MNG93002: Topic 12

3. These are indirect systems of control that aim to standardise norms of behaviour within an organisation in line with particular objectives.
4. The kind of supervision that involves the direct control of strategic decisions by one or a few individuals, typically focused on the effort put into the business by employees.
6. The set of organisational design elements that interlink together in order to support the intended strategy.
8. A type of systems control that plans and controls the allocation of resources and monitor their utilisation.
10. A form of systems control that typically involves some formalised system of ‘contracting’ for resources or inputs from other parts of an organisation and for supplying outputs to other parts of an organisation.
11. This system of direct control focuses on the outputs of an organisation (or part of an organisation), such as product quality, revenues or profits.
12. A type of structure that combines different structural dimensions simultaneously, for example product divisions and geographical territories or product divisions and functional specialisms.

1. A type of structure that divides responsibilities according to the organisation’s primary specialist roles such as production, research and sales.
2. A type of structure that is built up of separate divisions on the basis of products, services or geographical areas.
5. This type of structure is based on an approach in which teams are created, undertake specific work and are then dissolved.
7. Gives people formally defined roles, responsibilities and lines of reporting with regard to strategy.
9. Enables the support and control of people as they carry out structurally defined roles and responsibilities.