Organisation gestalten - Stabile und dynamische Unternehmensstrukturen

This work is based on the book "Organization - Structural Organizational Structures." The present 6th edition not only carries a new title but has also been completely revised and supplemented with additional chapters. However, the aim remains unchanged: to look beyond formal structures and job descriptions and to provide organizers and organizational developers with concrete assistance for their professional organizational and project work.

Historically, the organizational structure reflects the power structures of a company or institution. Organizational charts are the mirror of such systems. They make the management structures visible, but not much more. This work looks behind the scenes. Whether an organization is successful and prepared for the future cannot be determined solely by the documented structure. Permanently established structures are increasingly being replaced by regulations that allow employees relatively large freedoms to respond flexibly and appropriately to new, unpredictable demands. In the so-called agile organization, there is a conscious decision to avoid forcing the tasks to be managed into rigid structures. These hierarchy-light concepts have been newly incorporated and also addressed in their currently much-discussed holocratic form.

One might conclude that the organizational structure is losing significance. However, the opposite is true, as there is no company without organization. In the future, there will still be operational areas where tasks are prescribed in detail, for example, because legal regulations require it. Established forms of primary organization, as well as the job organization discussed here, can still be found in most companies of various sizes and industries. The project-oriented secondary organization offers a meaningful complement in such cases.