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Introduction to Structure in fives
Pål Sørgaard, Telenor R&D and IfI
August 29, 2005
29 August, 2005 Pål Sørgaard, Telenor R&D 2
Structure in fives
An absolute classic in organisation theory (1983) Author Henry Mintzberg one of the most influential
researchers in the field It is based on a more academic textbook: The
Structuring of Organizations (1979) Takes a design view of organisations Not the last word in the field: there are critics and new
developments If you learn this you have a very good basis for
understanding and working in organisations If you study the field deeply, this is an excellent start
29 August, 2005 Pål Sørgaard, Telenor R&D 3
Why do we have organisations?
Views from the students
29 August, 2005 Pål Sørgaard, Telenor R&D 4
Why study organisations?
We work in (systems development) organisations The way systems development is organised has
immense impact on its productivity and quality We usually work with organisations:
– Our clients are often organisations that need to revise or acquire information systems
– These systems are often crucial to the performance of the organisation
– The introduction of such systems is usually associated with important changes in the organisations
– Such implementation and change processes often fail– Properties of systems are often disputed
29 August, 2005 Pål Sørgaard, Telenor R&D 5
When we have division of labour we need coordination Mutual adjustment Direct supervision Standardisation of work processes Standardisation of work outputs Standardisation of skills
29 August, 2005 Pål Sørgaard, Telenor R&D 6
An organisation has five main parts
1. Strategic apex
2. Middle line
3. Support staff
4. Technostructure
5. Operating core
Illustrations borrowed from presentations of Bolman and Deal (Wiley Interscience)
29 August, 2005 Pål Sørgaard, Telenor R&D 7
Five main configurations
Mintzberg proposes five main configurations, or kinds of organisations
These are consistent organisational designs in terms of design parameters (i.e. coordination mechanisms) and environmental conditions
Mintzberg describes them in terms of– Prime coordinating mechanism– Key part of organisation– Main design parameters– Situational factors
29 August, 2005 Pål Sørgaard, Telenor R&D 8
Simple structure
A small shop A new agency A start-up company led
by a very dominant person
29 August, 2005 Pål Sørgaard, Telenor R&D 9
Machine bureaucracy
A traditional airline A steel work A government directorate
29 August, 2005 Pål Sørgaard, Telenor R&D 10
Professional bureaucracy
University Hospital
29 August, 2005 Pål Sørgaard, Telenor R&D 11
Divisional form
A major corporation A regional health
provider The Norwegian
government sector
29 August, 2005 Pål Sørgaard, Telenor R&D 12
Adhocracy
A project based consulting or R&D company
Some highly innovative companies or agencies
29 August, 2005 Pål Sørgaard, Telenor R&D 13
When describing existing organisations We will meet mixed configurations Perhaps we will meet other main configurations?
– Are there other consistent configurations?
Thus, with our projects, we may see cases that tend to confirm, falsify or call for elaboration of Mintzberg’s theory
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