Post on 13-Dec-2015
transcript
Scope Virtual Organizations charactristics Virtual Organization and Virtual
Team Virtual Organizations infrastructure
VO Characteristics
Members separated geographically Work conducted via a networked computer Appear to outsiders as a “physical entity” – "an organization distributed
geographically and whose work is coordinated through electronic communications."
Virtual Corporation Produce virtual products
products that adapt in real time to changing customer needs
Emphasis on quality and service Move away from inflexible mass
manufacturing models Return to craftsmanship and
customization - (mass customization)
VO Work Strategies 24/7 Workshop – unmanned Outsourcing Global Partnerships
Design here Produce there
Teleworking Remote Helpdesk
Trends Driving Move Toward Virtual Organizations
Globalization of markets, products, resources and labor
Information/Knowledge Work > 70% of work is information intensive
Technology Performance; Connectivity, Portability
Work in Organizations: Taylorism Principles of Scientific
Management Frederick Taylor (1911)
Time Studies Standardization of tools Precise job descriptions Task Allocation
Task Allocation Break down a task into component
parts“The man in the planning room, whose
specialty is planning ahead, invariably finds that the work can be done more economically by subdivision of the labor; each act of each mechanic, for example should be preceded by various preparatory acts done by other men”
Taylorism at Work: Fordism Henry Ford was a pioneer in mass
production Implemented the “Assembly Line” Increased productivity ten-fold Product price reduction led to
increased markets which led to increased profits
Fordism and Deskilling of the Work Force Craft-based production was
displaced by the assembly line Division of labor was the king of the
assembly line Used less skilled labor to perform task
minutely defined by management
Some Problems Rigid production systems Labor-management problems Marketing products because of their
production cost rather than because of consumer needs
Made organizational change difficult
Virtual Products as Services Shift in focus of “production” from
manipulation of materials to information management/creation
Services Intangible Consumed as produced No inventory Customer helps to produce
Role of Virtual Teams At the center of a Virtual
Organization Need to have specialized knowledge Multidisciplinary One person can be part of multiple
teams Flexibility and Responsiveness are
foci
Time in VO Shorter design cycles Faster time to market Feedback from customer Sleeker supply chains Recovery Strategy for Screw-Ups
Information in VO Knowledge of customer needs leads to
customization Highly developed specialist tools enable
support for skilled knowledge workers Improved communication leads to
integration of design, production, marketing, sales, service, etc.
New management control methods cut across traditional organizational units
VO Enhancements Use technology to enable remote
work and cooperation Telework
Manage “invisible” employees Telemanagement
New services emerge with the new VO Teleservices
VO Design Principles
Modularity Open-closed principle: impression of coherent
system but really dynamically reconfigurable Organization is constructed after customer
request Heterogeneity in competencies
Complementary Principle: multiple skill sets blended
Time and Space Distribution Transparency Principle: organization appears
to be where customer is
VO Limitations Substituting F2F interactions always
possible? Are there any spontaneous informal
interactions? Is there any trust developed? Technology cannot do it alone
VO and Message Systems Remote virtual teams may have
coordination problems Message system allows for the
management of electronic communications between and within teams
Message control is a management technique
Division of Time/Place
Same PlaceDifferent
Place
SameStationary Stationary
TimeMobile Mobile
DifferentStationary Stationary
TimeMobile Mobile
Division of Time/PlaceSame Place
Different Place
Same
Face-to-Face Interaction
Synchronous Distributed Interaction
Time
Different
Asynchronous Interaction
Asynchronous Distributed Interaction
Time
Shared Information Spaces Hard to get folks together even
when they work in the same “place” Virtual teams need coordination Web can be forum for different
“presentations” by virtual team members
Same Time/Same Place Meetings
Unfocused Time Suck Central part of most organizations Sometimes virtual teams get together
Same Time/Different Place Geography sometimes makes
“getting together” difficult Video Conferencing Desktop Conferencing