chapter9

chapter9 - ityfuir' lmBlementinu $trateuy Throuuh...

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Unformatted text preview: ityfuir' lmBlementinu $trateuy Throuuh Oruankational Desiun Learnlng Obiectives A f t e r r e a d i n g t h i s c h a P t e r , Y o u s h o u l d b e a b l e t o 1 . D i s c u s s h o w orga nizati ona I strategY i s i m P l e m e n t e d t h r o u g h o r g a n i z a t i o n s t r u c t u r e 2 . E x p l a i n t h e b u i l d i n g b l o c k s o f o r g a n i z a t i o n structu re 3 . D i s t i n g u i s h b e t w e e n v e r t i c a l a n d h o r i z o n t a l d i f f e r e n t i a t i o n 4 . D i s c u s s t h e i m P o r t a n c e o f i n t e g r a t i o n a n d t h e r e l a t i o n s h i P b e t w e e n d i f f e r e n t i a t i o n a n d i n t e g r a t i o n 5 . E x P l a i n t h e n a t u r e a n d f u n c t i o n s o f s t r a t e g i c c o n t r o l s Y s t e m s Orrerrriernr organizational design The Process through w h i c h m a n a g e r s s e l e c t the combination of orga nization structure and control sYstems that t h e Y b e l i e v e w i l l e n a b l e the comPanY to creare and sustain a comPetitive advantage' GhaPter Outline l . T h e R o l e o f O r g a n i z a t i o n Structure a . B u i l d i n g B l o c k s o f Organization Structu re ll. Vertical Differentiation a. Problems with Tall Structures b' Centralization or Decentralization? lll. Horizontal Differentiation a. Functional Structure b' Product Structure c. Product-Team Structure d. GeograPhic Structure e. Multidivisional Structure lV. Integration and O r g a n i z a t i o n a l C o n t r o l u . F o t * t o f I n t e g r a t i n g M e c h a n i s m s b. Differentiation and Integration V. The Nature of Organizational Control a. Strategic Controls b . F i n a n c i a l C o n t r o l s c. OutPut Controls d . B e h a v i o r C o n t r o l s The I r r t h i s c t r a p t e r , w e e x a m i n e h o w l : o n | a n y : T : l l o r g a n i z e i t s a c t i v i t i e s t o c r e a t e tlre nrost value. In chapte, 1, *.. definecl strategy intplernentqfion as the way a com- pary creates ,h. ;;;;;iizatronal "r;;;;.*ents"that e*able it to pursue its strategy most effectively. Strategy i, i-pt.*.n,Ja *,rot'gh orgtrnizatio'al design' Organizational deiign means stlecti"g tht tonibination of organization struc- rure ancl control systemi that allows t tJ-3t1'1.'o ft""'e its strategy rnost effec- tively-that iets ,t' ,rrot, ttnd sustairt o co,tpetitive o'dvatfinge' G::^d organizational design in cre ase s p ro nts in two -* F irst' :t :::i"'li*ru: ff:t'Jqifii"'t'l{i ;'.'"r;h*::.;l'T:"i.i+:'Hi$ jf*""'J.ihiktix*u:*"'u ness, aud customer responsivtlt:1i:,:'T"';il;;;,-t i, twofolcl: ( 1) to coordi' ;:iff.',iIJI Hi ; :fiiilX1l"JHJ :l'ff :: i t .' wo rk': e:3 .' e rre c'I iverv'lo imprenrent a strategy that increases competitive adva'tage a'd (2) to nrctivaft em- 214 .HAPTER 9 Implementing strategy Through organizational Design ployees and provide them with incentives to achieve superior efficiency, quality, in- novation' or customer responsiveness....
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chapter9 - ityfuir' lmBlementinu $trateuy Throuuh...

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