Relier Pairs Mgmt chp 15 pt 2Version en ligne Mgmt chp 15 pt 2 par Ryan Brown 1 Virtual organization 2 Modular structure 3 Divisional structure 4 Contingency approach to organization design 5 Hollow structure 6 Matrix structure 7 Centralized decision making 8 Mechanistic organizations 9 Organic organizations 10 Functional structure 11 Decentralized decision making 12 Organizational design key decisions are made by top management groups together activities related to outputs type of product, customer, or geography organization identifies core competencies and outsources other activities such as manufacturing, order taking and shipping Outsources parts of a product instead of processes organization identifies partners with the needed talents and negotiates an agreement in which the participants typically work in separate facilities, linked by technology as they work toward a common goal Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication. important decisions are made by middle- and lower-level managers Flexible networks of multitalented individuals who perform a variety of tasks groups people according to the business functions they perform manufacturing, marketing, finance combines functional and divisional chains of command to form a grid with two command structures organizations tend to be more effective when they are structured to fit the demands of the situation The structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures
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