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MY current group at work uses the Machine Bureaucracy for the other function of our, department. There are many layers that make decisions for the function and running of my department. We are governed by senior management and also senior compliance and risk teams. The goals we are looking to achieve are very clear. We know the vision is 20 days or less on fund onboarding, 15 days for AML/KYC review and all completion of new onboards should be completed no less than 30 days. Complete billing to intake revenue and make sure fees are executed upfront before the close of the launch. We work with multiple teams across the globe. I work with the APAC markets, European Markets, United States, and many other countries. Most of our meetings are virtual. Managers all set with similar tasks and must get senior management approval for all new business to the bank. There is constant communication across the teams to ensure the goals given to us from senior management are achievable .Compliance ensures we adhere to all protocols and there are signoffs for when the new business onboard is complete.

Within my group itself we follow the divisional structure. Where each manager is divided by their area expertise and client. These groups serve as the experts in that field for clients and senior managers. We are responsible for maintaining the client relationships in the area of fund accounting, custody, and many other areas. We set our own rules based on those set by senior managers. My management style is more free will. My team and I have set daily tasks. Usually on Wednesdays I ask for updates and any escalations that need to happen. I am involved in the day to day task by assisting but I try my best not micro manage. I take input from my team and communicate to the senior managers in my team. We also use Bravo points to keep moral up in our teams. So far my team have been producing work and meeting our deadlines. I know as new reports are added to my teak I may have to change the group dynamics.

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