Introduction to Structure in fives

1. Introduction to Structure in fives Pål Sørgaard, Telenor R&D and IfI August 29, 2005

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 Pål Sørgaard, Telenor R&D

3. Why do we have organisations? • Views from the students 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 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 Pål Sørgaard, Telenor R&D

6. An organisation has five main parts • Strategic apex • Middle line • Support staff • Technostructure • Operating core • Illustrations borrowed from presentations of Bolman and Deal (Wiley Interscience) 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 Pål Sørgaard, Telenor R&D

8. Simple structure • A small shop • A new agency • A start-up company led by a very dominant person Pål Sørgaard, Telenor R&D

9. Machine bureaucracy • A traditional airline • A steel work • A government directorate Pål Sørgaard, Telenor R&D

10. Professional bureaucracy • University • Hospital Pål Sørgaard, Telenor R&D

11. Divisional form • A major corporation • A regional health provider • The Norwegian government sector Pål Sørgaard, Telenor R&D

12. Adhocracy • A project based consulting or R&D company • Some highly innovative companies or agencies 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 Pål Sørgaard, Telenor R&D