ÖRGÜT KURAMI VE TASARIMI

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

There are diverse coordination mechanisms for organizations
1. Face-to-face interpersonal interaction
2. Rules and procedures for coordinating routine, recurring activities
3. Standardized plans, skills, and values
4. Direct supervision
5. Staff assistants as specialized administrative personnel created to facilitate interaction
between personnel of the same unit
6. Liaisons as specialized positions or units designed to facilitate interchange between
interdependent units
7. Teams having members from different units
8. Coordination-supporting software packages
9. Independent integrators, who are independent of the departments they coordinate and report to the manager who
oversees those departments.

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

Among the choices, only the second one "profit sharing" is one of the basic types of incentive systems.

There are six particularly important strategies of control in organizations. 
1. Personal centralized control
2. Bureaucratic control
3. Output control
4. Control through electronic surveillance,
5. HRM control 
6. Cultural control

The Multidivisional form groups functions according to the specific demands of products, markets, or customers.

The U-form has some advantages. First, it allows work to be done by highly qualified specialists. Second, it lowers costs by reducing duplication. On the other hand, 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.

The network form combines legally separate companies along with a value
chain into a loosely integrated whole. There are certain types of a network form: The
dynamic network, The stable network, The internal network and the virtual form as a highly developed version of the network form.

Long-linked technologies involve linear transformation processes in which inputs enter at one end of a long series of sequential steps from which products emerge at the other end

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.