Bài giảng Management - Chapter 9: Organizational Agility

Organizational AgilityChapter NineMcGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Learning ObjectivesLO 1 Discuss why it is critical for organizations to be responsive.LO 2 Describe the qualities of an organic organization structureLO 3 Identify strategies and dynamic organizational concepts that can improve and organization’s responsivenessLO 4 Explain how a firm can be both big and smallLO 5 Summarize how firms organize to meet customer requirementsLO 6 Identify ways that firms organize around different types of technology9-*The Responsive OrganizationMechanistic organizationA form of organization that seeks to maximize internal efficiency.Organic structureAn organizational form that emphasizes flexibility9-*Advice Network RevealsKnowledge Flow9-*Figure 9.1(b)Organizing around Core CompetenciesIdentify existing core competencies.Acquire or build core competencies that will be important for the future.Keep investing in competencies so that the firm remains world class and better than competitors.Extend competencies to find new applications and opportunities for the markets of tomorrow9-*Strategic AlliancesStrategic allianceA formal relationship created among independent organizations with the purpose of joint pursuit of mutual goals.9-*The Learning OrganizationLearning organizationAn organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.9-*The High-Involvement OrganizationHigh-involvement organization A type of organization in which top management ensures that there is consensus about the direction in which the business is heading9-*Being Big and SmallDownsizingThe planned elimination of positions or jobsRightsizingA successful effort to achieve an appropriate size at which the company performs most effectively9-*Customer Relationship ManagementCustomer relationship management (CRM)A multifaceted process focusing on creating two-way exchanges with customers to foster intimate knowledge of their needs, wants, and buying patterns.9-*Customer Relationship ManagementValue chainThe sequence of activities that flow from raw materials to the delivery of a good or service, with additional value created at each step.9-*Total Quality ManagementTotal quality management (TQM)An integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that result in high-quality goods and services.9-*Organizing for Flexible ManufacturingMass customizationThe production of varied, individually customized products at the low cost of standardized, mass-produced products.9-*Flexible FactoriesFlexible factoriesManufacturing plants that have short production runs, are organized around products, and use decentralized scheduling.9-*Organizing for Speed: Time-Based CompetitionTime-based competition (TBC)Strategies aimed at reducing the total time needed to deliver a good or service.9-*