Technology: Influence on Organizational Structure and Future Practice
Influence on Organizational Structure and Future Practice: Technology
Technology has changed the way people interact, and how they conduct business. Social media platforms have made it easier for organizations to market their products and extend their coverage beyond geographical boundaries. This text analyzes the role of technology in the modern-day organization, including how it influences organizational structure, organizational authority, and future professional practice.
Technology has, and continues to change the way we live our lives, including how we interact with each other, and how we conduct business. Social media networks such as Facebook and Twitter are an integral part of the modern-day organization. These technologies assist organizations in interacting with their customers and also marketing their products beyond geographical borders. Through technology, organizations are able to maintain authority over their counterparts that rely on traditional methods and techniques. Technology can be a crucial source of competitive advantage if used effectively. The only requirement is that professionals remain flexible, and current with evolving technologies. They need to engage in the process of continuous learning to understand technological trends and how the same affect their respective organizations. This text analyzes the role of technology in the modern-day organization, including how it influences organizational structure, organizational authority, and future professional practice.
Internal and External Changes from Social Media and Technology
Technology has, and continues to have an impact on the modern-day organization. It has opened room for new types of social, diplomatic and managerial skills, as well as changes in organizational systems and decision-making processes. It has forced changes in basic managerial functions, leading to added emphasis on coordination, control, decision-making and planning. Computer-based management science, which demands higher levels of intellectual capability from managers has become commonplace. Electronic communication is fast becoming the primary mode of communication between managers and employees, and organizations and customers. This technological revolution has facilitated the conduction of business and increased overall interaction in organizational settings. This text is intent on showing how electronic communication is changing the organizational structure of the modern-day organization, both internally and externally. Moreover, it discusses how technology plays a role in creating authority among organizations, and how it will be integrated on a national and international level throughout organizations in future.
Technology on Organizational Structure
Organizational structure refers to the methods by which an organization distributes responsibility, and how its members communicate with each other. It is the organizational structure that determines how work and decisions flow within an organization. Technology has a huge impact on how an organization is structured. Within the organization itself, technology and social media networks make it possible for people to work as groups without necessarily being in the same room or building (Couldry, 2012). Through Skype, for instance, employees can communicate and engage with other employees in a different department or floor efficiently, and work does not have to stall just because people are unable to organize a physical meeting in time. What this means is that a line manager or supervisor is no longer responsible for only those employees within a certain geographical range or locality. An employee from the sales department can easily work with and share information with their colleague in the procurement department, even when the two departments are located in different buildings. This implies that the functions of supervisors and line managers in the two departments are changed; and with time, the organization may have to create new positions or eliminate existing positions which may have become obsolete as a result of the changing organizational structure. In this case, for instance, there may no longer be a need for as many line managers as the organization once had; however, there may be a need for more technicians to grow the organization's computer network. This ultimately changes the overall structure of the organization (Couldry, 2012).
The changes are not only witnessed within an organization -- the effect outside the organization is also quite significant. In other words, these structural changes flow over to the industry as a whole. We could illustrate this using the example of file clerks -- technology has made it possible for filing to be done electronically in the organizational setting. This implies that organizations do not need as many file clerks as they did before; however, they need more IT administrators to maintain the electronic filing system and keep it effective. This change within the organization spurs a consequent change in the industry within which it operates...
Further, coercive and reward power are often highly distributed through the more agile organizations and as a result must be applied immediately to behavior to be effective. In the context of Dr. Edgar Schein's (1983) analysis and presentation of results in his working papers referenced in this document, an industry's growth and culture is well defined in the following quote. In the working papers, Schein (1983) writes: For an organizational culture
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