1.1.

Technological impact

1.1.

Technological impact

1) the use of telematics and tecnoergonoma developments are willand do-tenien a concrete impact on time daily administrative activities. In the traditional office routine and mechanical activities are generally those who absorb most of the work time, such as the collection, classification and recording of information, paperwork, making trades and im portant number of activities involving paperwork. As a result, less time is intended for key activities, business rationale, therefore affects the productivity of the company. The use of telematics will be possible to reverse this situation and will be in the field of office automation ( including concepts like "virtual office" or "mobile office"), it will be possible to achieve greater personal commitment of key activities allow analy perform deeper analysis of information, thanks to the automation of the infor mation and reduction of red will require less time to des routine activities. 2) administration to management: although both terms are used synonymously, is to distinguish each other from their resulting effect both. The management staff require more creativity in the use of information tion, raising the quality of decision-making and greater dedication to the tasks that are critical of the company. The administration, from a more general concept and classic, is to facilitate the provision or graduation activities, improve do operational efficiency, which does not necessarily imply co

1.1.

Technological impact

strategic character and effective for the organization. 3) In the low speed of diffusion at high rate of diffusion of information: the automated processes for data capture and processing allows the detection of relevant data oriented infor mation become valuable to the organization. This information will be shared and disseminated quick. This is important, as is common for most com sas live the paradox of not having time for analysis, because they spend most of it, to the generation and data capture.

a) b)

1.1 Organizational Impact a) From the traditional to a Flexible which is not new and

has been practiced several years. It consists of more horizontal form organizations in the sense of eliminating hierarchies do and seek closer relations between managers and subordinates in hightrust environments, in order to better meet the internal needs of the organization and external changes.
c)

b)

major

industrial

companies

to

medium-sized

enterprises: this change was discussed earlier in this paper, which is confirmed in the light of the effect of the previous point and the impact of technology. Adminis trative processes will be complex and bureaucratic towards greater automation and management.
d)

c) In a traditional culture to an inclusive culture: the

culture of bureaucratic subordination, where information flows from

1.1.

Technological impact

top to bottom (the boss to subordinate, without feedback), no longer meets the needs of today's world even when the Resistance to change is present. The construc tion of a new culture involves the challenge to be even more inclusive, due to the increasing multidisciplinary training on the trend of "smart organizations" or "lifelong learning organizations". Within this inclusive culture, it is expected that there is greater "electronic culture", as they demand the technological impact.
e)

Will consist of the development of capabilities to solve

problems electronic devices, regardless of training you have. Thus, staff should set up your own computer and customize it to your needs, you can also solve basic technical problems and even give light maintenance team, especially if practiced telework because technical support will not be immediate. We also expect the relationship to be antagonistic unions pass on to employers, and tends towards a more collaborative culture, thereby promoting productivity.
f)

Another component of this new culture is knowledge

about the adminis tration of knowledge, innovation and technology, not being enough administration in its classical form for new challenges within and external to the organization rior.
g)

d) From industrial to service activity: the growth of micro,

1.1.

Technological impact

small and even medium-sized enterprises, is mainly in the service sector. Due to the effect of tertiary (via outsourcing), the REQUIRED services is growing, where the link between them is industry companies with specialized service companies, exclusive and a small size in terms of number of employees. These companies will also be in laps in an inclusive culture, mainly electronic culture, they are the first to practice telecommuting (in contrast to micro les acts, which do not have an organizational culture and its functional structure has little or
h)

no definition and access to technology which is low but

growing). Part of its activity is linked to the database management, accounting and use of "virtual document", which not only requires the printed document for distribution, but thanks to technology will have on the ability to get the document by any means (email, intranet, fax, pagers, etc..).
i)

e) The task of the results: as a result of previous

elements to the work of the administrative staff will get together best results based on information and communication processes, not materializing to the completion of the task assigned Specifically without understood der the entire company