In six pages this paper discusses organizational structures including networks, adhocracies, team and lattice structures in a consideration of how technological innovations can be maximized to deliver impressive operational benefits. Eight sources are listed in the bibliography.
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in technology have effected the way that tasks are performed and as such the structure of the companies that use the technology. There is little doubt that technology can bring
many advantages, including competitive advantages, yet to gain these there is the need for not only structure, but also culture to change. For technological innovation to bring benefits the approach
that is adopted needs to be one that is flexible and dynamic. The operational aspect of the company needs to adopt structures that will allow for development and further
innovation. Many of the newer models of organisational structure are capable of providing the required level of flexibility and incorporate the ideas of organisational learning which are required where technology
is present (Senge, 2002). The majority of organisations have structures that were formulated for effective operations over a century ago. Technology was very different, computers had not been invented and
information based systems were not present. Even communication systems were severely constrained leading to an environment where decisions and information had a slower and more limited value. Even where more
modern structures in place they still tend to be bureaucratic based on models from the 1950s, where there was a lack or information, rather than an excess. However, the development
of technology and the impact it was had has been recognised by many, in 1988 Peter Drucker, when considering future organisational structures, stated "the typical business will be knowledge based,
an organization composed largely of specialists who direct and discipline their own performance through organized feedback from colleagues, customers, and headquarters" (Drucker, 1988; 88). This is a very different picture
from a hierarchical bureaucratic organisation. The structures that are needed for the use of technology need to be able to cope with more abstract rather than physical, needing team