The nature and structure of an organization is often a hard thing to understand. It can be so flexible and elusive at times that it seems to be reminiscent of a unicorn or other mythical animal: much talked about and yet seldom seen. However, beneath every operating structure lies a model which describes the relationships between and among all the entities of an organization and which, more importantly, can be extracted.
[...] However, the important point which is intended to attract the reader's attention is that with the increase in the digital divide and the use of ICT, workers who become highly skilled can be effective in very small units, and thus to promote effectiveness and maintain competitiveness, many companies have reduced the unit size of their highly skilled teams and workforces. The same phenomenon is also responsible for the expanding size of the de- skilled workforce. The simple reasoning behind this is that with ICT being successful in increasing the effectiveness of any given company, there are more and more jobs available which require less and less skilled labor and offer very little ‘value added' incentive.( Soc 323 2004) In essence the workforce becomes polarized through ICT to look much like the current socio- economic system, with the top few percentage of people controlling the largest percentage of growth and profit. [...]
[...] The digital divide and its effects on work environments The nature and structure of an organization is often a hard thing to understand. It can be so flexible and elusive at times that it seems to be reminiscent of a unicorn or other mythical animal: much talked about and yet seldom seen. However, beneath every operating structure lies a model which describes the relationships between and among all the entities of an organization and which, more importantly, can be extracted. [...]
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