ORGANIZATION DESIGN OPTIONS - MINTZBERG

MINTZBERG'S FIVE BASICORGANIZATIONAL ELEMENTS

1. The Operating Core: Employees who perform the basic work related to the production of products and services. 2. The Strategic Apex: Top‑level managers, who are charged with the overall responsibility for the organization. 3. The Middle Line: Managers, who connect the operating core to the strategic apex. 4. The Technostructure: Analysts, who have the responsibility for erecting certain forms of standardization in the organization. 5. The Support Staff: People who fill the staff units, who provide indirect services for the organization.

LOCUS OF CONTROL AND RESULTINGORGANIZATIONAL FORM

 IF CONTROL IS WITH THE OPERATING CORE, THEN A PROFESSIONAL BUREAUCRACY RESULTS. IF CONTROL IS WITH THE STRATEGIC APEX, THEN A SIMPLE STRUCTURE EMERGES. IF CONTROL IS WITH MIDDLE MANAGEMENT, THEN A DIVISIONAL STRUCTURE DEVELOPS. IF CONTROL IS WITH THE TECHNOSTRUCTURE, THEN A MACHINE BUREAUCRACY COMES ABOUT. IF CONTROL IS WITH THE SUPPORT STAFF, THEN AN ADHOCRACY RESULTS.

STRUCTURAL CHARACTERISTICS OF A

SIMPLE STRUCTURE

1. LOW COMPLEXITY2. LOW FORMALIZATION3. HIGH CENTRALIZATION4. SIMPLE & DYNAMIC ENVIRONMENT5. ORGANIC STRUCTURE

CHARACTERISTICS OF THE MACHINE

BUREAUCRACY

1. HIGH FUNCTIONAL SPECIALIZATION2. HIGH FORMALIZATION3. HIGH CENTRALIZATION4. SIMPLE & STABLE ENVIRONMENT5. MECHANISTIC STRUCTURE

CHARACTERISTICS OF THE PROFESSIONAL

BUREAUCRACY

1. HIGH SOCIAL SPECIALIZATION2. LOW FORMALIZATION3. LOW CENTRALIZATION4. COMPLEX & STABLE ENVIRONMENT5. LOW MECHANISTIC STRUCTURE

CHARACTERISTICS OF THE DIVISIONAL FORMS

1. HIGH FUNCTIONAL SPECIALIZATION2. HIGH FORMALIZATION IN DIVISIONS3. LIMITED DECENTRALIZATION4. SIMPLE, STABLE ENVIRONMENT5. MECHANISTIC STRUCTURE

CHARACTERISTICS OF THE ADHOCRACY

1. HIGH SOCIAL SPECIALIZATION2. LOW FORMALIZATION3. LOW CENTRALIZATION4. COMPLEX, DYNAMIC ENVIRONMENT5. ORGANIC STRUCTURE