The author's wish is to characterize the role of information technology systems in improving the efficiency of human resource management. The role of information technology systems in management significantly changes HRM principles. These changes are, for the most part, positive, but it must be remembered that we are not always pleased with the application of information technology. Information technology provides the staff of HRM divisions/sections with new possibilities, but also puts new challenges before them. Due to present trends in the development of new forms of organization that have occurred under the influence of information technology, including the Internet, questions of knowledge management and virtualization as well as their respective consequences are presented more broadly.
The author discusses selected topics connected with the implementation of the 'Friendly Administration' project. Special emphasis is placed on some aspects of computerization of public registers which, in his opinion, are the key issues on his way to develop this project. The proposed activities should result in such a transformation of the traditional public administration that will enable its bodies to improve the quality of service for the community. The criterion of saving the time necessary for serving the citizens can be the measure of minimizing social costs and the quality of the provided service. For the functioning of the IT systems serving the community, it is necessary to anticipate the necessity to use appropriate IT standards which will make it possible to apply a rule of the so called organizational 'inter-operationality' for all the public registers.
The aim of the paper is to compare effects and barriers of e-organizations and traditional organizations. The authors claim that global strategies of organization can be realized more completely and more easily thanks to virtual organizations. In the first part of the paper the authors present a comparative analysis of management systems of e-organizations and traditional organizations. They concentrate on the research conducted on MBA studies and among extra-mural students. In the second part they analyze 50 companies examined by the students of the final year of the Economics Department at the Lazarski School of Commerce and Law in Warsaw during their workshops called 'Meetings with heads of companies'. An e-organization is an attractive form of organization. In comparison to a traditional organization it eliminates a lot of barriers connected with its establishment and further stages of its life cycle - functioning and managing it. On the one hand, an effective functioning of a traditional organization is mostly influenced by management styles used and appropriate organizational structure. On the other hand, a virtual organization eliminates these problems to the minimum. A virtual organization is able to function both locally and globally thanks to development of information technology. The development of e-organizations guarantees an increase in competitiveness of small and large organizations on the global markets.
Contemporary trends in the global economy, including development of global Information technology result in more and more companies becoming global enterprises. To mark its existence on the global market, a company should not only have suitable financial means, assets and workforce but also most importantly an efficient system of management. The paper presents a following hypothesis. In order to stay ahead of their competitors, a company should have a management system which would allow them to react instantly not only to opportunities but also to existing and potential threats. The traditional organization is no longer competitive. Based on hierarchical structure it is not able to take advantage of opportunities created by globalization and protect itself from threats which may arise. Thus, transformation should take place here. Replacing a hierarchical organization (object oriented) with a flexible organization (problem oriented) seems promising. Specialist literature refers to it as a project oriented organization. The first part of the paper presents methodological problems of applying reengineering and x-engineering approaches to the transformation of the organization. The second part contains an analysis of effects and barriers of the transformation exemplified by the organization which has undergone the above mentioned process.
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.