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class="vector-toc-list"> </ul> </li> <li id="toc-Functional_structure" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Functional_structure"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.4</span> <span>Functional structure</span> </div> </a> <ul id="toc-Functional_structure-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Divisional_structure" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Divisional_structure"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.5</span> <span>Divisional structure</span> </div> </a> <ul id="toc-Divisional_structure-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Matrix_structure" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Matrix_structure"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.6</span> <span>Matrix structure</span> </div> </a> <ul id="toc-Matrix_structure-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Organizational_circle" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Organizational_circle"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.7</span> <span>Organizational circle</span> </div> </a> <ul id="toc-Organizational_circle-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Flat_organization" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Flat_organization"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.8</span> <span>Flat organization</span> </div> </a> <ul id="toc-Flat_organization-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Bureaucracy" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Bureaucracy"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.9</span> <span>Bureaucracy</span> </div> </a> <ul id="toc-Bureaucracy-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Team" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Team"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.10</span> <span>Team</span> </div> </a> <ul id="toc-Team-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Network" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Network"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.11</span> <span>Network</span> </div> </a> <ul id="toc-Network-sublist" class="vector-toc-list"> <li id="toc-Advantages" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Advantages"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.11.1</span> <span>Advantages</span> </div> </a> <ul id="toc-Advantages-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Disadvantages" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Disadvantages"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.11.2</span> <span>Disadvantages</span> </div> </a> <ul id="toc-Disadvantages-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Virtual" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Virtual"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.12</span> <span>Virtual</span> </div> </a> <ul id="toc-Virtual-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Hierarchy-community_phenotype_model" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Hierarchy-community_phenotype_model"> <div class="vector-toc-text"> <span class="vector-toc-numb">1.13</span> <span>Hierarchy-community phenotype model</span> </div> </a> <ul id="toc-Hierarchy-community_phenotype_model-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-History" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#History"> <div class="vector-toc-text"> <span class="vector-toc-numb">2</span> <span>History</span> </div> </a> <ul id="toc-History-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Military_command_and_control" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Military_command_and_control"> <div class="vector-toc-text"> <span class="vector-toc-numb">3</span> <span>Military command and control</span> </div> </a> <ul id="toc-Military_command_and_control-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Operational_and_informal" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Operational_and_informal"> <div class="vector-toc-text"> <span class="vector-toc-numb">4</span> <span>Operational and informal</span> </div> </a> <ul id="toc-Operational_and_informal-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Configurations_of_organizational_structure_according_to_Mintzberg" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Configurations_of_organizational_structure_according_to_Mintzberg"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>Configurations of organizational structure according to Mintzberg</span> </div> </a> <button aria-controls="toc-Configurations_of_organizational_structure_according_to_Mintzberg-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Configurations of organizational structure according to Mintzberg subsection</span> </button> <ul id="toc-Configurations_of_organizational_structure_according_to_Mintzberg-sublist" class="vector-toc-list"> <li id="toc-Parts_of_organization" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Parts_of_organization"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.1</span> <span>Parts of organization</span> </div> </a> <ul id="toc-Parts_of_organization-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Mechanisms_of_coordination" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Mechanisms_of_coordination"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.2</span> <span>Mechanisms of coordination</span> </div> </a> <ul id="toc-Mechanisms_of_coordination-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Configurations_of_organizations" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Configurations_of_organizations"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.3</span> <span>Configurations of organizations</span> </div> </a> <ul id="toc-Configurations_of_organizations-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>See also</span> </div> </a> <ul id="toc-See_also-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Bibliography" class="vector-toc-list-item vector-toc-level-1 vector-toc-list-item-expanded"> <a class="vector-toc-link" href="#Bibliography"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>Bibliography</span> </div> </a> <ul id="toc-Bibliography-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " aria-label="Toggle the table of contents" > <label id="vector-page-titlebar-toc-label" for="vector-page-titlebar-toc-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only " aria-hidden="true" ><span class="vector-icon mw-ui-icon-listBullet mw-ui-icon-wikimedia-listBullet"></span> <span class="vector-dropdown-label-text">Toggle the table of contents</span> </label> <div class="vector-dropdown-content"> <div id="vector-page-titlebar-toc-unpinned-container" class="vector-unpinned-container"> </div> </div> </div> </nav> <h1 id="firstHeading" class="firstHeading mw-first-heading"><span class="mw-page-title-main">Organizational structure</span></h1> <div id="p-lang-btn" class="vector-dropdown mw-portlet mw-portlet-lang" > <input type="checkbox" id="p-lang-btn-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-p-lang-btn" class="vector-dropdown-checkbox mw-interlanguage-selector" aria-label="Go to an article in another language. Available in 27 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-27" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">27 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-ar mw-list-item"><a href="https://ar.wikipedia.org/wiki/%D9%86%D8%B8%D8%A7%D9%85_%D9%85%D8%A4%D8%B3%D8%B3%D9%8A" title="نظام مؤسسي – Arabic" lang="ar" hreflang="ar" data-title="نظام مؤسسي" data-language-autonym="العربية" data-language-local-name="Arabic" class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-az mw-list-item"><a href="https://az.wikipedia.org/wiki/T%C9%99%C5%9Fkilati_struktur" title="Təşkilati struktur – Azerbaijani" lang="az" hreflang="az" data-title="Təşkilati struktur" data-language-autonym="Azərbaycanca" data-language-local-name="Azerbaijani" class="interlanguage-link-target"><span>Azərbaycanca</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Aufbauorganisation" title="Aufbauorganisation – German" lang="de" hreflang="de" data-title="Aufbauorganisation" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Estructura_organizacional" title="Estructura organizacional – Spanish" lang="es" hreflang="es" data-title="Estructura organizacional" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D8%B3%D8%A7%D8%AE%D8%AA%D8%A7%D8%B1_%D8%B3%D8%A7%D8%B2%D9%85%D8%A7%D9%86%DB%8C" title="ساختار سازمانی – Persian" lang="fa" hreflang="fa" data-title="ساختار سازمانی" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/Fonctionnement_et_organisation_de_l%27entreprise" title="Fonctionnement et organisation de l'entreprise – French" lang="fr" hreflang="fr" data-title="Fonctionnement et organisation de l'entreprise" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/%EC%A1%B0%EC%A7%81_%EA%B5%AC%EC%A1%B0" title="조직 구조 – Korean" lang="ko" hreflang="ko" data-title="조직 구조" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-hi mw-list-item"><a href="https://hi.wikipedia.org/wiki/%E0%A4%B8%E0%A4%82%E0%A4%97%E0%A4%A0%E0%A4%A8%E0%A4%BE%E0%A4%A4%E0%A5%8D%E0%A4%AE%E0%A4%95_%E0%A4%B8%E0%A4%82%E0%A4%B0%E0%A4%9A%E0%A4%A8%E0%A4%BE" title="संगठनात्मक संरचना – Hindi" lang="hi" hreflang="hi" data-title="संगठनात्मक संरचना" data-language-autonym="हिन्दी" data-language-local-name="Hindi" class="interlanguage-link-target"><span>हिन्दी</span></a></li><li class="interlanguage-link interwiki-id mw-list-item"><a href="https://id.wikipedia.org/wiki/Struktur_organisasi" title="Struktur organisasi – Indonesian" lang="id" hreflang="id" data-title="Struktur organisasi" data-language-autonym="Bahasa Indonesia" data-language-local-name="Indonesian" class="interlanguage-link-target"><span>Bahasa Indonesia</span></a></li><li class="interlanguage-link interwiki-he mw-list-item"><a href="https://he.wikipedia.org/wiki/%D7%9E%D7%91%D7%A0%D7%94_%D7%94%D7%90%D7%A8%D7%92%D7%95%D7%9F" title="מבנה הארגון – Hebrew" lang="he" hreflang="he" data-title="מבנה הארגון" data-language-autonym="עברית" data-language-local-name="Hebrew" class="interlanguage-link-target"><span>עברית</span></a></li><li class="interlanguage-link interwiki-kn mw-list-item"><a href="https://kn.wikipedia.org/wiki/%E0%B2%B8%E0%B2%BE%E0%B2%82%E0%B2%B8%E0%B3%8D%E0%B2%A5%E0%B2%BF%E0%B2%95_%E0%B2%B0%E0%B2%9A%E0%B2%A8%E0%B3%86" title="ಸಾಂಸ್ಥಿಕ ರಚನೆ – Kannada" lang="kn" hreflang="kn" data-title="ಸಾಂಸ್ಥಿಕ ರಚನೆ" data-language-autonym="ಕನ್ನಡ" data-language-local-name="Kannada" class="interlanguage-link-target"><span>ಕನ್ನಡ</span></a></li><li class="interlanguage-link interwiki-lt mw-list-item"><a href="https://lt.wikipedia.org/wiki/Organizacin%C4%97_strukt%C5%ABra" title="Organizacinė struktūra – Lithuanian" lang="lt" hreflang="lt" data-title="Organizacinė struktūra" data-language-autonym="Lietuvių" data-language-local-name="Lithuanian" class="interlanguage-link-target"><span>Lietuvių</span></a></li><li class="interlanguage-link interwiki-hu mw-list-item"><a href="https://hu.wikipedia.org/wiki/Szervezeti_fel%C3%A9p%C3%ADt%C3%A9s" title="Szervezeti felépítés – Hungarian" lang="hu" hreflang="hu" data-title="Szervezeti felépítés" data-language-autonym="Magyar" data-language-local-name="Hungarian" class="interlanguage-link-target"><span>Magyar</span></a></li><li class="interlanguage-link interwiki-ms mw-list-item"><a href="https://ms.wikipedia.org/wiki/Struktur_organisasi" title="Struktur organisasi – Malay" lang="ms" hreflang="ms" data-title="Struktur organisasi" data-language-autonym="Bahasa Melayu" data-language-local-name="Malay" class="interlanguage-link-target"><span>Bahasa Melayu</span></a></li><li class="interlanguage-link interwiki-nl mw-list-item"><a href="https://nl.wikipedia.org/wiki/Organisatiestructuur" title="Organisatiestructuur – Dutch" lang="nl" hreflang="nl" data-title="Organisatiestructuur" data-language-autonym="Nederlands" data-language-local-name="Dutch" class="interlanguage-link-target"><span>Nederlands</span></a></li><li class="interlanguage-link interwiki-no mw-list-item"><a href="https://no.wikipedia.org/wiki/Organisasjonsstruktur" title="Organisasjonsstruktur – Norwegian Bokmål" lang="nb" hreflang="nb" data-title="Organisasjonsstruktur" data-language-autonym="Norsk bokmål" data-language-local-name="Norwegian Bokmål" class="interlanguage-link-target"><span>Norsk bokmål</span></a></li><li class="interlanguage-link interwiki-pl mw-list-item"><a href="https://pl.wikipedia.org/wiki/Struktura_organizacyjna" title="Struktura organizacyjna – Polish" lang="pl" hreflang="pl" data-title="Struktura