The Interplay between Humans and Technology - Case Study Example

Organisations in Global Environment Number Department Organizational environment is a set of forces and pressures that are found around an organization that can have an effect to it. An organization cannot exist in isolation; however, it works with the total surroundings. The organization environment is divided into two primary parts, the internal and external environment (Haugen & Mach, 2010). The internal environment of an organization is made up of the elements that are in the organization. Internally an organization can be said to be a resource conversion machine that used inputs from the external surroundings, and converts them into useful goods and services and avails them to the consumers as output (Boutellier, Heinzen, & Raus, 2010). External environment is made up of the outside institutions and forces that have a real or potential interest or effect on the ability of the organization to attain its objectives. These institutions include political, competitive, technological and legal (Kalmi & Klinedinst, 2006). The environmental factors have been divided by researchers as specific and general environment. The difference between the two is the level of directness of effects. The specific environment comprises of suppliers, customers, competitors, distributors, government and union. The general environment is composed of some forces like technological, economic, political, environmental, cultural and international. All the above mentioned forces can lead to uncertainty in an organization. They affect the complexities, richness and dynamism of an organization’s environment. The complexity of an environment is the complicated relationship between the forces that the organization can manage. The dynamism of an environment is the changing speed of forces that affect an organization. The environmental riches are the amount of resources that are in support of an organization. The three forces exist together, are mutual and their linking level build uncertainty for the organizations. Globalisation The transformation into the 21st century is seen as a big change. The world is with no clear borders, where everything is almost prepared in anyplace. With the interference of the national boundaries, it is approximated that the world trade will increase by as much as 1600 percent in 40 years and speed of innovation and the increased level of goods are beyond any imagination. For instance, Sony launching three new products every hour and Disney is making a new product after every 5 minutes. Today there is a period of information or instant exchanges. With media exploration, whatever happens anywhere in the globe is known immediately in a corner of the globe. The re is development of e-commerce at a rate of 30 percent per month and it is replicating every 100 days. Approximately the level of the knowledge cross the world is replicating every two years, building pressure on organizations and companies. Organizations have to compete on knowledge and the “uncertainty” as the exchange ability, capacity of thinking, as well as creative spirit. Today, business leads the world. Scientific research ever put in the management of the government is today almost completely switched to the world of business. The globalization process can yield to reduced state control. Today, exchange, production and innovation process and fast spread happened to the degree that the state agency can just control and regulate them following their spread in the society. Owing to the creation of individualism, growing material wealth and the widespread of understanding, together with the decline of traditional values, people have now to control their lives (Boutellier, Heinzen, & Raus, 2010). Organisations in the era of globalisation With the changes in the real world, new organizational models are appearing now across the globe being dominated by the trend of globalization, social and economic conditions being unpredictable. These models build around integrity are enhanced ability to learn, self-change and thinking. Human beings have turned out to be the foundation assets and a major role. The models are used in all business organisations, government, educational bodies and research companies. Owing to the work of generations of researchers, today organization is recognized as a whole, as a living body in which every person has an important part, instead of a structure hierarchy has power from above. An organization is viewed as an organic body, out of the parts interacting, which are ordered from a unique brain. A fresh model of the culture in which the inflexible structure in currently substituted by the “interdependence” and has been used in most of companies and the state synergistic talents, also cooperation and collaboration (Kernaghan, 2013). The outcome was graet, where stimulates productivity, creativity and learning, enhanced relationships, a notable decrease in conflict and the degree of conduct contrary, rising the life of the person’s comfort. The role of human capital Organizations are now recognizing the need of investing in their workers. They are starting to understand to remain at the top of the world’s economy; they have to place more emphasis on retaining and developing their workers. Companies that appreciate the financial effect of their workers usually refer to them as human capital. Human capital is used to refer to the strategic value of the knowledge and abilities of an employee. This value resource is