mgmt ch 11 part 1
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10 terms
Terms | Definitions |
|---|---|
 organizational structure | specifies the firm's formal reporting relationship, proceduers, controls and authority and decision making processes |
| structural stability | provides the capacity the firm requires to consistently and predictalby manage its daily work routines |
| structural flexibility | provides the opportunity to explore competitve possbilities and then allocate resources to activities that will shape the competitive advantages the firm will need to be successful in the future |
| organizational controls | guid the use of strategy, indicate how to compare actual results with expected resultsk, and suggest corrective actions to take when the difference is unacceptable |
| strategic controls | largely subjective criteria intended to verify that the firm is using apporpriate strategies for the conditions in the external environment and the company's competitive advantages |
| financial controls | largely objective criteria used to measure the firm's performance against previously established quantitative standards |
| strategy and structure | reciprocal relationship between these two. but you're first should define youre second |
| simple structure | structure in which the owner manager makes all major decisions and monitors all activities while the staff serves as an extenion of the manager's supervisory authority |
| functional structure | consists of a chief executive officer and a limited corporate staff, with functinoal line managers in dominant organizational areas such as production, accounting, marketing, R&D, engineering, and HR |
| multidivisional structure | consists of a corporate office and operating divisions, each operating division representing a separate business or profit center in which the top corporate officer delegates responsibilities for day to day operations and business unit strategy to division managers |
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