Traditional conceptions that regulated the behavior of organizations in the late nineteenth century were based on the works of Henry Fayol (from France), Max Weber (from Germany), Frederick Taylor (from America) and their contemporaries. Their approaches was consistent the 'top-down strategy' (the strategy is designed by the leaders and the rest of the organization are merely seen as a means to execute it).
There are several kinds of structural types (functional structure, divisional, matrix etc.) and it is important to know the strengths and weaknesses of each structural type and understand that real organizations generally accumulate more of this theoretical typology.
The configuration of an organization holds an important place in theories of strategic management. According to Mintzberg, an organizational configuration is a network of interrelationships between the components of the organization, to better reflect the complexity.
To address this issue, a number of questions were asked, namely: what is the classification made by H. Mintzberg and on what basis? What are the mechanisms of coordination?
This document is going to focus on the design configuration of an organization, while presenting the configurations of an organization by Mintzberg.
. The elements of the structure:
Organizations are made up of different elements:
Operations center: It brings together, the members of the organization (operators) whose work is directly related to the production of goods and services.The operations center provides the inputs that are necessary for the production, manufacturing, distributing and maintenance of products.
The strategic apex: Its function is to ensure that the organization fulfills its mission effectively and that it serves the needs of those who control or have power over it (owners, government, etc.) It exercises functions of direct supervision i.e. resource allocation, conflict resolution, monitoring, information dissemination, leadership etc. It is also responsible for the management of the peripheral conditions of the organization and its relationship with the environment (important contacts, negotiations etc.) This section must also develop the strategy of the organization.
Tags: organizations structure, structural types in an organization, organizational approach, H. Mintzberg
[...] research, litigation, public relations etc. They are indirectly involved in the workflow. ¬ Flows: The five basic elements of an organization are interconnected by flows that are varied and complex (authority, property, communications etc.) The organization can be considered as: ¬ A system of formal authority: This system is the organization chart, it uses direct supervision as a coordinating mechanism. ¬ A regulated flow Figure The elements of the structure: (Mintzberg p. 155) 2. Coordination mechanisms Five mechanisms that explain the fundamental means by which organizations coordinate their work: • Mutual adjustment: The coordination of work by communicating informally. [...]
[...] Furthermore, the configuration of an organization plays an important role in theories of strategic management. According to Mintzberg, an organizational configuration is a network of relationships that exist between the components of the organization and reflect its complexity. While addressing this issue, we mainly looked at the classification made by H. Mintzberg and on what this was based on. We also tried to pinpoint the mechanism it used for co-ordination. In this paper, we will examine the design configuration of an organization in terms of Mintzberg's ideas. [...]
[...] Thus, a trade-off between centralization and autonomy seems essential to its functioning and it is a fundamental organizational issue. Within the structure, which part will take the responsibility for making strategic decisions? If this question is answered, we can figure out if the decision- making process is centralized or decentralized. Bibliography • C. KENNEDY, 1993: "All theories of management" Maxima. • M.PORTER, 1997: "Competitive advantage" - Wiley • "Strategy", Gerry Johson and Scholes Hevan - French Edition directed by Frederic • H. [...]
[...] It is also responsible for the management of the peripheral conditions of the organization and its relationship with the environment (important contacts, negotiations etc.) This section must also develop the strategy of the organization. ¬ The hierarchy: It is the line of authority in an organization. It is composed of executives, supervisors, etc. And they join the top strategic operations center. Each member of the chain of command does, at his level, work for those at the top of the hierarchy. [...]
[...] They are generally, set on the following model of decision making: ¬ Centralization, ¬ Vertical or horizontal decentralization, ¬ Selective decentralization that is limited to certain decisions ¬ Parallel decentralization. H. Mintzberg notes that there is a gap between these mechanisms. When the work of the organization becomes more complex and goes from adjustment to direct supervision and standardization and then to returns to the starting point, mutual adjustment, the simplest of the situations becomes very difficult in some situations. Conclusion In conclusion we gather that, an organization is a complex system. [...]
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