In "Organizational design: fashion or fit," Henry Mintzberg (1981) explores the natural configurations of organizations that result from elements of structure and situation to discover that consistency, coherence, and fit are the keys to successful organizational design. Mintzberg asserts that problems in organizational design come from two mistaken assumptions: 1) that organizations are alike, and 2) that effective organizations have coherent component parts. Rather, organizational characteristics fall into natural configurations, which are simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Mismatched characteristics within these configurations will prevent an organization from achieving a natural harmony. To design effective organizations, managers must achieve a proper fit of organizational characteristics. This précis will summarize Mintzberg’s article to find how harmonizing organizational parts may lead to organizational success.