MGMT100 Lecture Notes - Lecture 16: Total Quality Management, Virtual Reality, Rationality
o Organic designs:
• Decentralised, with fewer rules and procedures, open divisions of
labour, wide spans of control and more personal coordination
• Organic designs recognise and legitimise these links, and give them
the resources they need to operate best
• Works well for organisations facing dynamic environments that
demand flexibility in dealing with changing conditions
• Increasingly popular in the new workplace, where the demands of
total quality management and competitive advantage place more
emphasis on internal teamwork and responsiveness to customers
o Learning organisation:
• Continuously changes and improves using the lessons of experience
• VIRTUAL DESIGNS:
o Virtual organisations:
• Emerging as new and distinctive organisational forms designed to
create value in the global economy.
• Common features of virtual organisations include a lack of physical
structure compared with conventional organisations; there are fewer
tangible assets, such as office buildings, warehouses and fleet
vehicles. Organisations are emerging that are structured entirely in
virtual reality, with computer links replacing physical infrastructure,
so that companies exist only in cyberspace.
• Second, electronic communications technologies form the basis of
the virtual organisation, linking people, assets, knowledge and ideas.
• A third feature of the virtual organisation is mobility of work. In
other words, communication networks, rather than buildings and
physical assets, become the ‘workspace’ for organisational members.
The workplace is wherever the worker can productively undertake
tasks and create value.
• A fourth feature of virtual organisations is their hybrid nature. They
can consist of a loose framework of human resources, assets and
knowledge involving organisational units, a consortia of companies,
and autonomous members brought together for a given time period
to achieve a mutual objective. Once the objective is achieved, the
virtual organisation either ceases to exist or reconfigures itself to
tackle the next goal.
• A fifth and related feature is their lack of boundaries and
inclusiveness. Virtual organisations are not constrained by what is
traditionally thought of as an individual company or corporation
and how they are legally defined.
• GOALS AND GOAL DISPLACEMENT:
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