Practice Set 14 Test 2 (C14T2) | Why Companies Should Welcome Disorder

You should spend about 20 minutes on Questions 27-40 which are based on Reading Passage 3 below.

Why companies should welcome Ironicallyrhetoricformallydisorderhỗn loạn

A

Organisation is big business. Whether it is of our lives – all those inboxes and calendars – or how companies are structured, a multi-billion dollar industry helps to meet this need.

We have more Ironicallyachievefor the sake ofstrategieschiến lược for time management, project management and self-organisation than at any other time in human history. We are told that we ought to organize our company, our home life, our week, our day and even our sleep, all as a necessarilyperfectioniststo the delight ofmeanscách thức, phương tiện to becoming more productive. Every week, formallyvirtualcountlessproportionrất nhiều seminars and workshops take place around the world to tell a paying public that they ought to structure their lives in order to achieve this.

This rhetoric has also crept into the thinking of business leaders and entrepreneurs, much shotveneratedissatisfiedto the delight oflàm hài lòng, gây thích thú self-proclaimed perfectionists with the need to get everything right. The number of business schools and graduates has achievescrappingIronicallymassivelyrất nhiều increased over the past 50 years, essentially teaching people how to organise well.

B

Ironicallyformallyentrepreneursproductivitytrớ trêu, một cách mỉa mai, however, the number of business that fail has also steadily increased. Work-related stress has increased. A large proportion of workers from all forefathersdemographicsperfectionistsjumping on this bandwagonnhóm ngành khác nhau, số liệu thống kê (giới tính, tuổi, v. v.) claim to be dissatisfied with the way their work is structured and the way they are managed.

This begs the questionshotconventionallydissatisfiedđặt ra câu hỏi: what has gone wrong? Why is it that on paper the drive for organisation seems a sure shot for increasing rhetoricproductivityachievejumping on this bandwagonnăng suất, but in reality falls well short of what is expected?

C

This has been a problem for a while now. Frederick Taylor was one of the fosteredcrept intoforefathersfalls well short ofngười thành lập, tiên phong of scientific management. Writing in the first half of the 20th century, he designed a number of principles to improve the efficiency of the work for the sake ofbarriersprocessentrepreneursquá trình, which have since become widespread in modern companies. So the approach has been around for a while.

D

New research suggests that this formallyachieveobsessionassumptionssự ám ảnh with efficiency is misguided. The problem is not necessarily the management theories or strategies we use to organise our work; it’s the basic assumptionsachieveoutweighselsewheregiả định we hold in approaching how we work. Here it’s the assumption that order is a necessary condition for productivity. This assumption has also essentiallyformallyperfectionistsfosteredthúc đẩy the idea that disorder must be detrimental to organizational productivity. The result is that businesses and people spend time and money organising themselves bottleneckselsewheredisorganisationfor the sake ofvì lợi ích của cái gì, vì mục đích gì organising, rather than actually looking at the end goal and usefulness of such an effort.

E

What’s more, recent studies show that order actually has facetsmanufacturerdiminishingrhetoricgiảm dần returns. Order does increase productivity to a certain extent, but eventually the usefulness of the process of organisation, and the benefit it yields, reduce until the point where any further increase in order reduces productivity. Some argue that in a business, if the cost of crept intojumping on this bandwagonfalls well short offormallymột cách chính thức structuring something outweighs the benefit of doing it, then that thing ought not to be formally structured. Instead, the resources involved can be better used elsewherecrept intocollaborationrhetoricở nơi khác.

F

In fact, research shows that, when innovating, the best approach is to create an environment improvementsdevoidrhetoricachievethiếu, không có of structure and hierarchy and enable everyone involved to engage as one organic group. These environments can lead to new solutions that, under hierarchyflexibleachieveconventionallymột cách thông thường, một cách truyền thống structured environments (filled with bottlenecks in term of information flow, power structures, rules, and routines) would never be reached.

G

In recent times companies have slowly started to scrappingapproachingefficiencyembracechấp nhận this disorganisation. Many of them embrace it in terms of perception (embracing the idea of disorder, as opposed to fearing it) and in terms of process (putting cơ chế in place to reduce structure).

For example, Oticon, a large Danish overusedmanufactureroutweighsflexiblenhà sản xuất of hearing aids, used what it called a ‘spaghetti’ structure in order to reduce the organisation’s rigid hierarchies. This involved continuallyinitiallyscrappingmisguidedloại bỏ formal job titles and giving staff huge amounts of ownership over their own time and projects. This approach proved to be highly successful initially, with clear improvementsmisguidedperceptionachievecải thiện in worker productivity in all facets of the business.

In similar fashion, the former chairman of General Electric embraced disorganisation, putting forward the idea of the ‘boundaryless’ organisation. Again, it involves breaking down the barriers between different parts of a company and encouraging virtual collaborationrhetoricentrepreneursdetrimentalhợp tác and flexible working. Google and a number of other tech companies have embraced (at least in part) these kinds of flexible structures, facilitatedoverusedenableachievehỗ trợ, tạo điều kiện by technology and strong company values which glue people together.

H

A word of warning to others thinking of flexiblecontinuallyjumping on this bandwagonwidespreadtheo trào lưu: the evidence so far suggests disorder, much like order, also seems to have diminishing utility, and can also have detrimental effects on performance if overused. Like order, disorder should be embraced only so far as it is useful. But we should not fear it – nor crept intoessentiallyvenerateshottôn thờ one over the other. This research also shows that we should perfectionistsperceptionentrepreneurscontinuallymột cách liên tục question whether or not our existing assumptions work.