organizacyjna" data-language-autonym="Polski" data-language-local-name="Polish" class="interlanguage-link-target"><span>Polski</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/Estrutura_organizacional" title="Estrutura organizacional – Portuguese" lang="pt" hreflang="pt" data-title="Estrutura organizacional" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/%D0%9E%D1%80%D0%B3%D0%B0%D0%BD%D0%B8%D0%B7%D0%B0%D1%86%D0%B8%D0%BE%D0%BD%D0%BD%D0%B0%D1%8F_%D1%81%D1%82%D1%80%D1%83%D0%BA%D1%82%D1%83%D1%80%D0%B0" title="Организационная структура – Russian" lang="ru" hreflang="ru" data-title="Организационная структура" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-sl mw-list-item"><a href="https://sl.wikipedia.org/wiki/Organizacijska_struktura" title="Organizacijska struktura – Slovenian" lang="sl" hreflang="sl" data-title="Organizacijska struktura" data-language-autonym="Slovenščina" data-language-local-name="Slovenian" class="interlanguage-link-target"><span>Slovenščina</span></a></li><li class="interlanguage-link interwiki-ckb mw-list-item"><a href="https://ckb.wikipedia.org/wiki/%D8%B3%DB%8C%D8%B3%D8%AA%D9%85%DB%8C_%D8%AF%D8%A7%D9%85%DB%95%D8%B2%D8%B1%D8%A7%D9%88%DB%95%DB%8C%DB%8C" title="سیستمی دامەزراوەیی – Central Kurdish" lang="ckb" hreflang="ckb" data-title="سیستمی دامەزراوەیی" data-language-autonym="کوردی" data-language-local-name="Central Kurdish" class="interlanguage-link-target"><span>کوردی</span></a></li><li class="interlanguage-link interwiki-fi mw-list-item"><a href="https://fi.wikipedia.org/wiki/Organisaatiorakenne" title="Organisaatiorakenne – Finnish" lang="fi" hreflang="fi" data-title="Organisaatiorakenne" data-language-autonym="Suomi" data-language-local-name="Finnish" class="interlanguage-link-target"><span>Suomi</span></a></li><li class="interlanguage-link interwiki-te mw-list-item"><a href="https://te.wikipedia.org/wiki/%E0%B0%B8%E0%B0%82%E0%B0%B8%E0%B1%8D%E0%B0%A5%E0%B0%BE%E0%B0%97%E0%B0%A4_%E0%B0%A8%E0%B0%BF%E0%B0%B0%E0%B1%8D%E0%B0%AE%E0%B0%BE%E0%B0%A3%E0%B0%82" title="సంస్థాగత నిర్మాణం – Telugu" lang="te" hreflang="te" data-title="సంస్థాగత నిర్మాణం" data-language-autonym="తెలుగు" data-language-local-name="Telugu" class="interlanguage-link-target"><span>తెలుగు</span></a></li><li class="interlanguage-link interwiki-tr mw-list-item"><a href="https://tr.wikipedia.org/wiki/Kurumsal_yap%C4%B1" title="Kurumsal yapı – Turkish" lang="tr" hreflang="tr" data-title="Kurumsal yapı" data-language-autonym="Türkçe" data-language-local-name="Turkish" class="interlanguage-link-target"><span>Türkçe</span></a></li><li class="interlanguage-link interwiki-uk mw-list-item"><a href="https://uk.wikipedia.org/wiki/%D0%9E%D1%80%D0%B3%D0%B0%D0%BD%D1%96%D0%B7%D0%B0%D1%86%D1%96%D0%B9%D0%BD%D0%B0_%D1%81%D1%82%D1%80%D1%83%D0%BA%D1%82%D1%83%D1%80%D0%B0_%D1%83%D0%BF%D1%80%D0%B0%D0%B2%D0%BB%D1%96%D0%BD%D0%BD%D1%8F" title="Організаційна структура управління – Ukrainian" lang="uk" hreflang="uk" data-title="Організаційна структура управління" data-language-autonym="Українська" data-language-local-name="Ukrainian" class="interlanguage-link-target"><span>Українська</span></a></li><li class="interlanguage-link interwiki-zh-yue mw-list-item"><a href="https://zh-yue.wikipedia.org/wiki/%E7%B5%84%E7%B9%94%E7%B5%90%E6%A7%8B" title="組織結構 – Cantonese" lang="yue" hreflang="yue" data-title="組織結構" data-language-autonym="粵語" data-language-local-name="Cantonese" class="interlanguage-link-target"><span>粵語</span></a></li><li class="interlanguage-link interwiki-zh mw-list-item"><a href="https://zh.wikipedia.org/wiki/%E7%BB%84%E7%BB%87%E7%BB%93%E6%9E%84" title="组织结构 – Chinese" lang="zh" 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committee</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Corporate_law" title="Corporate law">Corporate law</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Commercial_law" title="Commercial law">Commercial law</a></li> <li><a href="/wiki/Constitutional_documents" title="Constitutional documents">Constitutional documents</a></li> <li><a href="/wiki/Contract" title="Contract">Contract</a></li> <li><a href="/wiki/Corporate_crime" title="Corporate crime">Corporate crime</a></li> <li><a href="/wiki/Corporate_liability" title="Corporate liability">Corporate liability</a></li> <li><a href="/wiki/Insolvency_law" class="mw-redirect" title="Insolvency law">Insolvency law</a></li> <li><a href="/wiki/International_trade_law" title="International trade law">International trade 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href="/wiki/Chief_financial_officer" title="Chief financial officer">Chief financial officer</a></li> <li><a href="/wiki/Chief_human_resources_officer" title="Chief human resources officer">Chief human resources officer</a></li> <li><a href="/wiki/Chief_information_officer" title="Chief information officer">Chief information officer</a>/<a href="/wiki/Chief_marketing_officer" title="Chief marketing officer">Chief marketing officer</a></li> <li><a href="/wiki/Chief_product_officer" title="Chief product officer">Chief product officer</a>/<a href="/wiki/Chief_technology_officer" title="Chief technology officer">Chief technology officer</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Economics" title="Economics">Economics</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Commodity" title="Commodity">Commodity</a></li> <li><a href="/wiki/Public_economics" title="Public economics">Public economics</a></li> <li><a href="/wiki/Labour_economics" title="Labour economics">Labour economics</a></li> <li><a href="/wiki/Development_economics" title="Development economics">Development economics</a></li> <li><a href="/wiki/International_economics" title="International economics">International economics</a></li> <li><a href="/wiki/Mixed_economy" title="Mixed economy">Mixed economy</a></li> <li><a href="/wiki/Planned_economy" title="Planned economy">Planned economy</a></li> <li><a href="/wiki/Econometrics" title="Econometrics">Econometrics</a></li> <li><a href="/wiki/Environmental_economics" title="Environmental economics">Environmental economics</a></li> <li><a href="/wiki/Open_economy" title="Open economy">Open economy</a></li> <li><a href="/wiki/Market_economy" title="Market economy">Market economy</a></li> <li><a href="/wiki/Knowledge_economy" title="Knowledge economy">Knowledge economy</a></li> <li><a href="/wiki/Microeconomics" title="Microeconomics">Microeconomics</a></li> <li><a href="/wiki/Macroeconomics" title="Macroeconomics">Macroeconomics</a></li> <li><a href="/wiki/Economic_development" title="Economic development">Economic development</a></li> <li><a href="/wiki/Economic_statistics" title="Economic statistics">Economic statistics</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Finance</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Financial_statement" title="Financial statement">Financial statement</a></li> <li><a href="/wiki/Insurance" title="Insurance">Insurance</a></li> <li><a href="/wiki/Factoring_(finance)" title="Factoring (finance)">Factoring</a></li> <li><a href="/wiki/Cash_conversion_cycle" title="Cash conversion cycle">Cash conversion cycle</a></li> <li><a href="/wiki/Insider_dealing" class="mw-redirect" title="Insider dealing">Insider dealing</a></li> <li><a href="/wiki/Capital_budgeting" title="Capital budgeting">Capital budgeting</a></li> <li><a href="/wiki/Commercial_bank" title="Commercial bank">Commercial bank</a></li> <li><a href="/wiki/Derivative_(finance)" title="Derivative (finance)">Derivative</a></li> <li><a href="/wiki/Financial_statement_analysis" title="Financial statement analysis">Financial statement analysis</a></li> <li><a href="/wiki/Financial_risk" title="Financial risk">Financial risk</a></li> <li><a href="/wiki/Public_finance" title="Public finance">Public finance</a></li> <li><a href="/wiki/Corporate_finance" title="Corporate finance">Corporate finance</a></li> <li><a href="/wiki/Managerial_finance" title="Managerial finance">Managerial finance</a></li> <li><a href="/wiki/International_finance" title="International finance">International finance</a></li> <li><a href="/wiki/Liquidation" title="Liquidation">Liquidation</a></li> <li><a href="/wiki/Stock_market" title="Stock market">Stock market</a></li> <li><a href="/wiki/Financial_market" title="Financial market">Financial market</a></li> <li><a href="/wiki/Tax" title="Tax">Tax</a></li> <li><a href="/wiki/Financial_institution" title="Financial institution">Financial institution</a></li> <li><a href="/wiki/Capital_management" title="Capital management">Capital management</a></li> <li><a href="/wiki/Venture_capital" title="Venture capital">Venture capital</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Types of management</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Asset_management" title="Asset management">Asset</a></li> <li><a href="/wiki/Brand_management" title="Brand management">Brand</a></li> <li><a href="/wiki/Business_intelligence" title="Business intelligence">Business intelligence</a></li> <li><a href="/wiki/Business_development" title="Business development">Business development</a></li> <li><a href="/wiki/Capacity_management" title="Capacity management">Capacity</a></li> <li><a href="/wiki/Capability_management_in_business" title="Capability management in business">Capability</a></li> <li><a href="/wiki/Change_management" title="Change management">Change</a> <ul><li><a href="/wiki/Innovation_management" title="Innovation management">innovation</a></li></ul></li> <li><a href="/wiki/Commercial_management" title="Commercial management">Commercial</a> <ul><li><a href="/wiki/Marketing_management" title="Marketing management">Marketing</a></li></ul></li> <li><a href="/wiki/Communications_management" title="Communications management">Communications</a></li> <li><a href="/wiki/Configuration_management" title="Configuration management">Configuration</a></li> <li><a href="/wiki/Conflict_management" title="Conflict management">Conflict</a></li> <li><a href="/wiki/Content_management" title="Content management">Content</a></li> <li><a href="/wiki/Customer_relationship_management" title="Customer relationship management">Customer relationship</a></li> <li><a href="/wiki/Distributed_management" title="Distributed management">Distributed</a></li> <li><a href="/wiki/Earned_value_management" title="Earned value management">Earned value</a></li> <li><a href="/wiki/Electronic_business" title="Electronic business">Electronic business</a></li> <li><a href="/wiki/Enterprise_resource_planning" title="Enterprise resource planning">Enterprise resource planning</a>  <ul><li><a href="/wiki/Management_information_system" title="Management information system">management information system</a></li></ul></li> <li><a href="/wiki/Financial_management" title="Financial management">Financial</a></li> <li><a href="/wiki/Human_resource_management" title="Human resource management">Human resource</a>  <ul><li><a href="/wiki/Human_resources" title="Human resources">development</a></li></ul></li> <li><a href="/wiki/Incident_management" title="Incident management">Incident</a></li> <li><a href="/wiki/Knowledge_management" title="Knowledge management">Knowledge</a></li> <li><a href="/wiki/Enterprise_legal_management" title="Enterprise legal management">Legal</a></li> <li><a href="/wiki/Materials_management" title="Materials management">Materials</a></li> <li><a href="/wiki/Network_management" title="Network management">Network</a> <ul><li><a href="/wiki/Network_administrator" title="Network administrator">administrator</a></li></ul></li> <li><a href="/wiki/Office_management" title="Office management">Office</a></li> <li><a href="/wiki/Operations_management" title="Operations management">Operations</a>  <ul><li><a href="/wiki/Operations_management_for_services" title="Operations management for services">services</a></li></ul></li> <li><a href="/wiki/Performance_management" class="mw-redirect" title="Performance management">Performance</a></li> <li><a href="/wiki/Power_management" title="Power management">Power</a></li> <li><a href="/wiki/Business_process_management" title="Business process management">Process</a></li> <li><a href="/wiki/Product_life-cycle_management" class="mw-redirect" title="Product life-cycle management">Product life-cycle</a></li> <li><a href="/wiki/Product_management" title="Product management">Product</a></li> <li><a href="/wiki/Project_management" title="Project management">Project</a></li> <li><a href="/wiki/Property_management" title="Property management">Property</a></li> <li><a href="/wiki/Quality_management" title="Quality management">Quality</a></li> <li><a href="/wiki/Records_management" title="Records management">Records</a></li> <li><a href="/wiki/Resource_management" title="Resource