Organizational structure

The organizational structure is the - mostly hierarchical - structure of an organization ( eg a public authority or a company). While the organizational structure provides the framework, that is, what tasks, what is human and material resources to deal with the process organization regulates the processes taking place within that frame work and information processes.

  • 2.1 The task analysis 2.1.1 Five aspects according Kosiol
  • 2.1.2 Three dimensions to black
  • 2.1.3 Extension by Gaugler
  • 2.1.4 carry out work or object analysis by Olfert
  • 3.1 Organizational Units
  • 3.2 centralization / decentralization
  • 3.3 activities
  • 3.4 PTAs
  • 3.5 task, competence, responsibility
  • 3.6 connections
  • 3.7 hierarchy
  • 5.1 Basic structure of organizations
  • 5.2 Further forms of organization
  • 5.3 AAO and BAO in public administration

Design goals

Fundamental to each strategic approach is the setting of targets. Thus designing objectives are to be defined in the planning of a construction organization. Basically, three interest groups can be distinguished. The customers, the company and the employees contribute to each different demands. This can depend on each other or even be competitive with each other. Only when the individual targets are known, it can be judged whether the organizational structure was also solved purposeful. This contradictory goals must be weighed against each other. A reasonable weighting of the individual claims is of crucial importance.

The clients' objectives

First, the objectives of the clients must be screened, as these decisive factors in the success or failure of a company. These include external customers and internal customers in a broader sense. As an example, the production could be seen as an internal customer of shopping or a computer user as an internal customer of the IT department.

The objectives of the customers are mainly from high quality ( the product or service is to meet the requirements ), fast performance ( short delivery times as well as the high delivery reliability are competitive advantages, the structural organization can contribute to the prevention of loss of time ), want custom products (customer this requirement can compete with the corporate strategy ); ​​their desires suitable product tailored; unique contact ( in any contact should be clarified who is responsible for what, the customer wants to be referred to a competent person and not from one place to the next).

Objectives of the company

The company's goals are decisive driven by the value. It should be made ​​profits and avoided waste.

The following objectives are to be designed from a business perspective: cost ( the proceeds for a product to cover the costs ), securing the future ( the company should be able to compete on the market in the future ), reputation ( through targeted measures, such as marketing, is the company a get good reputation and long-term reserve ), coordination ( the organizational structure to ensure that " the right hand knows what the left hand is doing "; friction losses are to be kept as low as possible ), controllability ( the top level should be able to intervene quickly where necessary ), transparency ( the top of the company must have sufficient information about the company ), flexibility ( in case of unexpected changes in the environment or in customer requirements, the company should be able to respond quickly ).

Objectives of staff

Since it is independent thinking individuals with employees, an accurate assessment of the respective objectives is hardly possible. However, certain objectives in a majority of the employees are the same.

Fundamental goals of employees are generally:

Set design

A job is the smallest organizational unit within the company. One of the first steps of the organizational structure belongs, taking into account the objective and task performance of the company, the job design. The sites design is carried out in two stages, the task analysis and task synthesis.

In the position of formation of the principle of congruence of task competence and responsibility must be considered.

Subtask is the permanent effective invitation to do something specific, understood. This can be understood as assigned related action and thus provides the desired power of the body dar. Thus, the task can be successfully managed, the job holder requires a variety of skills such as ability to execute, available skills, application skills, decision-making skills, participation skills, arrangement or transfer skills, policy expertise, representation of competence and control expertise. The principle of exclusivity is observed. According to this principle, a position assigned competencies must not be additionally performed by bodies. The post holder will be transferred with the transfer of the task, various responsibilities such as ownership, foreign responsibility, total responsibility, enforcement responsibility and accountability for results, so he can do the job properly also.

The task analysis

Here, the overall task is clearly defined, decomposed into many subtasks. This should be done regardless of the later work synthesis.

The task analysis can be done in different ways:

Five aspects according Kosiol

Kosiol recommends the decomposition of the overall task into its individual components according to these five considerations:

This approach requires a lot of time, is very confusing and the principle of synthesis neutrality can not always be met by the representations of management.

Three dimensions to black

Black proposes, therefore, to reduce the analysis to the three key dimensions. He divided the task as follows:

Extension by Gaugler

Gaugler extends this analysis by other criteria, such as:

  • Regions
  • Industries
  • Sectors

Carry out work or object analysis by Olfert

Olfert sees in business organization practice, only the application of the carry out work or object analysis because the restructuring is done under time pressure.

The task of synthesis

In the synthesis, the task identified in the task analysis tasks to coordinatable task complexes are summarized. This results depending on the size of each task:

  • Jobs - tasks with or without line power
  • Instances - with line power

In the task synthesis, the base point is formed first. Several basic points are then combined into group instances that meet the subtasks. Several group instances are grouped into the field instances that again fulfill specific tasks, which are again combined to the total line instance.

