Mintzberg's Organizational Organization Analysis

3.1.4 ORGANISATIONAL ARRANGEMENT

From Mintzberg (1983, p.152) analysis, organizations are composed of five configurations and each configuration has six components.

 Operating Core: These are employees who execute the work related to the organization products and services.

 Strategic Apex: Top-Management workers (Coordinating Directors) responsible for the management of the organization.

 Middle Line: Directors who link the strategic apex with the operating core.

 Techno structure: Analyst who design, plan, change or train the operating core.

 Support Staff: Experts who provide support to the organization outsides of the operating core’s activities.

 Ideology: The practices and beliefs that make the organization unique.

There

188-196) :

Power, Role, Task and Person cultures. These different kinds are briefly explained.

 Power Culture are common in many small entrepreneurial organizations which fully depend on one central head who has gathered a small group of loyal people around him.

 Role Culture can be related to Mintzberg’s description of machine bureaucracy. The organization hinges on rules, procedures and rationality with no aim than making event predictable. Handy (1985, pp. 188-196) also pointed to the fact that there are factors that influences the kind of culture an organization can adopt.

 Task Culture can be seen as a job or process oriented where problem solving is seen as the major challenge for management and people do not refrain from risks

 Person Culture: In this case there is no distinction between a manager and employee; management is regarded as something which, unfortunately, needs to be done. The individual is the “central point”.

Deal and Kennedy (1982, pp. 108-123) also deduced four cultural types based on two dimensions:

a) The degree of risk inherent in an organizational decision

116; see also: Alvesson, 1993, p. 9). In this case, a metaphor allows an object to be perceived and understood from another object. Alvesson also described eight different metaphor types. Four of this metaphor type best describes FIRS’s culture:

o Culture as a clan: This metaphor emphasized that organizational cultures has the capacity to create a group of people who share a particular understanding of the world they live in. It defines a close-knit group of interrelated families. The FIRS group is tightly sticked together. From the Chairman way to the security personnel. A big family where Instructions flow from top to bottom flawlessly.

o Culture as social glue: this can be seen by the ability to take all individual parts and mend them together as a single vehicle moving the organization forward at the same acceleration. This is the true definition of tax revenue service. All units and departments work hand in hand as a team to achieve the set goals and