Mintzberg Structure in Fives continued

1
Mintzberg Structure in Fives (continued)

• Planning and control systems
• Liaison
• Decentralization
• Fitting design to situation
• Configurations

2
Planning and control systems

• Plans, budgets, schedules, objectives, operating
  plans
• Performance control
• Action planning

3
Liaison

• Committees, integrating jobs
• Matrix structures
• Fewer liaison problems, more authority problems
• Therefore suitable for organic structures,
  skilled professional workers, informal
  communications, mutual adjustment

4
Decentralization v. centralization

• The power distribution - centralized at the
  strategic apex, or distributed through the
  organization
• Why decentralize? - volume of decisions, speed
  of reaction, better motivation
• Horizontal decentralization the dispersal of
  power down the formal chain of command
• Vertical decentralization the extent to which
  non-managers exercise power
• Power to the analysts
• Power to the experts
• Power to everyone

5
Fitting design to situation

• Congruence an organizations design should
  match its situational factors
• (Configuration effective design requires
  consistency between design parameters)
• Internal situational factors
• Age, size
• Technology (regulation of production line,
  automation)
• External (environmental factors)
• Stability
• Complexity
• Market diversity
• Hostility

6
Organizational forms according to environment
Decentralized Bureaucratic (standardization of
skills)
Decentralized Organic (mutual adjustment)
Centralized Bureaucratic (standardization of work
processes)
Centralized Organic (direct supervision)
7
Configuration
Type of Decentralization
Key Part of Organization
Prime Co-ordinating mechanism
Structural Configuration
Simple Structure
Machine Bureaucracy
Professional Bureaucracy
Divisionalized Form
Adhocracy