Mintzberg’s Adhocratic Organization Structure

Mintzberg’s Adhocratic Organization Structure

Kerem Toker (Beykent University, Turkey) and Dilaysu Cinar (Beykent University, Turkey)
DOI: 10.4018/978-1-4666-4639-1.ch025
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Abstract

The importance of innovation for enterprises increases each passing day. As a result of globalization, enterprises are under intense competitive pressure. They have to make innovation for increasing \ market share or for protecting it. Non-innovative firms lose their customers and their existence faces a threat from other innovative actors in the market. Therefore, firms have to design their organization structure that encourage innovation. Mintzberg’s innovative organization structure is investigated in this chapter. Mintzberg's five-part organizational structure is described briefly in this chapter, and a case study, which is related to innovative (adhocratic) organization structure, is performed. Thus, its aim is to identify the diversity between theory and practice via of the theoretical knowledge. As a result of the study, a high degree of similarity between the application and Mintzberg’s theory, which is related to innovative organization structure, is identified.
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Background

Henry Mintzberg is handled to innovation in terms of whole organization and talked about innovative organizations. So innovation is not just a case of working on a few people in an organization, it has transformed into an organization structure. From this perspective, Adhocracy is the most widely used word with the innovation. Adhocracy also referred to as the opposite of bureaucracy, is the name given to structure that is encountered on the innovative organizations. Innovative organizations are also used in the same sense with adhocratic organizations.

For the first time put forward by Weber, bureaucracy is an organization form that are collected of hierarchy, authority, division of labor, written rules and correspondences (Koluman, 2010). The problem revealed by the bureaucracy is placement of persons to these strict categories and regulations, procedures and organizational charts connect them to past methods (Gore, 1993).

According to Dolan (2010), adhocratic structure is located between highly structured bureaucracies and low-level structured anarchic organization structure and it is in a close side to anarchism. Managers have a high level of technical and professional knowledge (Roodenburg, 2008). Adhocracy is defined as identifiable structures that various expertise fields (horizontal differentiation) are too much, superior control (vertical differentiation) is very low and low degree of formality and centralization (Altuntaş, 2007). Ad-hoc means “one-off”, “target”. It refers to the high organic structure. Teams can develop the ability to solve problems jointly on adhocratic structure, if information transfer between teams is productive. Adhocratic organization structure a structure that the exact opposite of the bureaucratic organizations. It refers to dynamic, entrepreneurial, innovative, creative, and flexible organizational environments. Organizational positions are temporary not permanent, so they aren’t considered important.

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