Mintzberg’s five organizational components comprise of the strategic Apex, Middle management, support staff, organizational culture, operating core and Techno-structure (Mintzberg, 2013). In this regard, Mintezberg (2013) asserts that all the five organizational components must be present in an organization to be effective and efficient. This is untrue because an entrepreneurial structure cannot be effective and efficient since it is difficult to implement all the components in an entrepreneurial project. For instance, must not use the ideology and Techno-structure components in order to be successful in his or her endeavors (Mintzberg, 2013). It is apparent that some entrepreneurial activities are small scale and do not require the middle management. This is because of the use of family labor to assist in the running of the business and the limited resources to employ extra workers.

Adhocracy is the flexible, adjustable and casual form of organization characterized by an absence of a formal structure. This implies that the system operates without administrative interferences that emerge from a section of people or third parties (Mintzberg, 2013). The entrepreneurial structure is not more efficient than an adhocracy because they are also flexible and adaptable to changes in the markets. The adhocracy is illustrated by an adaptive, original and flexible integrative performance based on instability and spontaneity. As a result, the features enable adhocracy to react faster than the traditional entrepreneurial organizations that depend on their structural normal operations (Mintzberg, 2013). For entrepreneurs to be efficient like the adhocracy, they ought to be flexible and original in their approach to new changes in their environments. Considering this, entrepreneurial structures are inefficient than the adhocracy because they followed defined procedures when making-decisions to adjust to new operational aspects.