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