Development of interdepartmental managers working community : a case study
Liutu, Petteri (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024052013671
https://urn.fi/URN:NBN:fi:amk-2024052013671
Tiivistelmä
This master’s thesis explores the development of interdepartmental managers' working community in a case company. It studies theories of organizational development, change management, and leadership models, focusing on fostering collaboration, improving communication, and driving organizational development.
The aim of the thesis was to answer questions on how to develop trust, decrease silos, and improve efficiency of working teams between departments and interdepartmental managers. Qualitative research was chosen as a research method to gather comprehensive understanding and in-depth information on the phenomenon of the thesis.
The research was carried out by examining the current state of interdepartmental collaboration through questionnaires. The results of the study confirmed departmental siloing and highlighted limited understanding of interdepartmental goals and lack of root cause analysis which leads to constant “fire fighting”. Also, unclear processes and responsibilities combined with resource constraints lead to challenging situations.
The findings of the thesis indicate that the importance of trust, collaboration, and effectiveness in interdepartmental management are profound for an organization if it aims to enhance organizational performance and create a cohesive and innovative working environment. For the case company the thesis proposes actionable strategies such as establishing clear roles and responsibilities and fostering transparency and open communication for building trust. Assigning root cause champions and process owners by utilizing accountability matrices to break down silos. Implementing structured change management processes and simplifying complex processes to improve efficiency.
The aim of the thesis was to answer questions on how to develop trust, decrease silos, and improve efficiency of working teams between departments and interdepartmental managers. Qualitative research was chosen as a research method to gather comprehensive understanding and in-depth information on the phenomenon of the thesis.
The research was carried out by examining the current state of interdepartmental collaboration through questionnaires. The results of the study confirmed departmental siloing and highlighted limited understanding of interdepartmental goals and lack of root cause analysis which leads to constant “fire fighting”. Also, unclear processes and responsibilities combined with resource constraints lead to challenging situations.
The findings of the thesis indicate that the importance of trust, collaboration, and effectiveness in interdepartmental management are profound for an organization if it aims to enhance organizational performance and create a cohesive and innovative working environment. For the case company the thesis proposes actionable strategies such as establishing clear roles and responsibilities and fostering transparency and open communication for building trust. Assigning root cause champions and process owners by utilizing accountability matrices to break down silos. Implementing structured change management processes and simplifying complex processes to improve efficiency.