In his 1978 book entitled The Structuring of Organizations, author and management expert Harry Mintzberg explained that the “structure of an organization can be defined simply as the sum total of the ways in which it divides its labor into distinct tasks and then achieves coordination among them.”
Elements | Description | Example |
---|---|---|
Simple Structure | Characterized by a small, centralized top management team with decision-making authority, typically found in small businesses or startups. | Zuckerberg Media, a small media company founded by Randi Zuckerberg, operates with a simple structure with a small team directly reporting to her. |
Machine Bureaucracy | Highly formalized and centralized structure with standardized processes and rules, commonly seen in large-scale manufacturing organizations. | Ford Motor Company employs a machine bureaucracy structure in its manufacturing division, with standardized production processes. |
Professional Bureaucracy | Centers around highly skilled professionals who have autonomy in their roles, often found in organizations like law firms, universities, or healthcare institutions. | Harvard University operates with a professional bureaucracy, where professors have autonomy in research and teaching. |
Divisionalized Form | Organized into semi-autonomous divisions, each responsible for its own functions, often seen in large corporations with diverse product lines. | General Electric (GE) uses a divisionalized structure with divisions for aviation, healthcare, and renewable energy. |
Adhocracy | Emphasizes flexibility and innovation, often found in technology companies, startups, or creative agencies where roles are fluid, and employees have freedom to innovate. | Google’s parent company, Alphabet Inc., embodies an adhocracy with a focus on innovation and various subsidiaries working on diverse projects. |
Hybrid Structure | Combines multiple structural elements from the above configurations, allowing organizations to adapt to complex environments or multiple business lines. | Amazon has a hybrid structure, incorporating elements of machine bureaucracy for its e-commerce operations and adhocracy for its Amazon Web Services (AWS) division. |
Matrix Structure | Combines functional and divisional structures, often used in project-based organizations or those with multiple reporting lines. | IBM employs a matrix structure for project-based work, with employees reporting to both project managers and functional managers. |
Network Structure | Organizations collaborate with external partners and entities to perform various functions and deliver value, often seen in industries like IT or consulting. | Accenture, a global consulting and professional services firm, operates using a network structure by collaborating with clients and partners on various projects. |
Virtual Organization | Primarily exists online with a flexible and virtual workforce, commonly seen in tech startups, online marketplaces, or remote work-based companies. | Upwork, an online freelance marketplace, operates as a virtual organization, connecting freelancers and clients worldwide. |
Boundaryless Organization | Breaks down traditional organizational boundaries, both internally and externally, promoting collaboration and agility, often found in tech-driven and innovative companies. | Spotify embraces a boundaryless organization, promoting a culture of openness and collaboration across teams, even as it grows. |
Understanding Mintzberg’s model of organizational structure
Mintzberg’s model of organizational structure posits that the structure of a company emerges from the interaction of three core dimensions and their various sub-factors.
While earlier organizational structure models were based on function, product, or strategy, Mintzberg posited that structure could be differentiated along three basic dimensions:
- The key part of the organization – the part of the organization with the most critical role in determining its success or failure.
- The prime coordinating mechanism – the predominant method that the organization utilizes to coordinate activities. This encompasses factors such as direct supervision and standardization of skills, outputs, and work processes.
- The type of decentralization – to what extent does the organization involve subordinates in decisions? Decentralization may be vertical (chain of command), horizontal (the extent to which non-administrators make decisions), or selective (the extent to which decision-making responsibility is delegated to other units).
The first dimension and its relationship to Mintzberg’s organizational configurations is worth explaining in more detail in the next sections.
The key parts of an organization according to Mintzberg
The five key parts of an organization are:
- The strategic apex – directors and senior executives who define and interpret the organizational mission and ensure it is aligned with strategic objectives.
- Middle line – the managers who translate strategic objectives into feasible plans. This may require them to set budgets, monitor performance, take corrective action, or purchase equipment.
- Operating core – who carry out day-to-day activities that deliver outputs. Working under senior managers, the operating core deals with external stakeholders and is responsible for the maintenance of quality and efficiency standards.
- Technostructure – a cohort comprised of individuals and teams working in key functions such as HR, training, and finance.
- Support staff – these are individuals who work in support functions such as research and development, legal, and public relations. Support staff output does not contribute directly to the organization’s key objectives, but they do increase the effectiveness and efficiency of the middle line, operating core, and strategic apex.
Mintzberg’s five configurations of organizational structure
Based on the strategy an organization adopts and the extent to which it is practiced, Mintzberg identified five organizational configurations. Each configuration reflects different factors (and indeed varying degrees of these factors) from the three dimensions outlined above.
1 – The entrepreneurial organization (simple structure)
These organizations have a simple, flat, and centralized structure with sometimes autocratic power. This power emanates from the strategic apex and control is exerted by a small but influential team headed by a CEO.
Most companies start this way, but find that this fast, flexible, lean, and relatively informal model is difficult to maintain as they expand.
