Theory on Organizational Forms

The organizational configurations framework of Mintzberg is a model that describes six valid organizational configurations;

i. Mutual adjustment - which achieves coordination by the simple process of informal communication (as between two operating employees).

ii. Direct supervision - which coordination is achieved by having one person issue orders or instructions to several others whose work interrelates (as when a boss tells others what is to be done, one step at a time).

iii. Standardization of work processes - which achieves coordination by specifying the work processes of people carrying out interrelated tasks (those standards usually being developed in the technostructure to be carried out in the operating core, as in the case of the work instructions that come out of time-and-motion studies).

iv. Standardization of outputs - which achieves coordination by specifying the results of different work (again usually developed in the technostructure, as in a financial plan that specifies subunit performance targets or specifications that outline the dimensions of a product to be produced).

v. Standardization of skills (as well as knowledge) - which different work is coordinated by virtue of the related training the workers have received (as in medical specialists - say a surgeon and an anesthetist in an operating room –responding almost automatically to each other’s standardized procedures).

vi.Standardization of norms - which it is the norms infusing the work that are controlled, usually for the entire organization, so that everyone functions according to the same set of beliefs (as in a religious order).

Henry Mintzberg - Who is he?

Henry Mintzberg is known for his pioneering work in the field of strategic management in organizations. Born in Montreal, he earned his BA from Sir George Williams University in 1962, BEng from McGill University, and his Master’s and PhD degrees from the Massachusetts Institute of Technology.Dr. Mintzberg is a distinguished contemporary management author, and his expertise is recognized around the world. Over more than 30 years, he has written extensively on management, the structuring of organizations and the strategy process. He has also served as a consultant and lecturer to businesses and governments around the world.Dr. Mintzberg has received honorary doctorates from the University of Venice, the University of Lund, Lancaster University, Simon Fraser University, Université de Geneva, Université de Lausanne, Université de Liege, and Université de Montréal.Since 1968, he has been a professor in the Management Faculty at McGill, where he holds the Cleghorn Chair in Management Studies. He is an Officer of the Order of Canada and recipient of the 1996 Léon-Gérin Prix du Québec. In addition to outdoor sports, Dr. Mintzberg enjoys short story writing.