Multi-tasking for individuals produces poor results. However, organizations are designed to multi-task. Organizations perform a function, which cannot be done by an individual alone by assigning interdependent roles to a set of independent individuals, but making them interdependent requires information coordination, channeling, and blocking to form its members into a multi-tasking collective that amplifies the capabilities of a single individual. An organization is functional when its operational costs are less than the benefits it accrues and provides to its members. It is likely constructed around a geospatial centroid about which its business attributes are centered, planned, modeled, and executed.
Published in Chapter:
Review of Web-Based Research in Health Care for Georgia: Telemedicine, eHealth, and e-Institutional Review Boards
Joseph C. Wood (Medical Ft. Gordon, USA), Kim Marcille Romaner (Possibilities Amplified, Inc., USA), Max E. Stachura (Georgia Regents University, USA), Elena A. Wood (Georgia Regents University, USA), Fjorentina Angjellari-Dajci (Rochester Institute of Technology (RIT), USA), LeeAnn Kung (Auburn University, USA), and William F. Lawless (Paine College, USA)
Copyright: © 2013
|Pages: 15
DOI: 10.4018/978-1-4666-3990-4.ch001
Abstract
Information and Communication Technology (ICT) has become distinguished from Information Technology in that ICT extends specifically beyond technology to its use with critical organizational skills, the skills across a market segment, or across a system of organizations. In this chapter, the authors begin to apply social interdependence theory to their interest in the technologies and techniques that increase both knowledge and social welfare (e.g., ICT), in particular the application of metrics to organizational performance. In this chapter, they address ICT in our research as it is applied to Telemedicine, eHealth, and e-Institutional Review Boards (eIRBs) for healthcare in Georgia.