Relier Pairs Mgmt chp 15 pt 2Version en ligne Mgmt chp 15 pt 2 par Ryan Brown 1 Modular structure 2 Centralized decision making 3 Virtual organization 4 Mechanistic organizations 5 Hollow structure 6 Functional structure 7 Contingency approach to organization design 8 Divisional structure 9 Matrix structure 10 Decentralized decision making 11 Organic organizations 12 Organizational design 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 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 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 combines functional and divisional chains of command to form a grid with two command structures
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