Collaborative Overload - PDF
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Added on 2021-05-31
Collaborative Overload - PDF
Added on 2021-05-31
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Running head: COLLABORATIVE OVERLOAD COLLABORATIVE OVERLOADName of the student:Name of University:Author Note:
COLLABORATIVE OVERLOAD1Collaboration has become of the chief mottos of the modern organizations. Due toglobalization the structure of the organizations has changed a lot so also the behavior andpsychology of the employees. In the article ‘Collaborative Overload’ by Cross, Rebele andGrant, has describe the idea of collaboration in the organization and its effect on theproduction of the organization. Collaboration is basically the idea of successful team work.As the companies have started to become extremely global as well as cross-cultural, thestructure and style of management have started to be change a lot. The connectivity isgrowing so also the dependency on the technology is also growing. In the article ‘Algorithms need managers, too’ Luca, Kleinberg and Mullainathanhave discussed this issue of employee termination and using technology in their places. Thechief idea of this article is that the mangers have the key controlling power who maintain theflow of resources in the organization so that the employees can work effectively. Similarly,they are the chief driving force who are responsible for controlling the function andutilization of the computerized algorithms also. There are different positive as well asnegative effects of using algorithms in predicting the future of the business. Over dependencyon the algorithms can lead the business to complete destruction. Hence the managementshould be careful in managing the human employees as well as the algorithms. What are the resources can be found in the organization?The article ‘Collaborative Overload’ discusses that the employees in the organizationneed high amount of resources. These resources are to be used in accomplishing their tasksefficiently. For this reason, the managers arrange for meetings, workshops and seminar sothat the employees learn from the available resources and then build a pool of resources oftheir own. As mentioned before the managers encourage the employees to indulge in teamworks. This is because the team work helps to provide opportunities for sharing personal
COLLABORATIVE OVERLOAD2knowledge with others thus gain more knowledge about one particular subject. in thiscollaboration process, the employees come across three types of sources. These resources areto be passed on by the collaborators to the subordinate employees or the non-experienced orunskilled. There are people of an organization, who know various methods of doing acomplicated task as they possess more knowledge as well as skills than the others in theorganizations. These are the factors which differentiate the better and useful employees thanthe commoners. The three types of resources that the employees need to accomplish a taskare basically informational, social and persona. The first two resources are quite differentfrom the third in respect to their efficiency and relevancy. The informational resources arerelated with the knowledge and skills which the employees acquire through expertise. Afterthat they can easily pass it on to others. Social resources are associated with the individual’sawareness, access and the position in networks. Both of these resources can be shared in asingle exchange. These resources are used to help the colleagues in teams. The employees share thesetypes of resources quite easily because their sharing do not hamper or deplete the supply ofthe resources. On the contrary, the personal resources are quite complicated. Thecollaborators acquire this type of resources by spending a lot of effort as well as time. Inaddition to this, these resources cannot be replenished easily by the employees as they arerare and time consuming. Therefore, the top collaborators who maintain the flow ofknowledge in the workspace do not intend to share these personal resources with others quiteeasily and “each request to participate in or approve decisions for a projectleaves less available for that person’s own work” (Cross, Rebele and Grant2016). Why do the top collaborators seem to be disengaged?
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