chapter 10 Flashcards

(16 cards)

1
Q

refers to formalized patterns of interactions linking
Tasks
Technologies
People

A

organizational structure

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2
Q

provides a means of balancing two conflicting forces: a need for the division of tasks into meaningful groupings, and the need to integrate such groupings in order to ensure efficiency and effectiveness

A

structure

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3
Q

= an organizational form in which the owner–manager makes most of the decisions and controls activities, and the staff serves as an extension of the top executive.

A

Simple organizational structure

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4
Q

= an organizational form in which products, projects, or product markets are grouped internally. Each of the divisions, in turn, includes its own functional specialists who are typically organized into departments

A

Divisional organizational structure

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5
Q

is where the major functions of the firm are grouped internally

A

functional organizational structure

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6
Q

= an organizational form in which products, projects, or product market divisions are grouped into homogenous units. Highly diversified corporations may consist of dozens of different divisions.

A

Strategic business unit (SBU) structure

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7
Q

= an organizational form that is a variation of the divisional organizational structure in which the divisions have a high degree of autonomy both from other divisions and from corporate headquarters.

appropriate when the businesses in a corporation’s portfolio do not have much in common.

A

Holding company structure

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8
Q

= an organizational form in which there are multiple lines of authority and some individuals report to at least two managers. (project and functional who share responsibility)

A

Matrix organizational structure

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9
Q

(1) the type of strategy that is driving the firm’s foreign operations, (2) product diversity, and 3) the extent to which a firm is dependent on foreign sales

A

international operations

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10
Q

= a business organization that, from inception, seeks to derive significant advantage from the use of resources and the sale of outputs in multiple countries

A

Global start-up

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11
Q

= an organizational design in which firms bridge real differences in culture, function, and goals to find common ground that facilitates information sharing and other forms of cooperative behavior.

A

Barrier-free organization

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12
Q

= an organization in which nonvital functions are outsourced, which uses the knowledge and expertise of outside suppliers while retaining strategic control

A

Modular organization

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13
Q

= a continually evolving network of independent companies that are linked together to share skills, costs, and access to one another’s markets.

A

Virtual organization

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14
Q

= managers’ exploration of new opportunities and adjustment to volatile markets in order to avoid complacency.

A

. Adaptability

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15
Q

= managers’ clear sense of how value is being created in the short term and how activities are integrated and properly coordinated.

A

Alignment

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16
Q

= organizational designs that attempt to simultaneously pursue modest, incremental innovations as well as more dramatic, breakthrough innovations.

A

Ambidextrous organizational designs