| A | B |
|---|
| Global Product Structure | organizational structure in which product divisions are responsible for all global activity |
| Global Area Structure | organizational structure in which geographic divisons are responsible for all global activity |
| Global Functional Structure | organizational structure in which depts are formed on basis of functional areas, such as production, marketing, and finance |
| Process Structure | Variation of functional structure in which depts are formed on basis of production processes |
| Global Customer Structure | organizational structure in which divisions are formed on basis of customer groups |
| Mixed Structure | organizational structure that combines 2+ org dimensions; products, areas, or functions |
| Matrix Structure | organizational structure that uses functional and divisional structures simultaneously |
| Decentralization | granting of high degree of autonomy to subsidiaries |
| Centralization | concentrating of control and strategic decision-making at headquarters |
| Coordinated Decentralization | provision of overall corporate strategy by headquarters, while granting subsidiaries the freedom to implement own corporate strategies w/in established ranges |
| Not-Invented-Here Syndrome | defensive, territorial attitude that, if held by managers, can frustrate effective implementation of global strategies |
| Intranet | process that integrates a company's info assets into single accessible system using Internet-based technologies |
| Virtual Team | team of people who are based at various locations around world and communicate through intranet and other electronic means to achieve a common goal |
| Strategic Leader | highly competent subsidiary located in strategically critical market |
