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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
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)
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.
A matrix organization. Matrix management is an organizational structure in which some individuals report to more than one supervisor or leader—relationships described as solid line or dotted line reporting, also understood in context of vertical, horizontal & diagonal communication in organisation for keeping the best output of product or services.
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.
Due to the vast potentially different combination of the employees’ formal hierarchical and informal community participation, each organization is therefore a unique phenotype along a spectrum between a pure hierarchy and a pure community (flat) organizational structure." Lim, M., G. Griffiths, and S. Sambrook. (2010).
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 ]