Management theorist Henry Mintzberg developed an influential framework describing the five key building blocks - or structural components - that make up any organisation. These building blocks interact in different ways depending on the organisation’s size, strategy, environment and culture. Understanding them helps leaders diagnose organisational strengths, weaknesses and structural needs.
Mintzberg’s Five Building Blocks
1. Strategic Apex
The strategic apex comprises the organisation’s senior leadership, including the CEO and top executives. This group sets the overall direction, formulates strategy, allocates resources, ensures the organisation meets its objectives and represents the organisation to key external stakeholders.
2. Middle Line
The middle line consists of middle managers who link the strategic apex to the workforce. They translate high-level strategy into operational plans, coordinate teams, supervise employees and ensure that day-to-day operations align with organisational goals.
3. Operating Core
The operating core includes employees directly involved in delivering the organisation’s main products or services. These workers perform essential tasks such as manufacturing goods, serving customers or delivering professional services. The efficiency and capability of the operating core are critical to overall organisational performance.
4. Technostructure
This group consists of analysts, planners and specialists who design processes, systems and procedures that shape how work is performed. Examples include engineers, quality controllers, financial analysts and standardisation experts. Although they do not carry out core tasks, they influence efficiency, consistency and compliance across the organisation.
5. Support Staff
Support staff provide services that enable the organisation to function smoothly but are not part of the core production process. Functions such as human resources, finance, IT, legal services, facilities management and administrative support fall into this category.
Mintzberg’s Six Organisational Configurations
Mintzberg argued that organisations typically evolve toward one of six structural “configurations,” each dominated by one of the five building blocks. These configurations reflect how an organisation is designed and how it operates.
1. Simple Structure
A small, centralised structure dominated by the strategic apex.
Characteristics: Flat hierarchy, flexible decision-making, minimal formalisation.
Typical use: Small businesses, start-ups or organisations with one product line.
2. Machine Bureaucracy
A highly standardised, formalised structure dominated by the technostructure.
Characteristics: Clear hierarchies, specialised tasks, strict procedures.
Typical use: Mass-production firms, government agencies, large manufacturing operations.
3. Professional Bureaucracy
A structure dominated by the operating core, where skilled professionals have significant autonomy.
Characteristics: High specialization, reliance on professional training, decentralised decision-making.
Typical use: Universities, hospitals, law firms, accounting firms.
4. Divisionalized Form
A structure dominated by the middle line, where semi-autonomous divisions operate under a central corporate head office.
Characteristics: Decentralisation by business unit or geographic area, performance accountability.
Typical use: Large multinational corporations, companies with diverse product portfolios.
5. Adhocracy
A flexible, innovative structure dominated by multidisciplinary project teams.
Characteristics: Low formalisation, high adaptability, emphasis on creativity and problem-solving.
Typical use: Technology firms, R&D organisations, design consultancies.
6. Missionary Organisation
A structure held together primarily by a strong shared culture or ideology.
Characteristics: High cohesion, shared values, decentralised decision-making driven by commitment rather than rules.
Typical use: Charities, NGOs, religious organisations, activist groups.
Choosing the Right Configuration
The most suitable organisational structure depends on several factors, including:
- Organisation size and complexity
- Industry environment (stable vs dynamic)
- Degree of specialisation required
- Leadership style and culture
- Strategic goals and operational priorities
In reality, many organisations exhibit hybrid structures, blending elements from multiple configurations as they evolve.
Mintzberg’s framework helps leaders understand how structure supports strategy—and how misalignment between the two can hinder performance and innovation.
