Relier Pairs Mgmt chp 15 pt 2Version en ligne Mgmt chp 15 pt 2 par Ryan Brown 1 Contingency approach to organization design 2 Mechanistic organizations 3 Centralized decision making 4 Virtual organization 5 Matrix structure 6 Organizational design 7 Decentralized decision making 8 Divisional structure 9 Functional structure 10 Hollow structure 11 Modular structure 12 Organic organizations 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. 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 groups people according to the business functions they perform manufacturing, marketing, finance 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 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 Flexible networks of multitalented individuals who perform a variety of tasks key decisions are made by top management
