STRATEGIC BUSINESS ANALYSIS

ORGANIZING AND ENABLING SUCCESS

INTRODUCTION

Organizations exist to achieve set goals. Successful organizations are those that have
figured out the best way to integrate and coordinate key internal and external elements and
relationships. They understand the importance of reviewing and redesigning their structures
on an ongoing basis. Organizations can be structured in various ways, with each structure
determining the manner in which the organization operates and performs. Each organization
have their own organizational structure which aligns and relates parts of an organization so it
can achieve its maximum performance. But it should be noted that in an organization there is
no one right organizational configuration and it is up to the managers to determine exactly
what kind of structure is going to be the most effective based on the market and set goals of a
particular organization. The Mintzberg’s Organizational Configurations can assist business
owners and managers to recognize exactly how they should be setting up their operation
based on what they are trying to accomplish.

LEARNING OBJECTIVES

At the end of this lesson, you should be able to:

1. Advise on how the organization can be structured to deliver a selected strategy.
2. Explore generic processes that take place within the structure, with particular emphasis on
the planning process.
3. Discuss how internal relationships can be organized to deliver a selected strategy.
4. Discuss how external relationships (outsourcing, strategic alliances, networks and the
virtual organization) can be structured to deliver a selected strategy.
5. Explore (through Mintzberg’s organizational configurations) the design of structure,
processes and relationships.

PRESENTATION OF LEARNING CONTENT

1. Organizing for success

1.1 Strategy implementation

After a strategic position analysis has been undertaken, available strategies have been
evaluated and the preferred strategies have been selected, the selected strategies must be
implemented. Achieving strategic objectives requires successful strategy implementation.
Strategy implementation takes the form of day-to-day actions and relationships. Three
aspects of strategy implementation are:
a. organization structure, including the organization of processes and relationships
b. managing strategic change

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c. implementing strategy through a combination of intended strategy and emergent

strategy.

1.2 Organization structure

Organization structure is an aspect of strategy implementation. Strategy is

implemented through actions, and actions are planned and controlled through the management
and decision-making structure within the entity.
Organization structures differ between entities. The organization structure for an
entity should be appropriate for the size of the entity, the nature of its operations, and what it
is trying to achieve. Most important, the organization must enable the entity to develop plans
and implement them effectively.
There are several different types of organization structure. Within a single entity,
particularly a large entity, there might be a mixture of different organization structures, with
different structures in different parts of the entity.
From a strategic perspective, however, the key question is: ‘What is the most
appropriate structure for a particular entity that will help it to achieve its strategic objectives
in the most efficient way?’
Organization structures for multinational and global entities were described in an
earlier chapter. You should also be familiar with the following basic structures that might
exist within any entity or part of an entity:
 entrepreneurial organization structure
 functional structure
 a divisional structure
 a matrix organization.

Entrepreneurial Organization

An entrepreneurial organization is an entity that is managed by its entrepreneurial

owner. The main features of an entrepreneurial organization are usually that:
a. the entrepreneur takes all the main decisions, and does not delegate decision
making to anyone else
b. the entity is therefore organized around the entrepreneur and there is no formal
management structure
c. operations and processes are likely to be simple, and the entity will probably sell
just a small number of products or services.

An entrepreneurial structure is appropriate when an entity is in the early phase of its

life. As it grows larger, however, an entrepreneurial structure will become inefficient, and a
formal management structure is needed.

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Advantages
 Very quick decision making
 Staff know who the boss is
 Manager can make decisions without consulting staff

Disadvantages

 Difficult to use in large businesses

 Managers has massive workload
 Demotivated staff due to lack of involvement

Functional organization structure

A functional structure is usually the next stage in the development of the organization
structure of a growing entity. In a functional organization structure, decision-making authority
is delegated in a formal structure divides arrangement, and responsibilities are divided
between the managers of different activities or functions.
A functional structure divides the organization into departments based on their
function. Each is headed by a functional manager and employees are grouped as per their role.
Functional managers have experience in the roles they supervise. This ensures that employees
are using their skills effectively. It helps organizations in achieving their business objectives.
The functional organization structure is suitable for a business dealing with
operations, like manufacturing industries.
Advantages
 Employees are grouped by their knowledge and skills, allowing them to achieve
high performance.
 Their roles and responsibilities are fixed, facilitating easy accountability for the
work.
 The hierarchy is clear. This reduces the number of communication channels.
 Communication is frictionless within the department.
 Work is not duplicated as all departments have defined responsibilities.
 Employees feel secure; they perform well without fear.
 Because of job security, employees tend to be loyal to the organization.
 Employees have a clear career growth path.
 Cooperation is excellent within the department.