Depending on the task support the number, scope and nature of the tasks differently. Therefore, after Gaugler, proceed in accordance with the following principles of organization in the task combination:

Construction specifications

Organizational units

Centralization / decentralization

Activities

For the activities of the PTA is divided into time-related and task-related activities. Time-related activities: It must be considered whether the PTA to be fully operational in time ( the PTA required for task performance, the entire working hours) or part-time ( the working volume of the body is performed by several PTAs ) exercises. Task-related activities: The activity types can be divided into full-time physical activity (the PTA worked exclusively the duties of a particular place ), part-time physical activity (the PTA, in addition to the technical tasks of his office even at a smaller part to do other activities) and semi-official activities ( the PTA activities done in two different areas, each 50%).

PTAs

A PTA is a person who occupies a position. We distinguish between individuals, groups, or human-machine combinations. To provide the initiative and responsibility include function, so machines can not alone among PTAs. The identified sites are not only the task assigned to carriers as persons, but also their name (property name, eg purchasing manager or salesperson ) and abilities (eg, education, experience, knowledge, skills or behavior).

Task, competence, responsibility

During the transfer of responsibilities of PTAs is the compliance of duties, authority and responsibility to respect (the principle of congruence ).

Compounds

The organizer has the task of bringing the individual organizational units with each other. These passageways are known as an information and communication channels. The following connection routes can be distinguished:

Hierarchy

After the division of the overall task in the analysis and recent summary in places by the task synthesis results in a hierarchical structure, individual agencies or departments communicate with each other in the relationship. This structure is often called organization chart. With regard to the forms of over-and subordination which characterize an organizational structure can be divided into inputs and multiple imputation.

Primary and secondary organization organization

The primary organization is the basic hierarchical structure of an organization and consists of permanent organizational units such as offices and departments. The communication within the primary organization runs vertically in the rule. Describe it can be best understood from the design parameters used, their characteristics can be combined in different ways. These were standardized in the organization theory, to arrive at a manageable number of basic shapes.

Due to the hierarchical structure of the primary organization, it is often not possible interface problems and complex other problems to solve efficiently. This often happens because of using a, the primary organization superimposed secondary organization. Secondary organizations are cross-hierarchical or hierarchical complementary organizational units that are used for solving such problems.

Forms of organization

The following forms of organization can be based on the assumption conditions (single and multiple imputation ) and on the basis of powers (full competencies, sub-competencies ) are different:

  • Single-line
  • Multi-line system
  • Staff line organization

Basic structure of organizations

The types and extent of specialization of points ( functional and object-oriented), a basic distinction between two organizational principles:

  • Functional organization
  • Divisional organization

Further forms of organization

In addition, the following principles of organization can be distinguished:

  • Matrix organization
  • Tensororganisation
  • Holding
  • Network
  • Modular organization

AAO and BAO in public administration

The General Structure Organization ( AAO ) should be designed so that basically all operational tasks can be handled. In addition, they must ensure the first measures for dealing with such documents that require special structural organization ( BAO ). The establishment of a BAO is required if a situation by the AAO because of

  • Increased labor needs and the required concentration of forces or leadership and the resources (eg, major events),
  • Duration of use,
  • The necessary unified leadership, particularly at certain responsibilities,

Can not be overcome. Goal of a BAO is the coordinated processing of very large issues involving all security agencies. The BAO is to prepare ad hoc basis in nature, scope and intensity of the measures for both immediate positions as well as for time slots. For Immediate positions, the BAO gradually developed and based on the emergency measures by the AAO. Until now integrated into the forces and powers with particular local and technical knowledge should always be integrated (eg, employees of the authorities responsible for flood management authorities in flood situations ).

BAO develops in several phases, especially in emergency documents, clear guidance conditions at any time to ensure.

The BAO can - possibly in combination - spatially based or task-oriented application in sections ( EA) are broken. Are particularly suitable geospatial insert sections when various tactical measures on stationary or mobile objects focus and unity of command seems to make sense. Task-oriented insert sections offer when special forces (eg use divers for dyke fuse or boat groups for evacuation ) are required for task performance or cross-cutting tasks are to be done. A very low level of detail and outline width is desirable, especially to ensure short information paths.

Will insert portions formed according to different criteria, interface problems is counteracted by clear demarcation of space and tasks or by procedural and organizational arrangements.

Unforeseeable developments situation may require the establishment of further use sections. The above provisions shall apply to subsections (EEA ) or sub- sub-sections ( UUA ).

The BAO is so long and maintain, to the extent as is required for position management; the abolition of the BAO is to inform the emergency services immediately. Some BAO exist for many years.

Organizational chart Division (business)
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