very valuable in an organization. Human capital offers knowledge and skills to an organization. This ought to be applied where they will be productive and most effective. Employees are team players and as such they have responsibilities that make the team successful. In their part, employees have the responsibility of managing those that are assigned to them. The success of any organization depends on the human capital. There is nothing that goes on in an organization that has no employees. Employees also have the role of developing an organization, mostly in growing of profits (Hieronymi, King & Currat, 2004). The introduction of technology in business resulted to an increase in trade and commerce. Business ideas and models underwent a revolution due to introduction of technology. This is as a result of technology giving a new and better way of going about with business. It offered a fast, more efficient and convenient manner of performing transactions (Boutellier, Heinzen & Raus, 2011). Some of the role of technology in an organization comprise of accounting systems, point of sale, management information systems and other simple and complex systems. Most of these make use of gadgets like computers in an organization (Richard, 2004). Technology offers support and security in an organization. With the automated processes offered by technology, there is higher productivity. With technology information is stored with integrity and ease, thus, enhancing confidentiality and security of information. Technology also pushes organizations further. Globalization has been enabled by use of technology. Therefore, technology enables organizations to have a broader reach in the world market (Wickramasinghe, & Liyanage, 2013). It is for a fact that the former structure of the organization will always be affected by the execution of the technological systems. More than being helped by computers organizations are living by them, shaping the strategy and the structure to fit into the new information technology. The stressing of the flexibility points out that there is a formula for determining how the formal organization will be like following the transformation. In the Smile between organization and architecture, Nadler et al. (2002) says that in organizational terms, the role played by the hierarchy as a standard is meant to coordinate, facilitate and control communications in the highly affected by the abilities of information technology. Nevertheless, the success gained from technology and the liked information system will be used to lower the number of workers in an organization. It is also predicted that the corporate staff could also disappear, and following the implementation of IT programs, it is oblivious for a company to move from many layers of mid management between the first line supervisor and the chief executive to approximately six (Steyn, 2011). A number of global trends are driving organizations towards a paperless lifestyle and work style. The availability of information technology and communication technology has made it possible to move from the paper based to the paperless manner of working. A move towards an economy that is knowledge based that is focused around trade, generation and exchange of information and knowledge service and products has also led to paperless workplace. Wealth generation and competitiveness is turning out to be more dependent on the application of information and communication technologies, and the ability to add value by the paperless technologies. However, this is at a personal and corporate level. In the business surrounding today, an electronic and paperless manner of management and operations may have a great effect on the efficiency of a process in terms of dynamics and speed, and thus, on profits and competitiveness. In the future it will require information and communication technology for economic operations to survive at diverse levels of the organizations and people. Conclusion Globalisation and technology are two inevitable processes in the world. They are having an impact in all areas of the human life. They have changed the manner in which humans live, act and think. They have direct effect on organizations and nations (Chang & Lee, 2011). Technology builds new opportunities as well as challenges. The organizational management in the era of globalization and technology ought to take the chances and use them to develop the organization. Technology has brought great and quality opportunities for the organizations to succeed and develop. References Boutellier, R., Heinzen, M., & Raus, M., 2010. Paradigms, Science, and Technology. Chang, C.-P., & Lee, C.-C., 2011. The effect of globalization and political party on economic growth: panel data analysis of former communist countries and European OECD members. Eastern European Economics. 49, 5-26. Haugen, D. M., & Mach, R., 2010. Globalization. Detroit, Green haven Press. Hieronymi, O., King, J., & Currat, C., 2004. Global challenges, the Atlantic Community and the outlook for international order. Foresight (Cambridge, England). 6. Kalmi, P., & Klinedinst, M., 2006. Participation in the age of globalization and information. Amsterdam, Elsevier JAI. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=648928. Kernaghan, K., 2013. Changing channels: Managing channel integration and migration in public organizations. Canadian Public Administration. 56, 121-141. Nadler, Gerstein, Marc S., David A. & Robert B. Shaw, 2002. 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