Across
- 2. Support and control people as they carry out structurally defined roles and responsibilities.
- 7. The type of structure that divides responsibilities according to the organisation’s primary specialist roles such as production, research and sales.
- 8. The type of structure that is built up of separate divisions based on products, services or geographical areas.
- 10. The type of structure in which teams are created, undertake the work and are then dissolved.
- 11. One of the key cultural systems of indirect control systems and concerned with the selection of appropriate staff from the onset.
- 12. The type of structure that combines different structural dimensions simultaneously, for example product divisions and geographical territories or product divisions and functional specialisms.
- 14. One of the key cultural systems of indirect control systems and concerned with how employee behaviours are shaped by social processes once they are at work.
Down
- 1. 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.
- 3. The type of structure that combines local responsiveness with high global coordination.
- 4. Give people formally defined roles, responsibilities and lines of reporting regarding strategy.
- 5. A framework that highlights the importance of fit between strategy, structure, systems, staff, style, skills and superordinate goals.
- 6. The type of systems that plan and control the allocation of resources and monitor their utilisation.
- 9. One of the key cultural systems of indirect control systems and concerned with how appropriate behaviour can be encouraged through pay, promotion or symbolic processes.
- 13. 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.