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structure in fives designing effective organizations summary

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Summary study book STRUCTURE IN FIVES of Henry Mintzberg (1/12) - ISBN: 9780138541910, Edition: 1st International edition, Year of publication: - (Samenvatting)

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Wat is er van het boek samengevat? 1/12
Geupload op 2 mei 2022
Aantal pagina's 21
Geschreven in 2021/2022
Type Samenvatting

mintzberg
structure in fives designing effective organizations
organization and management
summary oampm 2

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Organization and management:

Chapter 1

Every organized human
activity gives rise to two
fundamental and opposing
requirements: the division of
labor into various tasks to
be performed, and the
coordination of these
Every organized human
activity gives rise to two
fundamental and opposing
requirements: the division of
labor into various tasks to
be performed, and the
coordination of these

,Every organized human activity gives rise to two fundamental and opposing requirements:

1. The division of labor into various tasks to be performed,
2. coordination of these tasks to accomplish the activity.

- Structure involves two fundamental requirements:

o The division of labor into distinct tasks

o The achievement of coordination among these tasks

Coordination mechanism (most basic elements)

- Mutual adjustment achieves the coordination of work by simple process of informal

communication.

- Direct supervision achieves coordinating by having one person take responsibility for

the work of others, issuing instructions to them and monitoring their actions.

- Work processes are standardized when the contents of the work are specified, or

Programmed, specifying results of different work. Like a manufactures, when work is simple, routine
and repetitive you standardize the workprocess

- Outputs are standardized when the result of the work are specified. Like a taxi, when work gets
more complex you standardize the result and let them be free in the process of working towards that
goal.

- Skills and knowledge are standardized when the kind of training required to perform

the work, is standardized.

The organizational structure – the 5 basic parts of an organization

1. Operating core = pull to professionalize, Who perform the basic
relating tasks,
Transform inputs to outputs,
Secure the inputs
Distribute the output
Provide direct support to the input
2. Strategic apex = pull to centralize
Overall responsibility of the organization have direct supervision (make major decisions) have
relations with its environment (have contacts) development of organizations strategy

, Like the chief executive they carry out direct super vison the more work is standardized the
less need for direct supervision
3. Middle line = pull to balkanize
Strategic apex is joined by middle line managers with formal authority. They are first-line
supervisors and have direct control over the operating core. Work as a liaison between
strategic apex and operating core, usually in bigger organizations, can make decision
4. Technostructure = pull to standardize
Control analyst- make the work of other more efficient performs at all levels of hierarchy, like
recruiters, trainers (personnel analyst) they effect certain aspects of standardization
5. Support staff = pull to collaborate
Provide support outside the operating work flow, indirect services
Like IT, reception cafeteria- not part of operating core

 5 views of how a organization function blz 20
Flow of formal authority, direct supervision
Informal communication: mutual adjustment with all 5 basic parts
Flow or regulated activity
Adhoc process: up the chain of authority
Work in constellations: divided into peer groups to get the work done

The functioning of the organization;

A system of formal authority -> organigram. The flow of formal power down the hierarchy, division of
labor -> what positions exist, how these are grouped into units, how formal authority flows.

The five configurations

1. Simple structure
Based on direct supervision, strategic apex is the key part
2. Machine bureaucracy
Based on standardizing of work process, technostructure is key part
3. Professional bureaucracy

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