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A division, sometimes called a business sector or business unit (segment), is one of the parts into which a business, organization or company is divided.
Una división es un negocio, a veces llamada sector o unidad de negocio empresarial, 1 una de las partes en las que se divide un negocio, organización o empresa. Como unidad organizativa, es un elemento del plan de organización. Las divisiones son partes distintas de ese negocio.
- Types
- History
- Military Command and Control
- Operational and Informal
- Configurations of Organizational Structure According to Mintzberg
- Bibliography
Pre-bureaucratic structures
Pre-bureaucratic (entrepreneurial) structures lack standardization 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.[citation needed] They are usually based on tr...
Bureaucratic structures
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.” Bureaucratic structures have a certain degree of standardization. They are better suited for more...
Post-bureaucratic
The term of post bureaucratic is used in two senses in the organizational literature: one generic and one much more specific. 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 bureaucracy. This may include total quality management, culture management and matrix management, amongst others. None of these however has left behind the core tenets of Bureaucracy. Hierarch...
Organizational structures developed from the ancient times of hunters and collectors in tribal organizations through highly royal and clerical power structures to industrial structures and today's post-industrialstructures. As pointed out by Lawrence B. Mohr,the early theorists of organizational structure, Taylor, Fayol, and Weber "saw the importan...
There are correspondences between Mintzberg's organizational archetypes and various approaches to military Command and Control(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 infor...
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...
Parts of organization
Henry Mintzbergconsiders five main parts of organization: 1. Strategic apex(leaders of organization) 2. Middle line(managers of lower level) 3. Operating core(workers of lowest level, directly producing something or providing services) 4. Technostructure(analysts) 5. Support staff(helping other members of organisation to perform their function) An additional element is organisational ideology.
Mechanisms of coordination
Mintzberg considers six main mechanisms of coordination of work: 1. Mutual adjustment (without formal, standardized mechanisms) 2. Direct supervision (when one person, leader of organization, gives direct orders to others) 3. Standardization of work processes (based on the documents that regulate work and are produced by technostructure) 4. Standardization of outputs (only the results of work are regulated) 5. Standardization of skills (based on preparing the specialists outside the organizat...
Configurations of organizations
Mintzberg considers seven main configurations of organizational structure: 1. Entrepreneurial organization (strategic apex, direct supervision dominate) 2. Machine organization (technostructure, standardization of work processes dominate) 3. Professional organization (operating core, standardization of skills dominate) 4. Diversified organization (middle level, standardization of outputs dominate) 5. Innovative organization (support staff, mutual adjustment dominate) 6. Missionary organizatio...
Lawrence B. Mohr, Explaining Organizational Behavior. The Limits and Possibilities of Theory and Research., Jossey-Bass Publishers, 1982.
Una división es un negocio, a veces llamada sector o unidad de negocio empresarial, una de las partes en las que se divide un negocio, organización o empresa. Como unidad organizativa, es un elemento del plan de organización. Las divisiones son partes distintas de ese negocio.
A typical corporate structure consists of various departments that contribute to the company's overall mission and goals. Common departments include Marketing, Finance, Operations management, Human Resource, and IT. These five divisions represent the major departments within a publicly traded company, though there are often smaller ...
15 de feb. de 2023 · A divisional organizational structure is a system in which the business is divided into segments by product, market or geographies, whereas organizations are typically grouped by departments and job roles.
La Estructura Divisional es un modelo organizativo que se enfoca en dividir la empresa en diferentes divisiones o unidades de negocio, cada una con su propia estructura y estrategia. Cada división está enfocada en una actividad o producto específico, lo que permite a la empresa ser más eficiente y flexible en la toma de decisiones.
