International Business Strategy

1
International Business Strategy

• Chapter 8 Organizational Structure

2
Reading 8.1

• Summarize Mintzbergs The Structuring of
  Organizations
• What are the 6 basic parts of the organization
  and what does each part do?
• Explain the diagram on pg. 210

3
The Structuring of Organizations

• What is are coordinating mechanism?
• What are each of the six basic coordinating
  mechanism
• Mutual adjustment
• Direct supervision
• Standardization of work processes
• Standardization of outputs
• Standardization of skills
• Standardization of norms

4
Design of individual positions

• Define each of the following and explain how each
  is used in structuring positions in an
  organization
• Job specialization
• Behavior formalization
• Training
• Indoctrination

5
Training VS Indoctrination

• What is the distinction between training and
  indoctrination?

6
Design of the Superstructure

• Define each of the following and explain how each
  is used in designing superstructure in an
  organization
• Unit grouping
• Unit size
• In what sense are function and market the
  only two real bases for unit grouping?

7
Design of Linkages

• Define each of the following and explain how each
  is used in designing linkages in an organization
• Planning and control systems
• Action planning
• Performance Control
• Liaison devices
• Liaison positions
• Task forces
• Standing committees
• Integrating managers
• Matrix Structure

8
Linkages

• How does action planning differ from performance
  control?
• How do the concepts of liaison positions and
  integrating managers differ?

9
Design of Decision-Making System

• Define each of the following and explain how each
  is used in structuring decision making in an
  organization
• Centralization
• Decentralization
• Vertical decentralization
• Horizontal decentralization
• Selective decentralization
• Parallel decentralization

10
Decision Making Systems

• What is the distinction between vertical and
  horizontal decentralization?
• What is the distinction between selective and
  parallel decentralization?

11
Situational Approach

• How much does the getting it all together
  approach really add to the it all depends to
  structuring organizations. (The contingency
  approach)

12
Situational Factors

• How do each of the following situational factors
  suggest certain elements of organizational
  structure
• Age
• Size
• Technical system
• Environment
• Power

13
Diversified Structure

• What characterizes the diversified structure.
• In what sense in the diversified organization not
  a complete structure?

14
Missionary Political Structure

• What characterizes the Missionary structure?
• What characterizes the political structure?

15
Reading 8.2

• Summarize Strategy and Organization Planning by
  Jay Galbraith
• Define an upstream stage in the industry chain.
  What are the three stages and what does each do?
• Define a downstream stage in the industry chain.
  What are the three stage and what does each do?

16
Upstream Stages

• For the upstream stages, the following
  characteristics apply. What does each mean?
• Standardize/Homogenize
• Low cost producer
• Process Innovation
• Technology/Capital Intensive
• Line Driven
• Sales Push

17
Downstream Stages

• For the downstream stages, the following
  characteristics apply. What does each mean?
• Customize / Segment
• High Margins / Proprietary Positions
• Product Innovation
• RD/Marketing Dominated
• People Intensive
• Target Intensive
• Market Pull

18
Upstream / Downstream

• The author says that what distinguishes upstream
  from downstream companies is differences in
• factors for success,
• lessons learned by managers,
• the organization used
• Rank order these by importance

19
Center of Gravity

• Exactly what does the concept of centre of
  gravity mean and how useful is it?

20
Strategic Change

• Define the following forms of strategic change
• Vertical integration
• By-Products Diversification
• Related Diversification
• Linked Diversification
• Unrelated Diversification
• Center of Gravity Change

21
Diversification

• How do related and linked diversification differ?
• What explanation do you prefer, and why, for the
  success of related diversified companies?
• They are all downstream companies in high margin
  business.
• They can apply skills learned at the centre of
  gravity in one business to the same centre of
  gravity in another business.

22
Gravity Change VS Diversification

• How does change in centre of gravity differ from
  diversification?

23
Reading 8.3

• Summarize The Design of New Organizational
  Forms by Herber, Singh, Useem.
• The six emerging organizational forms are
• Virtual Organization
• Network Organization
• Spin-out Organization
• Ambidextrous Organization
• Front-back Organization
• Sense-and Respond Organization

24
Virtual Organization

• What is the virtual organization and how does
  it perform within the following organizational
  elements
• Organizational Goals
• Strategies
• Authority relations
• Technologies
• Markets
• Processes

25
Network Organization

• What is the Network Organization and how does
  it perform within the following organizational
  elements
• Organizational Goals
• Strategies
• Authority relations
• Technologies
• Markets
• Processes

26
Spin-out Organization

• What is the Spin-out Organization and how does
  it perform within the following organizational
  elements
• Organizational Goals
• Strategies
• Authority relations
• Technologies
• Markets
• Processes

27
Ambidextrous Organization

• What is the Ambidextrous Organization and how
  does it perform within the following
  organizational elements
• Organizational Goals
• Strategies
• Authority relations
• Technologies
• Markets
• Processes

28
Front-back Organization

• What is the Front-back Organization and how
  does it perform within the following
  organizational elements
• Organizational Goals
• Strategies
• Authority relations
• Technologies
• Markets
• Processes

29
Sense-and Respond Organization

• What is the Sense-and Respond Organization and
  how does it perform within the following
  organizational elements
• Organizational Goals
• Strategies
• Authority relations
• Technologies
• Markets
• Processes