Six Box Theory Analysis

Table of Contents

Introduction………………………………………………………………………………………………3 Purpose…………………………………………………………………………………………………... four Structure………………………………………………………………………………………………. …. 5 Rewards…………………………………………………………………………………………………... 6 Useful Mechanisms……………………………………………………………………… …………. 8 Relationships………………………………………………………………………………………………9 Leadership…………………………………………………………………………………………………10 Conclusion………………………………………………………………………………………………... 10 References…………………………………………………………………………………………………12 Introduction

The Six Box Model signifies a particular method of looking at company structure and design. It gives attention to problems such as preparing, incentives and rewards, the role of support features as well as the delegation of expert, organizational control, and liability and performance assessment. Purposes: Why do some of us exist?

Structure: Will be we central of decentralized?

Helpful mechanisms: Have we all adequate matching technologies? Human relationships: How do we deal with conflict (coordinate) among people? With our technologies? Management: Is an individual keeping the containers in stability?

Purpose

Vonage's Mission Statement

We will always offer each of our customers an attractive value proposition including appealing local and international phoning plans. All of us will provide top quality communications providers with standard and increased features for prices noticeably lower than the ones from traditional mobile phone services. We feel that our international and impressive technology platform not only gives us which has a competitive benefits over many other VoIP companies, but as well allows us to maintain a cheap structure in accordance with traditional mobile phone and cable companies offering telephony companies. Structure

Can be Vonage Cooperation Corp a centralized or perhaps decentralized business? Vonage Cooperation is definitely a centralized organization. Best management make the organization's essential decisions with little or no type from some of the worker whether it is middle administration, front collection management or the support staff. Companies that consolidate power and decision-making abilities towards the top of the organizational chart, are likely to be centralized organizations. For example if the CEO of a organization has a particular vision and wishes for doing it to remain natural to his/her perspective, he will centralize the organization so that he/she is able to control as much of the company as possible. In studying The Quality of Managers in Centralized versus Decentralized Organizations: Journal article by Raaj E. Sah, Frederick E. Stiglitz; Quarterly Diary of Organization and Economics, Vol. 106, 1991 it states that centralizing a company is usually great for companies who need to be stable or are faced with a crisis and need one particular source of decision-making to lead these people. I use to believe that these types of agencies were progressively more rare nowadays as workers become wiser and companies become greater, however some do still exist and Vonage Holdings is definitely one that truly one of them. Central structures have grown to be rare because of their many drawbacks. Due to power being consolidated at the top of the corporation, the risk is great if the the top of organization becomes incapable of leading the organization. Significant issues in an organization such as death, disease, or large organizational size can cause a weak period of control. Employees also will feel less motivated to perform for the corporation as they won't have an avenue pertaining to sharing all their ideas on how to improve the firm. This was a major problem I saw when working by Vonage Coalition Corp. Almost all of the employee, personally included, believed that we would not have a say in matter that affected us directly on a daily bases. We were told what to do, how to take action, and when to do it. We fought hard to get upper management to appreciate that simply using a decentralization composition it would enable our organization to take...

References: The caliber of Managers in Centralized compared to Decentralized Organizations: Journal article by Raaj K. Sah, Joseph Electronic. Stiglitz; Quarterly Journal of Business and Economics, Volume. 106, 1991 Leadership: Theory and Practice, Forth Copy. Peter G. Northouse, Sage Publications, 3 years ago

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