...Virtual Management - a New Business Organization Paradigm JJ Murphy Negotiation Newsletter Calum Coburn Co Ltd ( private paper). This article discusses how traditional organizational management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science. Virtual organizational management is the needed change in the management paradigm. -------------------------------------------------------------------------------- This article argues that traditional management methods and structures are failing to adequately accommodate a complexity-based world view, which is characterized by discontinuous change, hyper competition and the exponential explosion of information science and shows how the management paradigm has been updated by the new era of the virtual structures. While the management structures and systems developed by such researchers as Weber, Fayol, Taylor and Drucker in the 19th and 20th centuries established a management paradigm which has endured up to the millennium, these "simple" structures and systems were more suited to a time when competition was slower, less aggressive, and characterized by long periods of stability, and when information science was in its embryonic or primordial stage. It is abundantly clear, however, that the arrival of the 21st Century demands a fundamental rethink, and the development of...
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...Organizational Structure A basic review of modern corporate organizational structures can offer an insight into the origins of present day design of corporate management. By examining the predominant organizational structures in the economy today, it is clear that the growth and diversity of modern business practice has been the developmental catalyst for these individual management processes and structures Bureaucracy has a clear and definitive hierarchical structure with the authoritative mandate and directives typically led top down from senior executive leadership groups to silos containing secondary managerial structures (Ashkenas, 1999). A typical analogy of this organizational structure has been quoted as ‘the top rung of one ladder is the bottom rung of another’. Corporate operating procedures, methodologies, and policies and procedures are the foundation for a sustainable bureaucratic organizational system (Rockman, 2012). Common examples of this type of organizational structure would be large scale government or military organizations. A basic review of modern corporate organizational structures can offer an insight into the origins of present day design of corporate management. By examining the predominant organizational structures in the economy today, it is clear that the growth and diversity of modern business practice has been the developmental catalyst for these individual management processes and structures Bureaucracy has a clear and definitive hierarchical structure...
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...2009 China Logistics & Supply Chain Management CIMBA Professor Ning Shi Alibaba.com Case Write: A Consideration of a the Virtual Service Value Chain Abstract: The purely virtual and service providing nature of Alibaba.com’s business model requires they modify the traditional value chain model to reflect the customer base and service provided, and that there is no physical product moving through their logistics. Because of this, marketing & sales and customer service must be moved in the model to reflect their presence from before the service can begin through to the end of the transaction. Also, the concepts of inputs, operations, and outputs, need to reflect the service and its virtual nature. As Alibaba.com continues to grow with the Chinese economy, especially the increased internet usage of SMEs, and they monetize their customer base, Alaibab.com will continue its quest to becoming a world leading e-commerce business. What has made the Chinese e-commerce giant Alibaba.com the world leader in creating and serving business-to-business relationships has been their unique ability to link suppliers and buyers around the world. Coinciding with their value proposition and business ideas has been their timing in the history of the economic growth of China that has served to fuel their incredible growth. Economic Considerations The timing for the emergence of Alibaba has perfectly coincided with the rapid growth in several important economic factors. • China’s Internet acceptance...
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...total was for food aid and other commodities of limited significance for economic growth. Even with the greatest imaginable efficiency in planning and administration, resource-poor and overpopulated Bangladesh cannot achieve significant economic improvements on the basis of that level of assistance. In examining the economy of Bangladesh, wherever one turns the problems crowd in and threaten to overwhelm the analysis. Underlying problems that have threatened the young nation remain unsolved. These problems include overpopulation and inadequate nutrition, health, and education resources; a low standard of living, land scarcity, and vulnerability to natural disaster; virtual absence of valuable metals; and inadequate government and bureaucratic structures. Yet the brief history of independent Bangladesh offers much that is encouraging and satisfying. The World Bank, leader of the Bangladesh Aid Group, described the country in 1987 as a success story for economic development and expressed optimism that the goals of the Third Five-Year Plan, and longer term development goals as well, could be attained. Government policies had been effective in stimulating the economy. The private sector had benefited from...
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...Virtual Computing: How is it Used? What are the benefits? Virtual Computing: What is it? What are the Benefits? Introduction Partitioning or dividing the resources of a single server into multiple segregated VMs is virtualization. Virtual computing allows organizations to save technical resources and money. There are various virtual computing applications which are useful to organizations. The benefits of virtual computing are achieving faster system speeds, eliminating upfront capital costs, managing corporate desktops in an efficient way and allowing reduction in power costs. Main VMs were originally in use by IBM around 1960 and were intended to leverage investments in pricy mainframe computers. “Virtualization, or technology that allows one physical PC or server to act like many separate computers, is just one of many strains on traditional software licensing. In the old days, things were simple: Each program ran once on a computer that had a single user and a single processor. Now, it is not uncommon for a program or operating system to be running multiple times on the same piece of hardware, which may be powered by multiple processors, or a single chip with multiple processing cores.” (Fried, 2006) With virtual computing allows users remote access to software applications and processes whenever it is needed. Access is gained through the internet, wireless network or network server. Through virtual computing providers, users can download and use more than one...
