1. Introduction
If we look at the literature on virtual organizations, we see that attention is focused primarily on the virtual organization as a network organization, having regard to the changing nature of organizational boundaries. Network technologies facilitate the processes of inclusion and exclusion of people and resources. Therefore, typologies of virtual form, are often focused on the description of certain patterns of network relations. The question can be asked if theNetwork metaphor is striking enough to describe a virtual organization, because virtual organizations similar to 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 levels of the electronic network, which is seen as the basis for the development of a virtual organization. Other typologies are based on a combination of success is based factor. In all of these types onedeterministic relationship between the structure, environment, performance is proposed. ... est virtual organization and to solve some of the obstacles and how it. However, we may doubt whether it is a promising perspective. Like Virtual Business Virtual Corporation, a Virtual Corporation can operate without a physical identity (on-line business, such as Amazon.com).
2. Concept of virtual organization
Looking at the literature on virtual organizations, we stumble on a wide rangeof definitions, a variety which is the promotion of any systematic research into this new organizational structure phenomenon. In the literature, virtual organizations, described by the following characteristics:
- The virtual organization as a network organization. In this approach, the focus is on the location-independent, and passing cooperation between different organizations, based on the concept of dependence. Information and Communication Technology (ICT) supportcooperation between these organizations by facilitating the exchange, dissemination and exchange of information, knowledge, expertise and other scarce and vital resources.
- The virtual organization as fact and fiction. Virtuality points to the notion of "something seems to exist as it does not in reality." The virtual organization points to a situation that is in the persons or entities that are not part of an organization associated with him as if they were. In this approach, theFocus on the contrast between the people and resources that are in some situations, seems to be a part of the organization, while in other cases they are not.
- The virtual organization as an organization in cyberspace. Cyberspace described and illustrated in particular the real space, cooperate to the individuals who electronically mediated and simulated space. It focuses on the creation of an "information space", which is through the combination of computers and createComputer networks. The creation of this space facilitates the exchange of information and knowledge, as well as the electronic communications sector. This link leads to the creation of an area of rivers that are compressed in time is Describes virtual organizations as spaces of flows, the technical design of time-sharing practices, social work through flows (information, capital, images, sounds are symbols, and interactions) between organizations and individuals.
- VirtualOrganization like the Organization of memory. Central is the notion of the dynamic supply of information processing capacity in a network of interconnected computers and computer networks. Time-sharing, made possible through the connection of computers and networks, enabling the parallel diffusion and use of information and knowledge in a network. The interconnection of information processing capacities of time allows companies to develop a common memory, across organizational boundaries.
3. NewTrend (challenges) of virtual organizations, businesses
Undoubtedly, the primary advantage is a virtual organization that they can combine highly qualified individuals without location restrictions. Other reasons to consider an organization into account as a virtual rather than traditional ability to leverage competencies across the organization, provide customers with the "best and brightest", balance work / home relationships, organization Save overhead costs
Virtual teams and virtualOrganizations clearly have many issues of equal opportunities and challenges. However, a virtual organization a higher risk of failure, with a higher risk as well. The high degree of interdependence of virtual teams to a higher level of performance required. A virtual organization, but is a little more into focusing on specific interrelated, because there are multiple teams on multiple projects and requires more work to do, all the teams feel more dilutedconnected.
It requires a new management approach and an incredible clarity on the issues and challenges that could cause its demise. Represented in a recent focus group of twenty members of a single virtual organization, but at many sites is Web site that covers the following challenges, communications, management and transfer of knowledge, processes and infrastructure. As you can imagine, it must develop good communication, excellent communication and a coreCompetence. For this particular organization, it is actually a Communication Manager, the number of communication vehicles, including: developing an Intranet with the possibility of sharing files, face-to-face group, team and leader-ship meetings. In addition to all the additional programs and vehicles is determined by the organization made available, virtual employees "go the extra mile to keep" to other informed. It is a culture shift for many and crucial for their personal and professional development in a virtual organization. The organization and staff must become an active and constant communicators. This leads to a second challenge of this focus group - infrastructure. Questions included in the infrastructure: (Not properly secured and tools, wasted administrative time, no on-site IT support), knowledge sharing (loss of "water cooler effect"), and Need for corporate connectivity.
