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