Disadvantages
 Employees may feel bored because of repetitive work. This monotony causes
loss of enthusiasm.
 Conflicts may arise if the performance appraisal system is not properly managed.
A highly skilled employee costs more.
 The departments have a self-centered mentality. Functional managers pay more
attention to their own departments and ignore others’ interests.
 Communication is weak among the departments. This causes poor inter-
department coordination, affecting flexibility and innovation.
 There is a lack of teamwork among different departments.
 Employees may have little concern about events outside their group.
 The functional structure is rigid and adapting to changes difficult and slow.

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 Decision making is slow due to the bureaucratic hierarchy.

 Functional managers can make decisions without consulting team members. This
is not good for the organization.
 Personal bias may affect employee morale. For example, an employee may feel
demoralized when a low-performing employee is promoted.
 When the organization becomes larger, functional areas can become challenging
to manage. Each department may start behaving like a small company with its
facilities.
 Functional departments may be distracted by departmental goals, rather than
organizational goals.
 Employees do not learn any new skills and their roles don’t change often.

Divisional organization structure

As entities grow still further, and develop their business operations into different
product-markets, a divisional structure might become appropriate. A division is an area of
operations, defined by:
a. markets in different geographical areas (for example, the European and the
North American divisions).
b. different products (for example the bus division and the rail division of a
transport company).
c. different customers (for example, industrial products and consumer
products).

A division might be a strategic business unit of the entity (group). Each division has
its own functional departments, such as marketing and sales, operations (production),
accounting and finance, and so on.
Authority is delegated from head office to the divisional management (led perhaps by
a divisional managing director), and responsibility for the implementation of product-market
strategy is mainly at divisional level.
Head office retains overall control, and there may be some head office functions
providing support services to all the divisions, such as corporate strategy, IT and research and
development.

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Advantages
 Flexibility – divisions can be closed or created to respond to changes in
organisational strategy.
 Specialist expertise is built up relating to a particular product or market segment.
 Managers of divisions have a greater personal interest in the strategy for their
own division.
 The enabling of performance management (and hence control) of businesses by
head office from a distance.
Disadvantages
 High central management costs.
 Duplication of effort with all functions represented within divisions.
 Vertical barriers between divisions that may prevent information sharing and co-
operation between divisions.
 Strategic management can be a complex hierarchical process.

This structure allows for much more autonomy among groups within the
organization. One example of this is a company like General Electric. GE has many different
divisions including aviation, transportation, currents, digital and renewable energy, among
others.

Under this structure, each division essentially operates as its own company,
controlling its own resources and how much money it spends on certain projects or aspects of
the division.

Matrix organization structure

Some entities have developed a matrix organization structure for some of their
activities. The matrix organization originated in the 1950s and 1960s, in entities where it was
recognized that different functions within the entity needed to work closely together.
Horizontal relationships across different functions were as important as the ‘traditional’
reporting relationship within functions.
Matrix organizations and project organization structures were both first used in the
defense and aerospace industries, where companies were required to carry out major projects
for customers, such as building a quantity of aircraft for a government customer.
The challenge was to complete projects on time and on budget. However, the
traditional functional structure within the construction companies meant that no one was
responsible for the project as a whole. A matrix organization or project management
organization was introduced to overcome the problem.

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a. Project managers were appointed with overall responsibility for

individual projects. Project managers had to organize the efforts of
individuals in all the different functions.
b. At the same time, functional managers such as management of
engineering, production and sales and marketing, retained their decision-
making authority.

In this way, a dual command structure was created. In a matrix organization, the
traditional vertical command structure has an overlay of horizontal authority or influence.
A matrix organization has been defined as: ‘any organization that employs a multiple
command system that includes not only a multiple command structure but also related support
mechanisms and an associated organizational culture and behavior pattern’ (Davis and
Lawrence 1977).
The difference between a matrix organization structure and a project organization is
that with a project organization, the project management comes to an end when the project
ends. With matrix organization, the matrix structure of authority and command is
permanent.

