Mintzburgs taxonomy of organizational forms
If your strategy includes product or market diversification, this structure can work well, particularly when the company is too large for effective central decision-making. Also, with day-to-day decision-making decentralized, the central team can focus on "big picture" strategic plans.
This truncation may take place in a number of ways.
Mintzberg 5 parts of an organization
The last named are particularly numerous, since the project teams must be small to encourage mutual adjustment among their members, and each team needs a designated leader, a "manager. Both require the same specialized skills, on a project-by-project basis. The professional resists the rationalization of his skills - their division into simply executed steps - because that makes them programmable by the technostructure, destroys his basis of autonomy, and drives the structure to the machine bureaucratic form. Whereas the machine bureaucracy generates its own standards - its technostructure designing the work standards for its operators and its line managers enforcing them - the standards of the professional bureaucracy originate largely outside its own structure, in the self-governing association its operators join with their colleagues from other professional bureaucracies. Our article on Professional Services Organizations tells you more about working within this kind of structure. And in comes a corps of technical specialists, to design the technical system and then maintain it. Also, divisions can tend to be in conflict, because they each need to compete for limited resources from headquarters. The environment of the simple structure tends to be at one and the same time simple and dynamic. It relies on highly qualified professionals to carry out the work with a high degree of independence. Who you know can be even more important than what you know, and alliances and cabals abound and internal wars can even break out. This enables it to run itself, largely independent of the need for direct controls from the administrative component, leaving the latter free to structure itself as an adhocracy to bring new facilities on line or to modify old ones. Example New companies, one-person companies, family companies.
For example, support subunits that perform routine functions may have machine bureaucratic managements, but technocratic subunits may be administered as professional organizations or adhocracies. Share on Facebook Henry Mintzberg graduated from McGill University with a degree in mechanical engineering and holds a doctorate from the Massachusetts Institute of Technology.
And these organizations can be inflexible, so they work best in industries that are stable and not too complex. Unlike the professional bureaucracy, the adhocracy cannot rely on the standardized skills of these experts to achieve coordination, because that would lead to standardization instead of innovation.
Mintzbergs organizational configurations
Adhocracy Teams of professionals from the operating core, support staff, and technostructure rely on informal "mutual adjustment" to coordinate their efforts. References 1. In some cases, companies divide their businesses and products into divisions to promote specific management of each division. If your strategy includes product or market diversification, this structure can work well, particularly when the company is too large for effective central decision-making. Typically, it has little or no technostructure, few support staffers, a loose division of labor, minimal differentiation among its units, and a small managerial hierarchy. He has written 15 books and about articles dealing with management and organizations. Thus, the entrepreneur function takes on a very restricted form at the strategic apex. Divisional A divisional structure is most common in large corporations with multiple business units and product lines. Specifically, power over all important decisions tends to be centralized in the hands of the chief executive officer.
The adhocracy adapts to whatever situation it encounters. Most organizations pass through the simple structure in their formative years.
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