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...technical side of IT and information contents such as peoples activities including management, decision making and support operations. Thus, the information system provides an incentive to promote efficiency at work and improve the overall quality of life. The aim of this essay is to address the information systems that have changed the way we work and collaborate in significant ways from two aspects: the virtual organisation and the printing press. The main body will consists an analysis with examples on the impact of these two technologies and the power of Information that has quickly transformed societies by influencing the way people work and live. Main Body Considering the new paradigm of work-anywhere, anytime, in cyberspace or real space. The virtual workplace in which workers function remotely from each other and managers, is becoming a reality now and all indications are that it will become more widespread in the future. Thus a Virtual organisation signifies a new organisational form that facilitates technological demands (Black & Edwards, 2000). Therefore the virtual organisation can be defined as an information-intensive organisation form (Child & McGrath, 2001) that focuses around the knowledge of workers linked by technology across time and...
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...Theory E-leadership is a relatively new leadership paradigm bases on the Adaptive Structuration Theory defined as a social influence process mediated by Advanced Information Technology (AIT) to produce a change in attitudes, feelings, thinking, behavior, and/or performance with individuals, groups, and/or organizations (Avolio, Kahai & Dodge, 2000). As leader and follower dynamics continue to be changed by processes effected by the rapid growth in technology, increasing global reach and the emergence of new marketplaces, E-leaders should think carefully about three key categories of behaviors that are most likely to enhance a virtual team’s ability to function effectively: virtual collaborative skills, virtual socialization skills, and virtual communication (Avolio & Kahai, 2003). Significant adaptation on the part of the leadership can result in tight relationships among the globally dispersed stakeholders and efficient management of innovative challenges presented by the global economy. Behavioral Theory Founded on the framework developed by Kurt Lewin, leader's decision-making tends to reflect the personality centered on the interaction between the individual and the environment and is apt to implement an...
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...perusahaan multinasional dari Hongkong dan Singapura * The emergence and evolution of multinational corporations from Hong Kong Introduction Although the origins of Hong Kong-based MNCs can be traced(ditelusuri) to the British colonial period and Hong Kong’s position as an entrepôt(gudang) for trade in South East Asia and China, indigenous (adat) Chinese firms(perusahaan) based in Hong Kong emerged(munculnya) as MNCs in the early 1950s, thus reflecting(mencerminkan) a longer history by comparison to MNCs from Taiwan and South Korea whose emergence(muncul) can be traced(ditelusuri) to the early 1960s. Hong Kong has grown to become a significant home country(negara asal) of FDI(foreign direct investment) with an outward FDI stock of ,$154.9 billion in 1998, or some 3.8 per cent of the global stock of outward FDI. Indeed, it had become the world’s tenth-largest source of FDI in that year based on the size of outward FDI stock after the United States (with a share of 24.1 per cent of the global stock of outward FDI), United Kingdom (12.1 per cent), Germany (9.5 per cent), Japan (7.2 per cent), the Netherlands (6.4 per cent), France (5.9 per cent), Switzerland (4.3 per cent), Italy (4.1 per cent) and Canada (3.8 per cent). In fact, Hong Kong is almost as important as Canada whose outward FDI stock was $156.6 billion in that year. Thus, Hong Kong had become a significant source of FDI in the world economy, particularly more so in relation to the stock of outward...
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...government introduced a set of reforms for the ailing Indian economy to prevent it from going to further crisis. These reforms were the Liberalization, Privatization and Globalization reforms. Since 1991, we have seen major changes in India. Globalization has opened India to the world and has brought in the much needed exposure. Globalization has had impacts in the economic, social, cultural and political ways of India. The most significant remains the impact of globalization on the economic sector. India has seen tremendous growth since 1991. India is one of the fastest growing countries in the world and that is all due to the reforms undertaken in 1991. The role of Multi -National Corporations (MNC’s) is very significant in the Indian scenario. The MNC’s were brought in by Globalization. Indian shores were attacked by the Chinese ships , and their products dominated the markets at first. But now , after Globalization , it’s a flat world , where in raw material , labour is picked up where it is cheap and all functions like marketing , manufacturing , distributing are given to those departments which are best at it .This has seen the emergence of a virtual organization , a peculiar BPO culture emerging in India , Rise in these BPO industries has led to a new consumer base , a consumer oriented market. Therefore national borders have blurred and has now become a global village . Some major virtual organizations...