In the diagram above, the person shown is a quality control expert and is responsible
to the quality control manager for technical aspects of the job, maintaining quality systems and
so on.
The person is also responsible to the manager of Project B. That manager will be
concerned with completing the project on time, within the cost budget and to the proper
standard.
Obviously conflicts can arise: the project manager might want to skip some tests to
make up time, but the quality control department won’t want to do that. Both can put the
employee under some pressure. However the matrix structure should allow the employee to
ask the two managers to discuss the problem, as it is plain that they are both involved.
Overall, matrix structures should:
a. encourage communication
b. place emphasis on ‘getting the job done’ rather than each manager defending his
or her own position.
c. be suitable for fairly large number of different functions.

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Advantages
 It offers greater flexibility. This applies both to people, as employees adapt more
quickly to a new challenge or new task, and develop an attitude which is geared
to accepting change; and to task and structure. Flexibility should facilitate
efficient operations in the face of change.
 It should improve communication within the organization.
 Dual authority gives the organization multiple orientation so that functional
specialists do not get wrapped up in their own concerns.
 It provides a structure for allocating responsibility to managers for end-results. A
product manager is responsible for product profitability, and a project leader is
responsible for ensuring that the task is completed.
 It provides for inter-disciplinary cooperation and a mixing of skills and expertise.

Disadvantages
 Dual authority threatens a conflict between managers. Where matrix structure
exists, it is important that the authority of superiors should not overlap and areas
of authority must be clearly defined. Subordinates must know to which superior
they are responsible for each aspect of their duties.
 One individual with two or more bosses is more likely to suffer role stress at
work.
 It is sometimes more costly – e.g. product managers are additional jobs which
would not be required in a simple structure of functional departmentation.
 It may be difficult for the management to accept a matrix structure. It is possible
that a manager may feel threatened that another manager will usurp his or her
authority.
 It requires consensus and agreement which may slow down decision-making.

1.3 Span of control

The span of control refers to the number of people who directly report to a manager in
a hierarchical management ‘command’ structure. There are two extreme shapes:
a. Tall-narrow. In this type of structure, each manager has a small number of
subordinates reporting directly to him. As a result, in a large organization, there are
many layers of management from the top down to supervisor level. The span of
control is narrow, and the shape of the organization structure is tall, because of the
many layers of management.
b. Wide-flat. In this type of structure each manager has a large number of subordinates
reporting directly to him. As a result, even in a large organization, there are only a
few layers of management from the top down to supervisor level. The span of control
is wide, and the shape of the organization structure is flat, because of the small
number of management levels.

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Wider and flatter organization structures have replaced tall bureaucratic structures in
many organizations. The reasons why wide-flat organizations are often preferred are as
follows.
a. Wide-flat structures are more suitable to rapidly-changing business environments,
where entities must respond to changes quickly and with flexibility. An organization
in which information travels quickly and decisions can be made quickly is more
appropriate in these circumstances that a structure that is more formal and
hierarchical.
b. Cost savings. It has been argued that in a tall-narrow organization, managers spend
too much time managing each other, instead of adding value. If middle managers do
not add value, they should be eliminated from the organization structure.

2. Internal and External Relationships

Organizational relationships and implementing strategy

Plans are put into action by the coordinated efforts of many individuals and groups
within the entity. The way in which plans are implemented depends on:
a. the nature of internal relationships: these are relationships between different parts
of the organization
b. the nature of external relationships: in many entities a significant amount of work
is done by other entities and individuals who are external to the entity and not a
part of it.

2.1 Internal relationships: centralization versus decentralization

An important aspect of internal relationships is the extent to which decision-making
is centralized, so that major planning decisions are made (and implemented) by ‘head office’,
or decentralized.
a. In a centralized organization, senior management retain most (or all) of the authority
to make the important decisions.
b. In a decentralized organization, the authority to take major decisions is delegated to
the management of units at lower levels in the organization structure, such as SBU
managers, and divisional managers.

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The choice between a centralized and a decentralized organization depends to some

extent on the preference of senior management. However, the size and complexity of the
entity also influence the extent to which decision-making, planning and control are
centralized or decentralize (‘devolved’). It is difficult to control a large and complex entity
from head office, without delegating substantial amounts of authority to divisional managers.

Advantages of centralization are as follows:

a. Decisions by management are more likely to be taken with regard for the corporate
objectives of the entity as a whole. There is a very strong argument in favor of making
strategic decisions centrally.
b. Decisions by management should be coordinated more effectively if all the key
decisions are taken centrally.
c. In a crisis, it is easier to make important decisions centrally.

