With the term "„evolutionary management "“concerns it an organizational theory.

Core statement of the evolutionary management is that no clear goals and structures are to be given on the part of the management, on the contrary will turn out to create suitable basic conditions for "„the self organization "“of an enterprise. These basic conditions are to represent the necessary conditions, in order to make the independent development possible of the organization and the coworkers.

The reason for the new approach of the evolutionary management lies in the fact that the management problems are in principle not controllable with a rational organization organization due to their complexity.

The two most important beginnings "„evolutionary management "“:

• St.Galler beginning: Representative Fredmund Malik, rehearses, Dyllick
• Resident of Munich beginning: Representative Werner Kirsch

Pc. Galler beginning

Basic idea:

The concept "„of the spontaneous order forms the central starting point of the pc. Galler of beginning "“from Hayek. Such "„spontaneous order "“consists of behavior rules, which developed in the course of the time. These behaviors were not given by any regulations and regulations. So developed regulations are more efficient than such, which were set up. In addition Hayek sees groups as carrier of evolutionary processes. With their knowledge, which represents the most important component of such evolution processes, groups and/or social systems actually order changing environmental condition over the ability for adjustment and for self organization. Thus they develop their behaviors of far and new rules develop from the experiences, those within groups through bspw. Co-operation to be won. The success of these evolution processes lies in the complexity of their emergence, why they are not to be limited also under any circumstances in their complexity. Only by this complexity new problem solution concepts can be developed again and again.

Meaning for the management:

The task of the management exists to keep on the one hand therein the complexity, which is necessary upright for functioning this self organization and interaction. To create on the other hand the suitable basic conditions for a such self organization. For problems the management on basis of an analysis of problems accomplishes hypothetical problem solutions. From the errors developing thereby the management learns and in such a way develops itself further the management, including its action alternatives. The pc. Galler beginning hardly gives for actual organization problems contentwise proposals for solution except decentralization, to little detail to organizational regulations and the employment of an organization culture as co-ordination instrument. However the degree of the arrangement remains open and must be found out only by such Trial and error of processes.

Criticism:

In principle complex, comprehensive organisation systems, like for example the system of the cost calculation, can being organized planning - and information systems, production technologies etc. not by a such proceeding. It is hardly conceivable that an organization may trust in the fact that regulations, action alternatives and proposals for solution due to spontaneous interacting result. Rather it requires straight organizational regulations and clear structures thereby flexible, constantly learning acting is made possible. A general capacity to act of the organization can be only guaranteed, as competencies and responsible person are formally regulated for tasks by an organisational structure. Only so complexity can be handled and be achieved a higher adaptability of the organization to changing environmental condition. The conversion of the concept of the pc. Galler of beginning is conceivable all in all only in small organizational units, like departments or working groups.

Resident of Munich beginning

Basic idea:

The resident of Munich beginning proceeds from interfaces so mentioned - the management, which sees the cause for the complexity and various management problems of an enterprise in the strict "„department thinking "“. This department thinking leads to the fact that tasks and solution identification processes are defined accomplished. It lacks sufficient communication between the departments and thus develops communication problems between the individual departments, with which the elaboration of a joint problem solution becomes impossible. Results are individual, partial ideas and solutions, those by no means for the entire organization suitably its pc. Galler beginning demand the resident of Munich beginning to permit complexity and first of all to include coworkers concerned in decision situations with. The needs and interests of the organization members are to be considered and satisfied, so that such a progress for the organization can be obtained. This is by the key concept residents of Munich of the beginning, which "„kommunikativen, are carried out acting "“. This "„kommunikative acting "“aims at the fact off that not simply formal rules are obeyed, but that by tuning processes of the individual organization members, everyone finds and independently solves its task. A condition for it is evenly sufficient communication with one another.

Meaning for the management:

For this the task of the management suitable basic conditions is to be created, in order to make "„kommunikatives acting possible "“. Thus and by common interacting the self organization process is activated. The complexity of the solution identification processes is to be maintained and the solutions themselves be supposed in a direction to be steered, which go with the company targets conformal. This proceeding is suitable for non of structured problems, like for example an organization problem of operational operational sequence. Circles, seminars and the like give communication instruments, which help, to intercept the complexity of acting by communication and not by planned A goal is it to induce the individual coworker to acting that by obligatory standards it did not become to give to it and that he is capable to make new solution methods.

Criticism:

In the reality/practice this concept leaves itself "„kommunikativen acting "“to convert, hardly there some problems, so that are connected. "„Kommunikative acting "“can flow easily into endless and time-consuming discussions, with which it would be prominent more meaningfully and a goal to concern problems with well-known solution structures. In principle acting can be justified not on pure where additionally any strategic component is missing. In practice a straight formal organization represents an instrument to the efficiency safety device and makes only in-plant communication possible. In addition it gives a certain mechanism, in order to relieve communication. Despite the Miteinbeziehung the concerning still act to the concerning in decision situations after the will and/or the strategy of management, since they are only then considered during the problem definition and problem treatment, after management clarified the fundamental questions and goals and the concerning by this given frameworks to hold to have itself.

Literature

• Alfred Kieser (Hrsg.): Organization theories. 5. Edition. W. Kohl hammer, Stuttgart 2002, ISBN 3-17-017917-9

Related links

University of pc. Gallen

Friedrich August von Hayek Institut

Ludwig Maximilians University of Munich

Articles in category "Evolutionary management"

We found here 4 articles.

Related Websites

We found here 5 related websites.

• About Evolutionary Management, leadership education, organization ...
  Leadership development with Evolutionary Management for organizations, teams, and individuals facilitating conscious growth and sustainable change.


• Collective and Organization Leadership Workshop - Creating ...
  Leadership development with Evolutionary Management for organizations, teams, and individuals facilitating conscious growth and sustainable change.


• Five Rules for Evolutionary Management Introduction
  The first step in understanding evolutionary management is to recognize that we are not ... however, evolutionary management mandates no such thing. ...


• Leadership development coaching, education, organization and ...
  Leadership development with Evolutionary Management for organizations, teams, and individuals facilitating conscious growth and sustainable change.


• Self Leadership programs from Evolutionary Management
  Leadership development with Evolutionary Management for organizations, teams, and individuals facilitating conscious growth and sustainable change.