Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations Author(s): Julian M. Birkinshaw and Allen J. Morrison Source: Journal of International Business Studies‚ Vol. 26‚ No. 4 (4th Qtr.‚ 1995)‚ pp. 729-753 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/155297 . Accessed: 06/04/2013 06:34 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms
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Basic Purpose Strategic Vision – Future Perspective SWOT Analysis Organizing ~ Chapter 7 Organizing for Action Organizational Chart Differentiation & Integration Division of Labor & Specialization Vertical Structure Authority Span of Control Delegation – Responsibility‚ Accountability Centralization Horizontal Structure Line Departments Staff Departments Departmentalization Functional‚ Divisional‚ Matrix‚ Network Centralized vs. Decentralized Organizations Leading ~ Chapter 10
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officials and the community. Decentralization offers better coordination and conformity when decisions come from one point of the organization‚ with avoidance of contradictory decisions from different parts of the organization‚ more expertise and specialization by staff‚ specific supervisor and manager knowledge and perspective (Emerson‚ Menkus‚ and Van Ness‚ p. 39‚
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Topic 1: An Analysis to Weber “Ideal Type” Bureaucracy 1 Introduction Max Weber’s study of bureaucracy look for develops a historical and sociological account of the rise of modern organizations. (Linstead et al.2004 p130). He used an ideal type to analysis appear of the bureaucracy form of organization. The ideal type‚ according to Weber‚ is a tool used to identify the characteristics of social phenomena such as bureaucracies. The ideal type is used by Weber to make a distinction from other forms
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What is Five Forces Analysis? Describe each in detail and use your own small example to illustrate. The Five Forces Analysis is Porter’s model and is used in a business situation. The purpose of this analysis is to diagnose the competitive pressures in a market and assess how strong and important each one is to the firm. This analysis consists of; Threat of New Entrants‚Bargaining Power of Suppliers‚ Bargaining Power of Buyers‚ Threat of Substitute Products‚ Threat of Potential New Entry‚ and
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PSO(Pakistan State Oil) Short Overview Posted on January 6‚ 2011 by syedanousheen Organizational Structure:is an idea in the field of organizational studies and management which describes the psychology‚ attitudes‚ experiences‚ beliefs and values (personal and cultural values) of an organization. It has been defined as “the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders
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14 Management Principles developed by Henri Fayol are : 1. Division of work : Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization. 2. Authority : The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience.
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system of task and reporting relationships showing how workers use resources. A. 6 elements of structure: 1. Work Specialization 2. Departmentalization (grouped by-Function‚ product‚ process‚ customers‚ geography) 3. Chain of command ( Authority or unity of command) 4. Span of control (Wide or Narrow) 5. Centralization & Decentralization 6. Formalization B. Types of organizational design: 1. Simple structure 2. Bureaucracy 3. Matrix structure 4. Virtual
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principles of administration to go along with management’s five primary roles. These principles are enumerated below: • Specialization/division of labor • Authority with responsibility • Discipline • Unity of command • Unity of direction • Subordination of individual interest to the general interest • Remuneration of staff • Centralization • Scalar chain/line of authority • Order • Equity • Stability of tenure • Initiative • Esprit
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complex‚ state-run organizations could manage such a large flow of water‚ irrigation forced civilizations to start up and develop. In many aspects‚ Wittfogel’s assumptions are accurate; the emergence of large-scale irrigation prompts high levels of specialization‚ organization‚ and centralized rule. But Wittfogel’s theory is weakened because his theory applies only to extremely arid regions‚ primarily Egypt and Mesopotamia. Actually‚ extensive irrigation is only apparent in some of the world’s civilizations
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