MNG93002: Topic 12

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Across
  1. 2. The type of systems that typically involve 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.
  2. 4. Give people formally defined roles, responsibilities and lines of reporting regarding strategy.
  3. 5. The kind of supervision involving control of strategic decisions by one or a few individuals, typically focused on the effort put into the business by employees.
  4. 6. The type of structure that divides responsibilities according to the organisation’s primary specialist roles such as production, research and sales.
  5. 9. One of the three key cultural systems of indirect control systems and concerned with the selection of appropriate staff in the first place.
  6. 10. A framework that highlights the importance of fit between strategy, structure, systems, staff, style, skills and superordinate goals.
  7. 11. The type of systems that plan and control the allocation of resources and monitor their utilisation.
  8. 12. The type of structure that is built up of separate divisions based on products, services or geographical areas.
  9. 13. The kind of targets that focus on the outputs of an organisation (or part of an organisation), such as product quality, revenues or profits.
Down
  1. 1. The type of structure in which teams are created, undertake the work (e.g. internal or external con- tracts) and are then dissolved.
  2. 3. The type of structure that combines local responsiveness with high global coordination.
  3. 4. One of the three key cultural systems of indirect control systems and concerned with how employee behaviours are shaped by social processes once they are at work.
  4. 7. Support and control people as they carry out structurally defined roles and responsibilities.
  5. 8. One of the three key cultural systems of indirect control systems and concerned with how appropriate behaviour can be encouraged through pay, promotion or symbolic processes (for example, public praise).
  6. 10. The type of structure that combines different structural dimensions simultaneously, for example product divisions and geographical territories or product divisions and functional specialisms.