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DAY 13
| Term | Definition |
|---|---|
| The objective is therefore not elimination but [[quản trị]]. | governance |
| Structured communication channels—regular cross-functional reviews, integrated planning sessions, and transparent [[leo thang]] pathways—enhance coherence. | escalation |
| Organizational complexity is no longer an [[ngẫu nhiên]] characteristic of large enterprises; it is an intrinsic condition of contemporary business systems. | incidental |
| Dashboards, key performance indicators, and reporting systems should be designed to highlight [[sai lệch]], trends, and critical thresholds rather than to display exhaustive detail. | deviations |
| As organizations expand across geographies, diversify product portfolios, integrate digital technologies, and engage with increasingly [[không đồng nhất]] stakeholder ecosystems, complexity emerges not as a temporary phase but as a structural reality. | heterogeneous |
| For a General Manager, managing organizational complexity is therefore not a matter of simplification alone, but of disciplined [[sự phối hợp]]. | orchestration |
| Structural differentiation refers to the [[sự sinh sôi nảy nở]] of functions, divisions, and reporting lines as organizations scale. | proliferation |
| When roles are unclear, decision rights overlap; when priorities are vague, resources are [[phân bổ sai]]. | misallocated |
| Communication must be purposeful, [[được ngữ cảnh hóa]], and consistent with strategic narrative. | contextualized |
| Sales decisions influence production planning; [[mua sắm]] strategies affect cost structures; marketing campaigns drive demand variability; finance imposes capital constraints. | procurement |