Six basic parts of an organization-Mintzberg

In this article, Mintzberg argues that “parameters of organizational design should logically configure into internally consistent groupings.”

There are six basic parts of an organization:

1. operating core: here production happens


2. strategic apex: tom management


3. middle line: middle management


4. technostructure: e.g. analysts that design systems, processes, etc…


5. support staff: support outside of operating workflow


6. ideology: halo of beliefs and traditions.

There are also 6 basic co-ordination mechansims

1. mutual adjustment (among the core, people coordinate among themselves, only means under extremely difficult circumstances)

2. direct supervision (from the top to the core)

3. standardization of work processes (by technostructure to core)

4. standardization of outputs (not what is done but what the result will be)

5. standardization of skills (the worker is standardized)

6. standardization of norms (common set of beliefs)

There are some design parameters that can be changed. These fall into different categories:
(individual positions)
- job specialisation
- behaviour formalisation
- training
- indoctrination
(superstructure to knit it together)
- unit grouping
- unit size
(lateral linkages)
- planning (ahead of time) and control (afterwards) systems
- liaison devices
(decision-making systems)
- vertical decentralisation
- horizontal decentralisation

Next we have the situational factors, which influence the choice of the design parameters and vice versa:
1. Age and size:
- the older, the more formalized the behaviour
- the larger, the more formalized the behaviour
- the larger, the more elaborate the structure
- the larger, the larger the average unit
- the structure reflects the age of founding of the industry

2. Technical systems:
- the more regulating, the more formalized and bureaucratic the work
- the more complex the more elaborate the administrative structure
- the automation of the operating core moved a bureaucratic administrative structure into an organic one

3. Environment
: The more dynamic the more organic the structure
- the more complex, the more decentralized the structure
- the more diversified the markets, the more propensity to split into market-based units
- extreme hostility drives centralized structure temporarily
- disparity in environment call for differentiated work constellations

4. Power
- the greater external control the more centralized and formalized the structure
- power needs of individuals foster centralized structures
- fashion favors the structure of the day

This leads us to six basic configurations (Table 12.1 has a great summary here)
- the simple structure: just some operating core and top management
- the machine bureaucracy: more elaborate administration with technostructure and support.
- professional bureaucracy: standardization of skill rather than processes and hence a bigger support than

technostructure
- divisionalized form: several sup-structures
- adhocracy: this is for companies that need project structures, creative teams dominated by a pull to

collaborate.
- the missionary: pull to evangelize, loose divisions of labour, little specialization, often very young company