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The organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations (originally only five; the sixth one was added later): [8] Simple structure, characteristic of entrepreneurial organization; Machine bureaucracy; Professional bureaucracy; Diversified form; Adhocracy, or innovative organization
An organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims. [1] Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get ...
For Henry Mintzberg, an adhocracy is a complex and dynamic organizational form. [6] It is different from bureaucracy; like Toffler, Mintzberg considers bureaucracy a thing of the past, and adhocracy one of the future. [7] When done well, adhocracy can be very good at problem solving and innovation [7] and thrive in diverse environments. [6]
Diagram, proposed by Henry Mintzberg, showing the main parts of organisation, including technostructure. Technostructure is the group of technicians, analysts within an organisation (enterprise, administrative body) with considerable influence and control on its economy.
Organigraph. An organigraph is a graphical representation of a company's structure or processes. It is used as an alternative to a traditional organizational chart as it does not imply the same degree of linear hierarchy that an organizational chart does. Organigraphs are used to expose critical associations and competitive opportunities as ...
However, organizational theorists such as Charles Handy and Henry Mintzberg both decry the lack of leadership and management training in the post WWII period. Handy in particular records how in his early career as an executive he was forced to rely on his formal academic training in Roman and Greek Classics as grounding for his management training.
Not only are strategic decisions made incrementally rather than as part of a grand unified vision, but according to them, this multitude of small decisions are made by numerous people in all sections and levels of the organization. Henry Mintzberg (1978) made a distinction between deliberate strategy and emergent strategy. Emergent strategy ...
Strategy (from Greek στρατηγία stratēgia, "art of troop leader; office of general, command, generalship" [1]) is a general plan to achieve one or more long-term or overall goals under conditions of uncertainty. [2] In the sense of the " art of the general", which included several subsets of skills including military tactics ...