Advanced Classical Primary Structure Models (M-Form)
Las formas organizativas múltiples-complejas (M-Form) se desarrollan para dar respuesta a los problemas de las formas unitarias para enfrentarse tanto al crecimiento y diversificación de sus actividades como a entornos cada día más complejos. La característica general es la ruptura de la rígida jerarquía y centralización propia de las formas anteriores. El problema más importante al que se enfrentan estas formas estructurales es equilibrar las ventajas de la descentralización con los mayores costes de coordinación, comunicación y control requeridos. En todos estos modelos la dirección general suele reservarse las tareas de asesoramiento y control financiero de las divisiones, y el mantenimiento de los objetivos globales.
The divisional structure
The main characteristics of the divisional structure are:.
The multidivisional structure can be defined following Mintzberg taking into account that its main coordination mechanism is the normalization of outputs, its fundamental part is the midline and its main design parameters are grouping based on the market, performance control systems and more or less limited vertical decentralization.
The divisional structure maintains the strategic apex. The middle line is made up of the division directorates, with the divisional groups being the ones who make up the operational core. There will be advisory staff for senior management and a small technostructure. In this model there must be a balance of power between the divisions that receive parallel vertical decentralization, the technostructure analysts who design the divisions' control systems, with selective horizontal decentralization and the central unit that retains strategic direction, and the functions that are considered to be best performed centrally.
The basic features of this type of structure are:
This model is typical of large, service and industrial companies, with diversification strategies, that is, multi-product, multi-process, multi-market, as well as multinational in many cases. This diversification makes the linear-staff model inefficient and forces the adoption of machine-like forms of bureaucratic functioning based on decentralized divisions, so that decision-making is facilitated and autonomy is allowed for each of the different activities that are carried out within the company.
The divisions are quasi-companies at the head of which there is a management team totally responsible for the results obtained, with its objectives, its resources and its basic functions, with decision-making capacity in almost all aspects that affect it, although some, such as finance or marketing, remain under the authority of the central unit.
Adhocracy
The main characteristics of the adhocracy model are:
The adhocracy model is actually an intermediate model, between the classic and virtual models. It lacks a defined structural form, on the contrary, it can rather take different forms depending on the needs of the moment. In this model, teamwork, its ability to adapt, motivation, participation and mutual adaptation are very important. Therefore, it is a completely organic structure, applicable to those organizations whose basic values are creativity and innovation. This structural configuration is capable of combining experts from different fields to form interdisciplinary teams to carry out innovative projects.
The parts of this model are the strategic apex and the operational core, this having a special characteristic, since it can be considered double, since the grouping is carried out by double criteria, functional and market.
The features that define this structural model are the following:
It is the typical model of recently created companies, made up of professionals from advanced technology sectors (examples such as Google or Pixar) and services to other companies or mature companies subject to redesign. Typical examples are consulting, engineering and project companies, advertising agencies, etc. They work in dynamic environments with sophisticated technical systems and intermittent processes, by order or by projects, that require multidisciplinary actions. Sometimes this way of acting appears in parts of the organization or organizational units, such as in project engineering R&D departments.
One of the most important advantages of this model is flexibility in the face of fluctuations in demand: when clients grow, more teams will be formed and when they decrease, they will be reduced. These increases and decreases do not influence the operation of active equipment, as they are independent of each other. Therefore, for them to be truly effective, they must have flexible personnel hiring systems, and may even subcontract some of the activities abroad.
Matrix model
The main characteristics of the matrix model are:.
The matrix model attempts to integrate the advantages of other models. If the functional model offers the advantage of specialization and the divisional model focuses on obtaining final results, an attempt is made to combine their advantages by avoiding the disadvantages of the conflict of objectives of the first and the high cost of the second.
Therefore, this model can be defined by the incorporation of two simultaneous departmentalization criteria when grouping the tasks that are carried out within the company.
As for the components of the structure, this type maintains only the strategic apex or general direction, and a double operational core, that is, the members of the structure are grouped by a double dimension. This means that tasks will depend on a double hierarchy, breaking the principle of unity of command. This will be an important source of conflict in organizations since when a subordinate has two superiors, the possibilities of conflict are important. This problem of dual authority is very difficult to solve, so we will have to compare the existence of this problem with the advantages that the level of creativity and innovation brings us.
Given its peculiar system of lateral relationships, the coordination mechanisms used are the normalization of skills, results and mutual adaptation.
The main variables that define this model are:
This model is applicable in two different situations, but always in situations where creativity and innovation are necessary. It is a model applicable at the time of company creation and when the company faces a very dynamic environment. However, companies are not affected in their entirety by highly complex environments, but this influence affects certain functions or parts of the company, which is why this structure is usually used for some activities or departments of the company such as the R&D department, or the production department of an advertising agency.
The advantages of this model are its creativity and its ability to deal with very dynamic environments. Another important advantage is its flexibility, since it allows the incorporation of new projects and therefore the expansion of the structure without influencing the behavior of the existing ones, just as happens when one of the projects ends and disappears from the structure without affecting the behavior of the rest.