1. Introduction
When we look at the literature on virtual organizations, we see that the attention is mainly focused on the virtual organization as a network organization, emphasizing the changing nature of the organizational boundaries. network technologies facilitate processes of in- and exclusion of people and resources. Therefore, the kinds of virtual organizational forms are often focused on the description of specific models of network relationships. The question may be whether the network is quite distinctive metaphor to describe a virtual organization, because virtual organizations resemble too much the idea of a network organization. One reason reflects the idea that the electronic networks and network organizations are essentially the same; or that a virtual organization reflects the electronic network which is seen as the basis for the development of a virtual organization. Other types are based on the combination of successfully reach factor. In all these typologies a deterministic relationship is suggested between the structure, environment, performance ,. ... East. Virtual organization and some obstacles and how to solve it. However, it is doubtful whether this is a promising prospect. Virtual Corporation Similar to conferences, a virtual society can function without a (on-line business, such as Amazon.com) physical identity.
2. The concept of virtual organization
Looking at the literature on virtual organizations, you stumble upon a variety of definitions; a variety that does not stimulate the systematic research in this new organizational phenomenon. In literature, virtual organizations are described and include the following characteristics:
- The virtual organization as an organization network. In this approach the emphasis is on independent position and temporary collaboration between separate organizations that is based on the notion of interdependence. The information and communication technologies (ICT) supports collaboration between these organizations, facilitating the exchange, distribution and sharing of information, knowledge, know-how and other scarce resources and vital.
- The virtual organization as reality and fiction. Virtuality points to the notion of "something seems to exist when in fact it does not." The virtual organization aims at a situation where people or structures that are not part of an organization are linked to it as if they were. In this approach the emphasis is on the contrast between people and resources that, in some situations, apparently a part of the organization, while in other situations are not.
- The virtual organization as an organization in cyberspace. Cyberspace denotes specifically the real space and resumed where individuals meet in electronically mediated space and simulated. Emphasis is placed on creating an 'information space', which is created by connecting computers and computer networks. The creation of this space facilitates the sharing of information and knowledge, as well as electronic communication. This result link in the creation of a space of flows, which is compressed in time -Describes virtual organizations as spaces of flows, which are the material organization of time-sharing social practices that work through flows (of information, capital, images , sounds, symbols and interactions) between organizations and people.
- The virtual organization as the organization of the memory. Central is the notion of dynamic allocation of computing capacity of the information within a network of connected computers and computer networks. Time-sharing, made possible by connecting computers and networks, enables parallel communication and use of information and knowledge within a network. The interconnection of information processing capabilities enables organizations to develop a common memory, across organizational boundaries.
trend 3.new (challenges) of Virtual society organizations
Undoubtedly, the main advantage of a virtual organization is that it can combine the highly qualified people, no location restrictions. Other reasons that an organization would consider to be virtual rather than traditional have the ability to leverage the skills across the organization, provide customers with the "best and brightest" Balance work / home relationship, Save the general organization costs
virtual teams and virtual organizations, of course, face many of the same opportunities and challenges. However, a virtual organization is at greater risk of failure, with more at risk as well. The high degree of interdependence required by the virtual team result in a higher degree of performance. virtual organization, however, will be a little 'more diluted be specifically interdependent, since there will be more teams working on multiple projects, and still requires more work to make all teams feel more connected.
It requires a new management approach and an incredible awareness of the problems and challenges which may cause his death. In a recent focus group represented by twenty members of a single virtual organization, but is found in many places of the site, the following challenges, Communication, Leadership / Management, transfer of knowledge, processes, infrastructures have been recorded. As you can imagine, good communication must become excellent communications and become a core competency. For this particular organization, there is actually a Communication Manager who has developed numerous vehicles of communication, including: an intranet with file sharing capabilities, face-to-face group, team, and encounters the leader-ship. In addition to all the additional programs and vehicles provided by the organization, virtual employees have to "go the extra mile" to keep others informed. It is a cultural shift for many and crucial for their personal and professional growth in a virtual organization. The organization and employees must become active and constant communicators. This leads to the second challenge of this focus group - Infrastructure. Problems within the infrastructure included: Lack of proper backup tools and wasted administrative time (not IT) support site, knowledge sharing (loss of "water cooler" effect) and the need for connectivity company.