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...2012 AUTUMN SEMESTER ECONOMICS LECTURE REPORT MARKET AND ITS PERFORMANCE : MAIN ELEMENTS AND FUNCTIONS TEACHER: EDITOR: Assoc Prof Yalcin BORLU Rasa ZABARAUSKAITE CONTENTS 1) What’s a Market? 3 2) Types Of Markets 4 1. Financial Markets 4 1. Stock Market 4 2. Bond Market 4 3. Foreign Exchange Market 4 4. Predictive Markets 4 2. Physical markets 4 3. Virtual Markets 5 4. Auction Market 5 5. Market for Intermediate Goods 5 6. Black Markets 5 7. Knowledge Market 5 3. Organization Of Markets 5 4. Mechanisms of Markets 6 5. Study of Markets 7 6. Size Parameters 8 Sources 8 1) What’s a Market? A market is one of many varieties of systems, institutions, procedures, social relations and infrastructures whereby parties engage in exchange. While parties may exchange goods and services by barter, most markets rely on sellers offering their goods or services (including labor) in exchange for money from buyers. It can be said that a market is the process by which the prices of goods and services are established. For a market to be competitive, there must be more than a single buyer or seller. It has been suggested that two people may trade, but it takes at least three persons to have a market, so that there is competition on at least one of its two sides. However, competitive markets rely on much larger numbers of both buyers and sellers. A market with single seller and multiple buyers is a monopoly...
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...Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively...
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...companies tend to choose global virtual team with members of different cultural backgrounds because leaders gradually promote their company to the world. Global projects with using virtual teams are primarily linked through computer and telecommunications technologies across national boundaries. Globalization of the construction industry has brought unique challenges such as coordination among project participants from different countries, and individual’s preferences in decision make and communication. As economic borders between countries come down, cultural barriers will most likely go up and pose new challenges and opportunities for business. Solving the cultural issues has been found to be of crucial importance for the success of virtual teams. This research attempts to characterize cultural differences along the dimension of cultural values and cultural practices Keywords: Virtual global project; Cultural diversity; Project management. Introduction Traditionally, a team-based project requires all team members physically present in a specific location for a period of time. But virtual global project requires a virtual team that members can engage in and deliver projects with limited or no direct physical interaction with other members. It allows multinational enterprises to draw on the widest talent pool available among their global employee base. Team members typically don't need to meet face-to-face, they can use several different virtual meeting applications to conduct...
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...limited to sectors and regions, and hierarchies were generally accepted in all walks of life. No more, since 1960’s, America and much of the rest of the world has been almost continually buffeted by change. Customers demand that businesses do it better, faster, cheaper; employees want to control more than the “Stop” button on the assembly line. The twentieth century saw nations around the world become part of the global village, with trade barriers between them reduced or removed completely. Globalization of trade and economy are taking deep roots in India. The holistic paradigm shift to a single global company has opened up new economic opportunities. Events of the last five years of the previous century have focused our attention on knowledge industries. Quality human resources have therefore become an important base with which to respond to the emerging environment. The knowledge workforce in particular has a vital role to play in the emergence of the digital economy. A look at the trends in managing people in this dynamic industry reflects that Attracting, Managing, Nurturing talent and Retaining people has emerged to be the single most critical issue in lieu of the enormous opportunities spun off by the market. The new avatar of talent is the knowledge professional who is innovative, business savvy, quick on the uptake, has an instinctive ability to network, and possessing unbridled ambition. They are propelled by an urge to experiment, scan new avenues that can spur their creativity...
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...limited to sectors and regions, and hierarchies were generally accepted in all walks of life. No more, since 1960’s, America and much of the rest of the world has been almost continually buffeted by change. Customers demand that businesses do it better, faster, cheaper; employees want to control more than the “Stop” button on the assembly line. The twentieth century saw nations around the world become part of the global village, with trade barriers between them reduced or removed completely. Globalization of trade and economy are taking deep roots in India. The holistic paradigm shift to a single global company has opened up new economic opportunities. Events of the last five years of the previous century have focused our attention on knowledge industries. Quality human resources have therefore become an important base with which to respond to the emerging environment. The knowledge workforce in particular has a vital role to play in the emergence of the digital economy. A look at the trends in managing people in this dynamic industry reflects that Attracting, Managing, Nurturing talent and Retaining people has emerged to be the single most critical issue in lieu of the enormous opportunities spun off by the market. The new avatar of talent is the knowledge professional who is innovative, business savvy, quick on the uptake, has an instinctive ability to network, and possessing unbridled ambition. They are propelled by an urge to experiment, scan new avenues that can spur their creativity...
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...which could be taken apart and re-assembled. In 1949 Lego began producing a set of interlocking bricks (based on an original patent by the UK Kiddicraft company for which they bought the rights) made from cellulose acetate and using an early version of a hollow design with holes and studs. The now familiar Lego bricks appeared on the market in 1953 but were not initially very successful, partly due to poor perceptions amongst consumers and retailers of plastic toys. The key was probably the emergence of the idea of a building system based on interlocking bricks – an idea which took some time to develop and is closely linked to the son of the founder, Godtfred Kirk Christiansen. His discussions with buyers, especially in the USA, helped the idea of an architectural innovation – a product platform on which many different designs could be built – to mature. Much work was needed to improve the design to give better locking ability but gradually the concept became reality and 1958 saw the emergence of the patented basic brick design with which we are still familiar. By 1959 the company had stopped making wooden toys and...
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