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ORGANIZATIONAL CONFIGURATION

mintzberg organizational configuration

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ORGANIZATIONAL CONFIGURATION

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  1. ORGANIZATIONAL CONFIGURATION SHYREL J. ATILANO,RND MHA STUDENT

  2. FIVE BASIC PARTS OF AN ORGANIZATION

  3. MINTZBERG’S ORGANIZATIONAL CONFIGURATION

  4. Simple / entrepreneurial structure • Consist mainly of the top management & the workers • The organization is relatively unstructured and informal compared with other types of organization, and the lack of standardized systems allows the organization to be flexible. • A new start up company • Main goal is to survived and establish its industry • The organization is relatively unstructured and informal compared with other types of organization, and the lack of standardized systems allows the organization to be flexible.

  5. Machine bureaucracy • A very large and mature organization • Main goal of efficiency and mass production of technical core • Fully elaborated of technical and administrative departments • The narrow middle management area reflects the tall hierarchy for control • A very formalized work , jobs are grouped by functional departments • . Jobs are clearly defined, there's a formal planning process with budgets and audits, and procedures are regularly analyzed for efficiency.

  6. professional bureaucracy • the size and power of the technical core, is made up of highly skilled professionals, and a large administrative support staff is needed to support the professionals • The technical support staff is small or nonexistent • The primary goals are quality and effectiveness • Professional organizations typically provide services rather than tangible goods

  7. Diversified organization • Organizations with a diversified form, are mature firms that are extremely large and are subdivided into product or market groups • A relatively small top management and a small technical support group for the top level. • Four independent Divisions are shown below the headquarters, and the bulge across the middle Indicates that middle management is key. Each of the independent divisions Illustrates a machine bureaucracy with its own technical and administrative support staff, • There is a larger administrative support staff to handle paperwork to and from the divisions.

  8. Adrocracy or innovative organization • The adhocracy develops in a complex, rapidly changing environment. • The design goal is frequent innovation and meeting continually changing needs, as in the aerospace and defense industries. • the various parts (middle management, technical, and administrative support) merged together into an amorphous mass in the middle. • The main structure consists of many overlapping teams rather than a vertical hierarchy. • The organization has professional employees, and the technical and administrative support staff arepartof the mix of ongoing innovation teams and projects rather than being placed in separate departments. • Employees are engaged in the administration

  9. REFERENCES: Organization Theory and Design, Tenth Edition Richard L. Daft

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