The primary organization represents the hierarchical essential structure of an organization and consists of durable organizational units like for example places and departments. Communication within the primary organization runs usually vertically. To describe it leaves itself best on the basis the used organization parameters, whose developments can be differently combined. These were standardized in the organization teachings, in order to arrive at a visible number from basic forms to. Often an overlay or an addition takes place via the secondary organization, which is to increase the efficiency and solve interface problems.

Forms of the primary organization

The functional organization is arranged according to functional areas, like for example procurement, production, paragraph and administration. The line of the enterprise mostly takes place thereby in form of an a line system. Above all small and medium-sized enterprises are often functionally organized.

The divisionale organization, also section organization or division organization, represent an arrangement after certain structure characteristics on the second management level. The divisions can be formed for example after products, markets or customer groups, which are usually even functionally organized. This form develops above all if by growth of the enterprise and strong diversification management is overtaxed.

The matrix organization is a multi-line system and uses two or several classification principles at the same time. Under normal conditions a functional organization forms the line dimension, while the second dimension is object-oriented. Also possible a matrix is to be removed by segmenting on the basis several organizations for tensor organization, which happens particularly at international companies frequently.

Getting thing organizations are companies, which consist of different independent enterprises, which of a company center, which parent company, are led. One differentiates three forms from holding companies:

• Operational getting thing: Company center takes over strategic and operational line
• Management getting thing: Konzerzentrale takes over only the strategic line
• Financial getting thing: Company center leads by the default of monetary goal sizes

The network organization is a recent organization form. Their members co-operate on a long-term basis for the reaching of common goals. It hardly takes place hierarchical structuring. The network can result thereby internally, as in the case the modular organization or externally from a co-operation of legal and to economically independent enterprises. Co-operation can refer thereby to individual subranges of the business activity, while the enterprises remain otherwise in the competition, or which entire business activity concern. Forms of the network organization frequently which can be found are:

• The joint venture: With this its own enterprise is created by two or several independent enterprises, in order to regenerate a project together.
• The Franchising: A licensee gets the right granted, to use whose mark or product by the Franchisegeber. The Franchisegeber knows so its name, its product economically admits to make.
• The subcontractor shank: Divisions are separated to legally independent enterprises, which furnish given achievements on basis of long-term contracts.
• The virtual organization: In this case the members arise opposite outstanding ones like their own enterprise. They remain legal however independently.

The modular organization represents the newest organization form. This done to a large extent without hierarchical systems and sets strengthened on flexibility. For this purpose the enterprise is arranged into relatively small units, which have extensive decision authority as result responsibility. These systems are strongly process orientated and ensure thereby a high adaptability.

These forms place the basic structure of the place structure, authority distribution and the over and/or subordination relationship, whereby a line systems dominate in practice strongly. In the primary organization mainly tasks of routine are treated. New and complex problems are however usually mastered in the secondary organization.

Literature

• Manfred training to living: Organization. Vahlen publishing house, Munich 2002 ISBN 3-8006-2825-2

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