High standardization of knowledge with organizational control is attributed to the machine bureaucracy typology.
This work form aligns closely to Mintzberg's Machine Bureaucracy (1980: 332-336).
Miller (2012) was quite correct in pointing out the tenets of machine bureaucracy and that the solution to almost all problems from this perspective is "tighter control" (Mintzberg, 1983, p.
Miller correctly pointed out that Broad's background is in the private sector, where the tenets of machine bureaucracy are primal.
Mintzberg identified five types of organizational structures: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy.
In this study, therefore, we gathered data from four clusters, namely, the operating core and support staff in a professional bureaucracy and the same two groups of employees in a machine bureaucracy.
According to Mintzberg (1993) a machine bureaucracy is characterized by highly specialized routine operating tasks, formalized procedures, and large-sized units in the operating core.
(1) Mintzberg (1983) identifies banks and computer software firms as examples of the machine bureaucracy
These are: (1) machine bureaucracy (2) professional bureaucracy (3) adhocracy or innovative forms (4) simple or entrepreneurial forms and (5) divisional forms.
First is a machine bureaucracy. A machine bureaucracy is defined by its emphasis on standardization of work and centralized decision-making.
It argues that each organizational form is associated with a dominant knowledge type, giving rise to four contrasting configurations: 'professional bureaucracy' and embrained knowledge; 'machine bureaucracy' and encoded knowledge; 'operating adhocracy' and embodied knowledge; and 'J-form' organization and embedded knowledge.
A machine bureaucracy depends heavily on 'encoded knowledge'.