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Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) www.bmc-online.com and PMCTQuest (Canada) www.pmctquest.com Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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February 18, 2008

Organizational Advantages from Partnering

It is recommended to read the posting titled: "Why Partnering in Organizations" to get an overview about Partnering general benefits, then read onwards for a deeper analysis of specific "Organizational Advantages from Partnering":

First: Learning Flexible Organization:
The environmental changes of organizational environments have forced a shift in the high leverage points of high performance from Bureaucratic to Flexible organizations.

Bureaucratic organizations perform structural changes to adapt to the changing environment. If these changes don’t fit with the existing culture, they will not be successfully implemented. Emphasizing on the great influence that culture has on both short and long term organizational performance; Flexible Organizations ensure that CULTURAL change must precede STRUCTURAL change. Fig. below list changes according to their depth in the cultural hierarchy.

Figure: changes and their depth in hierarchy
On the long run, the organization will be able to learn from all stakeholders (involved in partnering process) and evolve into a Learning Organization (LO) Fig. below. Strategy developments / initiatives will then emerge at all organizational levels not only the highest levels.

Figure: partnering leading to Learning Organization

Second: Higher Empowerment Levels
When partnering calls all stakeholders to develop shared objectives, trust and open communication, this will encourage more involvement at all levels and among all stakeholders. The overall power of the organization (the sum of power of people within the organization) increases also due to the increased number of “active” powers compared to traditional bureaucratic organizations.
Third: The Target Model
Target Culture (‘Adaptive Culture’ characterized by the virtuous cycle in fig. below) will enable target “Organic Organization” That uses key competencies to bring together other organizations in temporary configurations for particular projects (Fit with the environment and make economic sense).

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