Chapter 9: Strategy Implementation - Organizing for Action Flashcards
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
A chart that compares target practices (new programs) with existing practices (current activities).
Matrix of change
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 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
Describes 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
To make a strategy action oriented
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 markets and the 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
