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1 virtual organization
Opsa temporary network of companies, suppliers, customers, or employees, linked by information and communications technologies, with the purpose of delivering a service or product. A virtual organization brings together companies in strategic partnering or outsourcing arrangements, enabling them to share expertise, resources, and cost savings until objectives are met and the network is dissolved. Such organizations are virtual not only in the sense that they exist largely in cyberspace, but also that they employ various forms of flexibility unconstrained by the traditional barriers of time and place, such as virtual teams. A greater level of trust is required between employer and employee or coworkers, or partner organizations, because they will be working out of one another’s sight for the majority of the time. -
2 organization structure
Gen Mgtthe form of an organization that is evident in the way divisions, departments, functions, and people link together and interact. Organization structure reveals vertical operational responsibilities, and horizontal linkages, and may be represented by an organization chart. The complexity of an organization’s structure is often proportional to its size and its geographic dispersal. The traditional organization structure for many businesses in the 20th century was the bureaucracy, originally defined by Max Weber. More recent forms include the flat, network, matrix, and virtual organizations. These forms have become more prevalent during the last decades of the 20th century as a result of the trend toward restructuring and downsizing and developments in telecommunications technology. According to Harold J. Leavitt, organization structure is inextricably linked to the technology and people who perform the tasks. Charles Handy has shown that it is also directly linked to corporate culture. -
3 virtual office
Gen Mgta workplace that is not based in one physical location but consists of employees working remotely by using information and communications technologies. A virtual office is characterized by the use of teleworkers, telecenters, mobile workers, hot-desking, and hoteling, and promotes the use of virtual teams. A virtual office can increase an organization’s flexibility, cost effectiveness, and efficiency. -
4 network organization
Gen Mgta company or group of companies that has a minimum of formal structures and relies instead on the formation and dissolution of teams to meet specific objectives. A network organization utilizes information and communications technologies extensively, and makes use of know-how across and within companies along the value chain. -
5 agility
Gen Mgtthe organizational capability to be flexible, responsive, adaptive, and show initiative in times of change and uncertainty. Agility has origins in manufacturing and has been cited as a source of competitive advantage by many management gurus, including Rosabeth Moss Kanter and Tom Peters. One writer who has explored the concept of agility in greater depth is Richard Pascale, for whom the key to agility lies in what the organization is, as opposed to what it does. Agility grew as a reaction against the slowness of bureaucratic organizations to respond to changing market conditions. The virtual organization has been quoted as one extreme example of an agile organization. -
6 information and communications technologies
Gen Mgtcomputer and telecommunications technologies considered collectively. Information and communications technology convergence has given rise to technologies such as the Internet, videoconferencing, groupware, intranets, and third-generation mobile phones. Information and communications technologies enable organizations to be more flexible in the way they are structured and in the way they work, and this has given rise to both the virtual organization and the virtual office.Abbr. ICTThe ultimate business dictionary > information and communications technologies
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7 agile manufacturing
Opsa manufacturing philosophy that focuses on meeting the demands of customers by adopting flexible manufacturing practices. Agile manufacturing emerged as a reaction to lean production. It differs by focusing on meeting the demands of customers without sacrificing quality or incurring added costs. Based on the idea of the virtual organization, agile manufacturing aims to develop flexible, often short-term, relationships with suppliers, as market opportunities arise. Stock control is considered less important than satisfying the customer, and so customer satisfaction measures become more important than output measures. Agile manufacturing requires an adaptable, innovative, and empowered work force. -
8 corporate portal
Gen Mgta single gateway to information and software applications held within an organization that also allows links to information outside the organization. A corporate portal is a development of intranet technology. Ideally, it should allow users to access groupware, e-mail, and desktop applications, and to customize both the way information is presented and the way it is used. It should also provide dynamic access to data held within an MIS, decision support system, or other corporate database, and enable virtual team working across an organization. Like many purely technological solutions, a corporate portal still relies on good internal communication and a corporate culture that embraces openness and information sharing. -
9 clicks-and-mortar
E-comcombining a traditional bricks-andmortar organization with the click technology of the Internet. A clicks-and-mortar organization has both a virtual and a physical presence. Examples include retailers with physical shops and also Web sites where their goods can be bought online. -
10 clicks-and-bricks
E-comcombining a traditional bricks-andmortar organization with the click technology of the Internet. A clicks-and-mortar organization has both a virtual and a physical presence. Examples include retailers with physical shops and also Web sites where their goods can be bought online.
См. также в других словарях:
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