Information costs and corporate organizational change trend
Since the 1990s, the organizational structure of the enterprise is actively comprehensive change, organizational change is the most intense since the emergence of the organization of scientific management of Taylor. These shares the enterprise organizational change trend, economists,femme moncler, that all aspects of environmental change is the enterprise organizational change factors: Scott? The Morton (Scott.Morton, 1991) that lead to the enterprise organizational change factors include: economic globalization, the pace of economic development to accelerate product development cycles, increased competition among enterprises. These factors appear to dominate, so that the original structure is no longer able to adapt to the needs, must be reformed organization; Scam? Peter (Schum.peter, 1994) that the increase in the involvement of the expansion of the market range, new suppliers, new customers, new competitors, product yield will form a growing unrest, forcing companies to change the organizational structure, so this effect is also known as as Chinese papers League finishing. The
Throughout the corporate environmental changes since the 1990s, it can be said that the development of information technology is the most profound change the business environment. The information revolution and the popularity of the application of computer technology has not only an application of technical means,moncler tilbud, but the underlying causes of radical organizational change. Description of most of the information about the relationship between technology and organizational change can be attributed to the cost of information processing and transmission of information (hereinafter referred to as the cost of) the impact of the organizational structure, behavior change.
A Review of information costs and organizational change theory
, neo-classical economic theory: market under the assumption of perfect information, is the most efficient market allocation of resources, were informed of the The seller, the buyer, pricing, and cooperative behavior does not require the time and cost information at zero cost. However, from the view of the reality of the market conditions, the assumptions of the neoclassical theory complete information is difficult to set up. Market incomplete information, access to market information, and must pay a certain cost information. 2,70 years
transaction cost economics, the rise of identity neo-classical economic theory, based on a lot of development. They think:
(1) produce most of the information on cost factors information compression. Information compression information asymmetry in trading activities, the party master the information associated with the transaction, the other party in order to obtain this information is to spend a certain price, therefore, the party will have more information to produce opportunistic tendencies.
(2) When more symmetric distribution of information, exchange of free or inexpensive, that information costs approximate zero, through market allocation of resources is the optimal choice. In this market, information extremes dispersed in various enterprises, information costs that do not need to spend on which information can be fully allocated; when the information is costly, transactions within the organization can be more efficient than the market allocation of resources. This is because: first due to the internal organization of incentives in favor of cooperation, weakened opportunistic tendencies, therefore, also weakened the use of information compression to the motivation to serve their own interests; advantage on the second internal organization of supervision and control. conditions conducive to the elimination of information compression; the third internal organization performance in the assessment of members have certain advantages. This advantage is not only able to identify members with experience and ability, and can eliminate the internal members of the Therefore, the high cost of information to select the form of a hierarchical organization market form of information and low cost.
(3) the impact of IT on organizational change is reflected in the cost of information. From the point of view of the traditional view, economists tend to the definition of And now a whole new perspective from the point of view of information costs understanding of the definition of Of
the impact of IT on organizational change can be attributed to two aspects: information technology on the one hand the distribution of information in the market more symmetrical and uniform, thereby reducing the cost of information, having less hierarchical enterprise organizations more competitive; On the other hand, promote the development of a decentralized organization, the allocation of such organizations more efficient than the hierarchical organization.
(4) decentralized organizational form of allocative efficiency is higher than the level of organization of the reason is that: decentralized organization can be limited, fixed the exchange of information channels replaced many flexible information exchange channels, these exchanges channels can be divided into longitudinal channels of communication and horizontal communication channels, the expansion of communication channels to promote the dissemination of information, so that members of the organization to more symmetrically grasp information, reduce information costs. The while of
, from hierarchical organization shift to more decentralized forms of organization will meet the needs of the employees' personal autonomy and personal responsibility to improve the employee's initiative to increase the cohesion of the organization cause. Fundamentally, the market can be seen as the most decentralized form of organization.
3, cost efficient structural arrangements is driven by units or individuals in the information revolution created the:
view in recent years, most enterprises organizational change, and establish a new organizational structure to adapt to the requirements of the information revolution arrangements, such arrangements for the information collection, processing, dissemination, smaller information costs, and can improve the efficiency of information exchange. Information costs and organizational change discourse represents more than
foreign research on the organizational structure of innovation trends, it reveals the changing trends of the organizational structure of enterprises to the non-hierarchical organization, as Chinese enterprises, especially high-tech the enterprise organizational change reference.
Organizational structure innovation trends
1 borderless trend
the impact of new technology in organizational change borderless trend. No the boundary principle essentially the functions of the various departments of the enterprise and define still exist, but the border between the departments blur, the organization as a whole can be improved, and has gone far beyond the functions of various components sector. Border aimed easier diffusion and penetration, breaking down communication barriers between departments, more conducive to information passed in the various departments and symmetrical distribution, the benefit of working in the organization successfully undertake and complete the various boundary. Currently, some companies have already conducted a preliminary attempt. For example, among the most promising U.S. Dell Computer innovative use of non-boundary own organization, the Dell computer as the core,Longchamp Shop, to focus on the delivery methods and market development, to select reliable suppliers from outside and partnerships, making it their own part of the database, technology, information, and resources, to share information cost, quick supply and maintenance characteristics. The specific mode of the
team can have a new career pioneering group, mixed group and biological tissue. New career pioneering group is the design and development of a specific project combined into by different professional sector who are interested in innovative personnel organization, commonly used in expanding new areas, new areas, new business; Mixed teams of different ideas, different professional employees biological tissue by product, market, or area divided into a number of units with relative independence - Division Division commanded the right to dispose of real decentralization belongs combined to gain an advantage in the communication, coordination and decision-making and implementation of the members responsibility; production and operation of the unit, similar to organisms independent existence, development and growth.