As you can see, there are overlaps in the two areas, in particular administrative and waste time> Corporate connectivity. The conclusion is that a virtual organization needs to invest in technology and training. It must be his co-workers with the right tools and provide support to foster success. In this company a Virtual Help Desk is available to concentrate all the members of this group. So attention turned to what I believe is the most important element in the success of a virtual organization - active and continuous communication. It will be interesting to see the development ofvirtual organization can provide a wonderful alternative to the traditional organization with multiple benefits for their workforce management recognizes the challenges
4.Virtual Organization Success Factor
4.1 Structure, environment and performance
Structure affects the performance of organizations that are of significance and structural dimensions to the performance of virtual organizations. It has long been argued that the dynamics of the external environment of theOrganization, ie unpredictability of customer demands, the resources are in place and similar factors that would tend to be less successful companies mechanistic and flexible or organic structures. Successful companies appear to structures that favor less formalization, decentralization and greater coordination of different units, so the effort to adopt more organist. But such structural characteristics as a determinant of organizational performance. The turbulence of theexternal environments has shown that organizational structure chosen by the strategy of companies to control the dynamics of their market to influence it. Subject to the proposed mitigating influence of the strategic decisions, the existing literature, that a successful high-performance organizations (large and small) in dynamic or turbulent environments tend to have certain structural characteristics. These properties are measured by dimensions such as design-centralization, formalization,and complexity. The relationship between structure and strategy has also been shown that in organizations where the dynamic environments be useful. This relationship is defined as an approved "fit" between the structural arrangement and the strategy of the organization. Simply put, organizations that employ a more organic and flexible structure to support changes in the strategic decisions in dynamic environments. Therefore, adoption of the strategic transformations, such as restructuring andReinvention, enabling rapid adaptation to environmental changes. For the virtual organization, these results are an important guide. Facing turbulent and highly dynamic environments, they must structure in a design that is "fit the requirements of such an environment may impose on its strategic behavior. Therefore, a design that offers flexibility and organist, is correlated with strategic skills, and with success and achievement . There is a new venturehave concluded that new companies) in emerging industries (such as virtual organizations, a high correlation between the degree of their performance and their level of organist.
4.2 Virtual Teams
The team is usually put it as "a small number of people with complementary skills who are committed for a common purpose, performance goals and approach for which they are mutually accountable." The creation of groups, that is, teams, is a normal part of human social behaviorBehavior ". Its importance for the organization lies in the fact that the teams can make the organization more flexible, quality conscious and competitive. Consequently, the organizations that recognize the impact on the productivity of teams can use this knowledge to their advantage. "Virtual Teams (VT) is one of the forms, which is one characteristic of virtual organizations. It is often that Virtual teams represent the basic cell of the virtual organization. There are various definitions ofvirtual teams. What most of these definitions have in common is the fact that they emphasize that the members of the team, apart from the representatives of the team separately) (in space and / or time, and that it is primarily by e Communicate-mail. Thus, the virtual team as "Team (s) of people who communicate electronically in the first place and who can face the fixed-to-face occasionally" or "a self-managed team with knowledge distributed know-how that shapes and is resolves to a specific addressOrganizational goal "and" a group of people who interact with each other common tasks target project which works "about space, time and organizational boundaries with links strengthened by webs of communication technologies. "
Especially in this definition is that there are four essential elements of the base model of the VT "something like a network, and something as direct as a virtual team spread people associate with the object over time to keep". The goal, importantin any organization, a central factor in virtual organizations and teams, for it is the "glue" that holds them together. In fact, it requires the establishment of co-operative goals, individual tasks and the corresponding results. People make the heart of virtual teams. One of the most stressed aspects is its high degree of independence and autonomy, while the need for interdependence and cooperation will also be recognized.
Relationship between the team members are critical and mustThat be able to both face-to-face interactions and through ICT (information and communication technology). Calendar, including team-specific result deadlines, task-completion milestones and planned events and holidays, and other data that organizationally significant impact timing.
There are three components to be defined, virtual teams, Different geography of the locations of members: virtual team members can be represented in different parts of a city or in different parts ofthe world. As the distance increased and more time zones crossed, the window is narrowed in the synchronicity of the workday. And team members from different organizations, parts of the organization: Team members may be from different organizations or different parts of the same organizations. Finally, different duration or length of time that the members work together as a team, depending on their task, a virtual team can unite for a project that takes a couple of days, months or years. ThereThere are several variants of virtual teams.
Some authors (see: Snow et al., 1999, speaking p. 18), the so-called "distributed teams, and some variants of the so-called" Cross-Organizational Teams. " Distributed teams (teams) from people in the same organization, working at different locations, either interdependently, or separately. The basic variants of the distributed team task forces and project teams () as a temporary team. These teams are specially trainedSolve a particular problem or to a specific task to fulfill. If the problem is solved, or does the task, the virtual team disappear (and team members) back to their normal duties. The basic variants of the so-called "cross-organizational teams are" cross-organizational teams are housed collocation "" distributed cross-organizational teams. " "Collocation housed Cross-Organizational Teams consist of people from different organizations working together on the same spot. On the other hand, the so-called"Distributed Cross-Organizational Teams" to work with people from different organizations working in different places.
