Restructuring at Digital Arts $($Scenario$)$

Victor Lee is the founder and president of Digital Arts, a Vancouver$-$based company that makes games for popular electronic game consoles. The company has experienced tremendous growth over the years, but now Victor is concerned that the company's structure has become too tall and rigid. He explains, "Twenty years ago we started with five people and one product. Today we are a global operation with $500$ people employed in six countries producing over $200$ game titles." Digital Arts is currently organized into five specialized departments: product development, production, marketing, accounting, and human resources. To coordinate the workflow, many rules and regulations have been introduced. Victor now worries that the increased bureaucracy is beginning to stifle innovation. He ponders several restructuring options.

Victor begins to wonder if they would not be better off to simply refocus their efforts on what they have always done best: design games. They could shrink the company back to a small core of game designers and contract out the other major business functions. This strategy is most consistent with a $\_\_\_\_\_\_\_\_$ organization.

Question $10$Answer

a$.$

matrix

b$.$

virtual

c$.$

network

d$.$

boundaryless