SPH-T 333 Chapter Notes - Chapter 5: Technostructure, Adhocracy, Kinesiology
Chapter 5 textbook notes
• Typology – characterized by a number of mutually complementary or at least simultaneously
occurring attributes
• Taxonomy - empirically constructed classification
Mintzberg configurations
Parts of the organization
• Operating core – basic employees that are necessary for producing the organizations products
or services. At a Cannondale Bikes they are the people that assemble the bikes
• Strategic apex – senior managers
• Middle line – managers who join the strategic apex and the operating core (middle man)
• Technostructure – analysts responsible for designing the systems that standardize work and the
outputs of the sport organization. Industrial engineers who manage inputs. Accountants and
planners who manage outputs
• Support staff – provide support to the organization. Everyone else, equipment managers etc
5 Methods of coordination
• Direct supervision – one individual in the organization gives the orders to everyone
• Standardization of work – work that is to be carried out is determined by someone else. Jacket
manufacturer makes the jackets but the jacket designers are the ones who give them what to
make
• Standardization of outputs – results of the work are specified but not told how to get there.
CEO tells managers to get sales up 10 percent and leaves it up to the managers to figure out
how.
• Standardization of skills – skills are standardized through programs designed to ensure the
coordination and control of the works process. When an injured athlete enters a clinic the
doctor has been trained to deal with the situation and assess the injury and the treatment
required
• Mutual adjustment – the coordination of work is achieved through informal communication. A
group of sport management professors who plan a training workshop for local entrepreneurs in
the sport industry to help them succeed in the sports industry
Design types
Simple structure
• Examples: Outdoor Sports Center, local swim club, small voluntary groups
• Simple structure – typically simple structure has little or no technostructure and few support
staff, no real middle line and a loose division of labor. Low levels of formalization and heavily
relies on planning and training devices
• Structure is flat and everyone reports to the strategic apex
• Coordination is achieved through direct supervision
• Advantages – flexibility because of direct supervision, goals are easy to communicate, decisions
made in strategic apex are easy to find out
find more resources at oneclass.com
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Document Summary
Typology characterized by a number of mutually complementary or at least simultaneously. Chapter 5 textbook notes occurring attributes: taxonomy - empirically constructed classification. Parts of the organization: operating core basic employees that are necessary for producing the organizations products or services. Accountants and planners who manage outputs: support staff provide support to the organization. 5 methods of coordination: direct supervision one individual in the organization gives the orders to everyone, standardization of work work that is to be carried out is determined by someone else. Jacket manufacturer makes the jackets but the jacket designers are the ones who give them what to make: standardization of outputs results of the work are specified but not told how to get there. When an injured athlete enters a clinic the doctor has been trained to deal with the situation and assess the injury and the treatment required: mutual adjustment the coordination of work is achieved through informal communication.
