lacking it's PhDs or other trusted people in the field. They also fill in where the young and insecure are not ready to take on positions of authority to manage others which can be an unpopular task. Having the maturity to not care about being popular, but getting the job done with results and without ailienating your co-workers usually requires someone older that a younger person who may struggle with the social risks of leadership within an organization.
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