The organizational structure forms the hierarchical stand of an organization (e.g. an authority or an enterprise). While the organizational structure specifies the basic conditions, i.e. which tasks from which humans and materials are to be mastered to, the sequence organisation regulates the work and Informationsprozesse running off within this framework.

Tasks

"„Purpose of the organizational structure can it be attained a meaningful arbeitsteilige arrangement and order of the operational action processes by the education and distribution of tasks (places). "“(out: Kosiol, E.: Introduction to the management economics, Wiesbaden 1968, P. 80) you answered among other things questions like "„who is the highest "“, "„who has whom which to "“"„Who is responsible for the "“.

The organizational structure has to split thus the task up in the course of the task analysis the total task of the enterprise into subtasks, whereby each subtask can be divided again into smaller subtasks.

In the course of the task synthesis afterwards the subtasks are summarized too among themselves in relationship standing places. The summary of an instance and several places forms a department.

After the division of the total task in the task analysis and recent summary in places by the task synthesis a hierarchical structure results, in which individual placing and/or departments is located with one another in relationship. This structure is usually called family tree. Concerning the forms of the over and subordination, which mark a primary organization, can be differentiated between in and multiple assumption.

Organization forms

With the a line system each place in the enterprise receives instructions from exactly 1 superordinate place, i.e. by the instance with that it by a line is connected. If one pursues the line from the highest to the lowest level, then one receives the so-called OFFICIAL ROUTINE to that to be absolutely kept must. Instances of the same hierarchies level can communicate only over together superordinate instances with one another.

While with the a line system in accordance with the principle of the placing of order the department is subordinated to one superior only and thus a clear chain of command prevails, several of equal standing superiors have Weisungsgewalt with the multi-line system, which corresponds to the principle of the shorter way.

A special form of putting above forms the staff line system, which represents a part of the secondary organization. Staffs have without temporal delimitation a supporting function in relation to the Linieninstanzen, it advise these, have however no power of decision. These are meaningful, if the instance owner cannot not order over the necessary expertise ordered and/or because of the complex subject. For temporary, complex, significant and innovative tasks, which need different specialized knowledge for the fulfilment, is suitable the project organization, which solves complex tasks temporally limited parallel to the primary organization in teams.

Regarding kind and range of the specialization is to be differentiated in principle between two organization forms:

The functional organization trachtet in accordance with the performing principle to combine as homogeneous an activities as possible. It is prevailing with smaller enterprises and usually in form of an a line organization is in particular converted. The specialization means the large advantage, and an enormous disadvantage, to that extent for the enterprise both that this organization form leads particularly with increasing complexity of the enterprise frequently to the overloading of the enterprise point.

The divisionale organization, also section organization, tries to summarize as homogeneous an objects in an organizational unit as possible. It arranges the enterprise into several divisions as a function of products, markets or also customer groups. These subranges act autonomously, flexibly and are very flexible, them need however a co-ordination as well as more qualified high-level personnel. Additionally to these sections the organization needs however also so-called central departments, which exercise determined functions for all sections for reasons of the specialization.

From the combination of these two organization forms the matrix organization results. This multi-line system is characterized by fast communication, holds however the large disadvantage of authority excesses and double assumptions. It functions to some extent smoothly only if the high-level personnel faces harmonierend the coworker.

The tensor organization represents an advancement of the matrix organization, at which not only two but three are combined or more criteria, like e.g. Function, product and region. The advantages of the adaptability, flexibility and customer orientingness by inclusion of the region as the third dimension are related by the disadvantages of the vagueness, multiple assumption and from it resulting conflict potentials.

The getting thing organization represents a participation durably put on in several legally independent enterprises, which are called subsidiaries. While the subsidiaries of the achievement production and - serve utilization, the getting thing organization takes over the giving up and authority distribution between the company center and the subsidiary companies.

The network organization consists of autonomous members, that pursue a superordinate, common goal on a long-term basis and coordinated cooperate. Examples of network organizations are the Joint venture, Franchising, the subcontractor shank and virtual organizations.

The described organization forms are to be regarded as ideal types. In practice the transitions are flowing, then staffs in nearly all organization forms are to be e.g. found. Changes in the organization form in the course of the time are particularly necessary by the change of the business size, the production procedures, the economic layer, the needs of the coworkers and many other factors of influence.

Beside this consciously arranged formal organization specified in family trees still another so-called informale (also informal) organization exists. This defines itself through relations between coworkers, intended by management. Such informale relations like informale groups, informale communication or also informale power relations can support or also obstruct the formal organization. It represents however an important influence on the formal organization.

Literature

• Manfred training to living: Organization. Vahlen publishing house, Munich 2002 ISBN 3-8006-2825-2
• Friedrich Hoffmann: Organizational structure. In: Frese, Erich (Hrsg).: Hand dictionary of the organization Poeschel publishing house, Stuttgart 1992, P. 207-218 ISBN 3-7910-8027-X
• Hans's young: General management economics. Oldenbourg publishing house, Munich Vienna 2004 ISBN 3-486-27587-9
• Alfred Kieser, Peter Walgenbach: Organization. Poeschel publishing house, Stuttgart 2003 ISBN 3-7910-2242-3
• Erich Kosiol: Introduction to the management economics Gabler publishing house, Wiesbaden 1968
• Professor Dr. Schmidt: Bases of the organizational structure. Publishing house Dr. Schmidt, bet mountain, ISBN 3-921-313-635

Related links

• BPM Guide.de - extensive information portal to topics approximately around the business process and Workflow management

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