Social and Cultural

I have had the misfortune and frustration of working in an organization where these 'silo's have been prominent, and thus, am confident in my individual information concerning this structure. If you appear up 'Silo's in Wikipedia, you will locate the following excerpt from its definition

... is a management program incapable of reciprocal operation with other, related management systems. With department specialization came a silo operational culture for a large number of big organizations. The silo effect is characterized by a lack of communication or frequent goals among departments in an organization.

I am equally confident that you are curious as to why a provider would make use of such a program in the 1st spot, when it is a logical conclusion that this strategy of operation is of course ineffective, and can only bring unfavorable end-outcomes.

This method is also contrary to what we have turn out to be accustomed to. If you appear at 'employment ads' more than the past a few years, you will be certain to obtain quotes such as 'join our 'team', 'share your expertise' your input matters, be a element of our 'success'. All lead the reader to believe that their efforts, participation, education, and expertise really 'contribute', when indeed beneath the 'silo' scenario, their efforts will most absolutely be stifled.

These somewhat misleading advertisements have been our blueprint of a provider worthy of our time and effort in terms of our own career growth and opportunity. By that I mean, this is 'what we want to hear, that 'we' matter, that we can 'add value'.

A firm applying this 'silo' approach may well measure their accomplishment through listings on many different stock exchanges, 'presence' in its own City, and/or the rewards of getting a few 'stakeholders' with vested interests. These stakeholders would of course totally participate in and analyze management's encouraged development and growth of the 'brand' of their firm.

This level of accomplishment permits a firm to have an absolute requirement of employing only the highly preferred in talent, to their respective 'teams', and for that reason they can afford the lengthy, high-priced, and time consuming interview processes.

In the silo's atmosphere, anything I have written thus far, in my efforts to encourage and develop Administrative Specialists in offering 'added value' to their firms, finding out new skills, and sharing their expertise, working with their peers 'across all lines of service', presents huge challenges for this group of pros. To me this is a monumental mistake, and certainly a waste of talent, and stifles not only the employee caught in this dilemma, but also the firm's general success ratios.

This kind of an atmosphere does not support or encourage true 'team spirit', nor does it assistance growth and knowledge based intelligence across all lines of service.

I have constantly encouraged understanding based applications, and complete participation of teams to support every single other in becoming more valued and talented personnel. With this added cooperation comes not only camaraderie amongst the numerous divisions or, in this case, 'silo's', but growth in each division across, and inside, the various lines of service.

For me, a firm's accurate measure of achievement is determined by the contented excitement and enthusiasm that each and every employee brings to the table. If all lines of communications are open, and each and every divisional leader is reaching out, and utilizing talent across the board, bringing in significantly more business for the firm overall in the course of action, that is what I would call a absolutely genuine accomplishment.