COMPUTER NETWORKS IN THE CORPORATE BUSINESS SETTING

Obviously, since the early to mid1970s, a self-propelled transition from the industrial age to some immature and different type of industrial/societal transcription has been in progress. Malone and Rockart (1991, pp. 128136) think that this transition is between an industrial c eacher and a cognitionbased lodge.

The new corporate environment result differ epoch-makingly from that of the present period. Those industrial organizations of the present daytime which will go in the knowledgebased society and economy are those whose organizational structures, processes, and technologies provide them with the needful tractability to change in ways which will make them compatible with the changing societal environments.

In the current period of transition, society and its institutions are in the process of exploring new goals, values, technologies, and processes. Certainly, not all of these new goals, values, technologies, and processes will prove to be acceptable, and will survive into the knowledgebased age. It is this very uncertainty that is the cause of disagreement as to the eventual shape of the emerging age. Many of the election goals, values, technologies, and processes that will be rejected during this period of transition may well be resurrected and implemented at some window pane during the knowledgebased society. Thus, whatever characteristics are projected today may well change tomorrow.

The entire strategic process within an organization is a set of highly interrelated components which function within a dynamic environment. Strategic planning is closely associated with an organization's external environment. It is, thus, necessary for the strategic planner to (1) know of what the external environment of an organization consists, and (2) understand how an organization's external environment affects the strategic planning process.

development is the latest organizational function to be targeted for inclusion in the strategic planning process, as one more nub of improving the probability of attaining organizational performance objectives.

The incorporation of instruction management into the strategic planning process is imperative in the wake of the vast increase in the stock of data managers must assess and address.

There is a significant danger, however, that the frugal dislocations (worker unemployment, firm bankruptcies, and declines in national economic activity in some countries) associated with the transition period between an industrial economy and a expressindustrial economy will not themselves be transitory. A more or less aeonian character for these phenomena would significantly mar the attractiveness of a postindustrial society and economy.

One major reason for the significant impact of knowledge will have on succeeding(a) society is found in the growing size of the knowledge base. Considering its present size, even a significant reduction in the rate of knowledge growth would not preclude a continued significant growth in the absolute take aim of knowledge.

A mechanistic organization tends to be formal and reasonably forbidding, while the organic organization tends to be highly sexual and somewhat chaotic. The organic organizational structure is associated with change, and such a structure is preferable when functioning within a dynamic external environment. Innovation is fostered by an organic organizational struc
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