Mintzbergs Model on Organisational Structures

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Mintzbergs Model on Organisational Structures
The Five Parts
This note summarises the key features of Henri Mintzbergs theory on the structuring of organisations, which he presented in his book The Structuring of Organisations and Structure in 5 's: Designing Effective Organizations in the early 1980s.
According to Mintzberg organisations are formed of five main parts:

Operating core
Those who perform the basic work related directly to the production of products and services
Strategic apex
Charged with ensuring that the organisation serve its mission in an effective way, and also that it serve the needs of those people who control or otherwise have power over the organisation
Middle-line managers
Form a chain joining the
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Machine bureaucracy type structures are "performance organizations" not "problem solving" ones.
Professional Bureaucracy

The professional bureaucracy relies for coordination on: * the standardization of skills and its associated parameters such as design, training and indoctrination. * In professional bureaucracy type structures duly trained and indoctrinated specialists -professionals- are hired for the operating core, and then considerable control over their work is given to them. * Most of the necessary coordination between the operating professionals is handled by the standardization of skills and knowledge – especially by what they have learned to expect from their colleagues.
Whereas the machine bureaucracy generates its own standards the standards of the professional bureaucracy originate largely outside its own structure (especially in the self-governing association its operators join with their colleagues from other professional bureaucracies). The professional bureaucracy emphasizes authority of a professional nature or in other words "the power of expertise".
The strategies of the professional bureaucracy are mainly developed by the individual professionals within the organization as well as of the
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