1. ORGANIZATION DESIGN OPTIONS - MINTZBERG

3. MINTZBERG'S FIVE BASIC ORGANIZATIONAL ELEMENTS 1. The Operating Core: Employees who perform the basic work related to the production of products and services. 2. The Strategic Apex: Top ‑ level managers, who are charged with the overall responsibility for the organization. 3. The Middle Line: Managers, who connect the operating core to the strategic apex. 4. The Technostructure: Analysts, who have the responsibility for erecting certain forms of standardization in the organization. 5. The Support Staff: People who fill the staff units, who provide indirect services for the organization.

11. LOCUS OF CONTROL AND RESULTING ORGANIZATIONAL FORM IF CONTROL IS WITH THE OPERATING CORE, THEN A PROFESSIONAL BUREAUCRACY RESULTS. IF CONTROL IS WITH THE STRATEGIC APEX, THEN A SIMPLE STRUCTURE EMERGES. IF CONTROL IS WITH MIDDLE MANAGEMENT, THEN A DIVISIONAL STRUCTURE DEVELOPS. IF CONTROL IS WITH THE TECHNOSTRUCTURE, THEN A MACHINE BUREAUCRACY COMES ABOUT. IF CONTROL IS WITH THE SUPPORT STAFF, THEN AN ADHOCRACY RESULTS.

14. STRUCTURAL CHARACTERISTICS OF A SIMPLE STRUCTURE 1.LOW COMPLEXITY 2.LOW FORMALIZATION 3.HIGH CENTRALIZATION 4.SIMPLE & DYNAMIC ENVIRONMENT 5.ORGANIC STRUCTURE

18. CHARACTERISTICS OF THE MACHINE BUREAUCRACY 1.HIGH FUNCTIONAL SPECIALIZATION 2.HIGH FORMALIZATION 3.HIGH CENTRALIZATION 4.SIMPLE & STABLE ENVIRONMENT 5.MECHANISTIC STRUCTURE

22. CHARACTERISTICS OF THE PROFESSIONAL BUREAUCRACY 1.HIGH SOCIAL SPECIALIZATION 2.LOW FORMALIZATION 3.LOW CENTRALIZATION 4.COMPLEX & STABLE ENVIRONMENT 5.LOW MECHANISTIC STRUCTURE

26. CHARACTERISTICS OF THE DIVISIONAL FORMS 1.HIGH FUNCTIONAL SPECIALIZATION 2.HIGH FORMALIZATION IN DIVISIONS 3.LIMITED DECENTRALIZATION 4.SIMPLE, STABLE ENVIRONMENT 5.MECHANISTIC STRUCTURE

29. CHARACTERISTICS OF THE ADHOCRACY 1.HIGH SOCIAL SPECIALIZATION 2.LOW FORMALIZATION 3.LOW CENTRALIZATION 4.COMPLEX, DYNAMIC ENVIRONMENT 5.ORGANIC STRUCTURE