Mintzber’sOrganization Model at Jack and Jill
Mintzber’sOrganization at Jack and Jill
Organizationalstructure is a vital tool that defines different activities(including the allocation of tasks and coordination) are detected ina way that leads to the achievement of the organizational goals. Thisessay addresses the change of organizational structure at Jack andJill Company. Jack and Jill is an ICT company that offersinternet-based data storage as well as the backup services.Currently, Jack and Jill firm is operating under the entrepreneurialorganizational structure, which is a flat and simple type ofstructure. The entrepreneurial type of structure dictates that thecompany should remain informal, relatively unstructured, and avoidstandardized systems that can facilitate flexibility (Ramezani,Khabiri, Alvani & Tondnevis, 2011). This means that Jack andJill’s structure is composed of a few top managers or owners whoexercise a tight control of the company. The key benefit of this typeof structure is that the decision making process is short, but thisis only practical in small organizations. However, theentrepreneurial type of structure has become inadequate following thegrowth the company to a level where decision makers are overwhelmedby the complex organization. In addition, the external environment inwhich Jack and Jill operate in has become complex and changing. Thecomplexity and dynamic nature of the external environment coupledwith the fact that Jack and Jill has grown considerably necessitatedthe change of the organizational structure from entrepreneurial tothe innovative structure, also known as adhocracy.
PossibleNext Organizational structure: Adhocracy organizational structure
Thecurrent environment in which Jack and Jill operate demands thatcomplexity, bureaucracy, and centralization be limited in order tohelp the company adjust to changes taking place in the environment inan efficient way. Innovative organization is the most appropriatestructure for Jack and Jill because it will provide the flexibilitythat the company needs to respond to changes in the externalenvironment. The innovative structure requires the company todecentralize its decision making function and delegate power to thelowest possible level in order to ensure that decisions are madefaster (Ramezani etal.,2011). Jack and Jill will adopt this type of structure by bringing inexperts from different disciplines of technology that will form acreative and functional team. Although innovative type oforganization reduces the capacity of the owner to control allactivities and decisions, recruiting the right experts will give themanagement of Jill and Jack an assurance that decisions are made forthe best interest of the organization.
Forcompanies operating within the IT industry (including Jack and Jill),developing an innovative culture is inevitable. According to Chorda &Moser (2012) an innovative culture serves as a critical determinantof success in for firms that operate in the high-technologyenvironment. An innovative culture has become a major competitiveadvantage that not only influences the success, but also the survivalof ICT firms. Companies that create an innovative environment have agreater opportunity and capacity to take advantage of theopportunities available in their environment than their rivals whofail to emphasize on the significance of innovation. Adopting aninnovative organizational structure is currently the most effectiveway of developing an innovative culture within the organization.Adhocracies associated with the innovative structure enables theorganization to maintain a pool of talent. Individuals can be drawnfrom the pool of talent to resolve emerging challenges and help theorganization exploit new opportunities that external environmentpresents to the firm (Ramezani etal.,2011).
Conditionsfor changing organizational structure
Theneed to change the organizational structure can be driven by internalas well as external factors. There are two major conditions that cannecessitate the change of the organizational structure in thecontemporary business environment. First, changes in the marketconditions can force an organization to adjust or even change theentire organizational structure in order to enhance its capacity torespond to these changes. While studying the influence of theorganizational structure on organizations, Tran & Tian (2013)identified that changes in the external environment (such astechnology) determines the type of structure that an organizationshould adopt. Jack and Jill operate in the technology industry, whichimplies that the any changes in technology can call for a change inthe organizational structure.
Secondly,a drastic change in the way a firm conducts its business cannecessitate a change in its organizational structure in order toincreases efficiency and align different functions and units. Thechange in the way the company conducts its business can be driven bythe increase in the size of the company. For example, an increase inthe size of the company can call for division of functions andassignment of different functions to various departments or units.According to Uhlaner & Meijaard, (2010) organizational structureis a contingency variable that is directly related to firm’s size.This means that the need and the opportunity for coordination anddivision of functions arise as the firm grows. This is the case withJack and Kill Company that is growing with time.
Designingand implementing the transition plan
Theprocess of designing a transition plan from the old organizationalstructure to a new one requires the input of managers who initiatedthe idea of change and employees who will implement the plan. Thesemanagers and employees form a transition team that defines roles andthe need for transition. Transition team should design a planexplaining why change will be made and the outlook of the companyafter transition. The plan focuses on reconfiguration of governance,procedures, authority, control mechanisms, and decision-making(Dibra, 2014). The plan should also indicate how the current staffwill fit into the new organizational structure and roles they willplay. Once the plan is complete, the executive should identify anddeal with possible obstacles that might hinder the implementation.This may include letting employees who are not satisfied with the newplan go and hiring new ones. The plan should be implemented step bystep in order to allow the management makes the necessary changesduring and after the adoption of the new structure. Implementinginnovative adhocracy structure will require the change of staff fromthe current status where the workforce is organized into two layers,including top management and all workers put in the technical core.This change will be achieved by merging the technical, middlemanagement, and administrative support, which will take a position inthe middle level of the adhocracy organizational structure.
Organizationalstructure is an important tool that provides organizations withguidance on specific resources, including the managerial authority.Companies change their organizational structure with time dependingon conditions in their internal as well as external environments.Some of the key factors that necessitate a change in the type oforganization include the change in the way the company conducts itsbusiness and changes in the market demand or customer preferences.This implies that a successful organization should coordinate andintegrate the key external and internal elements when makingdecisions to change the current organizational structure. This is thecase with Jack and Jill, an ICT company that is experiencing changethe external environment as it continues to grow. Company`s growthcoupled with changes in the external environment calls for a changeof structure from the entrepreneurial to the innovative structure.
Chorda,I. & Moser, J. (2012). Howorganizational culture affects innovation in large sized ICT firms: Apilot study.Valencia: University de Valencia.
Dibra,R. (2014). Management of organizational structuring process andcorporate governance: Key factors of success in Albania.InternationalJournal of Academic Research in Management,3 (1), 1-10.
Ramezani,Z., Khabiri, M., Alvani, S. & Tondnevis, F. (2011). Use ofMintzberg’s model of managerial roles to evaluate sports federationmanagers of Iran. MiddleEast Journal of Scientific Research,10 (5), 559-564.
Tran,Q. & Tian, Y. (2013). Organizational structure: Influencingfactors and impact on a firm. AmericanJournal of Industrial and Business Management,3, 229-236. doi.org/10.4236/ajibm.2013.32028
Uhlaner,M. & Meijaard, J. (2010). Therelationship between family orientation, organization context,organization structure and firm performance.Rotterdam: Erasmus University.