Modular structure
Contingency approach to organization design
Centralized decision making
Decentralized decision making
Hollow structure
Organizational design
Organic organizations
Virtual organization
Matrix structure
Functional structure
Divisional structure
Mechanistic organizations
combines functional and divisional chains of command to form a grid with two command structures
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
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
Outsources parts of a product instead of processes
key decisions are made by top management
Flexible networks of multitalented individuals who perform a variety of tasks
organization identifies core competencies and outsources other activities such as manufacturing, order taking and shipping
Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication.
groups people according to the business functions they perform manufacturing, marketing, finance
important decisions are made by middle- and lower-level managers
groups together activities related to outputs type of product, customer, or geography