2 – The machine organization (machine bureaucracy)
In a machine organization, work is formal and standardized with numerous routines and procedures. Decision-making is centralized, jobs are clearly defined, and procedures are routinely analyzed to improve efficiency.
Machine bureaucracies are also characterized by tight vertical structures where functional lines extend to the top.
3 – The professional organization
Professional organizations rely on skills standardization rather than work processes or outputs to drive coordination. As a result, this structure is common in universities, hospitals, accounting firms, consultancy firms, and some tech companies.
Organizations under this configuration must relinquish considerable control – not only to the trained professionals but the institutions that trained them in the first place.
This causes a democratic and highly decentralized structure.
4 – The divisional (diversified) organization
In what Mintzberg called a “divisionalized” structure, a small central team guides highly autonomous business units. This structure is common in multinational companies with numerous divisions or brands.
While decision-making is decentralized at the divisional level, note that there is little coordination between the divisions themselves. This means that in some cases, each division may more closely resemble a machine bureaucracy if viewed in isolation.
5 – The innovative organization (adhocracy)
Adhocracies utilize mutual adjustment as a means of coordination and maintain selective patterns of decentralization. Think of mutual adjustment as peers who are able to coordinate their own work and communicate with others.
This structure tends to be informal and with a small technostructure because specialists are also involved in core operations. Since the primary goal of an adhocracy is innovation and adaptation, tasks are non-routine and tend to be reliant on technology.
Examples of Companies Falling Under One of Mintzberg’s framework
- Entrepreneurial Organization (Simple Structure):
- Example: Airbnb
- Key Features: Airbnb started as a small startup and maintains a relatively flat and centralized structure. The founders had significant control over decision-making.
- Alignment with Mintzberg’s Framework: Airbnb aligns with the entrepreneurial organization configuration. Key parts include the founders, and decision-making is initially highly centralized. The company’s agility and innovation were essential in its early growth.
- Example: Airbnb
- Machine Organization (Machine Bureaucracy):
- Example: McDonald’s Corporation
- Key Features: McDonald’s is known for its standardized processes, procedures, and routines across its global chain of restaurants. Decision-making is centralized at the corporate level.
- Alignment with Mintzberg’s Framework: McDonald’s aligns with the machine organization or machine bureaucracy configuration. Key parts include corporate management, and coordination is achieved through strict standardization of processes and procedures.
- Example: McDonald’s Corporation
- Professional Organization:
- Example: McKinsey & Company (Management Consulting Firm)
- Key Features: McKinsey relies on highly skilled consultants who offer specialized services to clients. Decision-making is decentralized, with consultants playing a significant role.
- Alignment with Mintzberg’s Framework: McKinsey aligns with the professional organization configuration. Key parts include consultants with specialized skills. Coordination is achieved through skills standardization, and decision-making is decentralized among consultants.
- Example: McKinsey & Company (Management Consulting Firm)
- Divisional (Diversified) Organization:
- Example: General Electric (GE)
- Key Features: GE operates diverse business units, including aviation, healthcare, and renewable energy, each with its own leadership and autonomy. Decision-making is decentralized within these units.
- Alignment with Mintzberg’s Framework: GE aligns with the divisional organization or diversified configuration. Key parts include divisional leaders who have considerable autonomy. Coordination may vary between divisions, but each functions somewhat independently.
- Example: General Electric (GE)
- Innovative Organization (Adhocracy):
- Example: Spotify
- Key Features: Spotify fosters innovation and adaptation in the fast-evolving music streaming industry. It promotes collaboration and experimentation among cross-functional teams.
- Alignment with Mintzberg’s Framework: Spotify aligns with the innovative organization or adhocracy configuration. Key parts include cross-functional teams of engineers, designers, and content curators. Coordination is achieved through mutual adjustment, and decision-making is often decentralized within teams.
- Example: Spotify
Case Studies
- Google (Alphabet Inc.):
- Key Features: Google operates with a highly innovative and adaptive structure. It encourages employees to spend 20% of their time on personal projects, fostering creativity.
- Alignment with Mintzberg’s Framework: Google aligns with the “innovative organization” or adhocracy configuration. Key parts include teams of engineers and developers. Coordination is achieved through peer collaboration and experimentation. Decision-making is decentralized to encourage innovation.
- Apple Inc.:
- Key Features: Apple maintains a highly centralized and secretive structure. Decision-making authority is concentrated at the top, particularly with its late CEO, Steve Jobs, and later Tim Cook.
- Alignment with Mintzberg’s Framework: Apple aligns with a variation of the “entrepreneurial organization” configuration. The strategic apex, led by top executives like Tim Cook, holds significant power. Coordination is achieved through a tightly controlled process, and decisions are centralized at the executive level.
- Amazon:
- Key Features: Amazon combines a machine-like focus on efficiency in its fulfillment centers with an innovative and decentralized structure in its Amazon Web Services (AWS) division.
- Alignment with Mintzberg’s Framework: Amazon operates with a blend of “machine organization” in its logistics and fulfillment centers and “innovative organization” in AWS. Key parts vary, with centralized control in logistics and more decentralized innovation in AWS.
