Its short communication chains and collegial workforce culture led to considerable flexibility in responding to changing market demands.
Overall company lacking proper co-ordination, there is vertical communications communication hierarchy which was causing the main problems. The shift to horizontal communications should be an obvious one, especially as we see people not as turf owners but as knowledge resources within the network. There will still be vertical communications, of course, but the predominant communication will be horizontal in nature as the core teams leverage knowledge wherever it may be in the enterprise.
Horizontal communication in a networked environment is freer and more flowing, with few bureaucratic barriers. It also facilitates providence, where key patterns can be unexpectedly discovered. Perhaps a request from one team to another will give a clue to the pattern the other team is trying to distinguish. If we see our work as information processing, we will stay open to discovery, view the interplay of multiple patterns, and achieve our visions (Chris Brewster, 2000).
The emphasis on horizontal work processes in the innovative organization consequences in an emphasis on horizontal communications also. Work cannot become more horizontal unless communication also becomes more horizontal.
Besides communication factor, we observed that bank has no appropriate hierarchy as in a collegial/partnership system where unit heads nominally report to the managing director. The management didn't given an authority to its employees. While the majority of today's managers have been trained and have managed in the traditional hierarchical/autocratic style of management. They have learned to get things done using their authority through the distinct lines of the traditional hierarchy. If employee involvement is to succeed in the long run, that management style must change. Ingrained attitudes and entrenched systems must change. Otherwise employee involvement will eventually be rejected by an organization whose systems and practices are obstructive.
Systems and controls are unmanageable and systematic communications are out of question. Most significantly the role of HR department is not prominent.
Though in an innovative organization human resources are an organization's competitive edge, and management should maximize the output of extremely educated workers. As the "organization man" becomes a dying species and workers owe their livelihoods mostly to professional training and brain power rather than membership in industrial labor unions, participatory management styles are becoming ever more important. The rise of the knowledge worker needs a shift from an authoritarian management style to a networking, participative style of management. Participatory management develops into self-management -- employees taking responsibility and initiative, monitoring their work, and using managers and supervisors as teachers and facilitators. Self-management assumes that workers are competent, self-assured, and moreover, There is growing acknowledgment that yesterday's hierarchical bureaucracies do not work in