Product management W15-17 Flashcards
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defines how activities such as task allocation, coordination and supervision are
directed toward the achievement of organizational aims. Organizations need to be efficient, flexible, innovative and
caring in order to achieve a sustainable competitive advantage. An organization can be structured in many dif erent ways, depending on its objectives. The structure of an
organization will determine the modes in which it operates and performs.
Organizational Structure and Design
What are the 8 types of organizational structure?
- Pre-bureaucratic (entrepreneurial) structures
- Bureaucratic structures
- Post Bureaucratic structures
- Functional structures
- Divisional structures
- Matrix Structures
- Circular structurtes
- Network structures
lack standardization of tasks. This structure is most common
in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader
makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new
(entrepreneurial) business as it enables the founder to control growth and development.
Pre-bureaucratic (entrepreneurial) structures
—— have a certain degree of standardization. They are better suited for more complex
or larger scale organizations, usually adopting a tall structure.
——-have many levels of
management ranging from senior executives to regional managers, all the way to department store managers. Since
there are many levels, decision- making authority has to pass through more layers than flatter organizations. A
——– organization has rigid and tight procedures, policies and constraints.
Bureaucratic structures
The Weberian characteristics of bureaucracy are:
- Clear defined roles and responsibilities
- A hierarchical structure
- Respect for me
The ———-organization, in which decisions are based on dialogue and consensus rather than authority and
command, the organization is a network rather than a hierarchy, open at the boundaries; there is an emphasis on meta-decision-making rules rather than decision-making rules.
Post Bureaucratic structures
A —– is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates.
The term organizational structure refers to how the people in an organization are grouped and to whom they report. One traditional way of organizing people is by function. Some common functions within an organization include
production, marketing, human resources, and accounting.
Functional Structures
The ——– or product structure consists of self-contained divisions. A —– is a collection of
functions which produce a product. It also utilizes a plan to compete and operate as a separate business or profit
centre. Examples of divisions include regional (a U.S Division and an EU division), consumer type (a division for
companies and one for households), and product type (a division for trucks, another for SUVS and another for cars).
- may also a department such as marketing , sales, and engineering.
Divisional Structures
groups employees by both function and product simultaneously. A —- organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make
up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two
products, “product a” and “product b”. Using the —-structure, this company would organize functions within the
company as follows: “product a” sales department, “product a” customer service department, “product a” accounting, department.
Matrix structures
still relies on hierarchy, with higher-level employees occupying the inner rings of the
circle and lower-level employees occupying the outer rings. That being said, the leaders or executives in a —–
organization aren’t seen as sitting a top the organization, sending directives down the chain of command.
Circular structures
Managers in —- structures spend most of their time coordinating and controlling external relations, usually by electronic means. H&M is outsourcing its clothing to a —- of 700 suppliers, more than two-thirds of
which are based in low-cost Asian countries. Not owning any factories, H&M can be more flexible than many other
retailers in lowering its costs, which aligns with its low-cost strategy
Network structures
is the process of reviewing the development, work environment, personnel, and operation of a business. Conducting a periodic detailed ———— can
be a useful way for management to identify problems or inefficiencies that have arisen in the organization but have yet
to be addressed, and develop strategies for resolving them. ———- focuses on the structure and design
of the organization and how the organization’s systems, capacity and functionality influence outputs. Additional
internal and external factors are also accounted for in assessing how to improve efficiency.
ORGANIZATIONAL or INDUSTRIAL ANALYSIS
What are the 5 ORGANIZATIONAL ANALYSIS MODELS?
- Strategic Triangle Model
- SWOT model
- The McKinsey 7S Model
- Rational Model
- Natural system model
This model relies on three key calculations to determine the efficiency and effectiveness of an organization. First, is the value, or mission, that guides the organization. Second, is operational capacity, the knowledge and
capability to carry out the mission. Third, is legitimacy and support, or the environment, that authorize the value of the
organization, and offer support, (specifically financial support). Using this model, a strategy for an organization is
considered good if these three components are in alignment.
Strategic Triangle Model
is a structured planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. A — analysis can be carried
out for a product, place, industry or person.
SWOT model
