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Objectives
By the end of this session, the student will be able: 1. Define basic concepts of organizational skills 2. Describe the basics concepts of organizational skills (Mintzbergs 5ps) 3. Describe Mintzbergs taxanomy of organizational forms. 4. Apply and practice the steps to successful organization of an event.
Mintzbergs 5Ps
1.
2.
3. 4. 5.
They are made in advance of the actions to which they apply. They are developed conciously and purposefully.
the mediation force, or match, between organisation and environment, thet is, between the internal and the external context.
perspective shared by members of an organization, through their intentions and/or by their actions. In effect, in this context, we are entering the realm of the collective mind individuals united by common thinking and/or behaviour.
Strategic apex
Consists of top administrators Charged with the responsibility of ensuring the
Middle line
Those administrators who connect the strategic apex with the
operating core.
Techno-structure
The administrative component Charged with the responsibility of planning.
Support staff
Composed of specialized units. Exist to provide support for the organizations outside the
operating workflow.
According to Henry Mintzberg, an organization s structure is largely determined by the variety one finds in its environment. For Mintzberg, environmental variety is determined by both environmental complexity and the pace of change. He identifies four types of organizational form, which are associated with four combinations of complexity and change.
Environmental variety
= Complexity
pace of change
SIMPLE
COMPLEX
Machine Bureaucracy Professional Organization STABLE Standardized work Standardized skills processes and outputs and norms
Entrepreneurial startup
Adhocracy
DYNAMIC
Direct supervision Mutual adjustment
To understand more each of four organizational forms, Mintzberg define 5 basic organizational subunits.
Strategic Apex
Technostructure
Support Staff
Middle Line
Operating Care
Example position from a manufacturing firm Board of Directors, Chief Executive Officer Strategic Planning, Personnel Training, Operations Research, Systems Analysis and Design Legal Counsel, Public Relations, Payroll, Mailroom Clerks, Cafeteria Workers VP Operations, VP marketing, Plant Managers, Sales managers Purchasing Agents, Machine Operators, Assemblers, Shippers.
Each of the four organization forms in mintzbergs scheme depends on fundamentally different mechanism for coordiantion.
Coordianation Mechanism Standardize procedures and outputs Standardize professional skills and norms Direct supervision and control Mutual adjustment of ad-hoc teams
a) Mutual adjustment
b) Direct supervision
d) Standardization of outputd
e) Standardization of skills
f) Standardization norms
Machine bureaucracy Technocrats standardize procedures and outputs Professional organization Entrepreneurial startup Adhocracy Professional in the opening core ( e.g. doctors, professors) rely on roles and skills learned from years of schooling and indoctrination to coordinate their work Managers in the strategic apex directly supervise the work of subordinates Teams of professional from the operating core, support staff, and techno-structure rely on informal mutual adjustment to coordinate their efforts. In administrative adhocracies, the low-level operations maybe totally automated
entrepreneurial
adhocracy
and stroke. Choose a good date and location. Events held during or after another event. Check the conflicting events.
formats to increase participation. Make thank you gifts visible. Showcasing thank-you gifts increase interest and promotes fund raising. Promote the event to participants. Use flyers, posters, announcements, bulletin boards. Involve a student group.
thank-you gifts. Complete an event evaluation after the event. Distribute feedback form to evaluate the event.
Islamic perspective
And by those angels who arrange to do the commands