Silos are meant to be broken

July 2013
Industrial Engineer: IE;Jul2013, Vol. 45 Issue 7, p18
The author reflects on the concept of company silos and how this communication structure can be detrimental for a company's efficiency. He states company silos are functional organizations in which information flows vertically to upper management, which is used in influencing managerial decisions. He suggests communication barriers prevent rapid responses from the organization to market changes. He comments on methods of eliminating silos through strategic plans and using cross-functional teams.


Related Articles

  • The Road to Empowerment: Seven Questions Every Leader Should Consider. Quinn, Robert E.; Spreitzer, Gretchen M. // Organizational Dynamics;Autumn1997, Vol. 26 Issue 2, p37 

    This article discusses a leadership considerations that will empower success for organizational development in the U.S. Organizations are demanding more from their employees with higher customer expectations, increased globalization, and more sophisticated technology experience. A study was...

  • Human Resource Management Lessons from a Decade of Total Quality Management and Reengineering. Schonberger, Richard J. // California Management Review;Summer94, Vol. 36 Issue 4, p109 

    TQM and its high-powered sidekick, reengineering, require extensive changes in human resource management, as demonstrated by the experiences of leading-edge companies. These changes fall into four groups: people and their roles (the process improvement baton passes from experts and managers to...

  • Organizational Communication: Development of Internal Strategic Competitive Advantage. Tucker, Mary L.; Meyer, G. Dale; Westerman, James W. // Journal of Business Communication;Jan1996, Vol. 33 Issue 1, p51 

    Many organizations are experimenting with structures (new organization forms) that are designed to facilitate empowered cross-functional communication. The challenge is to become more efficient or competitive by reducing barriers to communication and to eliminate boundaries which impede the...

  • Executive Commentary. Barkus, Bruce // Academy of Management Executive;Feb2004, Vol. 18 Issue 1, p58 

    The article presents a commentary on team-based leadership in the workplace. The author contends that one way to succeed in business is through sharing the responsibilities of leadership. He claims that this allows firms to make more accurate decisions faster. Teams in the workplace are designed...

  • The four stages of managing change.  // Managing People at Work;Jun2009, Issue 327, p7 

    The article focuses on the four stages of dealing with a team regarding the major organizational change. It says that managers should aware that team members deny the threats of the economic volatility and pretend that they understand the organizational change. It suggests that managers must...

  • Making the Rules. Eadie, Doug // American School Board Journal;Aug2011, Vol. 198 Issue 8, p42 

    The article presents the author's reflections on the essence of governance in a public or nonprofit organization. He mentions the lessons that he learned of working closely with the governing body of a major educational institution that served him well in the governance arena. He mentions that...

  • Change: It Starts with Senior Leadership. Aquila, August // CPA Practice Management Forum;2010, Vol. 6 Issue 12, p11 

    The article offers the author's insights on the development of change in a company and its implications to senior leaders. The author states that managing partners, executive committee, or department heads should acknowledge change within themselves and not on the changes their partners suggest....

  • TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE. Wiersema, Margarethe F.; BANTEL, KAREN A. // Academy of Management Journal;Mar1992, Vol. 35 Issue 1, p91 

    This study examined the relationship between the demography of top management teams and corporate strategic change, measured as absolute change in diversification level, within a sample of Fortune 500 companies. Controlling for prior firm performance, organizational size, top team size, and...

  • A Model of Task Group Development in Complex Organizations and a Strategy of Implementation. Heinen, J. Stephen; Jacobson, Eugene // Academy of Management Review;Oct76, Vol. 1 Issue 4, p98 

    An intervention strategy for development of an industrial work group is proposed from a four stage model of group development. The group is distinguished from therapy and sensitivity groups in terms of its problem solving task purpose. The model reflects emphasis upon task structure rather than...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics