Mintzberg’s organisational configurations

Management theorist Henry Mintzberg identified five key “building blocks” that make up organizations. These building blocks, also known as “configurations,” are:

1. Strategic apex: This refers to the senior levels of management in the organization, including the CEO and other top executives.
2. Middle line: This refers to the middle management of the organization, including managers who are responsible for coordinating and supervising the activities of lower-level employees.
3. Operating core: This refers to the workers who are directly involved in producing or creating the core product or service offered by the organization.
4. Technostructure: This refers to the group of managers and specialists who provide technical input that is not part of the organization’s core activities.
5. Support staff: This refers to administrative support and indirect services that are provided to the organization, such as finance, human resources, and IT.

Mintzberg also identified six different types of organizational structures, each of which is characterized by a different combination of these building blocks:

1. Simple structure: This configuration is characterized by a flat hierarchy, a narrow span of control, and a high degree of centralization. It is often used by small organizations that have a single product or service line.
2. Machine bureaucracy: This configuration is characterized by a hierarchical structure, a narrow span of control, and a high degree of specialization and standardization. It is often used by large organizations that produce standardized products or services.
3. Professional bureaucracy: This configuration is characterized by a hierarchical structure, a narrow span of control, and a high degree of specialization and professionalization. It is often used by organizations that provide professional services, such as consulting firms or law firms.
4. Divisionalized: This configuration is characterized by a hierarchical structure, a wide span of control, and a high degree of decentralization. It is often used by large organizations that have a diverse product or service line and operate in multiple markets.
5. Adhocracy: This configuration is characterized by a flat hierarchy, a wide span of control, and a high degree of decentralization and innovation. It is often used by organizations that operate in fast-changing environments and need to be flexible and adaptable.
6. Missionary: This configuration is characterized by a flat hierarchy, a wide span of control, and a high degree of decentralization and innovation.

The most appropriate structure for a given organization depends on the size and nature of the organization and the industry in which it operates.