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Organization theory and design 09 2013
The document discusses solving the centralization-decentralization dilemma that organizations face. It explains that there are strategic reasons for both centralization and decentralization, as well as predictable problems that arise from having too much of either approach. The key is finding the right balance between the two models through aspects like organizational structure, processes, rewards, and people management. The goal is to get the benefits of both centralization and decentralization without being dominated by the drawbacks of either extreme.
Organization theory and design 09 2013
- 1. 9 Solving theCentralization— Decentralization Dilemma organization @TC 2013
- 2. หัวข้อบรรยาย/กรณีศึกษา 6 Organizing AcrossBorders C 3 : Harvard Business Case / Merloni Elettrodomestici Spa : Building for Profit 7 Making a Matrix Work C 4 : Harvard Business Case / Smashing the Cube : Corporate Transformation at Ciba-Geigy,Ltd. 8 Making a Matrix Work C 5 : Harvard Business Case /ABB’s Relay Business ; Building and Managing a Golbal Matrix 9 Solving the Centralization—Decentralization Dilemma C 6 : Harvard Business Case /Johnson & Johnson (A) 10 Solving the Centralization—Decentralization Dilemma organization @TC 2013 C 7: Harvard Business Case /AES Honeycomb (A)
- 3. Corporate Center Strategy • Understanding the Business Portfolio • Portfolio Diversity • Organizational Implications of the Business Portfolio Strategy • Role of the Corporate Center • Size of Corporate Staff organization @TC 2013
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- 7. Centralization and Decentralization • Definitions • Strategic Reasons for Centralization • Strategic Reasons for Decentralization • Predictable Problems of Centralization • Predictable Problems of Decentralization • Making an Explicit Choice organization @TC 2013
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- 11. Getting the Bestof Both: A Balancing Act • Structure • Processes • Rewards • People organization @TC 2013
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