As you can see there is overlap between the two areas, specifically administrative time wasted and enterprise connectivity. Bottom line is that a virtual organization needs to invest in technology and training. It must provide its employees the proper tools and support to help them succeed. In this particular company a Virtual Help Desk was available to all the members of this focus group. So, turning my attention to what I believe is the most critical element of the success of a virtual organization - active and constant communication. It will be interesting to see the evolution of the virtual organization can be a wonderful alternative for the traditional organization, with multiple benefits to its employees provided management recognizes the challenges
4.Virtual Organization Achieving Success Factor
4.1 Structure, environment, and performance
Structure affects the performance of organizations, and significant are the structural dimensions to the performance of organizations virtual. It has long been argued that the more dynamic the external environment of the organization, and the unpredictability of customer requirements, the availability of resources and the like factors, successful organizations would gravitate towards structures more flexible and less mechanistic or biological. Successful companies appear to adopt structures that encourage less formalized, more decentralization, and coordination of different units, seeking thereby increased organist. But, these are the structural characteristics of a fundamental determinant of organizational performance. The turbulence of external environments has been shown to affect the organizational structure through the strategy chosen by companies to manage their market dynamics. Subject to the mitigating influence of the strategic choices, the existing literature has suggested that successful organizations, high performance (small and large) in dynamic and turbulent environments tend to have certain structural features. These characteristics are measured with design dimensions as the centralization, formalization, and complexity. The relationship between the structure and the strategy has also been shown to be significant in organizations facing dynamic environments. This relationship is also referred to as the "fit" between the structural arrangement and the strategy adopted by the organization. Put simply, organizations using an organic and flexible structure are more likely to support the changes in the strategic choices in dynamic environments. So, the adoption of the strategic transformations, as turnaround and reinvention, resulting in rapid adaptation to environmental changes. For the virtual organization, these results are an important guideline. Faced turbulent and highly dynamic environments, they must structure in a design that "fit" the needs of such an environment can impose on their strategic behavior. Therefore, a design that provides flexibility and organist will be correlated with strategic capabilities and successfully and performance. There is a new venture organizations which concluded that new companies in sectors (such as virtual organizations) emerging have a strong correlation between the level of their performance and their level of organist.
4.2 virtual teams
The team is generally defined as "a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which They shall keep each other accountable. " The creation of groups, that is, the teams, "is a normal part of human social behavior." Their importance for the organization is that teams can make the organization "more flexible, attentive to the quality and competitive. As a result," the organizations that recognize the impact on productivity of the teams can use this knowledge to their advantage . "the virtual team (VT) is one of the forms, characteristic for virtual organizations. can often be heard that virtual teams are the basic cell virtual organization. there are various definitions of the virtual team. that the majority of these definitions have in common is the fact that they point out that the team members are, besides being the team representatives, separated (in space and / or time) and interacting mainly via e-mail. Thus, the virtual team is defined as " team (s) of people who primarily interact electronically and who may meet face to face from time to time "or" a self-managed team with distributed knowledge skills, that forms and melts to address a specific organizational goal "and" a group of people who interact through interdependent tasks guided by a common purpose, "which" works through space, time and organizational boundaries with links strengthened by webs of communication technologies ".
E 'in this definition that there's four essential dimensions of VT "basic model to hold something like a distributed network, and something as immediate as a team virtual people connecting with a purpose over time". The aim, important in any organization, it becomes a key factor in virtual organizations and teams, since it is the "glue" that holds them together. In fact, it requires the definition of cooperation objectives, individual activities and specific results. People are the heart of the virtual team. One of the aspects most emphasized is their high degree of independence or autonomy, while the need for interdependence and collaboration is also recognized.
The connections between the team members are critical and must be able to be done either by face to face interactions and through ICT (information and communication technologies). Calendars, include specific deadlines of the performance team, the task stages of completion, and scheduled events, as well as holidays and other significant dates that timing organizational impact.
There are three components to define virtual team, different geography of the team members place: of the virtual team members can be located in different parts of a city or in different parts of the world. As the distance increases, more time zones are crossed, the window of synchronicity in the working day shrinks. And, Team members from different organizations are parts of the organization: the team members can come from different organizations or different parts of the same organizations. Finally different times or periods of time that members work together as a team: Depending on its mission, a virtual team can come together for a project that lasts a couple of days, months or years. There are several variants of virtual teams.
