the strategy-structure relationship

Match the type of organization to the description


Defenders


Prospectors


Analyzers


Reactors


Tend not to have a clearly articulated strategy, and the strategy-structure relationship does not change to meet changing environmental conditions. They are therefore, viewed as unsuccessful organisations, with failure being their ultimate destination 


Perceive the environment as stable are finance and production to grow dominated and aim to grow incrementally through market penetrations. For them change is concerned with planning, and this planning is about problem solving and performance evaluation is achieved by comparing present performance with that of previous time periods


Are concerned with finding and exploiting new product and market opportunities they are creators of change. They are people-centred with a low degree of structural formalisation. Marketing and research and development are the dominant functions. Planning is concerned with problem-finding, and performance evaluation is achieved by comparison with similar organisations


Are followers of change rather than initiators and undertake extensive market surveillance to achieve this. They tend to operate a matrix structure, with marketing and production being dominant functions. Planning for these organisations is all important and therefore intensive and comprehensive, and performance evaluation tends to be by means of comparison of actual performance against plans and budgets.


How does the typology of organisation affect how change is perceived and managed? For each type of organisation explain how change would be perceived and using examples how they would be managed?

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