Matching Pairs Mgmt chp 15 pt 2Online version Mgmt chp 15 pt 2 by Ryan Brown 1 Matrix structure 2 Hollow structure 3 Centralized decision making 4 Functional structure 5 Divisional structure 6 Contingency approach to organization design 7 Mechanistic organizations 8 Decentralized decision making 9 Modular structure 10 Organic organizations 11 Organizational design 12 Virtual organization key decisions are made by top management combines functional and divisional chains of command to form a grid with two command structures groups people according to the business functions they perform manufacturing, marketing, finance important decisions are made by middle- and lower-level managers Flexible networks of multitalented individuals who perform a variety of tasks organization identifies core competencies and outsources other activities such as manufacturing, order taking and shipping 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 Outsources parts of a product instead of processes groups together activities related to outputs type of product, customer, or geography organizations tend to be more effective when they are structured to fit the demands of the situation 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
