Beruflich Dokumente
Kultur Dokumente
Getting Organized
Meetings
Task forces
Coordinating roles
Matrix structures
Etc
Environment
Information technology
M.A.J.U. S. M. M. Raza 10
Naqvi
A Few Structural Dilemmas
Strategic apex
serves the needs of those people
M.A.J.U. S. M. M. Raza 12
Naqvi
Mintzberg used the components, flows, work
constellations and coordination mechanisms to define
five configurations
Simple structure
Machine
bureaucracy
Professional
bureaucracy
Divisionalized
form
Adhocracy
M.A.J.U. S. M. M. Raza 13
Naqvi
Simple Structure
Entrepreneurial setting:
relies on direct supervision
from the strategic apex,
the CEO.
M.A.J.U. S. M. M. Raza 14
Naqvi
Machine bureaucracy
M.A.J.U. S. M. M. Raza 15
Naqvi
Professional bureaucracy
M.A.J.U. S. M. M. Raza 16
Naqvi
Divisionalized form
Multi-divisional organization:
relies on standardization of
outputs; middle-line managers
run independent divisions.
M.A.J.U. S. M. M. Raza 17
Naqvi
Adhocracy
M.A.J.U. S. M. M. Raza 18
Naqvi
In later work Mintzberg added two
more configurations:
6. Missionary Form
Coordination occurs based on commonly held
ideologies or beliefs: standardization of norms.
7. Political Form
No coordination form is dominant: control is based on
forming alliances.
M.A.J.U. S. M. M. Raza 19
Naqvi
Helgesen’s Web of Inclusion (1995)
M.A.J.U. S. M. M. Raza 20
Naqvi
Generic Issues in Restructuring
Each component exerts distinct pressures.
M.A.J.U. S. M. M. Raza 22
Naqvi
Organizing Groups and Teams
M.A.J.U. S. M. M. Raza 23
Naqvi
Group Tasks and Linkages
Situational variables influencing group
structures
Who is in charge?
M.A.J.U. S. M. M. Raza 24
Naqvi
Group Tasks and Linkages (II)
M.A.J.U. S. M. M. Raza 25
Naqvi
Group and Team Structures
Figure 5-1: One Boss
Basic structural
configurations
One boss
Dual authority
Simple hierarchy
Circle
All channel
M.A.J.U. S. M. M. Raza 26
Naqvi
Group and Team Structures
Figure 5- 2: Dual Authority
Basic structural
configurations
One boss
Dual authority
Simple hierarchy
Circle
All channel
M.A.J.U. S. M. M. Raza 27
Naqvi
Group and Team Structures
Basic structural
configurations
One boss
Dual authority
Simple hierarchy
Circle
All channel
M.A.J.U. S. M. M. Raza 28
Naqvi
Group and Team Structures
Basic structural
configurations
One boss
Dual authority
Simple hierarchy
Circle
All channel
M.A.J.U. S. M. M. Raza 29
Naqvi
Group and Team Structures
Basic structural
configurations
One boss
Dual authority
Simple hierarchy
Circle
All channel
M.A.J.U. S. M. M. Raza 30
Naqvi
Determinants of Successful Teams
Determining an appropriate structure
M.A.J.U. S. M. M. Raza 32
Naqvi
Conclusion
Every group evolves a structure—but not always
one that fits the task and circumstances.
Hierarchy, top-down structures tend to work for
simple, stable tasks.
When the task or environment is more complex, the
structure needs to adapt.
Sports images provide a metaphor for structural
options.
Vary the structure in response to change.
Few groups have flawless members; the right
structure can make optimal use of available
resources.
M.A.J.U. S. M. M. Raza 33
Naqvi