4.3 Training Consultant
Training Consultants interaction with end users to understand their training needs and formulate it can be used in a way to construct a personalized training program. And acting training / e-learning providers as integrators, building customized training packages and coordination of their delivery to consumers, content providersare modular resources that can be used with the training packages. This e-learning manager, the operator offers additional services, such as a specialized portal, payment services to banks, etc., as well as generic services to support trust, security and contract management in the operation of the VO.
4.4 Attributes
Business difference lies in the networking and virtuality. There is great use of information and telecommunication technologies which allow for the portability,To offer instant communications from anywhere, at any time, and the capacity for unlimited access to databases containing information on products and services. The distinction between 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 unlimited amounts of data in virtual memory. Surely there are far-reaching consequences for the organization and management of the marketing function, and theseIssues such as the "business model", the role of branding and the cost per transaction.
Networks allow the immediate orders and information exchange, which is called: The "24 7 worlds." Networking facilitates the cooperation between suppliers and customers. Such developments require changes in the processes of communication, control and flow of goods within the virtual enterprise, and thus influence the composition of the value chain. Another attribute of the virtual organization is the networkingconnected to the boundaries of the company to form inter-organizational workflows, problems with the technological standards, connectivity, combined, and cultural differences. This phenomenon of the "extended enterprise" is a number of structural challenges (Eliezer Geisler, 2001)
5. virtual organization successful creation steps
(1) The virtual organization of people with a common idea, which created are connected over a certain period of information and each otherCommunication technology. Even with the initial contacts, which are the result of the common idea, there arises the need for the creation of the team's identity. The name of the team's symbolic identity.
(2) After the establishment of the identity of the VO, where you follow the activities whose goal is the purpose of showing the existence of the team. The team did a mission, be formulated in due course, that is, it must be understood and what is most important tobe accepted by every member of the VO. Under this background, have the task to be determined with accuracy, was postulated. For some this means writing down the purpose in a formal mission statement, for some it is a list of results nor other is a diagram or picture that the essence of which embrace the team. Each mission statement and its proposed earnings beat sitting in a broader vision, whether expressed or implied. Written, the vision serves as the preambleTasks and goals.
(3) For most teams, virtual or not, the period from the first acceleration of the vision by specifying a clear purpose can take as long as the rest of the life of the team. Start-up can be frustrating, long or short confusing. Setting milestones marks an acceleration of the pace and timely preparation for implementation.
(4) goals serve as a heading for groups of tasks and results. Thought-out objectives highlight the main elements of the work of teams andare the seeds for the sub-teams are taking shape to do the actual work.
(5) The team is the result of the targeted people. If the team states with precision certain details in line with its goal, it at the same time, identify those to whom they should be charged. The table with the names of team members is a very practical model of the virtual file members in the organization (and thus for the creation of the so-called virtual organization directory) are used. The starting gunList of members of the team is very dynamic. The people who have not entered the team with the original idea of the regular team members. The key people must be recruited and the team to the places that are not filled to identify, and the call for the necessary training, experience or representation. The lists of names give some necessary information about the team (for example) the size of the team.
To contact the people in the virtual world, you must know that theirAddresses. The contacts are of crucial importance for the team is working and they are usually the following: the office location, zip code, telephone numbers (office, home, car, mobile phone), fax number, e-mail. The people who were included in the VO are carefully selected. You must posse's necessary skills, such as the so-called "virtual behavior," she's strong "team player" and that will also provide the necessary flexibility. TheVO members who possess the skills of the management of information that runs online meetings and discussions and successfully dealing with technological changes. What's more important to have the team members on a range of behavior that will, among other things, day to day logging, formal and informal communication, the ability to possess with an overdose of information, etc. is
(6) What is extremely important for the creation of a successful VO is the creation ofappropriate relationships among members. These relations are the following: Who will contact whom and what the objective of their mutual contacts. That is the reason why the teams, especially the newly formed, are recommended to await the mutual relations of its members through education, the so-called "money cards" that are necessary for the achievement Reg. The idea that each member of the VO team in all tasks should be involved is a very serious threat for the team. ThatTherefore, clearly specifying which tasks require that team members can be involved and how.
(7) A very important role in the creation of the VO is the choice of the appropriate medium (the nature and means of communication and information). In choosing the appropriate medium, have different things to consider: the work of the team members, the media, which are already used, the team member's preferences with regard to certain media, the willingness of theTeam members to the media, which are not used currently accept, etc. There are three basic media: Face-to-face asynchronous synchronous, virtual at the same time (), virtual.