Advantages of centralization:

Advantage Comment

Control Senior management can exercise greater control over the

activities of the organization and coordinate their subordinates
or sub-units more easily.
Standardization Procedures can be standardized throughout the organization.

Corporate view Senior managers can make decisions from the point of view of
the organization as a whole, whereas subordinates would tend
to make decisions from the point of view of their own
department or section.

Balance of power Centralized control enables an organization to maintain a

balance between different functions or departments.
Experience counts Senior managers ought to be more experienced and skilful in
making decisions.
Lower overheads When authority is delegated, there is often a duplication of
management effort (and a corresponding increase in staff
numbers) at lower levels of hierarchy.

Leadership In times of crisis, the organization may need strong leadership

by a central group of senior managers.

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Advantages of decentralization/devolution of authority:

Advantage Comment
Workload It reduces the stress and burdens of senior management.

Job It provides subordinates with greater job satisfaction by giving

them more say in making decisions which affect their work.

Local knowledge Subordinates may have a better knowledge than senior

management of ‘local’ conditions affecting their area of work.
Flexibility and speed Delegation should allow flexibility and a quicker response to
changing conditions. If problems do not have to be referred up a
scalar chain of command to senior managers for a decision,
decision-making will be quicker.

Training Management at middle and junior levels are groomed for

eventual senior management positions.

Control By establishing appropriate sub-units or profits centres to which

authority is delegated, the system of control within the
organization might be improved.

2.2 External relationships

An entity might use external relationships to deliver a particular strategy. These are
relationships with other entities, or with individuals who are not a part of the entity but are
external to it. External relationships may take the form of:
a. strategic alliances
b. value networks
c. outsourcing of functions
d. virtual organization

Strategic Alliance

Strategic alliances can take many forms, from loose informal agreements,
partnerships and formal joint ventures to contracting out services to outside suppliers.
Strategic alliances are co-operative business activities, formed by two or more separate
organizations for strategic purposes. Ownership, operational responsibilities, financial risks
and rewards are allocated to each member, while preserving their separate identity and
autonomy. Strategic alliances are long-term collaborations bringing together the strengths of
two or more organizations to achieve strategic goals.
For example, IBM formed links with Ricoh for distribution of low-end computers.
This allowed them to move into the Japanese market quickly, inexpensively and with a
relatively high prospect for success.

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Alliances can also help result in improved access to information and technology.
Some organizations form alliances to retain some of the innovation and flexibility that is
characteristic of small companies. They are balancing bureaucracy and entrepreneurship by
forming closer working relationships with other organizations.
Strategic alliances may be used to extend an organization's reach without increasing
its size. Other alliances are motivated by the benefits associated with a global strategy,
especially where the organization lacks a key success factor for some market. This may be
distribution, a brand name, a selling organization, technology, R&D or manufacturing
capability. To remedy this deficiency internally would often require excessive time and
money.

Outsourcing
An entity does not need to carry out operations itself. Instead, it can outsource work
to a sub-contractor.
Outsourcing is common in certain industries, such as the construction industry. It is
also common to outsource ‘non-core’ activities, such as the management of the entity’s fleet
of motor vehicles, security services, some IT work and some accountancy work (for example,
payroll operations).
The size of an entity, and its organization structure, will depend to some extent on
how much of its operational activities it chooses to outsource.

The reason for outsourcing:

Outsourcing is consistent with the view that an entity achieves competitive advantage
by concentrating on its core competencies. It does not achieve competitive advantage doing
work that can be done just as well – if not much better – by another entity.
a. The entity should therefore focus activities within the entity on core competencies,
with the aim of gaining more competitive advantage in these core areas.
b. The entity should outsource work to entities that have core competencies in these
areas of work. They should be able to add value more effectively than the entity
would if it were to carry out the work internally instead of outsourcing it.
c. The outsourced work might require specialist skills that the entity cannot employ
internally, because it cannot offer enough work or a career structure to full-time
specialists. It therefore outsources its specialist work to specialist firms.

Problems with outsourcing:

A potential problem with outsourcing is the loss of control over the outsourced
activities. This can be significant when something goes wrong, and action performance does
not meet expectations.
For example a company might outsource its IT work and might commission a
software company to write some new software. The software, when written, might not
function properly. The problem is then to manage the external relationship with the software
company, to find a satisfactory solution to the problem.

