- a structure that combines characteristics of various structural approaches (functional, divisional, geographical, horizontal) tailored to specific strategic needs
- a model of three components of org. design needed to achieve new product innovation: departmental specialization, boundary spanning and horizontal linkages
- a series of continual progressions that maintain an org. general equilibrium and often affect only one organizational part
- the stage of int. development in which the company transcends any one country
- using computers to link together manufacturing components and engineering analysis to enable fast switching from one product to another
- an org. change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change
- grouping in which people are org. according what the org. produces
- ruvalary between groups in the pursuit of a common price
- the org. life cycle phase in which the red tape crisis is resolved through the development of a new sense of teamwork and collaboration
- the degree to which an org. achieves its goals
- a source of power for a department that reduces uncertainty for other departments by obtaining prior info, prevention and absortion
- a theory meaning one thing depends on other things; the org. situation dictates the correct management approach
- a perspective that brings together the two org. dimensions of problem consensus and technical knowledge about solutions
- areas in which politics plays a role. Three domains in org. are structural change, mangement succession and resource allocation
- a structure in which employees share a common supervisor and resources, are jointly responsible for performance and tend to identify and collaborate with each other
- constraining frames of reference and guidelines placed by top managers on decisions made at lower levels
- the delegation of power or authority to subordinates
- the generation of novel ideas that may meet percieved needs of respond to opportunities
- changes in values, beliefs, attitudes of employees
- one aspect of horizontal power: when on deparment is dependent on another, the latter is in a position of greater power