6. The VO problems and how to solve them
The fact is that the processes of creation and functioning of the virtual organization is not easy. They are accompanied with various problems, from which the cultural differences between team members, their sometimes very unrealistic expectations of whatthey and other team members can and can not do to address the problems associated with the coordination of all the virtual organization members. Nevertheless, the following might be the most important problems:
(1) The problems of (un-) trust between the team members will assume that is not the essential problem of the virtual organization of the physical, but the so-called "psychological distance between members. The danger of all those present in most virtual teams that include members who are from different places, atdifferent cultures and have different levels of technological knowledge feel a sort of fear about the way in which their information will be used, or whether other members of the team, the same contributions to the implementation of the principle of mutual responsibility, confidence, etc. to give that prevents the physical distance from the psychological barriers in communication between team members. It takes some time to develop the on-line trust, albeit a little time is spent on a ruledass
(2) The problems of communication within the virtual organization of various problems in communication are the major problem in the functioning of virtual teams. One such problem is the inability to see the entire project. The members of virtual teams know what they do as individuals, but they are not always entirely sure if and how the results of their work "fit" to the whole overall picture of the team task. Therefore, there are sometimes an increaseProblems such as the delay of the information to perform specific tasks is needed, and accordingly the delay in the completion of the whole work. The specific communication within the virtual organization even lead to some situations in which a member of the virtual organization are not ver, the message received in full. What is needed to solve or moderate decrease, which is above problems, the virtual organization has a very adequate management.
(3) The development oftrust. This question is crucial for the central role of team manager. It is the fact that the old-fashioned way, based on the management of continuous monitoring and control, are not suitable for the virtual situation.
(4) The promotion of direct (face-to-face) contact, if at all possible. It is often recommended to the virtual organization managers to organize at least a first meeting for the virtual organization members so that they can meet each other personally anddevelop some personal contacts. These meetings, if at all possible to make interpersonal contacts and relations between members of virtual organizations stronger.
(5) To the team members on track and establish time schedule for the realization of the task. The basic idea is to make the team members to realize their own position in the whole team. This can be done by demonstrating the complete plan by electronic means.
(6) For the model to avoid the "delay to find" too. This model caninclude, for example, the obligatory response sent to the question or give us the necessity of the required information for the specified period of time (24 hours or 48 hours back, etc.), or the requirement that the information to send the per son on the search for the answer, the question has really reached an ad-dress, and that give us the answer will take some time.
To take (7) records of individual team members. Although it may be difficult to record every day, it is advisable to send the informationConcerning the absence of each team member to other members (being away from home, city) on time ..
(8) A framework for trust, security and contract management, a new economy based on virtual organization requires an environment where persons can come together quickly in the company to share resources and work together to achieve the project objectives. The negotiations, monitoring and enforcement of contracts and agreements that take into account reliability, accounting, security and other issues such asintellectual property protection is an important component of this environment. Moreover, there is a requirement for services to replace the trust of the operational business within an integrated real organization (trust in colleagues, even if they do not personally know, trust in the procedures and processes, etc.), and the confidence between clients and an established service provider with a clear legal identity and brand / reputation.
7. Conclusions
We expect that the virtual organization concept is broadlyup. It offers extensive opportunities for service providers, especially the existing operators of telecommunications networks, data centers and application hosting. The existence of virtual environment is implementations provide opportunities for businesses and other organizations, business networks and other communities on a commercial or public foundation. The literature on traditional and entrepreneurial organizations, the crucial task has determined that structuralDimensions play in the performance and the success of these organizations. The same conclusions can be implemented in virtual organizations. These organizations are better served if it is a structure that provides flexibility and organist design dimensions in terms of formalization, departmentation, centralization and complexity.
Thus, virtual organizations can learn from the experience. The relationship between environment, strategy and structure will be relevant for virtualOrganizations, the traditional organizations. As we accumulate experience and knowledge to this relationship, we can now claim for the unique properties of the virtual organization, that this knowledge is extremely important to its structure and to its success. Each organization when it faces the challenges of a highly dynamic external environment, its design dimension in a way to employ them with sufficient flexibility and organ city available, allowing a drastic strategic decisionsmust be implemented on time and successfully. Virtual organization is one of the typical forms of virtual teams for organizations.
The virtual organization is a group of people who face communicate electronically in the first place and who can meet her in person-to-occasionally. It is the team that, thanks to its special characteristics, the areal in the pricing table, temporal and organizational boundaries, and with its many advantages, enabling the organization to achieve superior results. The virtualOrganization notes, creating a rather complex process that involves creating multiple phases of identity, mission design, the mile-stone setting, goals, identify members build relationships, and select media. The virtual organization works with various problems that can only be successfully supported with an appropriate action of the virtual organization management solution.