ÖRGÜT KURAMI VE TASARIMI - Deneme Sınavı - 6

Specialized Resources: Functional resources are the highly skilled personnel from an organization’s various functions that must be special, unique or difficult to imitate. Another is organizational resources which are the skills that are specific to the organization such as excellent top management team and possession of valuable and scarce resources such as raw materials, land and capital assets.

Corporate-level strategy is often made at the highest levels of the organization such as the board of directors, the CEO and executive management with inputs from other managers. It is formulated for the overall organization and often deals with the selection of which business domain or markets the firm is to compete in.

High degree of standardization is one of the features of cost leadership strategy.

As an alternative approach to generic strategy, Miles and Snow developed four business strategies: Prospectors, Defenders, Analyzers, and Reactors in order to deal with environmental uncertainty.

Defender Strategy includes Efficiency orientation, Extensive division of labor, Centralization of authority, and High degree of formalization.

An organization can pursue cooperative business strategies to gain competitive advantage within its industry by working with, rather than against, others. This can be done using strategic alliances. A strategic alliance is any cooperative efforts of two or more organizations to achieve strategic objectives of developing, producing or selling products or services

Porter described four attributes that can lead to national competitive
advantage; Factor conditions, Demand conditions, Related and supporting industries, Firm strategy, structure, and rivalry

A multidomestic strategy is oriented towards a high level of local responsiveness where products can be actively adapted to local preferences in each country market.

Coordination refers to the process of setting up the activities of people or their units to achieve a state of integration.

Organizational design refers to the complete specification of the strategy, structure, and processes of the organization.

Control refers to a process through which management is able to initiate and regulate activities such that their results fit in with the goals and expectations held by management.

Reward refers to allocating incentives for managers and employees to improve performance and meet unit goals.

Departmentalization is the basis for grouping positions into departments and departments into the whole organization.

Simple forms include completely flexible relationships with limited differentiation and almost no hierarchy.

There are three advantages of the U-form. First, it allows high-degree of specialization. Second, it lowers costs by reducing duplication. Third, it eases communication and coordination for departmental managers. At the same time, the possible difficulty of cross-department coordination, slow decision making, and narrowing the experience and expertise of the employees are some disadvantages of the U-form.

The possible difficulty of cross-department coordination, slow decision making, and narrowing the experience and expertise of the employees are some disadvantages of the U-form.

There are many advantages of the M-form. The M-form enables growing quickly; it provides better training for future executives; it offers enhanced responsiveness to the needs of customers; and it allows for accountability based on divisional profits. However, duplication and the challenge of coordinating across the different departments are the main disadvantages.

A matrix form enables implementing both divisional and functional forms, simultaneously. A matrix form often is the answer when organizations find that the functional, divisional, and geographic structures combined with coordination mechanisms will not work. The matrix is a secure form of coordination.

Manufacturing Subenvironment, raw materials and suppliers are considered under the manufacturing division. Customers are considered under sales division, where else scientific journals are considered under the research & development division.