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