Organizational Development: A Manual for Managers and ... - FPDL

Organizational forms
These ideas have pointed the way … that allows us to break free of bureaucratic thinking and to
organize in a way that meets the requirements of the environment
Gareth Morgan
Literature on management is full of descriptions and classifications of formal organizational
structures – from a rigid authoritarian ‘pyramid’, to almost a virtual structure - in which short-term
combinations of generally uncombined (or uncombined in the longer run) components, may come
together to create certain relations in a given moment, but then change their interaction in the next
moment, thus responding to the changing environment and tasks an organization performs. The
term ‘virtual organization’ has become very popular.
In 1979, Henry Mintzberg identified five configurations or species of organization: the machine
bureaucracy, the divisional form, the professional bureaucracy, the simple structure, and the
adhocracy. As proved by numerous research and practice, these structural patterns all have
different applicability. Some conclusions are summarized in the above-mentioned Gareth Morgan
book, ‘Images of Organization’, as given below.
The machine bureaucracy and the divisional form tend to be ineffective except under conditions
where tasks and environment are simple and stable.
The professional bureaucracy modifies the principles of centralized control and allows greater
autonomy to staff and is appropriate for dealing with relatively stable conditions where tasks are
relatively complicated. This has proven to be an appropriate structure for universities, hospitals,
and other professional organizations where people with key skills and abilities need a large
measure of autonomy and discretion to be effective in their work.
The simple structure tends to work best in unstable environmental conditions. It usually comprises
a chief executive, often the founder or an entrepreneur, who may have a group of support staff
along with a group of operators who do the basic work. Such an organization is very informal and
flexible and, although run in a highly centralized way by the chief executive, is ideal for achieving
quick changes and manoeuvres. This form of organization works very well in entrepreneurial
organizations where speedy decision-making is at a premium, provided that tasks are not too
complex.
The term “adhocracy” was coined by Warren Bennis to characterize organizations that are
temporary by design. They are similar to Burns and Stalker’s ‘organic form’ of organization. The
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