PART 2.13

Corporate social networks play critical roles in transforming businesses, especially in the modern era with sophisticated technologies. However, several aspects of management, technology, and organization that still impedeinstallation of social networks. One management factor is inadequate leadership to effectively navigate the organization towards the establishment of internally designed social elements. Such management practices overemphasize on the role of technology,and, thus, underestimate the essence of social networks. Corporate managers, in most instances, implement both enterprise resource planning and organizational customer relationship systems without engaging subordinates. By doing so, managers would be creating a top-down culture in the use of social networks and systems. Instead, workers ought to interact with the social apps to enable them to develop interests in the use of social network initiatives.

Employee resistance to new technologies is one of the factors that impede the establishment of organizational social networks. As such, workers would stick to the traditional social networks that they are comfortable and conversant with. Some of these conventional media technologies are e-mails. The situation, therefore, implies that such thinking and horizontal view of the organization limits installation and the use of social networks. Secondly, the objective of the organization is a significant barrier to the establishment of social business applications. Arguably, the aim to connect like-minded people in the organization promotes the urge to establish a social media platform in the organization unlike the objective to foster innovation. This aspect implies that organizations ought to assess whether social initiatives will positively impact the business, and, most importantly, connect managers and employees.

PART 2. 14

The experiences of implementing corporate social networks in the two organizations significantly vary. The Bayer Material Sciences Ltd, for instance, experienced positive outcome from the installation of its IBM Social Connections. In this case, the results reported include improved cooperation and collaboration among employees and managers. The centralized enterprise network connected all parties and enhanced communication between like-minded people. Precisely, it brought together all people with expertise and common interests based on individuals’ profile information. The experiences were positive, in that, it enhanced the exchange of ideas between like-minded people,both in the management and the workforce.

The installation also enabled the company to conduct customer surveys by accessing social data of individual employees and customers in their home pages. Carlo’s organization, on the other hand, experienced a positive outcome, although it initially faced resistance from its workers. Employees opined that they did not need social systems since they already used Twitter, Facebook, and e-mails. Managers’ commitment demonstrated underlying benefits, and, consequently, the acceptance and success of the networking system. As such, managers provided effective leadership and behavioral changes that encouraged employees to embrace social networks.

PART 2.15

The implementation of internal enterprise social networks significantly depends on the objectives of the organization. However, it is impossible to ignore the essence of social connections in the present-day world with advanced technologies. The establishment of social networks requires the commitment of substantial resources in the form of investment. As such, only companies that can derive significant benefits from social networks ought to implement it. It, therefore, implies that there is no need for an organization to install social connections if it does not stimulate the achievement of business goals.Corporate managers ought to assess technological needs in their organizations, and, thus, implement the most appropriate alternative. The management may install social networks if the assessment supports that they improve the practices, efficiency, and the performance of the organization.

Reference

Organizations, Management, and the Networked Enterprise. (n.d.). In Chapter 2, Part 1: Collaboration and Teamwork (pp. 73-75).

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