Identify Structural Configuration

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From my professional standpoint and years of research and literature to substantiate the claim that organizations exist to achieve goals, and that these goals are derived from strategic plans that are born from any one of Mintzberg’s five structural configurations. These goals are then given to the senior leaders of the organization to be further broken down into tasks that are discriminated to the departments that support the organization. Departments can be categorized as marketing, sales, advertising, and security, just to identify a few. Departments are linked to form the organizational structure, and of the Mintzberg’s five configurations the organization that I currently work for is a blend of professional bureaucracy, divisionalized form and adhocracy.
In my humble opinion and as an insider looking out I believe that my organization is a blend of these three structures. The professional bureaucracy component has the operating core at the center of the business, as it uses a standardization of skills, and employs both vertical and horizontal decentralization. The organization is relatively formalized but decentralized to provide autonomy to our professionals. In this capacity these professionals provide specialized services to both our internal and external clients. Each division or brand has its share of top management; middle managers; and line staff. The support staff consists of well over one hundred employees per division that work 24/7/365; they provide administrative, technical and maintenance support for the professional operating core. Innovation, branded environments, growth, collaboration and diversity are the goals of each of our divisions.
Since each brand is responsible for its own output, this is c...

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...., & Deal, T. 2008). Reframing organizations: Artistry, choice, and leadership San Francisco, CA: Jossey-Bass. ISBN: 9780787987985
Dailey, S. L., & Browning, L. (2014). Retelling Stories In Organizations: Understanding the functions of narrative repetition. Academy Of Management Review, 39(1), 22-43. doi:10.5465/amr.2011.0329
Levin, I., & Gottlieb, J. Z. (2009). Realigning Organization Culture for Optimal Performance: Six principles & eight practices. Organization Development Journal, 27(4), 31-46.
Mahal, P. (2009). Organizational Culture and Organizational Climate as a Determinant of Motivation. IUP Journal Of Management Research, 8(10), 38-51.
Muratović, H. (2013). Building competitive advantage of the company based on changing organizational culture. Economic Review: Journal Of Economics & Business / Ekonomska Revija: Casopis Za Ekonomiju I Biznis, 11(1), 61-76.

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