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Worksheets04 Handout 1 - Mintzberg’s Control and Coordination Model
Total questions: 9
Worksheet time: 11mins
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.
