Chapter 9 Flashcards
(24 cards)
A statement of a corporation’s programs in terms of money required.
Budget
A structure composed of cells (self-managing
teams, autonomous business units, etc.) that
can operate alone but can interact with other
cells to produce a more potent and competent
business mechanism
Cellular/modular organization structure
A structure that
allows a multinational corporation to tailor
products to regional differences and to
achieve regional coordination.
Geographic-area structure
The design of individual tasks in an attempt to make them more relevant to the company and more motivating to the
employee.
Job design
A chart that compares target practices (new programs) with existing
practices (current activities)
Matrix of change
A structure in which functional and product forms are combined
simultaneously at the same level of the organization.
Matrix structure
A company that has significant assets and activities in multiple countries
Multinational corporation (MNC)
An organization (virtual organization) that outsources most of
its business functions.
Network structure
How organizations
grow, develop, and eventually decline
Organizational life cycle
A list of sequential steps that describe in detail how a particular task or job
is to be done.
Procedures
A structure of a multinational corporation that enables the company to introduce and manage a similar line of products around the world.
Product-group structure
A statement of the activities or steps needed to accomplish a single-use plan in strategy implementation.
Program
The radical redesign of business processes to achieve major gains in cost, service, or time
Reengineering
A statistically-based program developed to identify and improve a poorly performing process.
Six Sigma
A pattern of structural development that corporations follow as they grow and expand.
Stages of corporate development
The stages through which international corporations evolve in their relationships with widely dispersed geographic manner in which they structure their operations and programs.
Stages of international development
A process by
which strategies and policies are put into action through the development of programs,
budgets, and procedures.
Strategy implementation
The process through
which changes in corporate strategy normally lead to changes in organizational structure.
Structure follows strategy
A concept that states that the whole is
greater than the sum of its parts; that two units
will achieve more together than they could
separately
Synergy
An organizational structure that is composed of a series of project
groups or collaborations linked by changing
nonhierarchical, cobweb-like networks
Virtual organization