management">Resource</a></li> <li><a href="/wiki/Risk_management" title="Risk management">Risk</a>  <ul><li><a href="/wiki/Crisis_management" title="Crisis management">crisis</a></li></ul></li> <li><a href="/wiki/Sales_management" title="Sales management">Sales</a></li> <li><a href="/wiki/Security_management" title="Security management">Security</a></li> <li><a href="/wiki/Service_management" title="Service management">Service</a></li> <li><a href="/wiki/Strategic_management" title="Strategic management">Strategic</a></li> <li><a href="/wiki/Supply_chain_management" title="Supply chain management">Supply chain</a></li> <li><a href="/wiki/Systems_management" title="Systems management">Systems</a> <ul><li><a href="/wiki/System_administrator" title="System administrator">administrator</a></li></ul></li> <li><a href="/wiki/Talent_management" title="Talent management">Talent</a></li> <li><a href="/wiki/Technology_management" title="Technology management">Technology</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Organization</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Architecture</a></li> <li><a href="/wiki/Organizational_behavior" title="Organizational behavior">Behavior</a></li> <li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a class="mw-selflink selflink">Structure</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Trade" title="Trade">Trade</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Business_analysis" title="Business analysis">Business analysis</a></li> <li><a href="/wiki/Business_ethics" title="Business ethics">Business ethics</a></li> <li><a href="/wiki/Business_plan" title="Business plan">Business plan</a></li> <li><a href="/wiki/Business_judgment_rule" title="Business judgment rule">Business judgment rule</a></li> <li><a href="/wiki/Consumer_behaviour" title="Consumer behaviour">Consumer behaviour</a></li> <li><a href="/wiki/Business_operations" title="Business operations">Business operations</a></li> <li><a href="/wiki/International_business" title="International business">International business</a></li> <li><a href="/wiki/Business_model" title="Business model">Business model</a></li> <li><a href="/wiki/International_trade" title="International trade">International trade</a> <ul><li><a href="/wiki/Trade_route" title="Trade route">Trade route</a></li></ul></li> <li><a href="/wiki/Business_process" title="Business process">Business process</a></li> <li><a href="/wiki/Business_statistics" class="mw-redirect" title="Business statistics">Business statistics</a></li></ul></div></div></td> </tr><tr><td class="sidebar-below"> <ul><li><span class="nowrap"><span class="noviewer" typeof="mw:File"><a href="/wiki/File:Emblem-money.svg" class="mw-file-description"><img alt="icon" src="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/16px-Emblem-money.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/24px-Emblem-money.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/32px-Emblem-money.svg.png 2x" data-file-width="48" data-file-height="48" /></a></span> </span><a href="/wiki/Portal:Business_and_economics" class="mw-redirect" title="Portal:Business and economics">Business and economics portal</a></li></ul></td></tr><tr><td class="sidebar-navbar"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><style data-mw-deduplicate="TemplateStyles:r1239400231">.mw-parser-output .navbar{display:inline;font-size:88%;font-weight:normal}.mw-parser-output .navbar-collapse{float:left;text-align:left}.mw-parser-output .navbar-boxtext{word-spacing:0}.mw-parser-output .navbar ul{display:inline-block;white-space:nowrap;line-height:inherit}.mw-parser-output .navbar-brackets::before{margin-right:-0.125em;content:"[ "}.mw-parser-output .navbar-brackets::after{margin-left:-0.125em;content:" ]"}.mw-parser-output .navbar li{word-spacing:-0.125em}.mw-parser-output .navbar a>span,.mw-parser-output .navbar a>abbr{text-decoration:inherit}.mw-parser-output .navbar-mini abbr{font-variant:small-caps;border-bottom:none;text-decoration:none;cursor:inherit}.mw-parser-output .navbar-ct-full{font-size:114%;margin:0 7em}.mw-parser-output .navbar-ct-mini{font-size:114%;margin:0 4em}html.skin-theme-clientpref-night .mw-parser-output .navbar li a abbr{color:var(--color-base)!important}@media(prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .navbar li a abbr{color:var(--color-base)!important}}@media print{.mw-parser-output .navbar{display:none!important}}</style><div class="navbar plainlinks hlist navbar-mini"><ul><li class="nv-view"><a href="/wiki/Template:Business_administration" title="Template:Business administration"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Business_administration" title="Template talk:Business administration"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Business_administration" title="Special:EditPage/Template:Business administration"><abbr title="Edit this template">e</abbr></a></li></ul></div></td></tr></tbody></table> <p>An <b>organizational structure</b> defines how activities such as <a href="/wiki/Task_allocation" class="mw-redirect" title="Task allocation">task allocation</a>, coordination, and supervision are directed toward the achievement of organizational aims.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> </p><p>Organizational structure affects organizational action and provides the foundation on which standard operating procedures and routines rest. It determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions.<sup id="cite_ref-Jacobides_(2007)_2-0" class="reference"><a href="#cite_note-Jacobides_(2007)-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> Organizational structure can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.<sup id="cite_ref-Jacobides_(2007)_2-1" class="reference"><a href="#cite_note-Jacobides_(2007)-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> </p><p><a href="/wiki/Organizations" class="mw-redirect" title="Organizations">Organizations</a> are a variant of <a href="/wiki/Cluster_analysis" title="Cluster analysis">clustered entities</a>.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> </p><p>An organization can be structured in many different ways, depending on its objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the <a href="/wiki/Branch_office" title="Branch office">branch</a>, <a href="/wiki/Departmentalization" title="Departmentalization">department</a>, <a href="/wiki/Working_group" title="Working group">workgroup</a>, and <a href="/wiki/Employee" class="mw-redirect" title="Employee">individual</a>.<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> </p><p>Organizations need to be efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage.<sup id="cite_ref-Lim_(2017)_5-0" class="reference"><a href="#cite_note-Lim_(2017)-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Types">Types</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=1" title="Edit section: Types"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1236090951">.mw-parser-output .hatnote{font-style:italic}.mw-parser-output div.hatnote{padding-left:1.6em;margin-bottom:0.5em}.mw-parser-output .hatnote i{font-style:normal}.mw-parser-output .hatnote+link+.hatnote{margin-top:-0.5em}@media print{body.ns-0 .mw-parser-output .hatnote{display:none!important}}</style><div role="note" class="hatnote navigation-not-searchable">See also: <a href="/wiki/Organizational_hierarchy" class="mw-redirect" title="Organizational hierarchy">Hierarchical organization</a> and <a href="/wiki/Flat_organization" title="Flat organization">Flat organization</a></div> <div class="mw-heading mw-heading3"><h3 id="Pre-bureaucratic_structures">Pre-bureaucratic structures</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=2" title="Edit section: Pre-bureaucratic structures"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Pre-bureaucratic (entrepreneurial) structures lack <a href="/wiki/Standardization" title="Standardization">standardization</a> of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks, such as sales. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (October 2023)">citation needed</span></a></i>]</sup> </p><p>They are usually based on <a href="/wiki/Traditional_domination" class="mw-redirect" title="Traditional domination">traditional domination</a> or <a href="/wiki/Charismatic_domination" class="mw-redirect" title="Charismatic domination">charismatic domination</a> in the sense of <a href="/wiki/Max_Weber" title="Max Weber">Max Weber</a>'s <a href="/wiki/Tripartite_classification_of_authority" title="Tripartite classification of authority">tripartite classification of authority</a>.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (October 2023)">citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading3"><h3 id="Bureaucratic_structures">Bureaucratic structures</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=3" title="Edit section: Bureaucratic structures"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size" typeof="mw:File/Thumb"><a href="/wiki/File:League_of_Nations_Organization.png" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/5/5d/League_of_Nations_Organization.png/220px-League_of_Nations_Organization.png" decoding="async" width="220" height="311" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/5/5d/League_of_Nations_Organization.png/330px-League_of_Nations_Organization.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/5/5d/League_of_Nations_Organization.png/440px-League_of_Nations_Organization.png 2x" data-file-width="2437" data-file-height="3446" /></a><figcaption>Large international organisation bureaucratic structure: the <a href="/wiki/League_of_Nations" title="League of Nations">League of Nations</a> in 1930<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup></figcaption></figure><p>Weber (1948, p. 214) gives the analogy that “the fully developed bureaucratic mechanism compares with other organizations exactly as does the machine compare with the non-mechanical modes of production. Precision, speed, unambiguity, … strict subordination, reduction of friction and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration.”<sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Bureaucratic" class="mw-redirect" title="Bureaucratic">Bureaucratic</a> structures have a certain degree of standardization. They are better suited for more complex or larger scale organizations, usually adopting a tall structure. The tension between bureaucratic structures and non-bureaucratic is echoed in Burns and Stalker's<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> distinction between mechanistic and organic structures. </p><p>The Weberian characteristics of bureaucracy are: </p> <ul><li>Clear defined roles and responsibilities</li> <li>A hierarchical structure</li> <li>Respect for merit</li></ul> <p>Bureaucratic structures have many levels of management ranging from senior executives to regional managers, all the way to department store managers. Since there are many levels, decision-making authority has to pass through more layers than flatter organizations. A bureaucratic organization has rigid and tight procedures, policies and constraints. This kind of structure is reluctant to adapt or change what they have been doing since the company started. <a href="/wiki/Organizational_chart" title="Organizational chart">Organizational charts</a> exist for every department, and everyone understands who is in charge and what their responsibilities are for every situation. Decisions are made through an organized bureaucratic structures, the authority is at the top and information is then flowed from top to bottom. This causes for more rules and standards for the company which operational process is watched with close supervision. Some advantages for bureaucratic structures for top-level managers are they have a tremendous control over organizational structure decisions. This works best for managers who have a command and control style of managing. Strategic decision-making is also faster because there are fewer people it has to go through to approve.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (January 2017)">citation needed</span></a></i>]</sup> A disadvantage in bureaucratic structures is that it can discourage creativity and innovation in the organization. This can make it hard for a company to adapt to changing conditions in the marketplace. </p> <div class="mw-heading mw-heading3"><h3 id="Post-bureaucratic">Post-bureaucratic</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=4" title="Edit section: Post-bureaucratic"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The term of post bureaucratic is used in two senses in the organizational literature: one generic and one much more specific.