Some authors (see :. Snow et al, 1999, p.18) speaking, the so-called "distributed teams" and some variants of the so-called "cross-organizational team." are distributed teams (teams) composed of people in the same organization who work in different places, both interdependent, or separately. The basic variants of the distributed teams are "working groups and project teams (such as temporary teams). These teams are formed specifically to solve a particular problem or to perform a specific task. When the problem is solved, or activity completed, the virtual team disappears (and members of the team to return to their normal functions). the basic variants of the so-called "cross-organizational teams" are "placed cross-organizational teams" are "distributed cross-organizational team." "placed team cross-organizational include people from different organizations working together in the same place. On the other hand, the so-called "cross-organizational distributed teams" involve people from different organizations who work in different places.
consultants 4.3 Training
training consultants to interact with end users to understand their training needs and to formulate in a way that can be used to build a custom programmed workout. And suppliers of training / eLearning also act as integrators, the construction of training packages tailored and coordinate their delivery of content to the end-user suppliers, which are modular resources that can be used with training packages. The operator eLearning operator provides additional services such as a specialized portal, payment services by banks, etc., as well as generic services of trust support, security and contract management in the VO operation.
4.4 Attributes
Unlike business lies in networking capabilities and Virtuality. There is extensive use of information technology and telecommunications which are portable, instant communication from any place, at any time, and the ability to offer access to unlimited data banks of information on products and services. The distinctions of Business-to-Business (B2B) and Business-to-Customer (B2C) also allow for the immediate transfer of information, regardless of location and time of day, and the ability to manipulate an unlimited amount of data virtual memory. Clearly, there are far-reaching implications for organizing and managing the marketing function, and issues such as the "business model", the role of branding, and the cost-per-transaction.
Networks allow instant orders and the exchange of information in what is called: The "24 7 worlds". Networking also facilitates cooperation between suppliers and customers. These trends require changes in the communication processes, control, and the flow of product within the organization, in such a virtual manner that influences the composition of its value chain. Another attribute of virtual organizations is networking across enterprise boundaries, thus forming the inter-organizational workflows, combined with problems associated with technological standards, connectivity, and cultural differences. This the "extended enterprise" phenomenon creates a myriad of structural challenges (Eliezer Geisler, 01)
5. virtual organization successful creation steps
(1) The virtual organization is created by the people with a common idea that they are in a period of time connected by the information and communication technology. Even during the first contacts, which are the result of the idea common, a need to create identity team. The team name symbolizes his identity.
(2) After the creation of the identity of the VO there follow the activities whose purpose is to show the purpose of existence of the team. The team's mission is to be made in good time, ie, it must be understandable and, what is especially important, which must be accepted by every member of VO. Having this in mind, the mission postulates must be reported with accuracy and precision. For some, this means writing the lens to a formal declaration of the mission; for some it is a list of results; still others embrace a diagram or an image that captures the essence of what the team is about. Each mission statement and its pro-posed sit within a broader vision, express or implied. Written, vision serves as a preamble to the missions and objectives.
(3) for many teams, virtual or not, the period from the first acceleration of visibility stating a clear purpose can take up to the rest of the team's life. Start-up can be frustrating long or short disconcerting. Setting milestones indicates an acceleration of the pace and pass the preparation for implementation.
(4) Goals serve as headings for groups of tasks and results. well-conceived goals mark the major team work items and are the seeds around which sub teams are formed to really do the job.
(5) The group is the result of goal-oriented people. If the team accurately states some details in accordance with its purpose, it is, at the same time, identifies those who are to be entrusted. The table with the names of the group members is a very practical model file of the virtual organization members (which also can be used to create so-called virtual organization directory). The start list of the team members is quite dynamic. The people who entered in the team that the original idea must not be of the regular team members. The crucial people are to be recruited, and the team can identify the places that are not full, and the call for the necessary education, experience, or entertainment. The lists of names provide some necessary information on the team (for example, the size of the team).
In order to contact the people in the virtual world, you have to know their addresses. The contact addresses are of crucial importance for the operating team and usually provide the following: the office location, zip code, telephone numbers (office, home, car, mobile), fax number, e- email. People who are included in the VO must be carefully selected. Must necessary skills such as Posse, the so-called "virtual behavior", which allows them to be strong "team" and establishing at the same time the flexibility needed. Members VO must have the information management skills, the implementation of on-line meetings and discussions, and successfully to changes in technology. What is more important, the team members must be in possession of a set of modes of behavior, which, among other things, includes all "logging" days, formal and informal communication, the ability to deal with an overdose information, etc.
(6) What is extremely important for creating a successful VO is the creation of the corresponding relationships between the members. These reports are as follows: who will contact whom and what the goal of their mutual contacts will. This is why the teams are invited, especially those newly formed, to anticipate the mutual relations of their members forming, so-called, "maps of relationship", which are necessary for the objective realization VO. The idea that each VO member should be involved in all the activities of the team is a very serious danger for the team. This is why we must state clearly what tasks require team members to be included and how.
