Organizational Structure and Design

OrganizationalStructure and Design

Nameof student

Nameof professor

Mintzberg`spremiseinclinesto theassertionthatthefive componentsof an organizationmust be presentforitto thrive.Thesecomponentshavea uniquedifferentiation in an entrepreneurship andan adhocracy. An entrepreneurship is moreeffectivein its operationsthan a bigestablishment.Thereasonbehind thisis thatitoperatesto achievea singlepurposeand,therefore,all theenergyin themallsettingconcentrates there(Kor &amp Mesko, 2013).An adhocracy has a complexdecision-making processthat requiresa lotof consultationsandcommunication.Due to thedifferentiatedepartments,themanagementsetsmanytargetsanddistributesthem to theseveralarms(Piaget, 2013). There is, therefore,noparticularattentionto one goal.Due to thesmalldistancebetween theworkersandthemanagement,itbecomesefficientto communicatethebusinessstrategyandgettimelyfeedback (Mantere, 2013). Thesameapproachunder an adhocracy is subjectto longproceduresandcommondisagreementon theventure’sstructure.

Thereis a differencebetween organizational structureanddesignalthoughpeopleusethem interchangeably(Toker &amp Cinar, 2013).Abusinessstructureincludesthehierarchical systemof thedifferentpartsthat worktogetherto achievea settarget.Thefive componentsare theuppermanagement,middlemanagement,technicalcore,technicalandadministrativesupport.Thesepartsmust worktowards a commongoalto enhancetheeffectiveness of theorganization(Robbins et al., 2013). Organizational designinvolvesaligningthesecomponentstogetherthrough theidentificationandallocation of responsibilities.Itfacilitatestheformationof a workingrelationshipin orderto achievetheorganization’sgoalsandobjectives.Themostprominentchallengetowards theeffectiveness of organizational structureis howto strikea balancebetween control,choosingtherightpeopleandhowto makethewholesystemflexible(March, 2013).Thechallengeleadsto a dilemmaof choosingthebestincentivesto us to enhancetheperformanceof theteam.

Mintzberg’sfive componentmanagementsystemis unquestionableespeciallywhena businessstartsto expand.Allbusinessesoperatetowards certaintargetsthat defineits structureanddesign(Lunenburg, 2012). Thestructureis imperativein thatitgivesan organizational formin thesocietywholethedesignactsas thedriving forcefortheteamby definingtherespectivetasksof everymember.Amentrepreneurship is responsiveto changesin thebusinessenvironmentanditadaptsto alterationwith a lotof ease(Janicijevic, 2013). Theprocessof decision-making is shortandprecise.Since itis a smallinvestment,itcan changeeverytimethere is a marketgapto continueenjoyingprofits.Adhocracies hireprofessionalswith experiencein their areasof expertise to enhancetheir effectiveness (Ergün &amp Tasgit, 2013). Theydealwith challengesof achievinggoalsby applyingtheir extensiveknowledge.Whenallpartsworktogether,both theentrepreneurship andtheadhocracy achievetheir goalsefficiently.

References

Ergün,E., &amp Tasgit, Y. E. (2013). Cultures of Adhocracy, Clan,Hierarchy and Market and Innovation Performance: A Case of Hotels inTurkey. Journalof Travel and Tourism Research,13(1/2),132.

Janićijević,N. (2013). Matching compensation system with the type oforganizational culture. SerbianAssociation of Economists Journal,(5-6), 309-324.

Kor,Y. Y., &amp Mesko, A. (2013). Research notes and commentaries:Dynamic managerial capabilities: Configuration and orchestration oftop executives’ capabilities and the firm’s dominant logic.StrategicManagement Journal,34(2),233-244.

Lunenburg,F. C. (2012). Organizational structure: Mintzberg‟ s framework.InternationalJournal of Scholarly, Academic, Intellectual Diversity,14(1),1-8.

Mantere,S. (2013). What Is Organizational Strategy? A Language‐BasedView. Journalof Management Studies,50(8),1408-1426.

March,J. G. (Ed.). (2013). Handbookof organizations.Routledge: New York.

Piaget,J. (2013). Understanding corporate culture. Cross-CulturalManagement: A Transactional Approach,83(4), 45-56.

Robbins,S., Judge, T. A., Millett, B., &amp Boyle, M. (2013). Organisationalbehaviour.Pearson Higher Education: New York.

Toker,K., &amp Cinar, D. (2013). Mintzberg’s Adhocratic OrganizationStructure. Globalizationand Governance in the International Political Economy.Cengage: New York.