By Clare Hall
Utilizing extraordinary entry to the major actors contained in the united kingdom workplace of Telecommunications (OFTEL) and assisting interviews, this publication explores how telecommunications rules works from the interior.
Read Online or Download Telecommunications Regulation: Culture, Chaos and Interdependence Inside the Regulatory Process (Routledge Advances in Management and Business Studies, 12) PDF
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Extra resources for Telecommunications Regulation: Culture, Chaos and Interdependence Inside the Regulatory Process (Routledge Advances in Management and Business Studies, 12)
The other way microcultures clashed was through a tension common in many organizations in the 1990s between a functional branch structure (the traditional way in which work had been divided up in the civil service), and cross-cutting project teams. The resultant matrix structure (following the experience of many private and public sector organizations) created another source of tension and perhaps predictably the system tended to operate in branch mode as the default model. However the branch/project PECULIAR PLACE, PECULIAR CULTURE 41 team divide also cut across some of the other fault lines within Oftel and gave Oftel’s top brass another way of steering the structure through its inbuilt tensions.
Project management skills are frequently declared to be in particularly short supply in traditional public service structures. But the project team structure also fitted with the new demands on Oftel as the organization began to move from the sixth to the seventh age of telecoms regulation. The regulatory issues associated with the emergence of a competitive telecoms market were different from those Oftel had faced in the sixth age of telecoms regulation, and called for an interdisciplinary approach that could not have been delivered readily—or at all—by the functional branch structure.
PECULIAR PLACE, PECULIAR CULTURE 37 However, they shared some common administrative lingua franca and ways of working that marked them off from the other half of Oftel’s staff, who did not come from a civil service background. The fact that many of Oftel’s staff came from the DTI (and in many cases returned thither) produced important social networks and channels of communication and mutual influence. The people with a civil service background had particular professional knowledge, such as how to write a briefing document for a Minister.