Discuss why it is critical for organizations to be responsive.
p. 308
2 Describe the qualities of an organic organization structure. p. 310
3 Identify strategies and dynamic organizational concepts that can improve an organization’s responsiveness. p. 311
4 Explain how a firm can be both big and small. p. 314
5 Summarize how firms organize to meet customer requirements. p. 318
6 Identify ways that firms organize around different types of technoKeep in mind that it’s not enough for an organization to have valuable resources that provide competencies; those resources have to be managed in a way that gives the organization an advantage over competitors. 8 That means managers have to do three things. First, they must accumulate the right resources (such as talented people) by determining what resources they need, acquiring and developing those resources, and eliminating resources that don’t provide value. Next, they combine the resources in ways that give the organization capabilities, such as researching new products or resolving problems for customers. These combinations may involve knowledge sharing and alliances between departments or with other organizations. Finally, managers need to leverage or exploit their resources. They do this by identifying the opportunities where their competencies deliver value to customers—say, by creating new products or by delivering existing products better than competitors—and then by coordinating and deploying the employees and other resources needed to respond to those opportunities.
LO 2
Core competence can be a source of quality and innovation.logy. p. 324 integration alliances
The best alliances are true partnerships that meet these criteria:
1. Individual excellence: Both partners add value, and their motives are positive
(pursue opportunity) rather than negative (mask weaknesses).
2.