Henry Mintzberg Theory

Theory on Organizational Forms The organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations: Entrepreneurial organization Machine organization Professional organization Diversified organization Innovative organization Missionary organization Regarding the coordination between different tasks, Mintzberg defines the following mechanisms: Mutual adjustment, which achieves coordination by the simple process of informal communication (as between two operating employees) Direct supervision, is achieved by having one person issue orders or instructions to several others whose work interrelates (as when a boss tells others what is to be done, one step at a time) Standardization of work processes, which achieves coordination by specifying the work processes of people carrying out interrelated tasks (those standards usually being developed in the technostructure to be carried out in the operating core, as in the case of the work instructions that come out of time-and-motion studies) Standardization of outputs, which achieves coordination by specifying the results of different work (again usually developed in the technostructure, as in a financial plan that specifies subunit performance targets or specifications that outline the dimensions of a product to be produced) Standardization of skills (as well as knowledge), in which different work is coordinated by virtue of the related training the workers have received (as in medical specialists - say a surgeon and an anesthetist in an operating room –responding almost automatically to each other’s standardized procedures) Standardization of norms, in which it is the norms infusing the work that are controlled, usually for the entire organization, so that everyone functions according to the same set of beliefs (as in a religious order) According to the organizational configurations model of Mintzberg each organization can consist of a maximum of six basic parts: Strategic Apex (top management) Middle Line (middle management) Operating Core (operations, operational processes) Technostructure (analysts that design systems, processes, etc.) Support Staff (support outside of operating workflow) Ideology (halo of beliefs and traditions; norms, values, culture)