Which of the following is not a characteristic of a virtual organization?

This new form of organisation, i.e., ‘virtual organisation’ emerged in 1990 and is also known as digital organisation, network organisation or modular organisation. Simply speaking, a virtual organisation is a network of cooperation made possible by, what is called ICT, i.e. Information and Communication Technology, which is flexible and comes to meet the dynamics of the market.

Alterna­tively speaking, the virtual organisation is a social network in which all the horizontal and vertical boundaries are removed. In this sense, it is a boundary less organisation. It consists of individual’s working out of physically dispersed work places, or even individuals working from mobile devices and not tied to any particular workspace. The ICT is the backbone of virtual organisation.

It is the ICT that coordinates the activities, combines the workers’ skills and resources with an objective to achieve the common goal set by a virtual organisation. Managers in these organisations coordinate and control external relations with the help of computer network links. The virtual form of organisation is increasing in India also. Nike, Reebok, Puma, Dell Computers, HLL, etc., are the prominent companies working virtually.

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While considering the issue of flexibility, organisations may have several options like flexi-time, part-time work, job-sharing, and home-based working. Here, one of the most important issues in­volved is attaining flexibility to respond to changes – both internal and external – is determining the extent of control or the amount of autonomy the virtual organisations will impose on their members.

This is because of the paradox of flexibility itself. That is: while an organisation must possess some procedures that enhance its flexibility to avoid the state of rigidity, on the one hand, and simulta­neously also have some stability to avoid chaos, on the other.

Characteristics:

A virtual organisation has the following characteristics:

1. Flat organisation

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2. Dynamic

3. Informal communication

4. Power flexibility

5. Multi-disciplinary (virtual) teams

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6. Vague organisational boundaries

7. Goal orientation

8. Customer orientation

9. Home-work

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10. Absence of apparent structure

11. Sharing of information

12. Staffed by knowledge workers.

In fact, this list of the characteristics of virtual organisation is not an exhaustive one but illustra­tive only. One can add more characteristics to this list.

Types of virtual organisations:

Depending on the degree or spectrum of virtuality, virtual organisations can be classified into three broad types as follows:

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1. Telecommuters

2. Outsourcing employees/competencies

3. Completely virtual

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A brief description of these follows in turn.

Telecommuters:

These companies have employees who work from their homes. They interact with the work­place via personal computers connected with a modem to the phone lines. Examples of compa­nies using some form of telecommuting are Dow Chemicals, Xerox, Coherent Technologies Inc., etc.

Outsourcing Employees/Competencies:

These companies are characterised by the outsourcing of all/most core competencies. Areas for outsourcing include marketing and sales, human resources, finance, research and development, engi­neering, manufacturing, information system, etc. In such case, virtual organisation does its own on one or two core areas of competence but with excellence. For example, Nike performs in product design and marketing very well and relies on outsources for information technology as a means for maintaining inter-organisational coordination.

How do you describe a work group that comprises workers with demarcated tasks and distant line managers?

a) Dependent

b) Independent

c) Interdependent

d) Collaborative

Question 2

What is the term for the set of behaviours and tasks that a member of the group is expected to perform because he or she is a member of the group?

a) Group roles

b) Virtual teamwork

c) Synergy

d) Role making

Question 3

Which one of the following is not a characteristic of a team?

a) Minimal and formal knowledge sharing

b) Collective output

c) Individual and collective responsibility

d) Fluid dimension to roles and tasks

Question 4

What is the term Tuckman uses for reaching consensus as a group?

a) Storming

b) Performing

c) Forming

d) Norming

Question 5

According to Belbin (1981) an extroverted and enthusiastic person fits with what role?

a) Co-ordinator

b) Shaper

c) Resource investigator

d) Implementer

Question 6

What are group norms?

a) Modes of behaviour that are acceptable to and shared by group members

b) Modes of behaviour that are shared by some members of the group

c) Modes of behaviour that challenge group values and beliefs

d) Modes of behaviour that are different of those of the other group members

Question 7

What is T-group training?

a) A group whose aim is transformational change

b) A group brought together to deliver training programmes

c) Team training for the purposes of advancing technology

d) Team building activities involving learning

Question 8

What is the purpose of a 'quality circle'?

a) Bring together managers and workers to find improvements.

b) Bring together managers and workers to discuss output.

c) Bring together managers and workers to review quality of work.

d) Bring together managers and workers to review targets.

Question 9

What is characteristic for the location of a virtual team?

a) In the same building

b) In the same industry

c) In the same country

d) remotely

Question 10

Which of these is not an advantage of a virtual team?

a) Team members can be recruited for their specific skills or experience.

b) No overhead costs associated with physical buildings.

c) Conflict can be resolved easily using face-to-face meetings.

d) Low transport or commuting costs.

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