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> In the generic sense the term post bureaucratic is often used to describe a range of ideas developed since the 1980s that specifically contrast themselves with Weber's ideal type <a href="/wiki/Bureaucracy" title="Bureaucracy">bureaucracy</a>. This may include <a href="/wiki/Total_quality_management" title="Total quality management">total quality management</a>, culture management and <a href="/wiki/Matrix_management" title="Matrix management">matrix management</a>, amongst others. None of these however has left behind the core tenets of Bureaucracy. Hierarchies still exist, authority is still Weber's rational, legal type, and the organization is still rule bound. Heckscher, arguing along these lines, describes them as cleaned up bureaucracies,<sup id="cite_ref-Heckscher_C._1994_10-0" class="reference"><a href="#cite_note-Heckscher_C._1994-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> rather than a fundamental shift away from bureaucracy. Gideon Kunda, in his classic study of culture management at 'Tech' argued that 'the essence of bureaucratic control - the formalization, codification and enforcement of rules and regulations - does not change in principle.....it shifts focus from organizational structure to the organization's culture'. </p><p>Another smaller group of theorists have developed the theory of the Post-Bureaucratic Organization,<sup id="cite_ref-Heckscher_C._1994_10-1" class="reference"><a href="#cite_note-Heckscher_C._1994-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> which attempts to describe an organization that is fundamentally not bureaucratic. <a href="/wiki/Charles_Heckscher" title="Charles Heckscher">Charles Heckscher</a> has developed an ideal type, the post-bureaucratic organization, in which decisions are based on dialogue and consensus rather than authority and command, the organization is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management); there is an emphasis on meta-decision-making rules rather than decision-making rules. This sort of horizontal decision-making by <a href="/wiki/Consensus_decision-making" title="Consensus decision-making">consensus</a> model is often used in <a href="/wiki/Housing_cooperatives" class="mw-redirect" title="Housing cooperatives">housing cooperatives</a>, other <a href="/wiki/Cooperatives" class="mw-redirect" title="Cooperatives">cooperatives</a> and when running a <a href="/wiki/Non-profit" class="mw-redirect" title="Non-profit">non-profit</a> or <a href="/wiki/Community_organization" title="Community organization">community organization</a>. It is used in order to encourage <a href="/wiki/Participation_(decision_making)" class="mw-redirect" title="Participation (decision making)">participation</a> and help to <a href="/wiki/Empowerment" title="Empowerment">empower</a> people who normally experience <a href="/wiki/Oppression" title="Oppression">oppression</a> in groups. </p><p>Still other theorists are developing a resurgence of interest in <a href="/wiki/Complexity_theory_and_organizations" title="Complexity theory and organizations">complexity theory and organizations</a>, and have focused on how simple structures can be used to engender organizational adaptations. For instance, Miner <i>et al.</i> (2000) studied how simple structures could be used to generate improvisational outcomes in product development. Their study makes links to simple structures and improviser learning. Other scholars such as Jan Rivkin and Sigglekow,<sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> and Nelson Repenning<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> revive an older interest in how structure and strategy relate in dynamic environments. </p> <div class="mw-heading mw-heading3"><h3 id="Functional_structure">Functional structure</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=5" title="Edit section: Functional structure"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>A functional organizational structure is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates. The term "organizational structure" refers to how the people in an organization are grouped and to whom they report. One traditional way of organizing people is by function. Some common functions within an organization include production, <a href="/wiki/Marketing" title="Marketing">marketing</a>, human resources, and accounting. </p><p>This organizing of specialization leads to operational efficiency, where employees become specialists within their own realm of expertise. On the other hand, the most typical problem with a functional organizational structure is that communication within the company can be rather rigid, making the organization slow and inflexible. Therefore, lateral communication between functions becomes very important, so that information is disseminated not only vertically, but also horizontally within the organization. Communication in organizations with functional organizational structures can be rigid because of the standardized ways of operation and the high degree of formalization. </p><p>As a whole, a <a href="/wiki/Functional_organization" title="Functional organization">functional organization</a> is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited number of products or services efficient and predictable. Moreover, efficiency can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> For instance, a small business could make components used in production of its products instead of buying them. </p><p>Even though functional units often perform with a high level of efficiency, their level of cooperation with each other is sometimes compromised. Such groups may have difficulty working well with each other as they may be territorial and unwilling to cooperate. The occurrence of infighting among units may cause delays, reduced commitment due to competing interests, and wasted time, making projects fall behind schedule. This ultimately can bring down production levels overall, and the company-wide employee commitment toward meeting organizational goals. </p> <div class="mw-heading mw-heading3"><h3 id="Divisional_structure">Divisional structure</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=6" title="Edit section: Divisional structure"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1251242444">.mw-parser-output .ambox{border:1px solid #a2a9b1;border-left:10px solid #36c;background-color:#fbfbfb;box-sizing:border-box}.mw-parser-output .ambox+link+.ambox,.mw-parser-output .ambox+link+style+.ambox,.mw-parser-output .ambox+link+link+.ambox,.mw-parser-output .ambox+.mw-empty-elt+link+.ambox,.mw-parser-output .ambox+.mw-empty-elt+link+style+.ambox,.mw-parser-output .ambox+.mw-empty-elt+link+link+.ambox{margin-top:-1px}html body.mediawiki .mw-parser-output .ambox.mbox-small-left{margin:4px 1em 4px 0;overflow:hidden;width:238px;border-collapse:collapse;font-size:88%;line-height:1.25em}.mw-parser-output .ambox-speedy{border-left:10px solid #b32424;background-color:#fee7e6}.mw-parser-output .ambox-delete{border-left:10px solid #b32424}.mw-parser-output .ambox-content{border-left:10px solid #f28500}.mw-parser-output .ambox-style{border-left:10px solid #fc3}.mw-parser-output .ambox-move{border-left:10px solid #9932cc}.mw-parser-output .ambox-protection{border-left:10px solid #a2a9b1}.mw-parser-output .ambox .mbox-text{border:none;padding:0.25em 0.5em;width:100%}.mw-parser-output .ambox .mbox-image{border:none;padding:2px 0 2px 0.5em;text-align:center}.mw-parser-output .ambox .mbox-imageright{border:none;padding:2px 0.5em 2px 0;text-align:center}.mw-parser-output .ambox .mbox-empty-cell{border:none;padding:0;width:1px}.mw-parser-output .ambox .mbox-image-div{width:52px}@media(min-width:720px){.mw-parser-output .ambox{margin:0 10%}}@media print{body.ns-0 .mw-parser-output .ambox{display:none!important}}</style><table class="box-Unreferenced_section plainlinks metadata ambox ambox-content ambox-Unreferenced" role="presentation"><tbody><tr><td class="mbox-image"><div class="mbox-image-div"><span typeof="mw:File"><a href="/wiki/File:Question_book-new.svg" class="mw-file-description"><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/50px-Question_book-new.svg.png" decoding="async" width="50" height="39" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/75px-Question_book-new.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/9/99/Question_book-new.svg/100px-Question_book-new.svg.png 2x" data-file-width="512" data-file-height="399" /></a></span></div></td><td class="mbox-text"><div class="mbox-text-span">This section <b>does not <a href="/wiki/Wikipedia:Citing_sources" title="Wikipedia:Citing sources">cite</a> any <a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability">sources</a></b>.<span class="hide-when-compact"> Please help <a href="/wiki/Special:EditPage/Organizational_structure" title="Special:EditPage/Organizational structure">improve this section</a> by <a href="/wiki/Help:Referencing_for_beginners" title="Help:Referencing for beginners">adding citations to reliable sources</a>. Unsourced material may be challenged and <a href="/wiki/Wikipedia:Verifiability#Burden_of_evidence" title="Wikipedia:Verifiability">removed</a>.</span> <span class="date-container"><i>(<span class="date">August 2023</span>)</i></span><span class="hide-when-compact"><i> (<small><a href="/wiki/Help:Maintenance_template_removal" title="Help:Maintenance template removal">Learn how and when to remove this message</a></small>)</i></span></div></td></tr></tbody></table> <p>The divisional structure or product structure consists of self-contained divisions. A division is a collection of functions which produce a product. It also utilizes a plan to compete and operate as a separate business or profit center. According to Zainbooks.com, divisional structure in the United States is seen as the second most common structure for organization today.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (December 2014)">citation needed</span></a></i>]</sup> </p><p>Employees who are responsible for certain market services or types of products are placed in divisional structure in order to increase their flexibility. Examples of divisions include regional (a U.S. Division and an EU division), consumer type (a division for companies and one for households), and product type (a division for trucks, another for SUVs, and another for cars). The divisions may also have their own departments such as marketing, sales, and engineering. </p><p>The advantage of divisional structure is that it uses delegated authority so the performance can be directly measured with each group. This results in managers performing better and high employee morale. <sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (December 2014)">citation needed</span></a></i>]</sup> Another advantage of using divisional structure is that it is more efficient in coordinating work between different divisions, and there is more flexibility to respond when there is a change in the market. Also, a company will have a simpler process if they need to change the size of the business by either adding or removing divisions. When divisional structure is utilized more specialization can occur within the groups. When divisional structure is organized by product, the customer has their own advantages especially when only a few services or products are offered which differ greatly. When using divisional structures that are organized by either markets or geographic areas they generally have similar functions and are located in different regions or markets. This allows business decisions and activities coordinated locally. </p><p>The disadvantages of the divisional structure is that it can support unhealthy rivalries among divisions. This type of structure may increase costs by requiring more qualified managers for each division. Also, there is usually an over-emphasis on divisional more than organizational goals which results in duplication of resources and efforts like staff services, facilities, and personnel. </p> <div class="mw-heading mw-heading3"><h3 id="Matrix_structure">Matrix structure</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=7" title="Edit section: Matrix structure"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1251242444"><table class="box-Original_research plainlinks metadata ambox ambox-content ambox-Original_research" role="presentation"><tbody><tr><td class="mbox-image"><div class="mbox-image-div"><span typeof="mw:File"><span><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/b/b4/Ambox_important.svg/40px-Ambox_important.svg.png" decoding="async" width="40" height="40" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/b/b4/Ambox_important.svg/60px-Ambox_important.