Relier Pairs Mgmt chp 15 pt 2Version en ligne Mgmt chp 15 pt 2 par Ryan Brown 1 Decentralized decision making 2 Functional structure 3 Modular structure 4 Matrix structure 5 Centralized decision making 6 Divisional structure 7 Organic organizations 8 Organizational design 9 Hollow structure 10 Virtual organization 11 Mechanistic organizations 12 Contingency approach to organization design 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 important decisions are made by middle- and lower-level managers 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 key decisions are made by top management Outsources parts of a product instead of processes groups people according to the business functions they perform manufacturing, marketing, finance Rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication. Flexible networks of multitalented individuals who perform a variety of tasks 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 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
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