forum 2 (AutoRecovered).docx - SENSITIVE Running head:...

Running head: ORGANIZATIONAL BOUNDARIES
Overview
Organizational structure is the formal pattern of how people and jobs are grouped in an
organization where the organizational design is the decisions and actions that result in
organizational structure. The purpose of information technology is to monitor, process, and
disseminate information to assist in managing, decision making, and controlling the organization.
The implementation of information technology produced change in an organization and its
structure because the relationship between information technology and organizational structures
is dynamic (Lu, et al., 2018). The impact of information technology on the organizational
structure and its performance will be discussed and analyzed. The technical structure of an
organization includes the process to collect data and knowledge, information storage, and a safe
environment where this data can be stored. Further, to ensure the organizational structure and its
viability, the organization needs to adopt technological operations and change its infrastructure
within the allowed boundaries ( Jung & Vakharia, 2019) . Many organizations employ experts or a
whole team in order to design a new technology structure for the organization that will meet the
market as well as customers' needs. Similarly, organizational boundaries are set up by
organizations in order to separate them from the external environment. Organizational
boundaries also allow organizations to gain an edge over others and stay ahead in the market.
Therefore, organizations should adopt a technological structure that is capable to transform itself
according to the social boundaries of an organization (Lu, et al., 2018).
SENSITIVE
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ORGANIZATIONAL BOUNDARIES
How do each of these apply to the three perspectives (natural, rational, and open)
.
1. Natural perspective:
Focus on the behavioral structure that produce a view of organizations quite
different from that proffered by the rational system theorists. The goals pursued become
more complex, diffuse, differentiated, and subject to change; participants appear as
motivated by their own interests and seek to impose these on the organization ( Mori,
2017). It is recognized that the organization itself is a major asset, a valuable resource to
be captured. Rather than being only a means, an instrument to pursuing other ends, the
maintenance and strengthening of the organization becomes an end. Informal and
interpersonal structures are seen to be of greater importance than are formal structures,
which often serve only as a decorative facade concealing the “real” agenda and structure
(Lawrence, & Lorsch, 2015). Power is recognized as stemming from many sources other