Differences between Bureaucracy and Innovative Organization (Adhocracy)?

Differences between Bureaucracy and Innovative Organization (Adhocracy)?

Dolan summarizes three main signs or differences between Mintzberg's 2nd and 5th configuration: adhocracy (AD) and machine bureaucracy (MB). It's good to remember them because they are so common:
1.FOCUS:
- MB: Those working in a such environment are more focused on individual performance within their own organization, thereby taking little care of results and effectiveness of overall processes.
- AD: In contrast, AD emphasize on fulfilling customer needs and improving practices; this in which conditions for professional orientation are present.
2. VIEW:
- MB has a more case-centered view
- AD takes a more holistic view of their customers.
3. ORIENTATION:
- MB: The orientation of such professionals has to do with ascribed authority characterized by opposing factors such as secrecy and resisting innovative ideas; this is mainly because bureaucracy is less able to react to changes.
- AD is transparency- and collaboration-oriented
Source: Dolan, T.E. (2010). “Revisiting Adhocracy: from Rhetorical Revisionism to Smart Jobs.” Journal of Future Studies.

		Bernhard Haidacher Project Manager, Austria
	Adhocracy (AD) versus Machine Bueaucracy Very good - excellent and focused article. Can be (...)

		Susan Power Bergin Business Consultant, Ireland
	Adhocracy and Machine Bureaucracy I believe it is basically on the onus of the compa (...)

		Alfred Schut Business Consultant, Netherlands
	Differences Between MB and AD Through the book Mintzberg on Management you can o (...)

		carlos narvaez ICT Consultant, Mexico
	Adhocracy and Machine Bureaucracy not Unique in Latin America Excellent, thanks for your concrete and accurate d (...)

		Daniel Ceballos Manager, Mexico
	We Needed It, Thanks for the Refresh Every one of us know it was necessary to remember (...)

		DOUGLAS AIDOO Student (Other), Ghana
	Adhocracy versus Machine Bureaucracy Anneke, yes the difference is clear. However at ti (...)