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Henri Mintzbergs Five

Structures

Prof. Subir Verma

Five Parts of Organization


Strategic Apex
Techno-Structure

Support Staff

Middle
Line

Operating Core

Members & Units of Mfg org.


Board of Directors
President
Strategic planning Ex. Committee Presidents Staff
Controller
Personnel Trainer
VP Ops
VP Mkt
Op Research
Plant
RS Mgrs
Prod. Scheduler
Mgrs
Work Study
Dist. S.
Tech Clerks
Foreman Mgrs

Purchasing Machine Assemblers


agents
Operators

Legal
counsel
P.R
I.R
R&D
Pricing
Payroll
Reception

Salesmen

Basic Design Configuration


Structural
Prime
Key Part of
Configuration Coordinating
Organization
Mechanism
Simple
Direct Supervision Strategic Apex
Structure

Type of
Decentralization

Vertical and
Horizontal
centralization
Technostructure Limited horizontal
decentralization

Machine
Bureaucracy

Standardization of
work processes

Professional
Bureaucracy

Standardization of
skills

Operating Core

Divisionalized
Form

Standardization of
outputs

Middle Line

Adhocracy

Mutual
Adjustment

Support Staff

Vertical and
Horizontal
Decentralization
Limited Vertical
Decentralization
Selective
Decentralization

Simple Structure
Design Parameter

Situational Factor

Centralization

Young, small

Organic

Simple but dynamic

environment
Possibly Hostile
Strong Power needs of

the manager

Simple Structure
Strength

Weakness

Flexible Decision

Inadequate information

Making
Rapid Response due
to Centralized power
Entrepreneurial
Strong Sense of
Mission

dissemination
Inadequate resource
allocation
Strategic orientation
subjugated due to
emphasis on operations
Too restrictive

Machine Structure
Design Parameters

Situational Context

Large Unit Size


Vertical & Horizontal

Old & Large


Regulated, non-

Differentiation
High Specialization
High Formalization
Functional grouping
High Centralization

automated technical
system
Simple, Stable
environment

Machine Structure
Strength

Weakness

Efficiency

Ignores Human Factor


Conflict and Coordination

Predictability

problems at
administrative centre
Adaptation Problem at
the strategic apex

Professional Bureaucracy
Design Parameters

Situational Factors

Two parallel structures:

Complex Environment

Professionals &
Administrators
Stable Environment
High Decentralization
Horizontal Job Specialization.
Pigeonholing predetermined
contingency to a standard
program

Professional Bureaucracy
Strength

Weakness

Autonomy

Coordination
Discretion
Innovation

Divisional Structure
Design Parameters

Situational Factors

Market grouping
Performance control for

Diversified Products &

standardization of
outputs
Limited vertical
decentralization

Services
Old & Large
Power needs of middle
managers

Divisional Structure
Strength

Weakness

Efficient Allocation of

Duplication of resources

men and resources


Better Accountability
Autonomy & Self
containment
Diversifies Risks

and activities
Problems of coordination
Problems of head-qtrs
control
Inter division conflict

Ad-hocratic Structure
Main Design Parameters:
Highly Organic Structure with low formalization
High Horizontal Job Specialization
Functional grouping for house keeping purposes

but deployment in market based project teams


Liaison devices to assist mutual adjustment for

coordination
Selective Decentralization: experts are distributed

all over-- horizontally and vertically

Types of Adhocracy
Operating Adhocracy : Line and Support staff

blend for united effort unlike in Professional


Bureaucracy
Administrative Adhocracy: Distinguishes b/w

administrative staff and operating core which can


be hived off/ outsourced /automated

Situational Context
Complex environment
Dynamic environment
Young
Sophisticated and automated technical systems

Strengths of Matrix Structure


Coordination meets the dual demands from environment

Flexible sharing of human resources across lines


Suited to complex decisions and frequent changes in

unstable environment
Provides opportunity for functional and product skill

development
Best in medium sized organisation with multiple products

Weaknesses of Matrix Structure


Dual authority can be frustrating and confusing
Participants need good interpersonal skills and extensive

training
Time consuming, frequent meetings, conflict resolution

sessions
Will not work unless participants understand and adopt

collegial rather than vertical type relationships


Requires dual pressure from environment to maintain

power balance

Thank You

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