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former SVP of Digital was replaced with an entrepreneur who was hired
to usher FOX Digital into a new , modern, responsive, successful era.
This new SVP of Digital was the co-founder of a blog that FOX
purchased a few years back. While the company he started was owned
by FOX he wasnt a true FOX employee until this past year. The social
media team became a true business department in March of 2012
started under the marketing business unit on the main campus. When
organization shifts were in flux, the social media department was
moved into FOX Digital (literally and physically to the office ten miles
away) which brought with it new challenges and opportunities that
occur with change. As a new unit within FSMG, the social media team
had spent the majority of its time building relationships and trust with
key departments primarily production. With its new physical barrier
this relationship would need extra attention and intention. After nearly
two years the social department has grown from a body of one to a
senior manager, two managers, nine social specialists/producers. One
of the overarching problems/issues from the beginning of the social
departments relocation to FOX Digital has been lack of communication
and direction from leadership. The first example is from the first all
hands staff meetings with the new SVP, we will call him Paul, and his
new organization. Prior to the meeting an email was sent out to a
distribution list laying out the team structures, new promotions and
reporting structure. The social department did not receive this email
and was left out of the announcement and notes; ultimately showing
up to the all hands blind-sided by the changes.
Looking to Figure 5.2 (Worley p.93), group Level is the stage we will
look at closer now that the issue and context have been provided. The
major input to group design is organization design (p.107) specifically
related to the stated issue are structure, human resources systems and
organization culture as the key contributors. Technology was an issue
early on but the manager of the department took the lead to order the
proper equipment, programs and databases in order to improve
efficiency and team effectiveness. Measurement systems improved
when the social media department transitioned to FOX Digital because
a full digital and television research department was put in charge of
social media reporting from a traffic standpoint and a TV integration
measurement standpoint. To break down structure, human
resources/OD systems and organization culture a bit further will add
clarity to the problem at hand. Structure: there was no sound
reasoning for the placement of the social media department in the new
organization other than it needed to go somewhere. The end result the
social media department was placed under a director of content
management who didnt possess fundamental knowledge of social
media or understood how to utilize the department efficiently. Human
Resources Systems: became a concern early on when structure
Design components at the group level that are at risk because of the
leadership and communication issue are goal clarity, team functioning,
group norms and task structure. For the most part group composition
stayed intact with the transition because the social department had
established a level of trust prior to the shift. For the team as a whole
goal clarity and task structure are key to team effectiveness, quality of
work life and performance. For the first 5 months there was no
acknowledgement of organizational chart, structure, reporting and how
that related to tasks, similar to the classical management theory that is
established at FOX especially knowing the goals were different than
under previous leadership. With an unclear goal and unclear task
responsibility the team was searching for answers and clarity. For the
members of the social team at a manager level or higher there was
confusion related to team functioning and task structure now with a
director in their path compared to the SVP they previously reported
too. Career growth, being challenged in a productive manner and
feedback had been stifled for the managers. Ultimately the social
department wanted to add to the overall organization effectiveness,
performance and productivity as well as enjoy their jobs. Since the
major shift, goal clarity related to the social department has been
addressed however team functioning and task structure continue to
shift with the constantly changing ideas, strategies of Paul and the lack
may be creating new rifts and disconnects within the organization with
entrepreneurial spirit he is attempting to infuse speaks to the theory of
adapting organization, environment and people. In its nature digital
web, mobile, social, editorial lends a more innovative, creative,
collaborative, process that should be managed and lead differently
compared to other business units within FSMG. In its current condition
the FOX Digital environment is complex and uneven, its strategy is
reactionary and short-term, technology is improving and trying to find
a more efficient way to transform inputs into outputs and the
employees being hired or transitioned to FOX Digital are that of Pauls
nature, innovative, smart but agenda driven and lack the ability to lead
others. Exhibit 3.6 Congruence and Incongruence Between
Organizational Subsytems (Morgan) illustrated the inquiry types to
visualize the status of each key areas within FOX Digital currently. The
guidelines for learning organizations as suggested by cybernetics
would be an interesting theory to apply to FOX Digital to see if there
would be a fluid way to evolve and learn from problems and each
other. There are leaders within the organization including Paul that
have a mindset that could accept or be open to more modern designs
to facilitate learning within newer subsystems of larger more
established organizations to encourage culture growth in the 21st
century.