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.
The paper presents a model system for network management structures, with a particular focus on characterising the subjective aspect, dynamic aspect (relationship network) and how the network is coordinated. It also presents system analysis methodology, network management structures and management policies on different aspects of the functioning of the network structures. The final part of the article presents an example of the use of network analysis as a tool to study the knowledge processes in an organisation (the construction of a learning organisation).
The aim of the paper is to present an overall concept of diagnostic research based on the formula of five aspects – objective-related, subjective, structural, functional and instrumental – for identifying management systems. The paper also focuses on the universal approach to interpreting the concept of management systems, the meaning of multi-aspect management system diagnosis, and the methodology of analysing corporate management systems.
Quality audits are important tools in order to improve the processes that are identified in organizations. The audits are definitely not to be identified with control. Identification of the benefits obtained both during and after the audits are the valuable sources of information in the business development. Those benefits could be turned into the tools in order to strengthen the business market position. The presented paper depicts the range of activities undertaken within the framework of quality system improvements. The role of the first, second and third hand audits in the improvement of the implemented management systems are also mentioned
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