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/b/b4/Ambox_important.svg/80px-Ambox_important.svg.png 2x" data-file-width="40" data-file-height="40" /></span></span></div></td><td class="mbox-text"><div class="mbox-text-span">This section <b>possibly contains <a href="/wiki/Wikipedia:No_original_research" title="Wikipedia:No original research">original research</a></b>.<span class="hide-when-compact"> Please <a class="external text" href="https://en.wikipedia.org/w/index.php?title=Organizational_structure&action=edit">improve it</a> by <a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability">verifying</a> the claims made and adding <a href="/wiki/Wikipedia:Citing_sources#Inline_citations" title="Wikipedia:Citing sources">inline citations</a>. Statements consisting only of original research should be removed.</span> <span class="date-container"><i>(<span class="date">October 2018</span>)</i></span><span class="hide-when-compact"><i> (<small><a href="/wiki/Help:Maintenance_template_removal" title="Help:Maintenance template removal">Learn how and when to remove this message</a></small>)</i></span></div></td></tr></tbody></table> <p>The <a href="/wiki/Matrix_management" title="Matrix management">matrix structure</a> groups employees by both function and product simultaneously. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product A" and "product B". Using the matrix structure, this company would organize functions within the company as follows: "product A" sales department, "product A" customer service department, "product A" accounting, "product B" sales department, "product B" customer service department, "product B" accounting department. </p> <ul><li><b>Weak/functional matrix:</b> A <a href="/wiki/Project_manager" title="Project manager">project manager</a> with only limited authority is assigned to oversee the cross- functional aspects of the <a href="/wiki/Project" title="Project">project</a>. The functional managers maintain control over their resources and project areas.</li> <li><b>Balanced/functional matrix:</b> A project manager is assigned to oversee the project. Power is shared equally between the project manager and the <a href="/wiki/Functional_manager" title="Functional manager">functional managers</a>. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing of power is a delicate proposition.</li> <li><b>Strong/project matrix:</b> A <a href="/wiki/Project_manager" title="Project manager">project manager</a> is primarily responsible for the project. Functional managers provide technical expertise and assign resources as needed.</li></ul> <p>There are advantages and disadvantages of the matrix structure. Some of the disadvantages include tendencies towards <a href="/wiki/Anarchy" title="Anarchy">anarchy</a>, <a href="/wiki/Power_struggle" class="mw-redirect" title="Power struggle">power struggles</a> and 'sinking' to group and division levels.<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> Matrices increase the complexity of the <a href="/wiki/Command_hierarchy" title="Command hierarchy">chain of command</a>, which can present problems because of the differentiation between functional managers and project managers. This, in turn, can be confusing for employees to understand who is next in the chain of command. An additional disadvantage of the matrix structure is higher manager to worker ratio that results in conflicting loyalties of employees. However, the matrix structure also has significant advantages that make it valuable for companies to use. The matrix structure may improve upon the "silo" critique of functional management in that it aims to diminish the vertical structure of functional and create a more horizontal structure which allows the spread of information across task boundaries to happen much quicker. It aims to allow specialization to increase depth of knowledge and allows individuals to be chosen according to project needs. </p><p><a href="/wiki/Starbucks" title="Starbucks">Starbucks</a> is one of the numerous large organizations that successfully developed the matrix structure supporting their focused strategy. Its design combines functional and product based divisions, with employees reporting to two heads.<sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> </p><p>Some experts also mention the <a href="/wiki/Multinational_corporation" title="Multinational corporation">multinational</a> design,<sup id="cite_ref-Robbins,_S.F._2007_p._551-557_16-0" class="reference"><a href="#cite_note-Robbins,_S.F._2007_p._551-557-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> common in global companies, such as <a href="/wiki/Procter_%26_Gamble" title="Procter & Gamble">Procter & Gamble</a>, <a href="/wiki/Toyota" title="Toyota">Toyota</a> and <a href="/wiki/Unilever" title="Unilever">Unilever</a>. This structure can be seen as a complex form of the matrix, as it maintains coordination among products, functions and geographic areas. </p><p>With the growth of the internet, and the associated access that gives all levels of an organization to information and communication via digital means, power structures have begun to align more as a <a href="/wiki/Wirearchy" title="Wirearchy">wirearchy</a>, enabling the flow of power and authority to be based not on hierarchical levels, but on information, trust, credibility, and a focus on results. </p><p>In general, over the last decade, it has become increasingly clear that through the forces of globalization, competition and more demanding customers, the structure of many companies has become flatter, less hierarchical, more fluid and even virtual.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Organizational_circle">Organizational circle</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=8" title="Edit section: Organizational circle"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1251242444"><table class="box-Original_research plainlinks metadata ambox ambox-content ambox-Original_research" role="presentation"><tbody><tr><td class="mbox-image"><div class="mbox-image-div"><span typeof="mw:File"><span><img alt="" src="//upload.wikimedia.org/wikipedia/en/thumb/b/b4/Ambox_important.svg/40px-Ambox_important.svg.png" decoding="async" width="40" height="40" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/en/thumb/b/b4/Ambox_important.svg/60px-Ambox_important.svg.png 1.5x, //upload.wikimedia.org/wikipedia/en/thumb/b/b4/Ambox_important.svg/80px-Ambox_important.svg.png 2x" data-file-width="40" data-file-height="40" /></span></span></div></td><td class="mbox-text"><div class="mbox-text-span">This section <b>possibly contains <a href="/wiki/Wikipedia:No_original_research" title="Wikipedia:No original research">original research</a></b>.<span class="hide-when-compact"> Please <a class="external text" href="https://en.wikipedia.org/w/index.php?title=Organizational_structure&action=edit">improve it</a> by <a href="/wiki/Wikipedia:Verifiability" title="Wikipedia:Verifiability">verifying</a> the claims made and adding <a href="/wiki/Wikipedia:Citing_sources#Inline_citations" title="Wikipedia:Citing sources">inline citations</a>. Statements consisting only of original research should be removed.</span> <span class="date-container"><i>(<span class="date">October 2018</span>)</i></span><span class="hide-when-compact"><i> (<small><a href="/wiki/Help:Maintenance_template_removal" title="Help:Maintenance template removal">Learn how and when to remove this message</a></small>)</i></span></div></td></tr></tbody></table> <div class="mw-heading mw-heading3"><h3 id="Flat_organization">Flat organization</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=9" title="Edit section: Flat organization"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Flat_organization" title="Flat organization">Flat organization</a></div> <p>The <a href="/wiki/Flat_organization" title="Flat organization">Flat organization</a> is common in small companies (entrepreneurial start-ups, university spin offs). As companies grow they tend to become more complex and hierarchical, which lead to an expanded structure, with more levels and departments. </p><p>However, in rare cases, such as the examples of <a href="/wiki/Valve_Corporation" title="Valve Corporation">Valve</a>, <a href="/wiki/GitHub,_Inc." class="mw-redirect" title="GitHub, Inc.">GitHub, Inc.</a> and <a href="/wiki/37signals" title="37signals">37signals</a>, the organization remains very flat as it grows, eschewing <a href="/wiki/Middle_manager" class="mw-redirect" title="Middle manager">middle managers</a>.<sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> (However, GitHub subsequently introduced middle managers). All of the aforementioned organizations operate in the field of technology, which may be significant, as software developers are highly skilled <a href="/wiki/Professional" title="Professional">professionals</a>, much like <a href="/wiki/Lawyer" title="Lawyer">lawyers</a>. </p><p>Senior lawyers also enjoy a relatively high degree of <a href="/wiki/Autonomy" title="Autonomy">autonomy</a> within a typical <a href="/wiki/Law_firm" title="Law firm">law firm</a>, which is typically structured as a <a href="/wiki/Partnership" title="Partnership">partnership</a> rather than a hierarchical bureaucracy. Some other types of professional organizations are also commonly structured as partnerships, such as <a href="/wiki/Accountancy" class="mw-redirect" title="Accountancy">accountancy</a> companies and <a href="/wiki/GP_surgery" class="mw-redirect" title="GP surgery">GP surgeries</a>. </p> <div class="mw-heading mw-heading3"><h3 id="Bureaucracy">Bureaucracy</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=10" title="Edit section: Bureaucracy"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Bureaucracy" title="Bureaucracy">Bureaucracy</a></div> <p>Often, growth would result in <a href="/wiki/Bureaucracy" title="Bureaucracy">bureaucracy</a>, the most prevalent structure in the past. It is still, however, relevant in former Soviet Republics, China, and most governmental organizations all over the world. <a href="/wiki/Shell_Group" class="mw-redirect" title="Shell Group">Shell Group</a> used to represent the typical bureaucracy: top-heavy and hierarchical. It featured multiple levels of command and duplicate service companies existing in different regions. All this made Shell apprehensive to market changes,<sup id="cite_ref-19" class="reference"><a href="#cite_note-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> leading to its incapacity to grow and develop further. The failure of this structure became the main reason for the company restructuring into a matrix. </p> <div class="mw-heading mw-heading3"><h3 id="Team">Team</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=11" title="Edit section: Team"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Team" title="Team">Team</a></div> <p>One of the newest organizational structures developed in the 20th century is <i><a href="/wiki/Team" title="Team">team</a></i> and the related concept of team development or <a href="/wiki/Team_building" title="Team building">team building</a>. In small businesses, the team structure can define the entire organization.<sup id="cite_ref-Robbins,_S.F._2007_p._551-557_16-1" class="reference"><a href="#cite_note-Robbins,_S.F._2007_p._551-557-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> Teams can be both horizontal and vertical.<sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> While an organization is constituted as a set of people who synergize individual competencies to achieve newer dimensions, the quality of organizational structure revolves around the competencies of teams in totality.<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> The team could classified into functional team structure, lightweight team structure, heavyweight team structure and autonomous team structure.<sup id="cite_ref-22" class="reference"><a href="#cite_note-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> For example, every one of the <a href="/wiki/Whole_Foods_Market" title="Whole Foods Market">Whole Foods Market</a> stores, the largest natural-foods grocer in the US developing a focused strategy, is an autonomous <a href="/wiki/Profit_centre" class="mw-redirect" title="Profit centre">profit centre</a> composed of an average of 10 self-managed teams, while team leaders in each store and each region are also a team.