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Lateral and Horizontal Collaboration

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lateral horizontal collaboration
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  Robert Brand 3/3/2013 BUS/475 INTEGRATED BUSINESS TOPICS Lateral and Horizontal Collaboration To lead to succeed. This statement reflexes the real value of vertical collaboration. Vertical collaboration when there is a relationship based in the superior power of one of the components is absolutely necessary, because being a boss is no longer needed. Instead of this, a leader, someone who you can trust on and ask for help when trying to achieve your objectives as an employee or worker in any company, is the new normal. Despite the fact that a superior is a person that should order you commands, is also true that certain level of collaboration can be achieved, through training, advising, influences in other superiors and even working shoulder to shoulder, leaders are the representation of motivation, teaching and guiding every “subordinate” in order to achieve the propo sed objectives for the team, and maybe beyond. Lateral collaboration is a more common term; it is specified to team-work, and shoulder-to-shoulder co-workers. This type of collaboration is often used in teams, with colleagues, and with people directly involved in any work, where there is a need of working together in order to achieve immediate results.  An example of lateral collaboration is when in a company there is an assignation to increase sell levels in the next month, and the sales team is in charge of it. In order to complete quota, every salesman will provide his/her better effort. In an industrial workshop, there´s a limit time to deliver some machinery that is being fixed, only repair team can work together in different assignment in order to complete the whole work.   Vertical collaboration is much harder to show, because this type of collaboration can´t be directly seen in daily basis. This type of collaboration is more related to communication, but at the moment that an employee needs direct training over a specific work or area, a superior would became a trainer or instructor.  Action Plan  An action plan based in lateral and vertical collaboration should have the following elements: - A permanent training program. This program will not only will be used to specific skill in specific areas, but it will use experience that was achieved by leaders in order to improve those skill in every employee.  Actual Leaders will train skilled people those will be future leaders too. - New channels of communication. Even when there are established communication channels between employees, leaders and executives, direct communication between every hierarchy level must be guaranteed. For this purpose, an open communication policy will be issued, through any possible channel. - Teams will guarantee assignment accomplish, through a direct commitment of every co-worker in helping pals at any specific skill area, when is possible. Even when every employee has her/his own functions, it will be possible to use a crossed-skills policy, which will assure work accomplishment. - Promotions will only reflect the team achievements, every time that each member of the team will recognize the leadership of a specific member of the team. References:   Ostrich, Dan. August 8, 2007. Vertical collaboration. Retrieved from http://www.unfoldingleadership.com/blog/?p=140

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