Editing Adhocracy (section)

== Characteristics ==
Some characteristics of Mintzberg's definition include:
* highly [[Organic organisation|organic]] structure<ref name="Mintzberg"/>
* little formalization of behavior<ref name="Mintzberg"/><ref name="Travica"/>
* job specialization not necessarily based on formal training
* a tendency to group the specialists in functional units for housekeeping purposes but to deploy them in small, market-based project teams to do their work<ref name="Mintzberg"/>
* a reliance on liaison devices to encourage mutual adjustment within and between these teams<ref name="Mintzberg"/><ref name="Travica"/>
* low or no standardization of procedures<ref name="Travica"/>
* roles not clearly defined<ref name="Travica"/>
* selective decentralization<ref name="Travica"/>
* work organization rests on specialized teams<ref name="Travica"/>
* power-shifts to specialized teams
* horizontal job specialization<ref name="Travica"/>
* high cost of communication<ref name="Travica"/>
* culture based on non-bureaucratic work<ref name="Travica"/>

All members of an organization have the authority within their areas of specialization, and in coordination with other members, to make decisions and to take actions affecting the future of the organization. There is an absence of [[hierarchy]].

According to  [[Robert H. Waterman, Jr.]], "Teams should be big enough to represent all parts of the bureaucracy that will be affected by their work, yet small enough to get the job done efficiently."<ref name="Waterman"/>