Mintzberg explained that for an organization to be successful and productive, it should be made-up of quality and skilled individuals. The organization should to be structured in a way to promote and steer up its success. He explains that successful businesses are organized based on structural archetypes. Henry Mintzberg was a management theorist who came up with five fundamental organization structure. He suggested that with a focus on the type of decentralization, prime coordinating mechanism and an essential part of the organization, five organizational archetypes emerge: simple structure, professional bureaucracy, and adhocracy, divisionalize form and machine bureaucracy (Mintzberg, 1983).
The five basic structural archetypes that were
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The organization has many levels of the chain of command, and the span of management is narrow. He expounds by saying that the structure is made of analysts such as accountants ad engineers whose content of work is mainly programmed (Mintzberg, 1983). The machine organizational structure is related to government agencies and large organizational structure. The tasks in this structure are formalized and it is characterized with high level of standardization that allows the firm to function as a machine. The jobs in this structure are defined clearly and procedures are analyzed regularly for efficiency.
Divisionalized form
Henry also describes the structure as having a middle line; output is standardized, and decision making is decentralized. Central line according to Henry is the immediate chain of command after the top management. The results of to work are already determined and specified as the input is constant (Mintzberg,
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Adhocracy organizational structure best suits new companies which need innovation in order to survive in the market. In this organizational structure, leadership or power is given to a person or wherever it is required to bring up control issues and provide them with unequaled flexibility.
Organization charts are important as it acts as a reminder and a source of reference to employees. It informs the staff on the direction of tasks, information flow and allocation of duties in an organization. The template affirms the importance of coordination and supervision in an organization.
I agree with the notion that there are many managers than leaders. For instance, in an organization, there exist many lines of managers who supervise, control and initiate work than is within the set rules and Principles. Leaders are very few in an organization setup who can influence, inspire and challenge people to be creative and
The Organisation structure of a company addresses the fact that every organisation has specific units that are responsible for different roles and actions in the organisation and that no department within the organisation stands alone, they are intertwined. The organisational chart or structure should be designed to divide up the work load, responsibilities and roles to be done
Organizations are initially structured around tasks, and as the organization continues to grow, the structure within the organization takes on many characteristics. Not all structures are advantageous, especially if they are lacking in some areas. There is a relationship between structure and size of the organization that affect the centralization of the organization. At the highest levels, the personality of the chief executive may amend the organizations' structure. The structure within an organization helps define the roles and responsibilities among the members from each department and work group. The four general types of organization structure are functional, divisional, matrix, and project based. “Organizational structure is the skeleton of an organization” (Feigenbaum, 2013) and how these individuals relate to each another. Structure is a statement of the current affairs, not the ideas, intentions or improvement within an organization. When business leaders develop their initial plans for an organization, he or she looks at how to design a company and takes inventory of all the tasks, functions and goals of the business. The leader then develops groupings and ordering of job positions, departments, and human resources to effectively and efficiently perform these tasks. Technology, size, environment, strategy and goals affect an organizational structure and effects, whether they are categorized as mechanistic or organic.
Not all managers are leaders. There are managers that are not effective leaders, just as there are leaders that do not have a clue how to manage. Typically, a manager denotes a position whereas a leader can be someone who simply influences regardless of title or position. Warren Bennis, a pioneer in leadership studies explains that managers “do things right” and leaders “do the right thing” (Bennis, 1982). Managers have a fiduciary relationship normally requiring them to ensure the process or routine is maintained. Where managers produce
It is said that a manager is one that is doing things right, but a leader is someone who is not doing things right.
The structure of an organization is the sum of total ways in which it divides its labour into distinct tasks and then achieves coordination among them. (Mintzberg, 1979). An organization can be structured in many ways depending on their objectives. An organizational structure consists of activities such as task allocation, coordination and supervision which are directed towards the achievement of organizational aims. (www.wikipedia.org) When an organization grows beyond the smallest operation, management divides work vertically, as those at the top delegate more of their work to those below them.
Management and leadership are viewed as two different perspectives in the business environment. As described by Dr. Warren Bennis ‘Managers are people who do things right, while leaders are people who do the right thing’, this means that managers do things by the set rules and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company.
Different organizational structures have also been taught in the class; There are three types of organizational structures in which the authority of the project manager
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
Weber, a notable German sociologist, proposes a management system of bureaucracy where the organizations are formalized and having rigid structure. A bureaucratic organization is said to have a well-defined formal hierarchical structure in such a way that individuals who are in higher position will assign jobs to bottom tier
For a company to be successful it is important that it has very good organization. Organization can be defined in many different ways. Bateman and Snell define organizing as assembling and coordinating the human, financial, physical, informational,
Scott, W.G. (1961, April 1). Organization theory: An overview and an appraisal. Journal of the Academy of Management, 4(1), 7-26.
First of all, organizational structure determines the hierarchy, the levels of communication, and how job tasks are formally divided, grouped and coordinated within an organization (Langton, Robbins, & Judge, 2013). There are six key elements that managers need to address when they design their organization’s structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization (Langton et al., 2013). The way in which an organizational structure is constructed and implemented can affect company productivity.
In modern days, organizational architecture plays a key role in order to allow companies to get success in the market. Organizational architecture, also known as organizational structure, defines as a structure that where the specific company whether works roles, decision making or responsibility are centralized, delegated or coordinated. The organizational structure also identify how the information from level to level within the company. IKEA is one of the international famous firms that designs and produces home furniture such as bed frames and desks. The company also is the leader in retailing furniture and has become the largest furniture retailer over the globe.
According to Hatch and Cunliffe (2006), there are three major perspectives about the study of organization theory (OT): modern, symbolic interpretive, and postmodern. Each of these perspectives comes with its own assumptions and methodologies. Hatch and Cunliffe provided an introduction text about the concepts and characteristics of the three OT perspectives. Tsoukas and Knudsen also compiled a comprehensive handbook summarizing all facets of the meta-theoretical perspectives. In this post the writer will discuss the basic concepts of three perspectives, present Hatch and Cunliffe’s reasons why a multiple perspectives approach to organization theory is important, and compare Tsoukas and Knudsen’s introduction to the Hatch and Cunliffe introduction in their books.
Organizational structure indicates to how the work of employees and teams within an organization is coordinated. In order to obtain organizational goals, individual work needs to be coordinated and managed. Structure is an important instrument in obtaining coordination, as it appoints reporting relations (who reports to whom), designs formal communication channels, and portray how different actions of individuals are linked together.