- Microsoft:
- Key Features: Microsoft has evolved its structure over the years. Under CEO Satya Nadella, it has embraced more of an innovative and adaptive culture.
- Alignment with Mintzberg’s Framework: Microsoft has transitioned toward the “innovative organization” or adhocracy configuration. Key parts include development teams and engineers. Coordination is achieved through cross-functional collaboration, and decision-making is more decentralized under Nadella’s leadership.
- Facebook (Meta Platforms, Inc.):
- Key Features: Facebook, now Meta Platforms, Inc., has a highly centralized structure under the leadership of Mark Zuckerberg. However, it also fosters innovation through acquisitions like Oculus VR.
- Alignment with Mintzberg’s Framework: Meta aligns with a blend of “entrepreneurial organization” under Zuckerberg’s leadership and “innovative organization” through its innovative ventures. Key parts include Zuckerberg and the executive team, while acquisitions like Oculus VR operate with more autonomy.
- Tesla, Inc.:
- Key Features: Tesla combines a highly innovative approach to electric vehicle technology with centralized decision-making by CEO Elon Musk.
- Alignment with Mintzberg’s Framework: Tesla aligns with a combination of “entrepreneurial organization” under Musk’s leadership and “innovative organization” in its technological advancements. Key parts include Musk and engineering teams. Coordination is achieved through Musk’s direct involvement, and decisions are often centralized.
- Netflix:
- Key Features: Netflix maintains an innovative and adaptive structure focused on content creation and streaming technology.
- Alignment with Mintzberg’s Framework: Netflix aligns with the “innovative organization” or adhocracy configuration. Key parts include content creators and technology teams. Coordination is achieved through creative collaboration, and decision-making is often decentralized within content creation teams.
Key takeaways:
- Mintzberg’s model of organizational structure posits that the structure of a company emerges from the interaction of three core dimensions and their various sub-factors.
- Mintzberg posited that structure could be differentiated along three basic dimensions: the key parts of the organization, the prime coordinating mechanism, and the type of decentralization.
- Mintzberg’s five configurations of an organization include the simple structure, machine bureaucracy, professional bureaucracy, divisionalized, and adhocracy.
Key Highlights
- Mintzberg’s Organizational Structure Model Defined:
- Organizational structure is the result of interactions between three core dimensions and their sub-factors.
- Three dimensions: Key Parts of the Organization, Prime Coordinating Mechanism, and Type of Decentralization.
- Five Key Parts of an Organization According to Mintzberg:
- Strategic Apex: Directors and senior executives who align mission with strategic objectives.
- Middle Line: Managers translating objectives into plans, budgeting, monitoring, etc.
- Operating Core: Day-to-day activities delivering outputs, ensuring quality and efficiency.
- Technostructure: Teams in HR, finance, training, etc.
- Support Staff: Roles in R&D, legal, PR, enhancing effectiveness.
- Five Organizational Configurations by Mintzberg:
- Entrepreneurial Organization (Simple Structure): Flat, centralized, fast, informal, challenging to maintain as expansion occurs.
- Machine Organization (Machine Bureaucracy): Formal, standardized work with routines and procedures. Centralized decision-making.
- Professional Organization: Relies on skills standardization, decentralized and democratic. Common in professions like accounting, consulting, tech.
- Divisional (Diversified) Organization: Central team guides autonomous divisions. Decentralized at divisional level, less coordination between divisions.
- Innovative Organization (Adhocracy): Utilizes mutual adjustment, informal and selective decentralization. Primarily aims at innovation and adaptation.
- Factors Influencing Organizational Structure:
- Strategy adopted by the organization influences its structure.
- Different configurations arise from the interplay of the three dimensions based on the organization’s approach.
- Coordination Mechanisms and Decentralization:
- Different configurations emphasize varied coordination mechanisms and degrees of decentralization.
- Diverse Structures for Various Organizations:
- Mintzberg’s model recognizes that organizations can adopt different configurations based on their specific needs and contexts.
- Alignment with Strategy:
- Each configuration aligns with the strategic approach of the organization, influencing its structure and coordination methods.
Read Next: Organizational Structure.
Types of Organizational Structures
Siloed Organizational Structures
Functional
Divisional
Open Organizational Structures
Matrix
Flat
Connected Business Frameworks
Nadler-Tushman Congruence Model
McKinsey’s Seven Degrees of Freedom
Organizational Structure Case Studies
OpenAI Organizational Structure
Airbnb Organizational Structure
Amazon Organizational Structure
Apple Organizational Structure
Coca-Cola Organizational Structure
Costco Organizational Structure
Facebook Organizational Structure
Goldman Sachs’ Organizational Structure
Google Organizational Structure
McDonald’s Organizational Structure
McKinsey Organizational Structure
Microsoft Organizational Structure
Nestlé Organizational Structure
Patagonia Organizational Structure
Samsung Organizational Structure
Starbucks Organizational Structure
Tesla Organizational Structure
Toyota Organizational Structure
Walmart Organizational Structure
Main Free Guides: