Henry Mintzberg: Organizational diagnosis

Extract

[...] Coordination between the various tasks is required in order to successfully accomplish them. The structure of an organization can be defined as the sum total of the ways to divide work among separate tasks and ensure the necessary coordination between these tasks. According to Mintzberg, there are six basic ways of coordination in organizations: The mutual adjustment (informal communication) Direct supervision (supervisor) The standardization of work processes (standards techno-structure) The standardization of results (standards relating to results) The standardization of skills (coordination learned during training) The standardization of standards (common standards for employees of the company) Organizations use several of these coordination mechanisms simultaneously. [...]

[...] It is responsible for standardizing work processes and logistic support is developed to reduce uncertainty about the functioning of the operations center. Two forms of technology exist; the open system where the instrument undergoes an external audit, and the closed system where the instrument undergoes an internal audit. Ex: Production of goods and services of mass manufacture, administration, and security control Strategy: Due to the practice of predictive programming of errors, it is resistant to strategic changes. Often an adjustment is necessary in order for the organization to take the form of an innovative organization and to revitalize the business. [...]

[...] D-The seven forms of configuration These are concepts that lead to the determination of the organizational form The entrepreneurial organization Description: The entrepreneurial organization is simple, informal, and flexible. The functional and line management are underdeveloped. Leadership is usually strong, and sometimes charismatic or autocratic. Activities are centered on the entrepreneur, who exercises control over the organization through direct supervision. Examples: Small organizations, and "local producers". Strategy: The strategy is visionary depending on the process. It is largely deliberate, but at the same time is emergent and flexible with respect to details, and malleable with respect to the leading positions in a protected niche. [...]

[...] Strengths: Democratic and Self-developed Weaknesses: Problems of coordination between the different classifications, reluctance to innovate The Innovative Organization Description: such an organization is fluid, organic, and has limited decentralization. Experts are divided into teams of multidisciplinary specialists who provide logistics for support functions, and operators and managers to carry out innovative projects. Coordination is achieved by mutual adjustment, including 'inclusive' managers and a matrix structure. Background: Advanced Technology, frequent changes in products and projects, common in emerging or young industries. [...]