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Advantages

 The main perceived benefit of outsourcing is reduced cost. Using external services can
be much cheaper than employing in-house IT staff and not using them fully or
efficiently.
 It is used to overcome skills shortages. For example, the IT function of the organization
may not have all the resources necessary to carry out the full range of activities
required, or requirements of the organization might not justify an in-house IT
department, particularly in the areas of systems development. Facilities management
specialists will have a larger pool of technical staff than the organization.
 Outsourcing can bring flexibility. Using external providers allows an organization to be
flexible in its choice of services and it can buy in services as and when it needs them.
 It is argued that outsourcing allows organizations to focus on their core skills and
activities where they have a clear competitive advantage, and sub-contract non-core
activities. Outsourcing frees up management time, and allows management to
concentrate on those areas of the business that are most critical. However, defining core
activities can be problematic. Different definitions include the following activities:
o activities critical to the performance of the organization
o activities that create current potential for profits and returns (or non-financial benefits,
in the case of public sector organizations)
o activities that will drive the future growth, innovation or rejuvenation of the
organization.
 Outsourcing is not without risks as there is no direct management control over the
organization providing the services.

Disadvantages

 Dependency on supplier for the quality of service provision. When a company cedes
control to a single supplier, it becomes dependent on the quality of the supplier's skills,
management, technology and service know-how.
 A risk of loss of confidentiality, particularly if the external supplier performs similar
services for rival companies.
 Difficulties in agreeing and enforcing contract terms.
 The length of contract (the risk of being 'locked in').
 Lost in-house expertise and knowledge.
 A loss of competitive advantage (if the function being outsourced is a core competence,
they must not be outsourced).
 Outsourcing might be seen by management as a way of off-loading problems onto
someone else, rather than as a way of managing them constructively.

The virtual organization

The virtual company or virtual organization does not have an identifiable physical
existence, in the sense that it does not have a head office or operational premises. It might not
have any employees.
A virtual organization is operated by means of:
a. IT systems and communications networks – normally telephone and e-mail
b. business contacts for outsourcing all operations.

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Example

Many small businesses operate as virtual organizations. For example, a house

builder might operate his business from his home. When asked to build a new house,
he can hire all the labor – skilled and unskilled – that he needs to do the work,
supervise it and check it. He can employ a firm of accountants to deal with the
invoicing and payments. The builder does not need an office, or full-time employees.
His core competence is his personal skill and experience, which he should use to give
his firm its competitive advantage over rival house builders.

In the same way, there is no reason why a larger business should not be operated as a
virtual company. For example, a company that sells branded footwear could operate as a
virtual company, using its brand name as its major core competence. It could outsource all its
value chain and support activities. Manufacture could be outsourced to producers in
developing countries, warehousing companies could be used to hold inventories. A network
of self-employed sales representatives might be used to sell the footwear into retail
organizations, and marketing activities might be outsourced to producers in developing
countries, warehousing companies could be used to hold inventories. A network of self-
employed sales representatives might be used to sell the footwear into retail organizations,
and marketing activities might be outsourced to an external agency.
One person, or a small number of individuals, can operate a virtual organization and
indirectly control the actions of many ‘external’ entities and individuals.
A key to a successful virtual organization is the successful management of all the
different external relationships, and successful co-ordination of their activities.

3. The Most Appropriate Organization Structure – Mintzberg’s Organizational

Configurations

3.1 Mintzberg’s five building blocks for organizational configurations

Mintzberg argues that an organization structure exists to co-ordinate the activities

of different individuals and work processes, and to implement plans into action. The
nature of the organization structure varies with differences in processes and internal and
external relationships. He suggested that there are five elements or ‘building blocks’ in an
organization. The way in which an entity is organized most effectively depends on which of
these elements is dominant.

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These five elements are shown in the diagram below.

The five components:

Components Explanations
Strategic apex  This is the top management in the organization.
 When the strategic apex is powerful, the organization is
entrepreneurial. The leaders give the organization its sense
of direction and take most of the decisions.
Operating core  This represents the basic work of the organization, and the
individuals who carry out this work.
 Some organizations are dominated by their operating core,
where the basic ‘workers’ are highly-skilled and seek to
achieve proficiency in the work that they do. Examples
might be schools, universities, and hospitals, where the
teachers and doctors can have an exceptionally strong
influence.
Middle line  These are the managers and the management structure
between the strategic apex and the operating core.
 When the organization is divisionalized and local
managers are given extensive authority to run their own
division in the way that they consider best, the middle line
is dominant.
Support staff  These are the staff who provide support for the operating
core, such as secretarial staff, cleaning staff, repair and
maintenance staff, IT staff and so on.
Technostructure  These are staff without direct line management
responsibilities, but who seek to standardize the way the
organization works. They produce procedures and systems
manuals that others are expected to follow.
 When the technostructure is dominant, the organization
often has the characteristics of a bureaucracy, with
organizing, planning and controlling prominent activities.
The organization continually seeks greater efficiency.

