This book is the second in a series of Mintzberg that is devoted to organizations. Led by a manager on a daily basis, it deals with the power and authority in organizations and corporate governance. Based on research in management science, sociology and psychology, this reference book offers new features for the structure, the nature and role of each of the entities comprising the enterprise. Traditional concepts of organization and division of labor are eliminated in favor of concepts of coordination, trade flows, and identifying the different parts.
Henry Mintzberg is currently a professor of management at McGill University in Montreal. He used to be a professor at INSEAD (Fontainebleau). He was born on September 2, 1939 and was the chief representative of the current sociology of school organizations called contingency.
Tags: Henry Mintzberg, structure and dynamics of organizations,
[...] - Techno-structure: analyst job, the standardization engine. - And logistics support function: supports the whole activity. Coordination mechanisms are the fundamental elements that enable the structure to stay in place: mutual adjustment, direct supervision, standardization of processes, skills, and products. The design parameters are the ways that organizations use to divide and coordinate their work in order to create stable behavior, such as specialization or decentralization, vertical or horizontal, which can be combined or not. The contingency factors are the reasons why an organization chooses to take a particular direction, structure etc. [...]
[...] The use of many diagrams in this book is wise. The addition of numerous examples to illustrate the theories developed in this book is very useful because it helps to compare theory with reality, or it can lead to the risk of losing the reader in the flood of examples that are sometimes hard to digest. V.Conclusion This book may sound abstract initially, but the repeated use of many examples gives it a relatively practical significance, despite the fact that these structural configurations are a series of forces that attract organizations. [...]
[...] ] the nature and role of each of the entities that make up the company. Traditional notions of organizational structure and division of labor are eliminated in favor of concepts of coordination, trade flows, identification of different sectors. II. About the Author Currently professor of management at McGill University in Montreal, and former professor at INSEAD (Fontainebleau), born on September He is the main representative of the current sociology of organizations, called School of contingency Other typologies concerning the coordination mechanisms and organizational configurations are essential today for the analysis of structures. [...]
[...] For these to be effective, they must design parameters that are a reflection of contingency factors and vice versa. The factors such as coordination mechanisms, design parameters, and contingency differ while defining five structural configurations: -The simple structure: direct supervision, centralization, organizational structure, simple and dynamic environment. - Mechanistic Bureaucracy: standardization of work processes, formalization of behavior, specialization, simple and stable environment. -The professional bureaucracy: standardization of skills, horizontal specialization, decentralization, and stable complex environment. -Divizionalised Structure: standardization of results, grouping based on markets, diversified markets. -The Adhocracy: mutual adjustment, binding mechanisms, dynamic and complex environment. IV. [...]
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