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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
The model of communication as constitutive of organizations has origins in the linguistic approach to organizational communication taken in the 1980s. [4] Theorists such as Karl E. Weick [5] were among the first to posit that organizations were not static but inherently comprised by a dynamic process of communicating.
Mintzberg considers seven main configurations of organizational structure: [46] Entrepreneurial organization (strategic apex, direct supervision dominate) Machine organization (technostructure, standardization of work processes dominate) Professional organization (operating core, standardization of skills dominate)
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They also can reveal relationships between departments, products, supply chains, and more within an organization that might not otherwise be apparent. Business strategists, consultants, and academics use organigraphs. Around the year 2000, Henry Mintzberg and Ludo Van der Heyden conceived the organigraph. [1]
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]
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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.