Please enable JavaScript.

Coggle requires JavaScript to display documents.

CHAPTER 5: BUSINESS ORGANIZATION, STRUCTURE AND STRATEGY, Nguyễn Ngọc Anh …

- - - - DECISION MAKING TAKES PLACE AT UPPER LEVELS OF THE ORGANIZATION
    - - HOW STANDARDIZED AND ORGANIZATION'S JOB ATR AND THE EXTEND TO WHICH EMPLOYEE BEHAVIOUR IS GUIDED BU RULES AND PROCEDURES
    - - LOWER-LEVEL MANAGERS PROVIDE IMPUT OR ACTUALLY MAKE DECISION
  - - - WELL DEGINED STRUCUTRE OF AUTHORITY AND RESPONSIBILITY
      - WORK ALONG PRE-DEFINED SETS OF POLICIES
      - MOST DECISIONS ARE BASED ON PREDETERMINED POLICIES
    - - UNPLANNED STRUCTURE
      - FULFILLMENT OF SOCIAL NEED
      - NO FORMAL STRUCTURE
      - INFORMAL LEADER
      - INFORMAL COMMUNICATION SYSTEM
      - NO RULED AND REGULATIONS
      - NO FIXED TENURE
  - - - GROUPING ACTIVITIES BY FUNCTIONS PERFORMED
    - - GROUPING ACTIVITIES ON THE BASIS OF GEOGRAPHY OR TERRITORY
    - - GROUPING ACTIVITIES BY MAJOR PRODUCT AREAS
    - - GROUPING ACTIVITIES BY CUSTOMER
    - - GROUPING ACTIVITIES ON THE BASIS OF WORK OR CUSTOMER FLOW
- - - - POSITIONS CREATED TO SUPPORT, ASSIST AND ADVISE THOSE HOLDING LINE AUTHORITY
    - - ENTITLE A MANAGER TO DIRECT THE WORK OF AN EMPLOYEE
- - - - WHAT SETS THE ORGANIZATION APART; ITS DISTINCTIVE EDGE
    - - A SINGLE BUSINESS THAT ARE INDEPENDENT AND FORMULATE THEIR OWN COMPETITVE STRATEGY
    - - COST LEADERSHIP STRATEGY
        
        COMPETING ON HAVING THE LOWEST COSTS
      - DIFFERENTIATION STRATEGY
        
        COMPETING ON HAVING UNIQUE PRODUCTS THAT ARE WILDLY VALUED BY CUSTOMERS
      - FOCUS STRATEGY
        
        COMPETING IN A NARROW SEGMENT OR NICHE WITH EITHER A COST FOCUS OR A DIFFERENTIATION FOCUS
  - - - EXPANDS THE NUMBER OF MARKETS SERVED OR PRODUCTS OFFERED THROUGH ITS CURRENT OR NEW BUSINESSES
      - CONCENTRATION
      - VERTICAL INTEGRATION (BACKWARD OR FORWARD)
      - HORIZONTAL INTEGRATION
      - DIVERSIFICATION (RELATED AND UNRELATED/CONGLOMERATE)
    - - THE ORGANIZATION CONTINUES TO DO WHAT IT IS CURRENTLY DOING
    - - DECLINING ORGANIZATIONAL PERFORMANCE