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Organizational Behavior: Mintzberg, Structure, and Design

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What are the five organizational forms of Mintzberg's framework? Provide examples of each.

Define the term OD, and explain how its techniques are used to implement change.

Describe three ways to structure an organization, and discuss the pros and cons of each.

Explain what is meant by inter-organizational design, and compare and contrast three designs.

How is organizational behavior impacted by each of the five dimensions of organizational structure?

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One of the organizational forms of Mintzberg's framework would be a highly simplified structure, and an example of this would be a privately owned business such as a family-owned restaurant. This is due to the fact that it would probably comprised of the owner/manager, shift supervisor, and staff. The second organizational form of Mintzberg's framework would be a professional bureaucracy, and an example of this would be the United States government comprised of differing departments. The third organizational form of Mintzberg's framework would be a machine bureaucracy, and an example of this would be a Ford motors company automobile production facility. The fourth organizational form of Mintzberg's framework would be an adhocracy, and an example of this would be the Internal Revenue Service, which carries out tax collection duties and other duties for its client the United States government. The fifth organizational form of Mintzberg's framework would be the diversified form, with an example being the conglomerate Procter and Gamble.

Organizational design is essentially the manner in which an organization's processes and procedures are coordinated and carried out, as well as the structure of a given organization. It's techniques are utilized to implement change, by adapting the ...

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Organizational Structure and the Decision-Making Process

See the attached file.
Q 1. What is the relationship between organizational structure and the decision-making process? Provide examples. Document your ideas with Peer Reviewed articles that you have read.

Please use this as a reference with one quote from the article:

Fredrickson, J. W. (1986). The Strategic Decision Process and Organizational Structure. Academy Of Management Review, 11(2), 280-297. doi:10.5465/AMR.1986.4283101

Q 2 Provide examples of when an organization would consider organizational change. (Exhibit 8-10 Ch. 8, see below) What challenges to cultural awareness might you encounter when attempting to drive organizational change? Document your ideas with Peer Reviewed articles(articles) that you have read.

EXHIBIT 8-10 When Is Change Needed?40(below)
? A change in the size of the corporation?due to growth, consolidation, or reduction
? A change in key individuals?which may alter management objectives, interests,
and abilities
? A failure to meet goals, capitalize on opportunities, or be innovative
? An inability to get things done on time
? A consistently overworked top management that spends excessive hours on the job
? A belief that costs are extravagant or that budgets are not being met
? Morale problems
? Lengthy hierarchies that inhibit the exercise of strategic control
? Planning that has become increasingly staff-driven and is thus divorced from line
management
? Innovation that is stifled by too much administration and monitoring of details
? Uniform solutions that are applied to nonuniform situations. The extreme opposite of this
condition?when things that should or could function in a routine manner do not?should
also be heeded as a warning. In other words, management by exception has replaced
standard operating procedures
The following are a few specific indicators of international organizational malaise:
? A shift in the operational scope?perhaps from directing export activities to controlling
overseas manufacturing and marketing units, a change in the size of operations on a
country, regional, or worldwide basis, or failure of foreign operations to grow in
accordance with plans and expectations.
? Clashes among divisions, subsidiaries, or individuals over territories or customers in
the field
? Divisive conflicts between overseas units and domestic division staff or corporate staff
? Instances wherein centralization leads to a flood of detailed data that is neither fully
understood nor properly used by headquarters
? Duplication of administrative personnel and services
? Underutilization of overseas manufacturing or distribution facilities
? Duplication of sales offices and specialized sales account executives
? Proliferation of relatively small legal entities or operating units within a country
or geographic area
? An increase in overseas customer service complaints
? Breakdowns in communications within and among organizations
? Unclear lines of reporting and dotted-line relationships, and ill-defined executive
responsibilities

Please use this article as a reference with a quote.

Van de Ven, A. H., & Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy Of Management Perspectives, 25(3), 58-74. doi:10.5465/AMP.2011.63886530.

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