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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
Innovative Configuration or Adhocracy gathers the specialists of different fields into teams for specific tasks. [47] Such organizations are common when environment is complex and dynamic. [47] Mintzberg considers two types of such organization: operating adhocracy and administrative adhocracy. [47]
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]
The organizational life cycle is the life cycle of an organization from its creation to its termination. [1] It also refers to the expected sequence of advancements experienced by an organization, as opposed to a randomized occurrence of events. [2] The relevance of a biological life cycle relating to the growth of an organization, was ...
Organizational architecture, also known as organizational design, is a field concerned with the creation of roles, processes, and formal reporting relationships in an organization. It refers to architecture metaphorically, as a structure which fleshes out the organizations. The various features of a business's organizational architecture has to ...
Technostructure. Technostructure is the group of technicians, analysts within an organisation (enterprise, administrative body) with considerable influence and control on its economy. The term was coined by the economist John Kenneth Galbraith in The New Industrial State (1967). It usually refers to managerial capitalism where the managers and ...
The communicative constitution of organizations (CCO) perspective is broadly characterized by the claim that communication is not something that happens within organizations or between organizational members; instead, communication is the process whereby organizations are constituted. Specifically, this view contends: “organization is an ...
The resource-based view (RBV), often referred to as the "resource-based view of the firm", [1] is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage. Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely cited as a pivotal work in the ...