TAILIEUCHUNG - Lecture Management: Leading and collaborating in a competitive world (10/e) – Chapter 9

Chapter 9 - Organizational agility. After studying Chapter 9, you will be able to: Discuss why it is critical for organizations to be responsive, describe the qualities of an organic organization structure, identify strategies and dynamic organizational concepts that can improve and organization’s responsiveness,. | Organizational Agility Chapter Nine McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO 1 Discuss why it is critical for organizations to be responsive. LO 2 Describe the qualities of an organic organization structure LO 3 Identify strategies and dynamic organizational concepts that can improve and organization’s responsiveness LO 4 Explain how a firm can be both big and small LO 5 Summarize how firms organize to meet customer requirements LO 6 Identify ways that firms organize around different types of technology 9- The Responsive Organization Mechanistic organization A form of organization that seeks to maximize internal efficiency. Organic structure An organizational form that emphasizes flexibility 9- Advice Network Reveals Knowledge Flow 9- Figure (b) Organizing around Core Competencies Identify existing core competencies. Acquire or build core competencies that will be important for the future. Keep investing in competencies so that the firm remains world class and better than competitors. Extend competencies to find new applications and opportunities for the markets of tomorrow 9- Strategic Alliances Strategic alliance A formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals. 9- The Learning Organization Learning organization An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. 9- The High-Involvement Organization High-involvement organization A type of organization in which top management ensures that there is consensus about the direction in which the business is heading 9- Being Big and Small Downsizing The planned elimination of positions or jobs Rightsizing A successful effort to achieve an appropriate size at which the company performs most effectively 9- Customer Relationship Management Customer relationship management (CRM) A multifaceted process focusing on creating two-way exchanges with customers to foster intimate knowledge of their needs, wants, and buying patterns. 9- Customer Relationship Management Value chain The sequence of activities that flow from raw materials to the delivery of a good or service, with additional value created at each step. 9- Total Quality Management Total quality management (TQM) An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high-quality goods and services. 9- Organizing for Flexible Manufacturing Mass customization The production of varied, individually customized products at the low cost of standardized, mass-produced products. 9- Flexible Factories Flexible factories Manufacturing plants that have short production runs, are organized around products, and use decentralized scheduling. 9- Organizing for Speed: Time-Based Competition Time-based competition (TBC) Strategies aimed at reducing the total time needed to deliver a good or service. 9-

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