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3.2 Mintzberg’s six organizational configurations

Mintzberg identified six different organizational configurations, each having a

different mix of the five building blocks. He suggested that the most suitable organizational
configuration would depend on the type and complexity of the work done by the entity. The
six configurations are:
a. simple structure
b. machine bureaucracy
c. professional bureaucracy
d. divisionalized form
e. adhocracy
f. missionary organization

Simple structure
This is found in an entrepreneurial company. The strategic apex exercises direct control
over the operating core, and there is no middle line. There is also little or no support staff or
technostructure. The strategic apex might be an owner-director of the company. This type of
structure is very flexible, and can react quickly to changes in the environment, because the
strategic apex controls the operating core directly.

Machine bureaucracy
In a machine bureaucracy, the technostructure is the dominant element in the
organization. The entity is controlled and regulated by a bureaucracy and the emphasis is on
control through regulation. It is difficult for an entity with this type of organization to react
quickly to environmental change. This structure is therefore more suitable for entities that
operate in a stable business environment.

Professional bureaucracy
In this type of structure, the operating core is the dominant element. Mintzberg gave the
name ‘professional bureaucracy’ to this type of structure because it is often found in entities
where the operating core consists of highly-skilled professional individuals (such as
investment bankers in a bank, programmers in a software firm, doctors in a hospital,
accountants and lawyers in a professional practice, and so on).

Divisionalized form
In this type of structure, the middle line is the dominant element. There is a large group
of powerful executive managers, and the organization structure is a divisionalized structure,
each led by a divisional manager. In some divisionalized structures, divisional managers are
very powerful, and are able to restrict the influence of the strategic apex on decision-making.

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Adhocracy
Mintzberg identified a type of organization that he called an ‘adhocracy’. This is an
organization with a complex and disordered structure, making extensive use of teamwork and
project-based work. This type of organization will be found in a complex and dynamic business
environment, where innovation is essential for success. These organizations might establish
working relationships with external consultancies and experts. The ‘support staff’ element can
therefore be very important.
Missionary organizations
In this type of organization, all the members share a common set of beliefs and values.
There is usually an unwillingness to compromise or accept change. This type of organization is
only appropriate for small entities that operate in simple and fairly static business
environments.

Differences between the six organizational configurations

The differences between the six organizational configurations are summarized below.
Note in particular how each configuration is likely to be suitable for different types of
business environment and different types of organizational relationships. The main
controlling and coordinating factor within each type of configuration also differs.

Business Internal features Key Main

environment organizational coordinating
element factor
Simple Simple and Small entity, Strategic apex Direct control by
structure dynamic strategic apex
simple tasks

Machine Simple and Large and well Technostructure Standardized

bureaucracy static established. procedures
Regulated processes and
systems.

Professional Complex but Simple processes. Operating core Standardization of

bureaucracy static Control by professionals skills

Divisionalized Fairly static. Large and well Middle line Standardization of

form established. outputs
Diverse
activities Divided activities

Adhocracy Complex and Complex tasks. Support staff or Flexibility and

dynamic operating core adaption
Young entity

Missionary Simple and Simple systems. - Standard beliefs

organization static and values
Fairly well established
(not young)

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REFERENCES

 https://pmstudycircle.com/2012/08/what-is-a-functional-organization-structure/
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0Chapter%208.aspx
 http://www.free-management-ebooks.com/news/mintzbergs-organization-
configurations/
 https://www.mindtools.com/pages/article/newSTR_54.htm
 http://www.summaryplanet.com/industrial-economics/Organizing-and-
Enabling-Success.html
 https://hkiaatevening.yolasite.com/p3-ba.php
 https://courses.lumenlearning.com/wmopen-introbusiness/chapter/organizing/
 http://www.fao.org/3/w5830e0f.htm
 https://www.coursehero.com/file/p5psj18/What-internal-and-external-
relationships-must-be-considered-Internal/

UNIT 3