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Essay / Research Paper Abstract
A 3 page paper discussing technology’s effects on organizational structure and culture. Without question, technology has affected business structure and culture permanently. Organizations will not return to the “old days” in which information was available to a privileged few. Rather, it is accessible to all employees now, giving them a better feel for their company and its needs, thereby enhancing their ability to more directly contribute to their companies’ real needs and goals. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSitOrgEffect.rtf
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Unformatted sample text from the term paper:
several common complaints about and within organizations several years ago. They had lost touch with their customers, some to the point that their very futures were threatened. Technological
advances have alleviated some of these problems in organizations choosing to use the tools available to them, while also increasing worker productivity to allow organizations to operate far more efficiently
than in the past. The purpose here is to examine some of technologys effects on organizational structure and climate. Organizational Structure Structure
can be seen as the root cause of many organizational maladies, but the ultimate cause of structural problems is that of organizational design. "Good people in a poorly designed
organizational structure fail, while average people in a healthy organization succeed. The right solution is to fix the root cause" (The Science of Structure, 1995). This "root cause" is
seen to be organizational design. An effective design "directs peoples energies toward performance, not overcoming built-in hurdles" (The Science of Structure, 1995).
One of the shifts occurring in response to this stimulus is the development and growth of telecommuting. The Chubb Group of Insurance Companies conducted an internal survey in the
early 1990s to discover why employees left jobs they generally were happy to have (Graham, 1996). Chubbs management discovered that child- and eldercare responsibilities were claiming many of their
best employees, and it already had determined that hourly workers cost 100 percent of salary to replace and that exempt employees could cost 150 percent of salary to replace.
Retaining competent and knowledgeable workers could help the company to operate more efficiently. Chubb instituted a variety of flexibility options, of which telecommuting
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