2, the network organization
network organization can also reduce information costs, information costs close to zero, at the same time can achieve the maximization of information exchange. Network organization has broken through the traditional organizations longitudinal grade and horizontal division of labor, members of the organization to the network in the form of interconnected, so that you can make a large organization to retain some of the advantages of a small organization: for example, the elasticity of the customers and the environment changes and has overall responsibility for the information expertise and other resources, and collaborative work, responsibility and incentives within the organization-wide distribution. Maximum characteristics of the network organization is loose and dynamic connection task. The
, there have been some high-tech enterprises in exploring specific implementation in the form of network organization. For example, Thunis through to explore the establishment of a network organization to promote the flow of information, the specific approach: establishing a flat organizational structure. Company headquarters is responsible for enterprise unified advocacy, support and guidance, headquarters following General Division, a relatively mature technology used in the corporate system, to solve technical staff shareholding in the subsidiary have controlled subsidiaries and non-controlling subsidiary of the points, also in cooperation with other regions or industries, the formation of industrial subsidiaries; flattened organizational structure embodied in the financial and decision-making: the headquarters responsible for the beginning of the year with various departments to develop mission requirements, branch independent day-to-day management and operation of the project, turned over to the end of profit-oriented strategic decisions made by the Group headquarters to make autonomous market-oriented decision-making by the branch. In running the way, give full play to the role of outsourcing enterprises, virtual enterprises, virtual operation will help the enterprises to concentrate superior resources for scientific and technological innovation, and improve the scientific and technological competitiveness.
3, similar to the organization of the market in the form
As mentioned earlier, low information costs tend to choose the form of a market, so many internal actions can take the form of a market-oriented. An extreme example of this is a corporate split into a number of small units, among them only temporary, contractual relationship. If a unit requires a certain product or service, the organization will have several units able to provide products or services to each unit based on their skills, Ease of transaction records, products or services, the competitive dynamics to make their own bid for choose to buy units.
Border trends and network organizations The difference is that: change after the first two forms of organization still is a stand-alone unit, maintaining clear boundaries with the outside world; while the market in the form of fuzzy organizations and external boundaries, it is difficult to distinguish between forms of organization or the market in the form. The
three, information costs and the enterprise organizational change theory on our enterprise organizational innovation revelation
1, organizational change the thinking ahead intervention
high-tech industries of the 21st century leading industry in China will continue to accelerate the development of high-tech industries, which calls for us to explore management system suitable for the characteristics of high-tech enterprises, especially in the current organizational structure less research innovation.
As a highly innovative enterprise organizational structure innovative ideas, information costs and corporate organizational structure change theory pointed out to us the information cost elements significant impact on organizational change has brought us a whole new way of thinking . The theory is completely beyond borders, super-system can be applied to high-tech enterprises in China, the organizational structure of enterprises to establish efficient operation of our benefit.
1, the traditional organizational structure of Chinese enterprises breakthroughs
of most Chinese enterprises still operate the traditional organizational structure, internal hierarchy and rank at distinct and rigorous various functions and clear rules split,moncler pas cher, resulting in inefficient organizations operate, the high cost of the information, and if things continue on restricting the vitality of enterprises. Information costs and organizational change theory proposed by Western companies, is also based on the desire of business to survive, with the requirements of Chinese enterprises the same nature. Therefore, to borrow this theory, to help our country to change the traditional organizational structure, establish the organizational structure of the low information costs. The
2, on the specific patterns of innovation may be greater
this article listed several new organizational structure, Chinese enterprises can be combined with the reality of the enterprise, to explore a new mode, The key is to reduce the cost of information, these organizational structure is to provide an innovative thought and consciousness. The author of the
: Wu Jingfang Source: Economic Observer in 2000, the sixth key state enterprises: Chinese enterprises hope - the report
from the State Economic and Trade Commission and Economic Information Center
2001-08 - The State Key enterprises 09
is approved by the State Council, the State Economic and Trade Commission, according to the principle of dynamic management selected 520 large scale, good benefits, and the prospects for the development of enterprises. These enterprises as the main state-owned and state-holding industrial enterprises, supplemented by Youqiang non-state-owned enterprises and commercial enterprises, distributed in 26 sectors and 29 provinces and autonomous regions except Qinghai, Tibet. Economic Information Center of the State Economic and Trade Commission
from the latest statistics show that as of the end of last year, the number of key state enterprises, only 0.3% of the industry, but have to account for all the industry for nearly 60% of its total assets, sales revenue accounting for more than 40% and accounted for more than half of profits. National key enterprise comprehensive strength increasing gradually established a dominant position, marked increase in the dominant position, in particular, the rapid development of large enterprises has become an important force to drive the development of the national economy, represents hope for the development of Chinese enterprises.
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