Typically a group of line managers, staff and operating experts come together in small product, customer or project-focused teams. Informal behaviour and high job specialisation are characteristic.
Teams rely on liaison methods and mutual adjustment between themselves and other teams.
Mintzberg distinguishes between two adhocracies, why they exist and how the relate to administrative and operating structures within the organisation. One problem is tha managers in an adhocracy may spend too little time on making strategy. Operationally managers of adhocracies may too easily become embroiled in resolving conflicts between options. They become disturbance handlers, reacting to existing problems rather than look for radical new directions. Strategic action which does not fit the guidelines can be avoided.