Organizational Configurations - Revision history

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'''Content Coming Soon'''

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 == See Also ==
-[[Organization]]<br />
+*[[Organization]]
 == References ==
 <references/>

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 *The professional organization.
 *The divisional (diversified) organization.
-*The innovative organization ("adhocracy").
+*The innovative organization ("[[Adhocracy]]").

@@ Line 3: / Line 3: @@
 == Mintzberg’s Organizational Configurations ==
-There is no one right organizational configuration for all businesses. The best way to arrange one [[business]] could be completely wrong for another, based on a variety of factors.
+There is no one right organizational configuration for all businesses. The best way to arrange one business could be completely wrong for another, based on a variety of factors.
 The main successful organizational structures that Mintzberg identifies are as follows:
 *The Entrepreneurial Organization: This type of organization has a simple, flat structure. It consists of one large unit with one or a few top managers. The organization is relatively unstructured and informal compared with other types of organization, and the lack of standardized systems allows the organization to be flexible.
-A young company that's tightly controlled by the owner is the most common example of this type of organization. However, a particularly strong leader may be able to sustain an entrepreneurial organization as it grows, and when large companies face hostile conditions, they can revert to this structure to keep strict [[control]] from the top.
+A young company that's tightly controlled by the owner is the most common example of this type of organization. However, a particularly strong leader may be able to sustain an entrepreneurial organization as it grows, and when large companies face hostile conditions, they can revert to this structure to keep strict control from the top.
-The entrepreneurial organization is fast, flexible, and lean, and it's a [[model]] that many companies want to copy. However, as organizations grow, this structure can be inadequate as decision-makers can become so overwhelmed that they start making bad decisions. This is when they need to start sharing [[power]] and decision-making. Also, when a company's success depends on one or two individuals, there's significant [[risk]] if they sell up, move on to new entrepreneurial ventures, or retire.
+The entrepreneurial organization is fast, flexible, and lean, and it's a model that many companies want to copy. However, as organizations grow, this structure can be inadequate as decision-makers can become so overwhelmed that they start making bad decisions. This is when they need to start sharing power and decision-making. Also, when a company's success depends on one or two individuals, there's significant risk if they sell up, move on to new entrepreneurial ventures, or retire.
-*The machine organization ([[bureaucracy]]).
+*The machine organization (bureaucracy).
 *The professional organization.
 *The divisional (diversified) organization.
-*The innovative organization ("[[adhocracy]]").
+*The innovative organization ("adhocracy").

@@ Line 3: / Line 3: @@
 == Mintzberg’s Organizational Configurations ==
-There is no one right organizational configuration for all businesses. The best way to arrange one business could be completely wrong for another, based on a variety of factors.
+There is no one right organizational configuration for all businesses. The best way to arrange one [[business]] could be completely wrong for another, based on a variety of factors.
 The main successful organizational structures that Mintzberg identifies are as follows:
 *The Entrepreneurial Organization: This type of organization has a simple, flat structure. It consists of one large unit with one or a few top managers. The organization is relatively unstructured and informal compared with other types of organization, and the lack of standardized systems allows the organization to be flexible.
-A young company that's tightly controlled by the owner is the most common example of this type of organization. However, a particularly strong leader may be able to sustain an entrepreneurial organization as it grows, and when large companies face hostile conditions, they can revert to this structure to keep strict control from the top.
+A young company that's tightly controlled by the owner is the most common example of this type of organization. However, a particularly strong leader may be able to sustain an entrepreneurial organization as it grows, and when large companies face hostile conditions, they can revert to this structure to keep strict [[control]] from the top.
-The entrepreneurial organization is fast, flexible, and lean, and it's a model that many companies want to copy. However, as organizations grow, this structure can be inadequate as decision-makers can become so overwhelmed that they start making bad decisions. This is when they need to start sharing power and decision-making. Also, when a company's success depends on one or two individuals, there's significant risk if they sell up, move on to new entrepreneurial ventures, or retire.
+The entrepreneurial organization is fast, flexible, and lean, and it's a [[model]] that many companies want to copy. However, as organizations grow, this structure can be inadequate as decision-makers can become so overwhelmed that they start making bad decisions. This is when they need to start sharing [[power]] and decision-making. Also, when a company's success depends on one or two individuals, there's significant [[risk]] if they sell up, move on to new entrepreneurial ventures, or retire.
-*The machine organization (bureaucracy).
+*The machine organization ([[bureaucracy]]).
 *The professional organization.
 *The divisional (diversified) organization.
-*The innovative organization ("adhocracy").
+*The innovative organization ("[[adhocracy]]").

← Older revision		Revision as of 20:37, 30 September 2019
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	[[Organizational Configurations]]<br />		[[Organizational Configurations]]<br />
	[[Organizational Development]]		[[Organizational Development]]
		+
		+
		+	== References ==
		+	<references/>

← Older revision		Revision as of 20:36, 30 September 2019
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−	'''~~Content Coming Soon''~~'	+	Organizational configurations are defined as groups of firms sharing a common profile of organizational characteristics.<ref>Defining Organizational Configurations [https://aquila.usm.edu/cgi/viewcontent.cgi?article=6407&context=fac_pubs David J. Ketchen Jr et al.]</ref>
		+
		+
		+	== Mintzberg’s Organizational Configurations ==
		+	There is no one right organizational configuration for all businesses. The best way to arrange one business could be completely wrong for another, based on a variety of factors.
		+
		+	The main successful organizational structures that Mintzberg identifies are as follows:
		+	*The Entrepreneurial Organization: This type of organization has a simple, flat structure. It consists of one large unit with one or a few top managers. The organization is relatively unstructured and informal compared with other types of organization, and the lack of standardized systems allows the organization to be flexible.
		+
		+	A young company that's tightly controlled by the owner is the most common example of this type of organization. However, a particularly strong leader may be able to sustain an entrepreneurial organization as it grows, and when large companies face hostile conditions, they can revert to this structure to keep strict control from the top.
		+
		+	The entrepreneurial organization is fast, flexible, and lean, and it's a model that many companies want to copy. However, as organizations grow, this structure can be inadequate as decision-makers can become so overwhelmed that they start making bad decisions. This is when they need to start sharing power and decision-making. Also, when a company's success depends on one or two individuals, there's significant risk if they sell up, move on to new entrepreneurial ventures, or retire.
		+	*The machine organization (bureaucracy).
		+	*The professional organization.
		+	*The divisional (diversified) organization.
		+	*The innovative organization ("adhocracy").
		+
		+
		+	== See Also ==
		+	[[Organization]]<br />
		+	[[Organizational Commitment]]<br />
		+	[[Organizational Commitment Questionnaire (OCQ)]]<br />
		+	[[Organization Design]]<br />
		+	[[Organizational Agility]]<br />
		+	[[Organizational Capability]]<br />
		+	[[Organizational Architecture]]<br />
		+	[[Organizational Change]]<br />
		+	[[Organizational Change Management (OCM)]]<br />
		+	[[Organizational Culture]]<br />
		+	[[Organizational DNA]]<br />
		+	[[Organization Chart]]<br />
		+	[[Organizational Absorption]]<br />
		+	[[Organizational Configurations]]<br />
		+	[[Organizational Development]]