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Referring to Henry mintzberg's 5 types of organizational structure is Toyota classified as a 'machine bureaucracy' or a 'divisional structure'?
Wiki User
∙ 14y ago
Mintzberg's five types of organizational structure:
~ THE SIMPLE STRUCTURE
~ THE DIVISIONALIZED FORM
~ THE PROFESSIONAL BUREAUCRACY STRUCTURE
~ A MACHINE BUREAUCRACY
~ THE ADHOCRACY
Mintzberg's five coordinating principles :
Mutual Adjustment -- Achieve coordination of work by informal communication. Control rests in the hands of the doers. This method is used in the simplest and smallest organizations and, paradoxically, in the most complicated as well, as it is th e only method that works under extremely difficult circumstances.
Direct Supervision - Coordination is achieved by having one individual take responsibility for the work of others. In libraries, this is often referred to as first-line supervision. A librarian may supervision the work of pages, student assistan ts, volunteers, and/or clerical workers each performing different tasks.
Standardization of Work Processes - Here coordination is achieved by specifying the process by which work is to be performed. Mintzberg uses the example of the assembly instructions provided with a child's toy. Recipes in cookbooks are another example. Sometime part of the work process is standardized -- e.g., the cataloging effort in a university library must conform to the MARC record.
Standardization of Outputs - Coordination is achieved when the final results of the work are specified -- either the dimensions of a product or the delivery specifications of a service. The worker has freedom to achieve the results in a variety of ways as long as the end result conforms to the results standard.
Standardization of Skills - Coordination is achieved via standardized training. Particular skills and knowledge are learned through an educational program often before the individual is employed but sometimes through extensive training programs afterward. Mintzberg uses an example of an anesthesiologist and a surgeon who meet in the operating room and hardly need to communicate at all instead relying on their expectations of the prior training received to coordinate their work.
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∙ 14y ago
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How important are Mintzbergs five organizational parts in the real company?
very important
What are the three major phases in mintzbergs incremental decision process model?
Identification phase which begins with recognition. The development phase where a solution is shaped to solve the problem and the selection phase when the solution is chosen.
Contrast four function with mintzbergs 10 roles?
Mintzberg then identified ten separate roles in managerial work, each role defined as an organised collection of behaviours belonging to an identifiable function or position. He separated these roles into three subcategories: interpersonal contact (1, 2, 3), information processing (4, 5, 6) and decision making (7-10).1. FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organisation;2. LEADER: fosters a proper work atmosphere and motivates and develops subordinates;3. LIASION: develops and maintains a network of external contacts to gather information;4. MONITOR: gathers internal and external information relevant to the organisation;5. DISSEMINATOR: transmits factual and value based information to subordinates;6. SPOKESPERSON: communicates to the outside world on performance and policies.7. ENTREPRENEUR: designs and initiates change in the organisation;8. DISTURBANCE HANDLER: deals with unexpected events and operational breakdowns;9. RESOURCE ALLOCATOR: controls and authorises the use of organisational resources;10. NEGOTIATOR: participates in negotiation activities with other organisations and individuals.
What are the Henry mintzbergs 5 PS of strategy?
Mintzberg's 5 Ps for Strategy The word "strategy" has been used implicitly in different ways even if it has traditionally been defined in only one. Explicit recognition of multiple definitions can help people to manoeuvre through this difficult field. Mintzberg provides five definitions of strategy: * Plan * Ploy * Pattern * Position * Perspective. Plan Strategy is a plan - some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation. By this definition strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully. Ploy As plan, a strategy can be a ploy too, really just a specific manoeuvre intended to outwit an opponent or competitor. Pattern If strategies can be intended (whether as general plans or specific ploys), they can also be realised. In other words, defining strategy as plan is not sufficient; we also need a definition that encompasses the resulting behaviour: Strategy is a pattern - specifically, a pattern in a stream of actions. Strategy is consistency in behaviour, whether or not intended. The definitions of strategy as plan and pattern can be quite independent of one another: plans may go unrealised, while patterns may appear without preconception. Plans are intended strategy, whereas patterns are realised strategy; from this we can distinguish deliberate strategies, where intentions that existed previously were realised, and emergent strategies where patterns developed in the absence of intentions, or despite them. Position Strategy is a position - specifically a means of locating an organisation in an "environment". By this definition strategy becomes the mediating force, or "match", between organisation and environment, that is, between the internal and the external context. PerspectiveStrategy is a perspective - its content consisting not just of a chosen position, but of an ingrained way of perceiving the world. Strategy in this respect is to the organisation what personality is to the individual. What is of key importance is that strategy is a perspective shared by members of an organisation, through their intentions and / or by their actions. In effect, when we talk of strategy in this context, we are entering the realm of the collective mind - individuals united by common thinking and / or behaviour.
Indicate which MSS can be used to assist a manager in fulfilling Mintzbergs ten management roles How and why can they help Be specific?
Turban et al. (2007:12), summarises that the 21st century electronic management system are enhanced to assist managers in decision making situations in many ways that also include the following: * Speedy computations - that is, decisions are quickly reached as the computer systems are computing complex problems quickly and at a low cost. * Improved communication and collaboration - that is, project management team members can afford to work with different work packages in far apart locations and be able to communicate and share ideas. * Increased productivity of group members - that is, with the enhanced network enabled communication devices a team of experts can be formed among experts from different countries or cities have them working in one project without having to travel to gather at a certain point. * Improved data management - that is, storage of data can take place in different places within the organisation where data can be easily availed for the complex computation that are necessary for managers' decision making. * Managing giant data warehouse - that is, with modern day computerised systems huge amounts of data can be housed in data warehouses where it makes easier for search and retrieval of data as it is electronically stored. * Quality support - that is, with the use of artificial intelligence methods decision making has been simplified for managers. * Agility support - that is, for modern business operations to stand the high level competitive environment managers need to engage themselves in strategies that will make sure that they base their product or service not only on price but the high standard of quality, and other associated factors like time, customising of products, and customer care. * Overcoming cognitive limits in processing and storing information - that is, with computerised systems managers are now to recall and process huge amounts of data. * Using the Web - that is, with the availability of computerised systems managers are now able to share data and information across the world using an interface that is easier for people to operate and they can reach research work sources easily. * Anywhere, anytime support - that is, the introduction of wireless technology has made things more easily for managers as they can access information anywhere at any time.
