04 Handout 1 - Mintzberg’s Control and Coordination Model

He recognized that an organization's structure is not only dependent upon its age or size but is affected by other situational features.

• Mintzberg

• Chandler

• Greiner

• Goold and Campbell

In this structure, the prime coordinating mechanism is direct supervision by the strategic apex.

• Simple structures

• Machine organizations

• Innovative organizations

• Missionary organizations

• Divisional structures

In this structure, coordination is through direct supervision, although mutual adjustment and formal/informal work standardization are also present. The process is informal, with the key driver being the owner-manager.

• Simple structures

• Machine organizations

• Innovative organizations

• Missionary organizations

• Divisional structures

In this structure, the prime coordinating mechanism in the operating core is work standardization, which means that the technostructure is important.

• Simple structures

• Machine organizations

• Innovative organizations

• Missionary organizations

• Divisional structures

In this kind of organization, coordination will be characterized by mutual adjustment - but since many participants will have been through professional training, there will also be skills standardization.

• Simple structures

• Machine organizations

• Innovative organizations

• Missionary organizations

• Divisional structures

In this kind of organization, the outputs of this type of organization and the activities of its members are largely controlled by the values that the organization member shares with his or her colleagues.

• Simple structures

• Machine organizations

• Innovative organizations

• Missionary organizations

• Divisional structures

In this kind of structure, it develop corporate strategy; arrange the movement of funds between units; devise and operate a performance control system, and appoint and replace divisional managers. This were designed to allow the center to focus on decision-making in specific business areas.

• Simple structures

• Machine organizations

• Innovative organizations

• Missionary organizations

• Divisional structures

What the three (3) situational features?

• • the nature of the technology used in its transformation processes

• • the nature of the environment

• • the distribution of power inside and outside of the organization

• • the distribution of power inside only of the organization.

• • the nature of the surroundings

In this kind of structure, it develop corporate strategy; arrange the movement of funds between units; devise and operate a performance control system, and appoint and replace divisional managers. This were designed to allow the center to focus on decision-making in specific business areas.

• Those people who Mintzberg describes as analysts, who are responsible for designing the way others do work; this is the technostructure and it exists outside the hierarchy of line authority.

• Those people who supply support services to the organization, such as legal advice and canteen facilities.

• Those people who Mintzberg describes as catalysts, who are responsible for designing the way others do work; this is the technostructure and it exists outside the hierarchy of line authority.

• Those people who supply do not support services to the organization, such as legal advice and canteen facilities.