Which of the following types of organization structures would be most appropriate in a unstable environment?

1. Preface

2. 1 Managing and Performing

   Inhaltsverzeichnis Show

   • What organizational structure works best in unstable complex changing environments?
   • Which type of organizational structure would be most appropriate for a company with a defender strategy?
   • What are the 4 types of organizational structures quizlet?
   • Which of the following are characteristics of horizontal organizational structures?
   1. Introduction
   2. 1.1What Do Managers Do?
   3. 1.2The Roles Managers Play
   4. 1.3Major Characteristics of the Manager's Job
   5. Key Terms
   6. Summary of Learning Outcomes
   7. Chapter Review Questions
   8. Management Skills Application Exercises
   9. Managerial Decision Exercises
   10. Critical Thinking Case

3. 2 Managerial Decision-Making

   1. Introduction
   2. 2.1Overview of Managerial Decision-Making
   3. 2.2How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
   4. 2.3 Programmed and Nonprogrammed Decisions
   5. 2.4Barriers to Effective Decision-Making
   6. 2.5Improving the Quality of Decision-Making
   7. 2.6Group Decision-Making
   8. Key Terms
   9. Summary of Learning Outcomes
   10. Chapter Review Questions
   11. Management Skills Application Exercises
   12. Managerial Decision Exercises
   13. Critical Thinking Case

4. 3 The History of Management

   1. Introduction
   2. 3.1The Early Origins of Management
   3. 3.2The Italian Renaissance
   4. 3.3The Industrial Revolution
   5. 3.4Taylor-Made Management
   6. 3.5Administrative and Bureaucratic Management
   7. 3.6Human Relations Movement
   8. 3.7Contingency and System Management
   9. Key Terms
   10. Summary of Learning Outcomes
   11. Chapter Review Questions
   12. Managerial Decision Exercises

5. 4 External and Internal Organizational Environments and Corporate Culture

   1. Introduction
   2. 4.1The Organization's External Environment
   3. 4.2External Environments and Industries
   4. 4.3Organizational Designs and Structures
   5. 4.4The Internal Organization and External Environments
   6. 4.5Corporate Cultures
   7. 4.6Organizing for Change in the 21st Century
   8. Key Terms
   9. Summary of Learning Outcomes
   10. Chapter Review Questions
   11. Management Skills Application Exercises
   12. Managerial Decision Exercises
   13. Critical Thinking Case

6. 5 Ethics, Corporate Responsibility, and Sustainability

   1. Introduction
   2. 5.1 Ethics and Business Ethics Defined
   3. 5.2Dimensions of Ethics: The Individual Level
   4. 5.3Ethical Principles and Responsible Decision-Making
   5. 5.4Leadership: Ethics at the Organizational Level
   6. 5.5Ethics, Corporate Culture, and Compliance
   7. 5.6 Corporate Social Responsibility (CSR)
   8. 5.7Ethics around the Globe
   9. 5.8 Emerging Trends in Ethics, CSR, and Compliance
   10. Key Terms
   11. Summary of Learning Outcomes
   12. Chapter Review Questions
   13. Management Skills Application Exercises
   14. Managerial Decision Exercises
   15. Critical Thinking Case

7. 6 International Management

   1. Introduction
   2. 6.1Importance of International Management
   3. 6.2Hofstede's Cultural Framework
   4. 6.3The GLOBE Framework
   5. 6.4Cultural Stereotyping and Social Institutions
   6. 6.5Cross-Cultural Assignments
   7. 6.6Strategies for Expanding Globally
   8. 6.7The Necessity of Global Markets
   9. Key Terms
   10. Summary of Learning Outcomes
   11. Chapter Review Questions
   12. Management Skills Application Exercises
   13. Managerial Decision Exercises
   14. Critical Thinking Case
8. 1. Introduction
   2. 7.1Entrepreneurship
   3. 7.2Characteristics of Successful Entrepreneurs
   4. 7.3Small Business
   5. 7.4Start Your Own Business
   6. 7.5Managing a Small Business
   7. 7.6The Large Impact of Small Business
   8. 7.7The Small Business Administration
   9. 7.8Trends in Entrepreneurship and Small-Business Ownership
   10. Key Terms
   11. Summary of Learning Outcomes
   12. Chapter Review Questions
   13. Management Skills Application Exercises
   14. Managerial Decision Exercises
   15. Critical Thinking Case

9. 8 Strategic Analysis: Understanding a Firm’s Competitive Environment

   1. Introduction
   2. 8.1Gaining Advantages by Understanding the Competitive Environment
   3. 8.2Using SWOT for Strategic Analysis
   4. 8.3A Firm's External Macro Environment: PESTEL
   5. 8.4A Firm's Micro Environment: Porter's Five Forces
   6. 8.5The Internal Environment
   7. 8.6Competition, Strategy, and Competitive Advantage
   8. 8.7Strategic Positioning
   9. Key Terms
   10. Summary of Learning Outcomes
   11. Chapter Review Questions
   12. Management Skills Application Exercises
   13. Managerial Decision Exercises
   14. Critical Thinking Case

