Introduction to Structure in fives Pål Sørgaard, Telenor R&D and IfI August 29, 2005

29 August, 2005Pål Sørgaard, Telenor R&D2 Structure in fives l An absolute classic in organisation theory (1983) l Author Henry Mintzberg one of the most influential researchers in the field l It is based on a more academic textbook: The Structuring of Organizations (1979) l Takes a design view of organisations l Not the last word in the field: there are critics and new developments l If you learn this you have a very good basis for understanding and working in organisations l If you study the field deeply, this is an excellent start

29 August, 2005Pål Sørgaard, Telenor R&D3 Why do we have organisations? l Views from the students

29 August, 2005Pål Sørgaard, Telenor R&D4 Why study organisations? l We work in (systems development) organisations l The way systems development is organised has immense impact on its productivity and quality l We usually work with organisations: –Our clients are often organisations that need to revise or acquire information systems –These systems are often crucial to the performance of the organisation –The introduction of such systems is usually associated with important changes in the organisations –Such implementation and change processes often fail –Properties of systems are often disputed

29 August, 2005Pål Sørgaard, Telenor R&D5 When we have division of labour we need coordination l Mutual adjustment l Direct supervision l Standardisation of work processes l Standardisation of work outputs l Standardisation of skills

29 August, 2005Pål Sørgaard, Telenor R&D6 An organisation has five main parts 1. Strategic apex 2. Middle line 3. Support staff 4. Technostructure 5. Operating core l Illustrations borrowed from presentations of Bolman and Deal (Wiley Interscience)

29 August, 2005Pål Sørgaard, Telenor R&D7 Five main configurations l Mintzberg proposes five main configurations, or kinds of organisations l These are consistent organisational designs in terms of design parameters (i.e. coordination mechanisms) and environmental conditions l Mintzberg describes them in terms of –Prime coordinating mechanism –Key part of organisation –Main design parameters –Situational factors

29 August, 2005Pål Sørgaard, Telenor R&D8 Simple structure l A small shop l A new agency l A start-up company led by a very dominant person

29 August, 2005Pål Sørgaard, Telenor R&D9 Machine bureaucracy l A traditional airline l A steel work l A government directorate

29 August, 2005Pål Sørgaard, Telenor R&D10 Professional bureaucracy l University l Hospital

29 August, 2005Pål Sørgaard, Telenor R&D11 Divisional form l A major corporation l A regional health provider l The Norwegian government sector

29 August, 2005Pål Sørgaard, Telenor R&D12 Adhocracy l A project based consulting or R&D company l Some highly innovative companies or agencies

29 August, 2005Pål Sørgaard, Telenor R&D13 When describing existing organisations l We will meet mixed configurations l Perhaps we will meet other main configurations? –Are there other consistent configurations? l Thus, with our projects, we may see cases that tend to confirm, falsify or call for elaboration of Mintzberg’s theory