<sup id="cite_ref-23" class="reference"><a href="#cite_note-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup> Larger bureaucratic organizations can benefit from the flexibility of teams as well. <a href="/wiki/Xerox" title="Xerox">Xerox</a>, <a href="/wiki/Motorola" title="Motorola">Motorola</a>, and <a href="/wiki/DaimlerChrysler" class="mw-redirect" title="DaimlerChrysler">DaimlerChrysler</a> are all among the companies that actively use teams to perform tasks. </p><p>However, studies shows that this structure may have challenges for an organization. The scattered nature of team-based organizations makes it difficult for them to communicate and share information across borders, where knowledge exchange between and among teams and stakeholders becomes crucial as team-based organizing becomes the norm.<sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup> However, this can be tackled by concentrate on their internal tasks as well as their relationships and connections with their multiple stakeholders, both inside and external to the firm.<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Network">Network</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=12" title="Edit section: Network"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Another modern structure is <a href="https://en.wiktionary.org/wiki/network" class="extiw" title="wikt:network">network</a>. A network can be described as “long term purposeful arrangements among distinct but related for-profit organizations that allow those firms in them to gain or sustain competitive advantage”<sup id="cite_ref-26" class="reference"><a href="#cite_note-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> where “communication between people of different ranks tends to resemble later consultation rather than vertical command”.<sup id="cite_ref-27" class="reference"><a href="#cite_note-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup> Network organizations lack the hierarchical aspects of other structures and are characterized by clusters of interconnected teams and individuals that come together to form unique teams and complete certain projects or achieve common goals. Participating agents are constrained by their specialization and role within the organization, but their influence varies with the development and dissolution of the projects and teams.<sup id="cite_ref-:0_28-0" class="reference"><a href="#cite_note-:0-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> For example, although an organization may have separate sales and marketing teams which each operate independently, certain projects will require individuals from those teams to work together and form partnerships for the length of their duration. </p><p>This extends out to businesses on a larger scale, where instead of teams within an organization, the network consists of organizations within a market. While business giants risk becoming <i>too clumsy to proact (such as), act and react efficiently</i>,<sup id="cite_ref-29" class="reference"><a href="#cite_note-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> a network organization can contract out any business function that can be done better or more cheaply. In essence, these types of network structures' managers spend most of their time coordinating and controlling external relations, usually by electronic means. </p><p><a href="/wiki/H%26M" title="H&M">H&M</a> is outsourcing its clothing to a network of 700 suppliers, more than two-thirds of which are based in low-cost Asian countries. Not owning any factories, H&M can be more flexible than many other retailers in lowering its costs, which aligns with its low-cost strategy.<sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading4"><h4 id="Advantages">Advantages</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=13" title="Edit section: Advantages"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The potential management opportunities offered by recent advances in complex networks theory have been demonstrated<sup id="cite_ref-31" class="reference"><a href="#cite_note-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup> including applications to product design and development,<sup id="cite_ref-32" class="reference"><a href="#cite_note-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> and innovation problem in markets and industries.<sup id="cite_ref-33" class="reference"><a href="#cite_note-33"><span class="cite-bracket">[</span>33<span class="cite-bracket">]</span></a></sup> For these benefits to be realised, the network structure relies on trust through shared values and norms, actively avoiding <a href="/wiki/Hold-up_problem" title="Hold-up problem">hold-up problems</a> and opportunism risks.<sup id="cite_ref-:0_28-1" class="reference"><a href="#cite_note-:0-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> By eliminating the uncertainty that one agent will use any potential gain in bargaining power for their singular gain,<sup id="cite_ref-34" class="reference"><a href="#cite_note-34"><span class="cite-bracket">[</span>34<span class="cite-bracket">]</span></a></sup> a network structure can avoid the associated inefficiencies that would arise. </p> <div class="mw-heading mw-heading4"><h4 id="Disadvantages">Disadvantages</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=14" title="Edit section: Disadvantages"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>However, the potential disadvantages for enterprises adopting the networked organizational structure include unreasonable design, insufficient supervision and poor linkage ability.<sup id="cite_ref-35" class="reference"><a href="#cite_note-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup> If the different relations required for the network structure contrast too greatly it may lead to confusion, delays, and unnecessary increases in complexity. Due to the network structure relying on many different individuals or teams working together independently, effective supervision is needed to avoid shirking or free riding. Similarly, some individuals and teams coordinate poorly, resulting in communication breakdowns and misunderstanding, which only hinders the progression of tasks. </p> <div class="mw-heading mw-heading3"><h3 id="Virtual">Virtual</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=15" title="Edit section: Virtual"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Virtual organization is defined as being closely coupled upstream with its suppliers and downstream with its customers such that where one begins and the other ends means little to those who manage the business processes within the entire organization. A special form of <a href="/wiki/Boundaryless_organization" class="mw-redirect" title="Boundaryless organization">boundaryless organization</a> is <i>virtual</i>. Hedberg, Dahlgren, Hansson, and Olve (1999) consider the virtual organization as not physically existing as such, but enabled by software to exist.<sup id="cite_ref-36" class="reference"><a href="#cite_note-36"><span class="cite-bracket">[</span>36<span class="cite-bracket">]</span></a></sup> The virtual organization exists within a network of alliances, using the Internet. This means while the core of the organization can be small but still the company can operate globally be a market leader in its niche. According to Anderson, because of the unlimited shelf space of the Web, the cost of reaching niche goods is falling dramatically. Although none sell in huge numbers, there are so many niche products that collectively they make a significant profit, and that is what made highly innovative Amazon.com so successful.<sup id="cite_ref-37" class="reference"><a href="#cite_note-37"><span class="cite-bracket">[</span>37<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Hierarchy-community_phenotype_model">Hierarchy-community phenotype model</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=16" title="Edit section: Hierarchy-community phenotype model"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size mw-halign-right" typeof="mw:File/Thumb"><a href="/wiki/File:Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/a/a1/Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf/page1-300px-Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf.jpg" decoding="async" width="300" height="212" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/a/a1/Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf/page1-450px-Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf.jpg 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/a/a1/Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf/page1-600px-Hierarchy_Community_Phenotype_Model_of_Organizational_Structure.pdf.jpg 2x" data-file-width="1752" data-file-height="1237" /></a><figcaption>Hierarchy-Community Phenotype Model of Organizational Structure</figcaption></figure> <p>In the 21st century, even though most, if not all, organizations are not of a pure hierarchical structure, many managers are still blind to the existence of the flat community structure within their organizations.<sup id="cite_ref-38" class="reference"><a href="#cite_note-38"><span class="cite-bracket">[</span>38<span class="cite-bracket">]</span></a></sup> </p><p>The business is no longer just a place where people come to work. For most of the employees, the firm confers on them that sense of belonging and identity –– the firm has become their “village”, their community.<sup id="cite_ref-39" class="reference"><a href="#cite_note-39"><span class="cite-bracket">[</span>39<span class="cite-bracket">]</span></a></sup> The firm of the 21st century is not just a hierarchy which ensures maximum efficiency and profit; it is also the community where people belong to and grow together, where their affective and innovative needs are met.<sup id="cite_ref-Lim_et_al.,_(2010)_40-0" class="reference"><a href="#cite_note-Lim_et_al.,_(2010)-40"><span class="cite-bracket">[</span>40<span class="cite-bracket">]</span></a></sup> </p><p>Lim, Griffiths, and Sambrook (2010) developed the Hierarchy-Community Phenotype Model of Organizational Structure borrowing from the concept of Phenotype from genetics. "A phenotype refers to the observable characteristics of an organism. It results from the expression of an organism’s genes and the influence of the environment. The expression of an organism’s genes is usually determined by pairs of alleles. Alleles are different forms of a gene. In our model, each employee’s formal, hierarchical participation and informal, community participation within the organization, as influenced by his or her environment, contributes to the overall observable characteristics (phenotype) of the organization. In other words, just as all the pair of alleles within the genetic material of an organism determines the physical characteristics of the organism, the combined expressions of all the employees’ formal hierarchical and informal community participation within an organization give rise to the organizational structure. Due to the vast potentially different combination of the employees’ formal hierarchical and informal community participation, each organization is therefore a unique phenotype along a spectrum between a pure hierarchy and a pure community (flat) organizational structure."<sup id="cite_ref-Lim_et_al.,_(2010)_40-1" class="reference"><a href="#cite_note-Lim_et_al.,_(2010)-40"><span class="cite-bracket">[</span>40<span class="cite-bracket">]</span></a></sup> </p><p>"The Hierarchy-Community Phenotype Model of Organisational Structure views an organisation as having both a hierarchy and a community structure, both equally well established and occurring extensively throughout the organisation. On the practical level, it utilises the organizational chart to study the hierarchical structure which brings across individuals’ roles and formal authority within their designated space at the workplace, and social network analysis to map out the community structure within the organisation, identifying individuals’ informal influences which usually do not respect workplace boundaries and at many times extend beyond the workplace."