"We consider an organization to be a set of constraints on the activities performed by agents. This view follows that of Weber, who views the process of bureaucratization as a shift from management based on self-interest and personalities to one based on rules and procedures. Mintzberg [1983] provides an early (and informal) analysis of organization structure distinguishing among ļ¬ve basic parts of an organization and ļ¬ve distinct organization conļ¬gurations that are encountered in practice. This āontologyā includes several mechanisms that together achieve coordination, like goals, work processes, authority, positions and communication. The various parts of an organization are distinguished by the speciļ¬c roles they play in achieving coordination with the above means. The āā (Winograd 1987) on cooperative work in organizations provides an ontology that emphasizes the social activity by which āagentsā generate the space of cooperative actions in which they work, rather than the mental state of individuals. The basic idea is that social activity is carried out by language and communication."
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Mark S. Fox
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