10. 9 The Strategic Management Process: Achieving and Sustaining Competitive Advantage

    1. Introduction
    2. 9.1Strategic Management
    3. 9.2Firm Vision and Mission
    4. 9.3The Role of Strategic Analysis in Formulating a Strategy
    5. 9.4Strategic Objectives and Levels of Strategy
    6. 9.5Planning Firm Actions to Implement Strategies
    7. 9.6Measuring and Evaluating Strategic Performance
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case

11. 10 Organizational Structure and Change

    1. Introduction
    2. 10.1 Organizational Structures and Design
    3. 10.2Organizational Change
    4. 10.3 Managing Change
    5. Key Terms
    6. Summary of Learning Outcomes
    7. Chapter Review Questions
    8. Management Skills Application Exercises
    9. Managerial Decision Exercises
    10. Critical Thinking Case

12. 11 Human Resource Management

    1. Introduction
    2. 11.1An Introduction to Human Resource Management
    3. 11.2Human Resource Management and Compliance
    4. 11.3Performance Management
    5. 11.4Influencing Employee Performance and Motivation
    6. 11.5Building an Organization for the Future
    7. 11.6Talent Development and Succession Planning
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case

13. 12 Diversity in Organizations

    1. Introduction
    2. 12.1An Introduction to Workplace Diversity
    3. 12.2Diversity and the Workforce
    4. 12.3 Diversity and Its Impact on Companies
    5. 12.4Challenges of Diversity
    6. 12.5 Key Diversity Theories
    7. 12.6Benefits and Challenges of Workplace Diversity
    8. 12.7Recommendations for Managing Diversity
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
14. 1. Introduction
    2. 13.1The Nature of Leadership
    3. 13.2The Leadership Process
    4. 13.3Leader Emergence
    5. 13.4The Trait Approach to Leadership
    6. 13.5Behavioral Approaches to Leadership
    7. 13.6Situational (Contingency) Approaches to Leadership
    8. 13.7 Substitutes for and Neutralizers of Leadership
    9. 13.8Transformational, Visionary, and Charismatic Leadership
    10. 13.9Leadership Needs in the 21st Century
    11. Key Terms
    12. Summary of Learning Outcomes
    13. Chapter Review Questions
    14. Management Skills Application Exercises
    15. Managerial Decision Exercises
    16. Critical Thinking Case

15. 14 Work Motivation for Performance

    1. Introduction
    2. 14.1Motivation: Direction and Intensity
    3. 14.2Content Theories of Motivation
    4. 14.3Process Theories of Motivation
    5. 14.4Recent Research on Motivation Theories
    6. Key Terms
    7. Summary of Learning Outcomes
    8. Chapter Review Questions
    9. Management Skills Application Exercises
    10. Managerial Decision Exercises
    11. Critical Thinking Case
16. 1. Introduction
    2. 15.1Teamwork in the Workplace
    3. 15.2Team Development Over Time
    4. 15.3Things to Consider When Managing Teams
    5. 15.4Opportunities and Challenges to Team Building
    6. 15.5Team Diversity
    7. 15.6Multicultural Teams
    8. Key Terms
    9. Summary of Learning Outcomes
    10. Chapter Review Questions
    11. Management Skills Application Exercises
    12. Managerial Decision Exercises
    13. Critical Thinking Case

17. 16 Managerial Communication

    1. Introduction
    2. 16.1The Process of Managerial Communication
    3. 16.2Types of Communications in Organizations
    4. 16.3Factors Affecting Communications and the Roles of Managers
    5. 16.4Managerial Communication and Corporate Reputation
    6. 16.5The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
    7. Key Terms
    8. Summary of Learning Outcomes
    9. Chapter Review Questions
    10. Management Skills Application Exercises
    11. Managerial Decision Exercises
    12. Critical Thinking Case

18. 17 Organizational Planning and Controlling

    1. Introduction
    2. 17.1Is Planning Important
    3. 17.2The Planning Process
    4. 17.3Types of Plans
    5. 17.4Goals or Outcome Statements
    6. 17.5Formal Organizational Planning in Practice
    7. 17.6Employees' Responses to Planning
    8. 17.7Management by Objectives: A Planning and Control Technique
    9. 17.8The Control- and Involvement-Oriented Approaches to Planning and Controlling
    10. Key Terms
    11. Summary of Learning Outcomes
    12. Chapter Review Questions
    13. Management Skills Application Exercises
    14. Managerial Decision Exercises
    15. Critical Thinking Case

19. 18 Management of Technology and Innovation

    1. Introduction
    2. 18.1 MTI—Its Importance Now and In the Future
    3. 18.2Developing Technology and Innovation
    4. 18.3External Sources of Technology and Innovation
    5. 18.4Internal Sources of Technology and Innovation
    6. 18.5Management Entrepreneurship Skills for Technology and Innovation
    7. 18.6 Skills Needed for MTI
    8. 18.7Managing Now for Future Technology and Innovation
    9. Key Terms
    10. Summary of Learning Outcomes
    11. Chapter Review Questions
    12. Management Skills Application Exercises
    13. Managerial Decision Exercises
    14. Critical Thinking Case
20. References
21. Index

