Page 19 - The Handbook for Quality Management a Complete Guide to Operational Excellence

6 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s O r g a n i z a t i o n a l S t r u c t u r e s 7

Figure 1.1 The six basic parts of the organization (Mintzberg and Quinn, 1991).

structure: the strategic apex. The middle line consists of management per-
sonnel who deploy the policy and plan to the operating core (at the bottom
of the structure). Technological expertise and support are provided by
groups of professionals not directly involved in operations. The entire orga-
nization is held together by a common set of beliefs and shared values
known as the organization’s ideology. Figure 1.1 illustrates these ideas.

The Functional/Hierarchical Structure
The traditional organization that results from the above view of the orga-
nization is the functional/hierarchical structure. This is a command and
control structure with ancient military origins. In this type of organiza-
tion, work is divided according to function, for example, marketing, engi-
neering, finance, manufacturing, etc. A stratum within the organization is
given responsibility for a particular function. Work is delegated from top
to bottom within the stratum to personnel who specialize in the function.
An example of the traditional functional hierarchical organization chart is
shown in Fig. 1.2.
A key component of the hierarchal structure is its command and control
elements, facilitated by the theories of scientific management developed by
Frederick Taylor. Taylor believed that management could never effective ly
control the workplace unless it controlled the work itself, that is, the specific

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