Mintzberg’s Configurations

Mintzberg’s Configurations
An organization is driven towards a particular configuration
based on:

• Strength (power) of the various parts of the organization (pull).

• The ways in which the various parts coordinate.

• Structural design parameters - job specialization, training,

formalization, etc.

• Contingency factors (age, size, environment, etc.).

1
 Coordinating Mechanisms
Direct
Supervision
Standardization of:
Work Process
Work Output
Work Skills
Mutual Adjustment

Parts of the Organization

• Operating Core
– Function - Secure inputs, transform, distribute
– Coordination - standardization
• Strategic Apex
– Function - Manage organization relations with
environment and development of strategy
– Coordination - mutual adjustment

2
 Parts of the Organization
• Middle Line
– Function - feedback, manage boundary
– Coordination - direct supervision
• Technostructure
– Function - varies by level
– Coordination - mutual adjustment
• Support Staff
– Function - legal, PR, cafeteria
– Coordination - skill standardization

Structural Configuration
• Key Part
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

3
 Simple Structure
• Key Part
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

Machine Bureaucracy
• Key Part
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

4
 Professional Bureaucracy
• Key Part
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

Divisional Structure
• Key Part
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

5
 Adhocracy
• Key Part
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

Adhocracy
• Key Part Support Staff
• Key Coordinating
Mechanism
• Formalization
• Centralization
• Environment
• General
Structural
Classification

6
 Configurations
THE PRESENCE OF A GREAT DIRECTOR WILL FAVOR THE PULL TO CENTRALIZE AND
ENCOURAGE THE USE OF THE SIMPLE STRUCTURE.

SHOULD THERE BE A NUMBER OF GREAT DIRECTORS, EACH PULLING FOR THEIR OWN
AUTONOMY,THE STRUCTURE WILL LIKELY BE BALKANIZED INTO THE
DIVISIONALIZED FORM.

SHOULD THE COMPANY INSTEAD EMPLOY HIGHLY SKILLED ACTORS AND CAME RAMEN,
PRODUCING COMPLEX BUT STANDARD INDUSTRIAL FILMS, IT WILL HAVE A STRONG
INCENTIVE TO DECENTRALIZE FURTHER AND USE THE PROFESSIONAL
BUREAUCRACY STRUCTURE.

IN CONTRAST, SHOULD THE COMPANY EMPLOY RELATIVELY UNSKILLED PERSONNEL,

PERHAPS TO MASS PRODUCE 'SPAGHETTI WESTERNS' IT WILL EXPERIENCE A STRONG
PULL TO STANDARDIZE AND TO STRUCTURE ITSELF AS A MACHINE BUREAUCRACY.

BUT IF, INSTEAD, IT WISHES TO INNOVATE, RESULTING IN THE STRONGEST PULL TO

COLLABORATE THE EFFORTS OF DIRECTOR, DESIGNER, ACTOR, AND CAMERAMAN, IT
WOULD HAVE A STRONG INCENTIVE TO USE THE ADHOCRACY CONFIGURATION.