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Power dependency theory
Types of power: legitimate (power from position in firm, resources etc), coercive power (being able to reward or punish behaviour), expert power (having the most knowledge), referent power (personal characteristics)
Power in functions and departments
Financial resources, dependency on other functions to perform tasks, centrality the information you get and relations you have, your skills and coping with uncertainty.
Power struggles
Management: top management strives to centralise operations. Middle management strives to decentralize to get more power.
Operational technical core: strives to professionalise the business
Support tech: strives to standardise
Support admin: strives to collaborate
Mintzberg five structures
Model looking like lungs where top management is at top, middle managers implement everything in middle, operating core is at bottom and admin and technical support are lungs on both sides.
Simple structure: everyone in same level
Machine bureaucracy: structured with centralised
Divisinalised: divided into smaller companies with own responsibility
Professional bureaucracy: decentralized. Workers in control. Elaborate support staff.
Adhocracy: smaller company with knowledge workers. Adaptable
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