Employees have the power to make or break an organization; therefore an organization’s biggest asset is its employees. In order to achieve success an organization must employee quality workers, be structured in such a way as to promote success, and then enable their employees to use their skills and creativity to do extraordinary things. Henry Mintzberg, a renowned author in the field of management, defined and published his views on organizational archetypes (Matheson, 2009). Organizational archetypes are shared and recurring patterns of behavior in organizations (Taborga, 2011). Mintzberg categories along with their innovation implications provide organizations with information that they can use in the development of their strategic models. This paper summarizes Henry Mintzberg’s work with archetypes and outlines the key features and implications involved in each archetype, explains why organizations need a template for explaining the structure of an organization, and demonstrates why we have too many managers and too few leaders. The first type of archetype that this paper will summarize is the simple structure archetype organization. This type of organization is relatively informal compared to the other archetypal structures and lacks standardized systems, which allows the organization to be flexible. The simple structure archetype is used frequently by small or newly formed organizations such as small corporations and start up companies. These organizations are
The relationship between an organization’s strategy and structure are extremely important because it “directly impacts a firm’s performance” (Rothaermel, 2013, p. 309). Also, as an organization grows, it should reevaluate the current strategy and structure to ensure that it remains the optimal choice for the organization (Rothaermel, 2013). The four types of organizational structures, listed in order of least to most complex according to Rothaermel (2013), are: (1) simple, (2)
After comparing Ch.2, 3, and 4 of Mintzberg’s novel, Simply Managing with Lussier’s textbook, Management Fundamentals, as well as the material covered in class, and my own personal experiences a few connection have been brought to mind regarding each chapter. In the paragraphs below, I will explain the connections I found related to each chapter.
"A company can start out by using one of several organization structures. However, companies can sometimes increase their effectiveness using multiple organization structures. The decision for
There are three types of business structures sole proprietorship, partnership, and general. Each business structure has its advantages as well as disadvantages; the key is determining which business structure will be most suitable for your business venture. Not everyone is looking to run a small business so a sole proprietorship may not be the answer, it could be that you are looking to start small and have your company grow into a corporation but not quite function exactly like a huge corporation. Whatever the case one must determine which business structure best suits their needs and this paper will
Simple structure configurations are starter companies. They hire top level managers to ensure the company serves its mission in the most effective way. Employees who work for these types of companies only answer to one manager which is typically the owner. These businesses mostly have a small crew that work there. These types of organizations work their way up the divisional structure. An example of this type of business would be a pet grooming. The owner is usually always present and there are no managers.
The capacity of an organization to survive in the present, intricate and competitive business environment is strongly grounded on the nimbleness and flexibility of the established organizational structure (Shafieem Razminia & Zeymaran, 2016). Furthermore, the effectiveness of the organizational structure is a significant aspect of obtaining a competitive advantage in the industry. Unfortunately, at Aristocrat, the establish structure is ineffective and creates a cumbersome environment and therefore acts in a preventive manner rather than as a source of competitive advantage. The ineffectiveness of the organization structure at Aristocrat appear to be a result of at least two significant inadequacies.
Compare and contrast the traditional roles of managers presented by Fayol’s early writings with more contemporary research of Stewart and Mintzberg. Support your answers with examples.
investigate and design a research which gave rise to critical analysis of the data enriched
A successful manager usually means a successful store or business. A strong, successful manager must be equipped with the ability of having strong communication skills, high level of energy, flexibility, leadership and time management skills, and the most important factor in being a successful manager is the desire and the passion of being a manager. Being a manager comes with many responsibilities for there are several roles that managers play. Management expert, Henry Mintzberg identified the duties a manager and placed them in three categories in his book, “Mintzberg on Management: Inside our Strange World of Organizations," as informational, interpersonal, and decisional, but the basics of management skills that all managers must know is the four basic principles; planning, organizing, directing and monitoring.
The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).
The second part of the book, titled “Developing Managers” is a series of proposed changes for the management education paradigm. To start off, one of the approaches towards management development described is On the Job Training (OJT) and/or formalized mentoring. The Japanese approach towards on the job management development is highlighted, where the process of learning by watching, listening to and practicing under more experienced colleagues is systemized. Mintzberg then moves on to some atypical off the job non-degree programs, most noteworthy of them being the CCMD (Canadian government centre for management development) for Canadian civil servants, and the Swedish MiL (Management in Lund). The common thread between these two programs is the emphasis on self-directed, action-oriented learning. Through field studies and residential workshops the
Organisation can be categorized by legal structure. They are sole trader, partnershiop, private or public company, government, voluntary organisation, co-operative, charitable and not-for-profit organisations and franchise.
Management in business is the coordination of people to accomplish set goals efficiently and effectively. It comprises of planning, organising, staffing, leading, and controlling an organisation. Management itself is also an academic discipline, a social science whose object of study is social organisation in order to accomplish a mutual goal.
Weakness: In The classical theory, nobody was concentrating on workers and their connections which could be more helpful for accomplishing their objectives. As opposed to workers were getting drained as they were dealt with.
The larger an organization becomes, the more complicated its structure. When an organization is small — such as a single retail store, a two-person consulting firm, or a restaurant — its structure can be simple.