Mitzberg’s Organizational Types

 Mintzberg proposed that the five parts could fit together in

any type of organization
 In real-life organizations, the five parts are interrelated and
often serve more than one function
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Strategy Direction and Organization
Design

Organizational
goal - a desired
state of affairs
that an
organization
attempts to reach

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Approaches to Measuring
Organizational Effectiveness

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Four Approaches to
Effectiveness Values

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Horizontal Coordination and Linkages

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Framework for Assessing
Environmental Uncertainty

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Contingency Framework for Uncertainty and
Organizational Responses

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A Framework for
Interorganizational Relationships

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Three Mechanisms for
Institutional Adaptation

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Fitting Organization Structure to
International Advantages

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Flexible Manufacturing Technology
vs. Traditional Technologies

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Framework for Department Technologies

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Coordination for Interdependence

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Evolution of Organizational
Applications of Technology

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Major Perspectives of the
Balanced Scorecard

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Strategy Map for Performance Management

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Two Approaches to
Knowledge Management

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Organizational Life Cycle

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Three Organizational
Control Strategies

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Stages of Decline and the Widening
Performance Gap

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Characteristics of
Values-Based Leaders

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Successful Change Elements

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Horizontal Coordination
for Innovation

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Dual-Core Approach to
Organization Change

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The Change Curve

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 Techniques for Change Implementation

1. Establish a sense of urgency for change

2. Establish a coalition to guide the change
3. Create a vision and strategy for change
4. Find an idea that fits the need
5. Develop plans to overcome resistance
6. Create change teams
7. Foster idea champions
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Techniques for Overcoming Resistance

1. Alignment with needs and goals of users

2. Communication and training
3. An environment with psychological safety
4. Participation and involvement
5. Forcing and coercion

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Constraints and Tradeoffs
During Nonprogrammed Decision Making

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Carnegie Model

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The Incremental Decision Model

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Contingency Framework for
Using Decision Models

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Strategic Contingencies That Influence Horizontal
Power among Departments

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