This document summarizes several coordination mechanisms and design parameters for organizing work. It discusses five coordination mechanisms: mutual adjustment, direct supervision, standardization of work, standardization of outputs, and standardization of skills. It also outlines nine design parameters that can be used to standardize work, including job specialization, formalization, training, indoctrination, unit grouping, unit size, planning and control systems, liaison devices, and decentralization. Finally, it presents Mintzberg's model of the five basic parts of an organization: the operating core, strategic apex, middle line, technostructure, and support staff.

2. Coordinating Mechanisms
1) Mutual Adjustment– people use talk and direct
communication to divide up and coordinate labour.
2) Direct Supervision–when one person directly instructs a
number of workers together as a group.
3) Standardization of Work – written rules are used to
coordinate work as opposed to direct talk.
4) Standardization of Outputs– expectations are
discussed instead of the process or the way the job should be
done.
5) Standardization of Skills– work is organized by related
training that workers received outside of the organization.

3. The Coordinating
Mechanism: A Continuum

4. Design Parameters
1) Job Specialization –refers to the number of tasks in a
given job and the worker’s control over these tasks.
2) Formalization–refers to the formal written rules.
3) Training –formal instructions used in order to establish and
standardize the people with the specific skills and knowledge.
4) Indoctrination (socialization) –norms (or the
organization's culture) are standardized.
5) Unit Grouping –how people are being grouped together.

5. Design Parameters
6) Unit Size –the number of positions (or units) contained in a
single unit.
7) Planning & Control Systems–used to standardized
outputs (action planning and performance control).
8) Liaison Devices –used to encourage mutual adjustment
within and between units.
9) Decentralization –the diffusion of decision-making power.

6. The Organization in Five
Parts
1) Operating Core – Those who perform the basic work
related directly to the production of products and services.
2) Strategic Apex– ensuring that the organization serve its
mission in an effective way.
3) Middle Line- Form a chain joining the strategic apex to the
operating core by the use of delegated formal authority.
4) Technostructure- The analysts who serve to effect certain
forms of standardization in the organization.
5) Support Staff- Composed of specialized units that exist to
provide support to the organization outside the operating work
flow.

7. Mintzberg Model

8. Thank you