(7) A very significant moment in the creation of the VO is the choice of the suitable medium (medium or means of communication and information). When choosing the suitable means, several things must be taken into consideration: the activity that your team members do, the means of communication that are already in use, the team member preferences towards some media, the availability of the members of team to accept the media that are not currently used, etc. there are three basic types of media: face-to-face, virtual same time (synchronous), virtual asynchronous.
6. The VO problems and how to solve
The fact is that the processes of creation and the virtual operation of the organization are not simple. They are accompanied with various problems, from those arising from cultural differences among team members, their sometimes very unreal expectations of what they and the other team members can and can not do, the problems relating to the coordination of all virtual organization members. However, may be the main problems:
(1) The problems of (in) trust among team members, it is assumed that the virtual organization's essential problem is not the physical, but the way He called psychological distance between the members. The all present danger in most virtual teams is that members who come from different places, from different cultures and possessing differing levels of technological knowledge feel a kind of fear with regard to how they will use their own data, or other members of the team will give the same contributions for the achievement of mutual responsibility, etc. trust that prevents the physical distance of becoming the psychological barrier in the team members' communication. It takes time to build trust "on-line", although a bit 'of time is usually spent on this.
(2) The communication problems within the different virtual organization issues relating to the communication represent the serious problem in the operation of the virtual team. One of these problems is the inability to see the entire project. The virtual team members know what they do as individuals, but they are not always entirely certain whether and how the results of their work "fit" in total, overall picture of the group work. Consequently, can not sometimes a trouble climbing as the delay of the information needed to carry out certain tasks, and consequently the delay to complete the entire work. The specific communication within the virtual organization can also create some situations where a virtual member of the organization, not under-stand fully the message received. What is needed to solve or moderate, reduce, the problems mentioned above is a virtual organization very satisfactory management.
(3) the development of trust. This question must be of paramount importance for the team manager. It is the fact that the old management mode based on the supervision and permanent control are not suitable for the virtual situation.
(4) The promotion of direct contacts (face to face), if possible. It is often suggested to virtual organization to organize at least an initial meeting for the virtual organization members, so they can meet in person and develop some personal contacts. Such encounters, if they are possible at all, make contacts and relations among members stronger virtual organization.
(5) To introduce the team members in the fashion program and the implementation duty time. The basic idea is to allow members of the team to achieve its position in the whole team. This can be done with its comprehensive plan by electronic means.
(6) To find the model how to avoid "delays". This model can include, for example, the answer to the question compulsory sent, or the need to give the information necessary for the stated time period (24 hours or 48 hours, etc.), or the requirement to send the information back the son-looking for the answer that the issue has reached the ad-dress properly and give the answer will take some time.
(7) To take records of each team member. Although it can be difficult to take notes every day, you should send the information regarding the absence of each team member to other members (away from home, city) the time ..
(8) A framework for confidence, security and management of a new economy based on virtual organizations agreements requires an environment in which businesses can quickly come together to share resources and work together to achieve the project objectives. The negotiation, monitoring and enforcement of contracts and agreements, taking into account reliability, accounting, security, and other issues such as intellectual property rights, will be an important component of this environment. In addition, there is a requirement for the services to replace the trust inherent in the operations within integrated real organization (trust in colleagues, even when not known personally, trust in the procedures and processes, etc.), and trust between the customer and a service provider established a clear legal identity and brand / reputation.
7. Conclusions
We expect the virtual organization concept will be widely taken up. Offers significant business opportunities for service providers, in particular the existing operators of telecommunications networks, data centers and applications services. The existence of virtual environment implementations will create opportunities for companies and other organizations to form business networks and other communities on a commercial basis or public service. The literature on traditional and business organizations has established the crucial role that structural dimensions play in performance and success of these organizations. The same conclusions can be deployed in virtual organizations. These organizations are best served when they adopt a structure that provides flexibility and organist-measured by the formalization of design size, departmentation, centralization and complexity.
Thus, virtual organizations can learn from the experience. The relationship between environment, strategy, and structure is relevant for virtual organizations is to traditional organizations. How to accumulate empirical knowledge of this relationship, we can now address the unique characteristics of virtual organization saying that this knowledge is very important for their structuring and to their success. Any organization, to meet the challenges of a highly dynamic external environment, must use its design size so as to provide enough agility and organs of the city, so that drastic strategic choices can be implemented in a timely and effective manner. Virtual organization is one of the forms of traditional teams for virtual organizations.
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