Management principal and practice in concern with Control; Technology; Virtual organisation; Empowerment

Control, realistic or reality?

Abstract

This paper is concerned with an uphill trend in business today: the materialisation of the virtual governing body, and analyses practices and possible solutions to the problems experienced in relation to control in such an environment, with particular reference to the banking (call centre) sector and teleworking.

Keywords

Control; Technology; virtual(prenominal) organisation; Empowerment.

The business environment is in constant fluxion and transformation, and in recent years the globalisation movement has been a significant factor shaping the structures of organisations in all industries, however, neo-institutional scheme is unable to explain clearly, the processes of such organisational change (Powell, 1991), although, the evolution of engineering science is accredited as being a critical enabler, as Blackler (1994 p. 129) identifies,

networking technologies in general atomic number 18 especially important; they are associated with a globalisation of the worlds economy.

Due to these technological advances, an organisation is no durable epitomised by merely bricks and mortar, nor are they constrained by geographical, or time boundaries, progressively, organisations are adopting a to a greater extent resource found view of the firm therefore, as Walters (2000) identifies, it is increasingly important that an organisation develops an integrated and co-ordinated approach in relation to knowledge, technology and relationship management.



Consequently, it generates more feasible that the term organisation is merely a label we tie to a fluid, social configuration (adapted from Chia 1995, cited in Rollinson et al p. 10), as organisations make the transition to virtuality.

The concept of the virtual organisation has become more appealing in recent years imputable to the current economic climate, for example, since the deregulation of the banking sector, traditional banks such as Barclays and Lloyds, have faced increasing rivalry from non-traditional competitors such as internet banks (e.g. smile) and supermarkets (e.g. Sainsburys), which, surprisingly, they have been unable to compete with in...

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