<sup id="cite_ref-Lim_(2017)_5-1" class="reference"><a href="#cite_note-Lim_(2017)-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p><p>See also <a href="/wiki/Informal_organization" title="Informal organization">informal organization</a> </p> <div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=17" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical <a href="/wiki/Power_structure" class="mw-redirect" title="Power structure">power structures</a> to industrial structures and today's <a href="/wiki/Post-industrial" class="mw-redirect" title="Post-industrial">post-industrial</a> structures. </p><p>As pointed out by Lawrence B. Mohr,<sup id="cite_ref-41" class="reference"><a href="#cite_note-41"><span class="cite-bracket">[</span>41<span class="cite-bracket">]</span></a></sup> the early theorists of organizational structure, Taylor, Fayol, and Weber "saw the importance of structure for effectiveness and efficiency and assumed without the slightest question that whatever structure was needed, people could fashion accordingly. Organizational structure was considered a matter of choice... When in the 1930s, the rebellion began that came to be known as human relations theory, there was still not a denial of the idea of structure as an artifact, but rather an advocacy of the creation of a different sort of structure, one in which the needs, knowledge, and opinions of employees might be given greater recognition." However, a different view arose in the 1960s, suggesting that the organizational structure is "an externally caused phenomenon, an outcome rather than an artifact."<sup id="cite_ref-42" class="reference"><a href="#cite_note-42"><span class="cite-bracket">[</span>42<span class="cite-bracket">]</span></a></sup> </p><p>In the 21st century, organizational theorists such as Lim, Griffiths, and Sambrook (2010) are once again proposing that organizational structure development is very much dependent on the expression of the strategies and behavior of the management and the workers as constrained by the power distribution between them, and influenced by their environment and the outcome.<sup id="cite_ref-Lim_et_al.,_(2010)_40-2" class="reference"><a href="#cite_note-Lim_et_al.,_(2010)-40"><span class="cite-bracket">[</span>40<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Military_command_and_control">Military command and control</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=18" title="Edit section: Military command and control"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>There are correspondences between Mintzberg's organizational archetypes and various approaches to military <a href="/wiki/Command_and_Control" class="mw-redirect" title="Command and Control">Command and Control</a> (C2). Mintzberg's Machine Bureaucracy represents a highly centralized approach to C2, with a narrow allocation of decision rights, restricted patterns of interaction among organization members, and a restricted flow of information. Mintzberg's Adhocracy, on the other hand, represents a more networked and less centralized approach to C2, with more individual initiative and self-synchronization. It involves a broader allocation of decision rights, broader interaction patterns, and broader information distribution. Mintzberg's other organization types (for example, the Professional Bureaucracy and the Simple Structure) fall in between these two.<sup id="cite_ref-43" class="reference"><a href="#cite_note-43"><span class="cite-bracket">[</span>43<span class="cite-bracket">]</span></a></sup> </p><p>Moreover, Walker et. al states the event analysis for systematic teamwork (EAST) method as one of the military command and control approach provides a means of describing emergent system-level features that result from the intricate interactions of system constituents (human and technical).<sup id="cite_ref-Walker_636–647_44-0" class="reference"><a href="#cite_note-Walker_636–647-44"><span class="cite-bracket">[</span>44<span class="cite-bracket">]</span></a></sup> They are modelled using task, social, and propositional networks and presented using an integrated methodologies approach.<sup id="cite_ref-Walker_636–647_44-1" class="reference"><a href="#cite_note-Walker_636–647-44"><span class="cite-bracket">[</span>44<span class="cite-bracket">]</span></a></sup> The social and technical principle of function and approximation, which states that similar individuals and the same technology may achieve the same objective via entirely distinct paths and entirely different starting points, is one important aspect of EAST.<sup id="cite_ref-Walker_636–647_44-2" class="reference"><a href="#cite_note-Walker_636–647-44"><span class="cite-bracket">[</span>44<span class="cite-bracket">]</span></a></sup> In addition, desirable emergent features, such as systems level "shared awareness", pace, agility, and self-synchronization might appear due to the indisputable reality that humans may adjust to the techno-organisational aspects of a particular system.<sup id="cite_ref-Walker_636–647_44-3" class="reference"><a href="#cite_note-Walker_636–647-44"><span class="cite-bracket">[</span>44<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Operational_and_informal">Operational and informal</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=19" title="Edit section: Operational and informal"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">See also: <a href="/wiki/Informal_organization" title="Informal organization">Informal organization</a> and <a href="/wiki/Formal_organization" title="Formal organization">Formal organization</a></div> <p>The set organizational structure may not coincide with facts, evolving in operational action. Such divergence decreases performance, when growing as a wrong organizational structure may hamper cooperation and thus hinder the completion of orders in due time and within limits of resources and budgets. Further, the informal organization, which is the structure of social interactions that emerges within organizations, may be subject to restrictions also tends to lag in its integration into the newly established formal organisation, whereas formal organization or the subjective norms system created by managers can be changed relatively quickly.<sup id="cite_ref-45" class="reference"><a href="#cite_note-45"><span class="cite-bracket">[</span>45<span class="cite-bracket">]</span></a></sup> </p><p>Organizational structures should be adaptive to process requirements, aiming to optimize the ratio of effort and input to output. </p> <div class="mw-heading mw-heading2"><h2 id="Configurations_of_organizational_structure_according_to_Mintzberg">Configurations of organizational structure according to Mintzberg</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=20" title="Edit section: Configurations of organizational structure according to Mintzberg"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <figure class="mw-default-size" typeof="mw:File/Thumb"><a href="/wiki/File:Technostructure.svg" class="mw-file-description"><img src="//upload.wikimedia.org/wikipedia/commons/thumb/8/81/Technostructure.svg/250px-Technostructure.svg.png" decoding="async" width="250" height="210" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/8/81/Technostructure.svg/375px-Technostructure.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/8/81/Technostructure.svg/500px-Technostructure.svg.png 2x" data-file-width="549" data-file-height="461" /></a><figcaption>Diagram, proposed by <a href="/wiki/Henry_Mintzberg" title="Henry Mintzberg">Henry Mintzberg</a>, showing the main parts of organisation, including technostructure</figcaption></figure> <div class="mw-heading mw-heading3"><h3 id="Parts_of_organization">Parts of organization</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=21" title="Edit section: Parts of organization"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Henry_Mintzberg" title="Henry Mintzberg">Henry Mintzberg</a> considers five main parts of organization:<sup id="cite_ref-Jucevičius_1998_81-92psl_46-0" class="reference"><a href="#cite_note-Jucevičius_1998_81-92psl-46"><span class="cite-bracket">[</span>46<span class="cite-bracket">]</span></a></sup> </p> <ul><li><a href="/w/index.php?title=Strategic_apex&action=edit&redlink=1" class="new" title="Strategic apex (page does not exist)">Strategic apex</a> (leaders of organization)</li> <li><a href="/w/index.php?title=Middle_line&action=edit&redlink=1" class="new" title="Middle line (page does not exist)">Middle line</a> (managers of lower level)</li> <li><a href="/w/index.php?title=Operating_core&action=edit&redlink=1" class="new" title="Operating core (page does not exist)">Operating core</a> (workers of lowest level, directly producing something or providing services)</li> <li><a href="/wiki/Technostructure" title="Technostructure">Technostructure</a> (analysts)</li> <li><a href="/wiki/Adhocracy" title="Adhocracy">Support staff</a> (helping other members of organisation to perform their function)</li></ul> <p>An additional element is organisational ideology.<sup id="cite_ref-Jucevičius_1998_81-92psl_46-1" class="reference"><a href="#cite_note-Jucevičius_1998_81-92psl-46"><span class="cite-bracket">[</span>46<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Mechanisms_of_coordination">Mechanisms of coordination</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=22" title="Edit section: Mechanisms of coordination"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Mintzberg considers six main mechanisms of coordination of work:<sup id="cite_ref-Jucevičius_1998_81-92psl_46-2" class="reference"><a href="#cite_note-Jucevičius_1998_81-92psl-46"><span class="cite-bracket">[</span>46<span class="cite-bracket">]</span></a></sup> </p> <ul><li>Mutual adjustment (without formal, standardized mechanisms)</li> <li>Direct supervision (when one person, leader of organization, gives direct orders to others)</li> <li>Standardization of work processes (based on the documents that regulate work and are produced by technostructure)</li> <li>Standardization of outputs (only the results of work are regulated)</li> <li>Standardization of skills (based on preparing the specialists outside the organization)</li> <li>Standardization of norms (based on organisation's values, ideology)</li></ul> <div class="mw-heading mw-heading3"><h3 id="Configurations_of_organizations">Configurations of organizations</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=23" title="Edit section: Configurations of organizations"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Mintzberg considers seven main configurations of organizational structure:<sup id="cite_ref-Jucevičius_1998_81-92psl_46-3" class="reference"><a href="#cite_note-Jucevičius_1998_81-92psl-46"><span class="cite-bracket">[</span>46<span class="cite-bracket">]</span></a></sup> </p> <ol><li>Entrepreneurial organization (strategic apex, direct supervision dominate)</li> <li>Machine organization (technostructure, standardization of work processes dominate)</li> <li>Professional organization (operating core, standardization of skills dominate)</li> <li>Diversified organization (middle level, standardization of outputs dominate)</li> <li>Innovative organization (support staff, mutual adjustment dominate)</li> <li>Missionary organization (ideology, standardization of norms dominate)</li> <li>Political organization (no part or mechanism of coordination dominates)</li></ol> <p>Entrepreneurial organisation or Simple structure has simple, informal structure.<sup id="cite_ref-Lemieux_1998_47-0" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Its leader coordinates the work using direct supervision.<sup id="cite_ref-Lemieux_1998_47-1" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> There is no technostructure, little support staff.<sup id="cite_ref-Lunenburg_2012_48-0" class="reference"><a href="#cite_note-Lunenburg_2012-48"><span class="cite-bracket">[</span>48<span class="cite-bracket">]</span></a></sup> Such structure is usually found in organizations with environment that is simple (so that one man could have significant influence), but changing (so that flexibility of one man would give a significant advantage over the bureaucratic structures).<sup id="cite_ref-Lemieux_1998_47-2" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p><p>Machine organisation or Machine bureaucracy has formal rules regulating the work, developed technostructure and middle line, is centralised, hierarchical.<sup id="cite_ref-Lemieux_1998_47-3" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Such structure is common when the work is simple and repetitive.<sup id="cite_ref-Lemieux_1998_47-4" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Organizations also tend to achieve such structure when they are strongly controlled from outside.<sup id="cite_ref-Lemieux_1998_47-5" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Also, such structure is common for organizations that perform work that is related to some sort of control (for example, <a href="/wiki/Prison" title="Prison">prisons</a>, <a href="/wiki/Police" title="Police">police</a>), or organizations with special safety requirements (for example, <a href="/wiki/Fire_department" title="Fire department">fire departments</a>, <a href="/wiki/Airline" title="Airline">airlines</a>).