MINTZBERG'S THEORY ON ORGANISATIONS

　　MINTZBERG'S THEORY ON ORGANISATIONS

　　明茨伯格是全球管理界享有盛譽的管理學大師，經理角色學派的主要代表人物。本次，我們主要介紹一下明茨伯格關于組織結構方面的一些理論。

　　明茨伯格理論將組織結構分為5個部分，考慮到每各部分的相互協調作用，這五個部分分別是：

　　戰略頂點（strategic apex）

　　中間線（middle line）

　　操作的核心（operating core）

　　技術結構（techno structure）

　　支持人員（support staff）

　　戰略頂點（STRATEGIC APEX）

　　This element of the organisation is made up of directors and senior executives. Their role is to interpret or define the mission of the organisation and ensure that its objectives are consistent with this mission. The strategic apex is also responsible for managing the organisation's relationship with the macro-environment.

　　操作的核心（OPERATING CORE）

　　The operating core carries out the activities necessary to deliver outputs.

　　中間線（MIDDLE LINE）

　　This element provides the link between the strategic apex and the operating core. The role is partially one of interpretation, as the work of the operating core has to be consistent with the expectations and plans of the strategic apex. Simple, smaller organisations may not have a middle line at all.

　　技術結構（TECHNOSTRUCTURE）

　　The technostructure is made up of key individuals and teams working in functions such as human resources, training, finance and planning. Mintzberg states that there are several roles here. Analysers decide on the best ways to perform jobs and seek to standardise skills. Planners decide on outputs and define quality requirements.

　　支持人員（SUPPORT STAFF）

　　Support staff work in functions such as research and development, public relations and legal services. Their outputs do not contribute directly to the core purposes of the organisation, but their activities contribute to the efficiency and effectiveness of the strategic apex, middle line and operating core.

　　The relative influence of these elements to one another have a significant impact on the nature of the organisation. Mintzberg asserts that each element will have a preferred means of coordination. For example, the strategic apex will attempt to coordinate through direct supervision, and will be especially important in smaller organisations with simpler structures. The middle line seeks to standardise outputs, while the technostructure attempts to standardise work processes. The operating core will try to standardise skills.