MINTZBERG'S THEORY ON ORGANISATIONS

　　MINTZBERG'S THEORY ON ORGANISATIONS

　　明茨伯格是全球管理界享有盛誉的管理学大师，经理角色学派的主要代表人物。本次，我们主要介绍一下明茨伯格关于组织结构方面的一些理论。

　　明茨伯格理论将组织结构分为5个部分，考虑到每各部分的相互协调作用，这五个部分分别是：

　　战略顶点（strategic apex）

　　中间线（middle line）

　　操作的核心（operating core）

　　技术结构（techno structure）

　　支持人员（support staff）

　　战略顶点（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.

　　中间线（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.

　　技术结构（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.

　　支持人员（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.