Organisatorische Grundbegriffe

This is now the sixteenth edition of this work. For more than 40 years, the "Fundamentals" have been a standard reference in many training and further education programs. This work has continually been adapted to current developments, without, however, addressing every "management trend."

The classic organizational method has been expanded to include the topic of project organization, as this topic has become increasingly important in business practice. In the next stage of development, the classic workflow organization was further developed into process organization. This not only meant a new term but also a new, more comprehensive understanding of the outstanding importance of business processes for the success of companies and administrations.

This was accompanied by a reevaluation of structural and process organization. For decades, both theory and practice prioritized structural organization. First, hierarchies were established, responsibilities were assigned, and then processes were squeezed into this framework. Today, we speak of the "primacy of process organization." This involves thinking across hierarchies to achieve the best possible structures in which customer-to-customer relationships are optimized. From this, the appropriate forms of structural organization are derived.

With the sixteenth edition, a fundamentally revised version is presented. The content has been updated again and expanded to include topics that have been discussed and practiced in theory and practice in recent years and which, from today's perspective, are not temporary "trends."

In this new edition, it is emphasized even more than before that the ability to respond quickly to changing demands, meaning high flexibility, has become an existentially important success factor. Agility is now a central term that has significant implications for change processes as well as for.