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“A virtual organization is a group of individuals whose members and resources may be dispersed geographically and institutionally, yet who function as coherent unit through the use of cyber infrastructure (CI)” (Beyond Being There p.3) This paper tends to discuss the multifaceted effects of virtual organizations in business, organizational structure, and career.
Tremendous changes have been visible in the area of organizational management for the past few decades. Unlike traditional organizations, modern companies are able to store every valuable data in their specially designed software. This information system is highly integrated with the enterprise planning (ERP) of a company. Technological advancement has enabled business operators to focus more on the advantages of outsourcing. It enables them to reduce labor cost and time for the accomplishment of intended tasks. Coordinated resource/knowledge sharing is the main facet of virtual organization. Not only VOs but also many of the traditional organizations also take advantage of the broad information technology to strengthen the area of their service. Technology helps big organizations to collaborate and coordinate their resources and people from all around the globe. Computer and computer-based communication facilities are the inevitable requirement for virtual management. Cyber infrastructure helps organizations to integrate the whole system and enable easy access to resources and information. According to the writers, “VOs enable system-level science, facilitate access to resources, enhance problem-solving processes, and are a key to national economic and scientific competitiveness.” (Beyond Being There p.5).
Virtual Organizations primarily have document processors for storing organizational data. It ensures instant access to organization’s HR information. This is normally known as Human Resource Information System (HRIS) which is highly useful in HR
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The concept of organizational culture has been increasingly realized in organizations. According to the words of Hofstede (1997), is referred to as the collective programming of the mind distinguishing the members of an organization from another.
Table of Contents My career Path 3 Educational Requirements 4 Experience 4 Personal Attributes and skills 4 Networking 6 Employment 6 Future Career Prospects 8 Retaining the position 8 Conclusion 9 Bibliography 10 Fashion Designing Career Pathway Fashion designers have the responsibility of building their career through constant efforts in the way of conceptualizing, producing and supporting new styles in clothing and other accessories like shoes, belts, bags and so on.
The discussion will be guided by the text ‘network culture: Politics for the information age by Terranova, T. (2004). A broad view approach will be applied to try and weigh the authors arguments vis a vis other views by writers and personal experiences.
In Capital and Language, Marazzi explored on the significance of language and communication as a factor of economic inquiry based from his autonomist Marxist analysis and how it affects new forms of labour and production, making his arguments and viewpoints in the book to provide a better understanding of current developments in management, society, and new forms of work1.
During the contemporary period, it can be seen that the rise of precarity might transform labour and management practices give that it has a bearing on productivity as well as performance of the employees within a certain company. At the end, it can be seen that the overall performance of the companies will be negatively affected as a result of the emergence of precarity in different societies.
2000, Briscoe & Schuler 2004), vagrant or peripheral employment (Galbraith 2004), vulnerable work (Wuthnow 1996), precarious employment (Keeley 2001), disposable work (Carnoy et al 1997), new forms of employment (Abrashoff 2004), and contingent work (see Briscoe & Schuler 2004, Callanan & Greenhaus 1999).
The impact of the development of such Information Technology, inclusive of equipment and peripherals has extended specifically into the office environment fostering the opportunities of decentralisation, away from the traditional "office cubicle"