ORGANIZATION DESIGN OPTIONS - MINTZBERG

MINTZBERG'S FIVE BASIC ORGANIZATIONAL 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 RESULTING ORGANIZATIONAL 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. 2. 3. 4. 5. LOW COMPLEXITY LOW FORMALIZATION HIGH CENTRALIZATION SIMPLE & DYNAMIC ENVIRONMENT ORGANIC STRUCTURE

CHARACTERISTICS OF THE MACHINE BUREAUCRACY

1. 2. 3. 4. 5. HIGH FUNCTIONAL SPECIALIZATION HIGH FORMALIZATION HIGH CENTRALIZATION SIMPLE & STABLE ENVIRONMENT MECHANISTIC STRUCTURE

CHARACTERISTICS OF THE PROFESSIONAL BUREAUCRACY

1. 2. 3. 4. 5. HIGH SOCIAL SPECIALIZATION LOW FORMALIZATION LOW CENTRALIZATION COMPLEX & STABLE ENVIRONMENT LOW MECHANISTIC STRUCTURE

CHARACTERISTICS OF THE DIVISIONAL FORMS

1. 2. 3. 4. 5. HIGH FUNCTIONAL SPECIALIZATION HIGH FORMALIZATION IN DIVISIONS LIMITED DECENTRALIZATION SIMPLE, STABLE ENVIRONMENT MECHANISTIC STRUCTURE

CHARACTERISTICS OF THE ADHOCRACY

1. 2. 3. 4. 5. HIGH SOCIAL SPECIALIZATION LOW FORMALIZATION LOW CENTRALIZATION COMPLEX, DYNAMIC ENVIRONMENT ORGANIC STRUCTURE