Computer technology and the networked organization

Computer technology and the networked organization

Computer Technology and the Networked Organization

Introduction

A long time ago is haunting me a concern: they are really needed as organizations were thought at the time. The organizational designs that allow the host to get it working people and make them feel involved in the process of business and, especially, take away their creativity to make them available to the innovation that the organization requires. In these times one of the most important changes is the organization how much we need to achieve the objectives we established. Companies, the State, civil society organizations are structured to bring together people, they define roles, divide work is coordinated in order to fulfill a purpose, etc. Maximize profits, serve, serve a social goal, etc, are some of the reasons we have to create organizations.

Network organization: A new paradigm administrative

The organizations are not flexible and therefore adaptable to the changing environment, people have little space to express their creativity, innovation is not generated, the life cycles are short, and therefore we are not facing a very optimistic scenario traditional organization for you based on Taylorist paradigm. To maximize the creative potential and learning capacity of an organization is critical that their managers and executives understand the relationship between their formal structures and informal networks self-generating (Contractor, Wasserman and Faust, 2006). Key attributes of networked computer-mediated communication technology is to organize them: 1) to reduce physical, organizational, communication and social constraints; 2) the establishment of a communication processing and preservation of digital records. The first is a set of standards and rules that define the relationships between people and tasks and determine the distribution of power within the organization. The limits are set by contractual agreements that delineate subsystems (departments) and well-defined functions. Formal structures are described in official documents of the organization, organizational charts, internal rules, strategies and procedures. The ability to internally structure as a network and in relation to its environment is becoming a key organizational value. The lifeblood of an organization, flexibility, creative potential and their ability to learn-is precisely the ability to create networks within and with their environment (Kraut, Fussell, Brennan and Siegel, 2002).

A network has two components: people and common practices, a common goal. The networks are physically embodied in those persons who are involved in common. On entering a new person, the network can be reconfigured, and when someone leaves, the network will change again, or may even break. In the formal organization, however, the roles and power relations are more important than people, so they persist over time if they change. The network remains in time as the purpose that brings together in force (Contractor, Wasserman and Faust, 2006).

Networked Organizations through Communications Technology

The characteristic of the network form of organization is mutual, horizontal communication is often compared with the level ties. They, which is vertical organization and markets, which exhibit the buyers and sellers (see Powell, 1990 and 1992, atomic structure of the more classic ...