The traditional concept of regulating the behaviour of employees in an organization dates back to the end of the nineteenth century. This was chiefly due to the works of Henry Fayol, Max Webber, Frederick Taylor and their contemporaries.
These approaches are consistent with the concept of the top-down strategy where the strategy is designed by the leaders and the rest of the employees in the organization follow it to the letter. It is also noted that there are a few other structural types such as the, functional structure, divisional structure, matrix structure and so on. It is important to know the strengths and weaknesses of each of these structural types and to understand that some organizations accumulate one or more of this theoretical typology.
In the theories of strategic management, the configuration of an organization holds a very important place. According to Mintzberg, an organizational configuration is a network of inter relationships between the components of the organization and takes account of the various complexities.
In this work the focus is on the design configuration of an organization according to Mintzberg and is divided in two sections, elements of the structure and coordination mechanisms.
Tags; behaviour in an organization; configuration of an organization; strategic management
[...] They are mostly set following the model of decision making: ¬ centralization, ¬ vertical or horizontal decentralization, ¬ selective decentralization, 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, going from the adjustment to direct supervision and standardization in order to return to the starting point. Mutual adjustments that are natural in simple situations is inevitable in very difficult situations. Conclusion Finally, the organization is a complex system. [...]
[...] Thus, a tradeoff between centralization and autonomy seems essential and is a fundamental organizational issue. Within the structure, which may locate the responsibility for strategic decisions. That is to say that we can know if the decisions are centralized or decentralized at the top at the other hierarchical levels. 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. MINTZBERG "Structure and dynamics of organizations," Publishing of organization, • H. [...]
[...] ¬ logistics business units: These are specialized units that have a special function: research, litigation, public relations, etc . They are involved indirectly in the workflow. ¬ Flows: The five basic elements 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 uses the direct supervision as a coordinating mechanism. ¬ a regulated flow Figure The elements of the structure (Mintzberg p. 155) 2. [...]
[...] The organizational approach of Mintzberg Abstract The traditional concept of regulating the behavior of employees in an organization dates back to the end of the nineteenth century. This was chiefly due to the works of Henry Fayol, Max Webber, Frederick Taylor and their contemporaries. These approaches are consistent with the concept of the top-down strategy where the strategy is designed by the leaders and the rest of the employees in the organization follow it to the letter. It is also noted that there are a few other structural types such as the, functional structure, divisional structure, matrix structure and so on. [...]
[...] The operations center provides the inputs necessary for production, manufacturing and distributing products, maintains. ¬ 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 shall exercise functions of direct supervision: Resource allocation, conflict resolution, monitoring, information dissemination, leadership. It is also responsible for the management of boundary conditions of the organization and its relationship with the environment (high-level contacts, negotiations, etc . [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