Adhocracy cultureCreates an environment of innovating, visioning the future, accepting of managing change, and risk taking, rule-breaking, experimentation, entrepreneurship, and uncertainty.Clan cultureFocuses on relationships, team building, commitment, empowering human development, engagement, mentoring, and coaching.Competing Values FrameworkDeveloped by Kim Cameron and Robert Quinn this model is used for diagnosing an organization’s cultural effectiveness and examining its fit with its environment.Complex-Stable environmentsEnvironments that have a large number of external elements, and elements are dissimilar and where elements remain the same or change slowly.Complex-Unstable environmentsEnvironments that have a large number of external elements, and elements are dissimilar and where elements change frequently and unpredictablyCorporate cultureDefines how motivating employees’ beliefs, behaviors, relationships, and ways they work creates a culture that is based on the values the organization believes in.Divisional structureAn organizational structure characterized by functional departments grouped under a division head.DomainThe purpose of the organization from which its strategies, organizational capabilities, resources, and management systems are mobilized to support the enterprise’s purpose.Functional structureThe earliest and most used organizational designs.Geographic structureAn Organizational option aimed at moving from a mechanistic to more organic design to serve customers faster and with relevant products and services; as such, this structure is organized by locations of customers that a company serves.Government and political environment forcesThe global economy and changing political actions increase uncertainty for businesses, while creating opportunities for some industries and instability in others.Hierarchy cultureEmphasizes efficiency, process and cost control, organizational improvement, technical expertise, precision, problem solving, elimination of errors, logical, cautious and conservative, management and operational analysis, careful decision making.Horizontal organizational structuresA “flatter” organizational structure often found in matrix organizations where individuals relish the breath and development that their team offers.Internal dimensions of organizationsHow an organization’s culture affects and influences its strategy.Market cultureFocuses on delivering value, competing, delivering shareholder value, goal achievement, driving and delivering results, speedy decisions, hard driving through barriers, directive, commanding, competing and getting things done.Matrix structureAn organizational structure close in approach to organic systems that attempt to respond to environmental uncertainty, complexity, and instability.McKinsey 7-S modelA popular depiction of internal organizational dimensions.Mechanistic organizational structuresBest suited for environments that range from stable and simple to low-moderate uncertainty and have a formal “pyramid’ structure.Natural disaster and human induced environmental problemsEvents such as high-impact hurricanes, extreme temperatures and the rise in CO2 emissions as well as ‘man-made’ environmental disasters such as water and food crises; biodiversity loss and ecosystem collapse; large-scale involuntary migration are a force that affects organizations.Networked-team structureA form of the horizontal organization.Organic organizational structuresThe opposite of a functional organizational form that works best in unstable, complex changing environments.Organizational structuresA broad term that covers both mechanistic and organic organizational structures.Simple-Stable environmentsEnvironments that have a small number of external elements, and elements are similar, and the elements remain the same or change slowly.Simple-Unstable environmentsEnvironments that have a small number of external elements, and elements are similar and where elements change frequently and unpredictably.Socio-cultural environment forcesInclude different generations’ values, beliefs, attitudes and habits, customs and traditions, habits and lifestyles.Technological forcesEnvironmental influence on organizations where speed, price, service, and quality of products and services are dimensions of organizations’ competitive advantage in this era.Virtual structureA recent organizational structure that has emerged in the 1990’s and early 2000’s as a response to requiring more flexibility, solution based tasks on demand, less geographical constraints, and accessibility to dispersed expertise.

PreviousNext

Kinetic by OpenStax offers access to innovative study tools designed to help you maximize your learning potential.

Want to cite, share, or modify this book? This book uses the Creative Commons Attribution License and you must attribute OpenStax.

Attribution information

• If you are redistributing all or part of this book in a print format, then you must include on every physical page the following attribution:

  Access for free at https://openstax.org/books/principles-management/pages/1-introduction

• If you are redistributing all or part of this book in a digital format, then you must include on every digital page view the following attribution:

  Access for free at https://openstax.org/books/principles-management/pages/1-introduction

Citation information

• Use the information below to generate a citation. We recommend using a citation tool such as this one.
  • Authors: David S. Bright, Anastasia H. Cortes
  • Publisher/website: OpenStax
  • Book title: Principles of Management
  • Publication date: Mar 20, 2019
  • Location: Houston, Texas
  • Book URL: https://openstax.org/books/principles-management/pages/1-introduction
  • Section URL: https://openstax.org/books/principles-management/pages/4-key-terms

© Jun 5, 2022 OpenStax. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution License . The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the Creative Commons license and may not be reproduced without the prior and express written consent of Rice University.

What organizational structure works best in unstable complex changing environments?

Which type of organizational structure would be most appropriate for a company with a defender strategy?

What are the 4 types of organizational structures quizlet?

Which of the following are characteristics of horizontal organizational structures?