<sup id="cite_ref-Lemieux_1998_47-6" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p><p>Professional configuration or Professional bureaucracy mostly coordinates the work of members of operating core, professionals, through their training (for example, in <a href="/wiki/University" title="University">university</a>).<sup id="cite_ref-Lemieux_1998_47-7" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Operating core in such organisation is large, middle line insignificant, as the professionals perform complex work and have significant autonomy.<sup id="cite_ref-Lemieux_1998_47-8" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Technostructure is also insignificant.<sup id="cite_ref-Lunenburg_2012_48-1" class="reference"><a href="#cite_note-Lunenburg_2012-48"><span class="cite-bracket">[</span>48<span class="cite-bracket">]</span></a></sup> Support staff, helping the professionals to do their job, is numerous.<sup id="cite_ref-Lemieux_1998_47-9" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Professionals participate in administrative work, thus there are many <a href="/wiki/Committees" class="mw-redirect" title="Committees">committees</a>.<sup id="cite_ref-Lemieux_1998_47-10" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Such structure is common for <a href="/wiki/University" title="University">universities</a>, <a href="/wiki/Hospital" title="Hospital">hospitals</a>, <a href="/wiki/Law_firm" title="Law firm">law firms</a>.<sup id="cite_ref-Lemieux_1998_47-11" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p><p>Diversified Configuration or Divisionalized form consists of several parts having high autonomy.<sup id="cite_ref-Lemieux_1998_47-12" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Such structure is common for old, large organizations.<sup id="cite_ref-Lemieux_1998_47-13" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p><p>Innovative Configuration or Adhocracy gathers the specialists of different fields into teams for specific tasks.<sup id="cite_ref-Lemieux_1998_47-14" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Such organizations are common when environment is complex and dynamic.<sup id="cite_ref-Lemieux_1998_47-15" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Mintzberg considers two types of such organization: operating adhocracy and administrative adhocracy.<sup id="cite_ref-Lemieux_1998_47-16" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Operating adhocracy solves innovative problems for its clients.<sup id="cite_ref-Lemieux_1998_47-17" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Examples of such organisation can be <a href="/wiki/Advertising_agency" title="Advertising agency">advertising agency</a> or firm that develops the <a href="/wiki/Prototype" title="Prototype">prototypes</a> of products.<sup id="cite_ref-Lemieux_1998_47-18" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Administrative adhocracy has teams solving problems for the organization itself.<sup id="cite_ref-Lemieux_1998_47-19" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> As an example of such organization Mintzberg gives <a href="/wiki/NASA" title="NASA">NASA</a> when it worked on <a href="/wiki/Apollo_program" title="Apollo program">Apollo program</a>.<sup id="cite_ref-Lemieux_1998_47-20" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p><p>Missionary organisation coordinates the work through organisational ideology.<sup id="cite_ref-Lemieux_1998_47-21" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Formal rules in such organization are not numerous.<sup id="cite_ref-Lemieux_1998_47-22" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> Such organizations are decentralized, the differences between levels are not significant.<sup id="cite_ref-Lemieux_1998_47-23" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p><p>Political configuration happens when the power is mostly used through <a href="/wiki/Workplace_politics" title="Workplace politics">workplace politics</a>.<sup id="cite_ref-Lemieux_1998_47-24" class="reference"><a href="#cite_note-Lemieux_1998-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=24" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1184024115">.mw-parser-output .div-col{margin-top:0.3em;column-width:30em}.mw-parser-output .div-col-small{font-size:90%}.mw-parser-output .div-col-rules{column-rule:1px solid #aaa}.mw-parser-output .div-col dl,.mw-parser-output .div-col ol,.mw-parser-output .div-col ul{margin-top:0}.mw-parser-output .div-col li,.mw-parser-output .div-col dd{page-break-inside:avoid;break-inside:avoid-column}</style><div class="div-col" style="column-width: 18em;"> <ul><li><a href="/wiki/Corporate_governance" title="Corporate governance">Corporate governance</a></li> <li><a href="/wiki/Corporation" title="Corporation">Corporation</a></li> <li><a href="/wiki/Industrial_and_organizational_psychology" title="Industrial and organizational psychology">Industrial and organizational psychology</a></li> <li><a href="/wiki/Sociocracy" title="Sociocracy">Dynamic governance</a></li> <li><a href="/wiki/Management" title="Management">Management</a></li> <li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Organizational architecture</a></li> <li><a href="/wiki/Organizational_behavior" title="Organizational behavior">Organizational behavior</a></li> <li><a href="/wiki/Organizational_learning" title="Organizational learning">Organizational learning</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Organizational culture</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Organization development</a></li> <li><a href="/wiki/Organizational_psychology" class="mw-redirect" title="Organizational psychology">Organizational psychology</a></li> <li><a href="/wiki/Parent_company" class="mw-redirect" title="Parent company">Parent company</a></li> <li><a href="/wiki/Value_network" title="Value network">Value network</a></li> <li><a href="/wiki/Viable_system_theory" title="Viable system theory">Viable system theory</a></li> <li><a href="/wiki/Organizational_Cybernetics" class="mw-redirect" title="Organizational Cybernetics">Organizational Cybernetics</a></li> <li><a href="/w/index.php?title=Connectivity_Integrator&action=edit&redlink=1" class="new" title="Connectivity Integrator (page does not exist)">Connectivity Integrator</a></li></ul></div> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_structure&action=edit&section=25" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist reflist-columns references-column-width" style="column-width: 30em;"> <ol class="references"> <li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text">Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin.</span> </li> <li id="cite_note-Jacobides_(2007)-2"><span class="mw-cite-backlink">^ <a href="#cite_ref-Jacobides_(2007)_2-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Jacobides_(2007)_2-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text">Jacobides., M. G. (2007). The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18, 3, 455-477.</span> </li> <li id="cite_note-3"><span class="mw-cite-backlink"><b><a href="#cite_ref-3">^</a></b></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFFeldmanMiller1986" class="citation journal cs1">Feldman, P.; Miller, D. 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The Limits and Possibilities of Theory and Research.</i>, Jossey-Bass Publishers, 1982.</li></ul> <div class="navbox-styles"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><style data-mw-deduplicate="TemplateStyles:r1236075235">.mw-parser-output .navbox{box-sizing:border-box;border:1px solid #a2a9b1;width:100%;clear:both;font-size:88%;text-align:center;padding:1px;margin:1em auto 0}.mw-parser-output .navbox .navbox{margin-top:0}.mw-parser-output .navbox+.navbox,.mw-parser-output .navbox+.navbox-styles+.navbox{margin-top:-1px}.mw-parser-output .navbox-inner,.mw-parser-output .navbox-subgroup{width:100%}.mw-parser-output .navbox-group,.mw-parser-output .navbox-title,.mw-parser-output .navbox-abovebelow{padding:0.25em 1em;line-height:1.5em;text-align:center}.mw-parser-output .navbox-group{white-space:nowrap;text-align:right}.mw-parser-output .navbox,.mw-parser-output .navbox-subgroup{background-color:#fdfdfd}.mw-parser-output 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href="/wiki/Blame#In_organizations" title="Blame">Blame</a></li> <li><a href="/wiki/Organizational_capital" title="Organizational capital">Capital</a></li> <li><a href="/wiki/Cellular_organizational_structure" title="Cellular organizational structure">Cells</a></li> <li><a href="/wiki/Organizational_chart" title="Organizational chart">Chart</a></li> <li><a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Citizenship behavior</a></li> <li><a href="/wiki/Organisation_climate" title="Organisation climate">Climate</a></li> <li><a href="/wiki/Organizational_commitment" title="Organizational commitment">Commitment</a></li> <li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li> <li><a href="/wiki/Complexity_theory_and_organizations" title="Complexity theory and organizations">Complexity</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Design</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_diagnostics" title="Organizational diagnostics">Diagnostics</a></li> <li><a href="/wiki/Organizational_dissent" title="Organizational dissent">Dissent</a></li> <li><a href="/wiki/Organizational_ecology" title="Organizational ecology">Ecology</a></li> <li><a href="/wiki/Organizational_effectiveness" title="Organizational effectiveness">Effectiveness</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Organizational_ethics" title="Organizational ethics">Ethics</a></li> <li><a href="/wiki/Organizational_field" title="Organizational field">Field</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_identification" title="Organizational identification">Identification</a></li> <li><a href="/wiki/Organizational_intelligence" title="Organizational intelligence">Intelligence</a></li> <li><a href="/wiki/Organizational_justice" title="Organizational justice">Justice</a></li> <li><a href="/wiki/Organizational_learning" title="Organizational learning">Learning</a></li> <li><a href="/wiki/Organizational_life_cycle" title="Organizational life cycle">Life cycle</a></li> <li><a href="/wiki/Machiavellianism_in_the_workplace" title="Machiavellianism in the workplace">Machiavellianism</a></li> <li><a href="/wiki/Narcissism_in_the_workplace" title="Narcissism in the workplace">Narcissism</a></li> <li><a href="/wiki/Organizational_network_analysis" title="Organizational network analysis">Network analysis</a></li> <li><a href="/wiki/Organizational_ombudsman" title="Organizational ombudsman">Ombudsman</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Perceived_organizational_support" title="Perceived organizational support">Perceived support</a></li> <li><a href="/wiki/Organizational_performance" class="mw-redirect" title="Organizational performance">Performance</a></li> <li><a href="/wiki/Industrial_and_organizational_psychology" title="Industrial and organizational psychology">Psychology</a></li> <li><a href="/wiki/Resilience_(organizational)" class="mw-redirect" title="Resilience (organizational)">Resilience</a></li> <li><a href="/wiki/Organizational_retaliatory_behavior" class="mw-redirect" title="Organizational retaliatory behavior">Retaliatory behavior</a></li> <li><a href="/wiki/Organizational_safety" title="Organizational safety">Safety</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a href="/wiki/Organizational_storytelling" title="Organizational storytelling">Storytelling</a></li> <li><a class="mw-selflink selflink">Structure</a></li> <li><a href="/wiki/Organizational_theory" title="Organizational theory">Theory</a></li> <li><a href="/wiki/Organization_workshop" title="Organization workshop">Workshop</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">See also</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/History_of_organizations" title="History of organizations">History of organizations</a></li> <li><a href="/wiki/Organization_studies" title="Organization studies">Organization studies</a></li> <li><a href="/wiki/Outline_of_organizational_theory" title="Outline of organizational theory">Outline of organizational theory</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="2"><div> <dl><dt><span class="noviewer" typeof="mw:File"><span title="Template"><img alt="" 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