Question 10 2 pts ORGANISATION'S STRUCTURE, UNDERSTANDING GROUPS AND TEAMS & LEADERSHIP CISCO Systems Transformation Perhaps surprisingly for an innovative technology company, Cisco Systems started out as a typical hierarchical organisation with a command-and-control mindset. Earlier, the information flow was strictly following the chain of command and adherence to rules, procedures and regulations were encouraged. That all changed after the dot-com bubble in the early 2000s when Cisco's stock dropped 86 percent virtually overnight. CEO John Chambers believed the company needed a new approach to management if it was to survive. He knew collaboration and teamwork would be required to get the company growing again. In addition, Chambers thought employees would be more creative, more productive, and more committed to rebuilding the organisation if they had more autonomy and fewer limitations rather than strict adherence to procedures and rules. So, he essentially threw out the old structures and controls. Now, rather than having proposals and suggestions sent to top executives for approval, a network of councils and boards that cross functional, departmental, and hierarchical lines are empowered to launch new businesses. One board made up of volunteers from various departments self-identified as "sports freaks' built a product called 'Stadium-Vision, which allows venue owners to push video and digital content such as advertising to fans in the stadium. Now a multibillion-dollar business, 'Stadium-Vision' came together less than four months, without the CEO ever being involved in the decision. This type of decisions would have easily taken a year if made using the old structure and controls. Command and control are a thing of the past. Chambers asserts, with the future belonging to those companies that build leadership throughout the organisation. The Theory Y approach helped Cisco emerge from the dot-com crisis more profitable than ever the company has since outperformed many technology rivals. In addition to applying Theory Y approach to management Cisco also encourages managers being leaders to apply transformational leadership style rather than transactional style which sometimes leaves employees unresponsive or rather demotivated. Effective teams were instrumental in renewing Cisco Systems. Discuss two (2) characteristics of effective teams. HTML Editor B 1 U AA IK 3 1