Henry Mintzberg sketched five organization types for the classification of organizations (single structure, machine bureaucracy, professional organization, section structure and Adhocratie). The individual types differ on the basis the development of the five parts of an organization. These are: the strategic point, the center line, the Technostruktur, the Hilfsstab and the operational core. More to this topic: Configuration of Mintzberg

The name "“Adhocratie"” is derived from latin ad hoc, which one can translate with "“from the moment"” or somewhat more freely with "“particularly for this purpose production"”. Mintzberg calls this form the most modern, since she exhibits the largest innovation potential and the largest flexibility.

Characteristics

Contrary to the other organization forms the Adhocratie does not have a dominating organizational element, it therefore gives a decentralization of the power, which is to be brought compared with the other models not further with a certain place in the organization in connection.

As logical consequence of this fact one can state that there is a strong stress on specialized knowledge within a Adhocratie. In its execution the Adhocratie is therefore quasi a grouping of experts in functional and/or market-focused units.

A basic role plays thereby the mutual agreement among themselves. "„The use from Kontaktinstrumenten to the promotion of the mutual agreement as priority co-ordination mechanism "“is used therefore strengthened.

Further organization parameter are after Mintzberg the organic structure (i.e. it gives almost no standardized expirations of behavior and/or behavior formalizing) as well as horizontal task specialization on the basis training.

All these design principles affect now, as previously mentioned, positively the innovation potential of an organization, since the expiration of reaction is on changing and/or complex environmental condition clearly more flexible and faster than that one from organization forms, which are coined/shaped by standardisation.

One differentiates into operational, which innovations and problem solutions in the customer order develop, and administrative Adhocratie, which accomplishes projects in the self-interest. In the latter case it to a strict separation between the operational and the administrative range of the enterprise come - the Adhocratie dedicates itself thereby exclusively to the administrative part, whereby a particularly important role comes to the Hilfsstab.

Pro and cons

The largest advantage surely is in high innovativeness and with it overlapping the problem solution potential, which holds a Adhocratie (see above). By the decentralization a high measure of motivation is given power and the participation possibility for each member, following from it.

Large weakness of the Adhocratie is their instability: The flowing and partly unclear adhokratischen structures often cause the urge with their members according to more definitions, which leads then again to a

In economic situation-weak phases, in the case of being missing orders etc., a Adhocratie besides fast to the edge of its existence is led, since it causes a much higher communication expenditure and thus costs.

Ranges of application

The Adhocratie applies its in those within ranges the strengths of this structure from high necessity is. There is this areas like the consulting nature, the advertising industry as well as the research generally senses. Within all these ranges the customers need innovative and individual solution for their orders and/or problems - the Adhocratie the effizientste variant for it is as already several times mentioned.

Likewise to application she comes into industries, which are coined/shaped by a strong complexity additionally and make from complicated technical systems use. An example for this would be for instance space travel.

Adhocratien are brought also numerously in the form of projects (see project organization) and working groups into being. Adhocratien very often develop therefore as "„a by-product of "“other organization forms.

Differently around Adhocratien can be seen regarded in addition, "„in connection with early stages in the development of organizational structures "“.

Literature

• Oskar green: "“Organization"”. In Scheuch, F. (Hrsg.): "“General management economics"”, Vienna 1990
• Helmut Kasper, Wolfgang Mayrhofer (Hrsg.): "“Personnel management, guidance, organization"”. 3. Aufl. lime tree publishing house, Vienna 2002, ISBN 3-7073-0430-2.
• Henry Mintzberg [over.: Helga "“The Mintzberg structure, organizations arrange more effective"”. Verl. * Modern industry, Landsberg/Lech 1992, ISBN 3-478-31470-4

Related links

• Organisational structures (pdf)

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• UCL /PSP - Study Programme : FOPA2201
  Characteristics of the educational organisations : bureaucratic, professional logics, "adhocratie", loosely coupled system (Weick); ...