{"id":36939,"date":"2025-09-30T16:05:41","date_gmt":"2025-09-30T16:05:41","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/strategic-hr-management-expert-track-2\/lessons\/lesson-3-element-of-the-mintzbergs-organisational-model-2\/"},"modified":"2025-09-30T16:05:41","modified_gmt":"2025-09-30T16:05:41","slug":"lesson-3-element-of-the-mintzbergs-organisational-model-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-hr-management-expert-track\/lessons\/lesson-3-element-of-the-mintzbergs-organisational-model-2\/","title":{"rendered":"Lesson 3: Element of the Mintzberg’s organisational model."},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 3 :Organisational Structure<\/h2>\n

Element of the Mintzberg’s organisational model.<\/h3>\n
\n\n\t\t\t\t\t 1. Simple Structure:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Is centralised and often autocratic, with power emanating from the strategic apex.<\/h5>\n
Typically, control is exerted by the chief executive or small, influential executive team.<\/h5>\n
Perhaps due to its simplicity, the structure can be flexible and sometimes informal, with a strongly defined sense of mission. However, one challenge is that simple structure is vulnerable because one crisis can wipe out the organisation’s prime coordinating mechanism.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 2. Machine bureaucracy:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Relies heavily on a robust technostructure. Strategic planners and financial controllers are influential, leading to the creation of multiple layers of management, formal procedures, and standardised production processes.<\/h5>\n
Due to the high degree of standardisation, the tasks performed by the operating core can be rigid, offering little discretion for the individual.<\/h5>\n
For this reason, Mintzberg observed that motivation can be difficult, and the organisation can be unreceptive to the need for change.<\/h5>\n
The machine bureaucracy is typified by large-scale car manufacturing plants.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 3. Professional bureaucracy:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Is based on clear lines of authority and standard administrative practices. However, the practices may be built on standards set by law, regulations, or independent external bodies, including professional bodies.<\/h5>\n
Mintzberg gave examples, such as schools, hospitals, and professional practices.<\/h5>\n
He described them as more democratic than the machine bureaucracy because it is easier to motivate people.<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 4. Divisionalised:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Relies heavily on a robust technostructure. Strategic planners and financial controllers are influential, leading to the creation of multiple layers of management, formal procedures, and standardised production processes.<\/h5>\n
Due to the high degree of standardisation, the tasks performed by the operating core can be rigid, offering little discretion for the individual.<\/h5>\n
For this reason, Mintzberg observed that motivation can be difficult, and the organisation can be unreceptive to the need for change.<\/h5>\n
The machine bureaucracy is typified by large-scale car manufacturing plants.<\/h5>\n
In a divisionalised structure, a small central core provides guidelines for business units that enjoy a high degree of autonomy.<\/h5>\n
Mintzberg states that this is an extension of the machine bureaucracy, or may even comprise several machine bureaucracies within a single corporation.<\/h5>\n
It is the middle line that forms a strong coordinating influence, as its key role is to translate the demands of the small central core into the objectives of the operating core. ## The divisionalised structure is typical of multinational companies.”<\/h5>\n<\/details>\n
\n\n\t\t\t\t\t 5. Adhocracy:
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n
Is task or project-based and must respond quickly and flexibly to changing demands.<\/h5>\n
These demands may be driven by rapidly changing markets or by innovation.<\/h5>\n
There is little formality, so direct supervision and defined processes are less important than in other organisation structures.<\/h5>\n
Research and Development can be a primary driver of adhocracies, as typified by new technology industries.<\/h5>\n<\/details>\n
Is centralised and often autocratic, with power emanating from the strategic apex.<\/h5>\n
Typically, control is exerted by the chief executive or small, influential executive team.<\/h5>\n
Perhaps due to its simplicity, the structure can be flexible and sometimes informal, with a strongly defined sense of mission. However, one challenge is that simple structure is vulnerable because one crisis can wipe out the organisation’s prime coordinating mechanism.<\/h5>\n
Relies heavily on a robust technostructure. Strategic planners and financial controllers are influential, leading to the creation of multiple layers of management, formal procedures, and standardised production processes.<\/h5>\n
Due to the high degree of standardisation, the tasks performed by the operating core can be rigid, offering little discretion for the individual.<\/h5>\n
For this reason, Mintzberg observed that motivation can be difficult, and the organisation can be unreceptive to the need for change.<\/h5>\n
The machine bureaucracy is typified by large-scale car manufacturing plants.<\/h5>\n
Is based on clear lines of authority and standard administrative practices. However, the practices may be built on standards set by law, regulations, or independent external bodies, including professional bodies.<\/h5>\n
Mintzberg gave examples, such as schools, hospitals, and professional practices.<\/h5>\n
He described them as more democratic than the machine bureaucracy because it is easier to motivate people.<\/h5>\n
Relies heavily on a robust technostructure. Strategic planners and financial controllers are influential, leading to the creation of multiple layers of management, formal procedures, and standardised production processes.<\/h5>\n
Due to the high degree of standardisation, the tasks performed by the operating core can be rigid, offering little discretion for the individual.<\/h5>\n
For this reason, Mintzberg observed that motivation can be difficult, and the organisation can be unreceptive to the need for change.<\/h5>\n
The machine bureaucracy is typified by large-scale car manufacturing plants.<\/h5>\n
In a divisionalised structure, a small central core provides guidelines for business units that enjoy a high degree of autonomy.<\/h5>\n
Mintzberg states that this is an extension of the machine bureaucracy, or may even comprise several machine bureaucracies within a single corporation.<\/h5>\n
It is the middle line that forms a strong coordinating influence, as its key role is to translate the demands of the small central core into the objectives of the operating core. ## The divisionalised structure is typical of multinational companies.”<\/h5>\n
Is task or project-based and must respond quickly and flexibly to changing demands.<\/h5>\n
These demands may be driven by rapidly changing markets or by innovation.<\/h5>\n
There is little formality, so direct supervision and defined processes are less important than in other organisation structures.<\/h5>\n
Research and Development can be a primary driver of adhocracies, as typified by new technology industries.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-36939","lesson","type-lesson","status-publish","hentry"],"yoast_head":"\nLesson 3: Element of the Mintzberg's organisational model. - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-hr-management-expert-track\/lessons\/lesson-3-element-of-the-mintzbergs-organisational-model-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 3: Element of the Mintzberg's organisational model. - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 3 :Organisational Structure Element of the Mintzberg’s organisational model. 1. 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