In today’s world, businesses and organizations more often than not feature modularly structured frameworks. This approach is in a bid to have these different and autonomous components achieve individually set goals that will benefit the organization as a whole when coalesced with minimal overlap of interaction. This minimalistic approach, while strengthening relationships among individuals working in the same or related departments, distances coworkers and managerial staff among departments under the same organization. Enhanced interaction, irrespective of the nature of the project, guarantees to provide more perspectives on the subject matter, through identifying potential weaknesses and opportunities to enhance strengths and maximize benefits (Waber, Magnolfi and Lindsay 71). Efficient ways of utilizing available resources are apparent, especially at the management level, where administrators can come together, pool their power, and direct it toward the mission at hand.
Reorganizing organizations to increase inter-departmental interaction is not a highly complicated task. It is possible to implement such reorganizations by having departments share the same space or allocating departmental representatives permanent working areas outside their fields of focus (Harris 6). Organizations can also achieve reorganization by using their management, whose staff comprises fewer members with more experience and a greater set of honed skills. These human resource elements work together on almost every project carried out, or within a high physical proximity of each other, to increase the diversity of opinions and ideas from multiple perspectives. Managerial staff in the conventional office setting often feel detached from personnel in lower tiers, resulting in their dehumanization and the possible creation of contempt on both sides (Harris 14). Building bridges between the two through enhanced interaction-even on a non-professional basis is sure to enhance efficiency and work output, unencumbered by negative opinions.
Works Cited
Harris, Rob. "New Organisations and New Workplaces: Implications for Workplace Design and Management." Journal of Corporate Real Estate 18.1 (2016): 4-16.
Waber, Ben, Jennifer Magnolfi, and Greg Lindsay. "Workspaces that Move People." Harvard Business Review 92.10 (2014): 68-77.
