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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
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]
Examples of such organisation can be advertising agency or firm that develops the prototypes of products. [47] Administrative adhocracy has teams solving problems for the organization itself. [47] As an example of such organization Mintzberg gives NASA when it worked on Apollo program. [47]
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.
Among these approaches are contingency theory, the consideration and initiating structure model, leader-member exchange or LMX theory, path-goal theory, behavioural modification and transformational leadership theory. Contingency theory indicates that good leadership depends on characteristics of the leader and the situation. [41]
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.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
A vertical structured organization or a "tall" company describes a chain of management, usually with a CEO at the top delegating authority to lower-level managers through mid-level managers. Horizontal or "flat" companies , however, have fewer middle-managers, which implies that high-level managers are more involved in daily tasks and interact ...