TAILIEUCHUNG - Lecture Management (2nd edition) – Chapter 10: Structuring organizations

This chapter’s objectives are to: Explain how differentiation and integration define performance cultures, describe how managers vertically organize processes and teams to centralize decision making, describe how mangers horizontally organize processes and teams to distribute decision making throughout the organization,. | Chapter 10 Structuring Organizations Learning Objectives Explain how differentiation and integration define performance cultures Describe how managers vertically organize processes and teams to centralize decision making Describe how mangers horizontally organize processes and teams to distribute decision making throughout the organization Show how managers combine vertical and horizontal approaches to organizational design in order to be more adaptive Hierarchy Vertically organized structure of power relationships, where the top level holds the most power and resources Every organization needs some type of structure in place to be successful Unites the different units of a company Brings units in tune with the company’s underlying principles, core purposes, goals, and objectives The Basics (p. 256) Hierarchy comes in many states The Basics (cont.) Figure Designing performance cultures (p. 256) Through the creation of an organizational culture, managers can, consciously or .

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