Authority management has the task to describe coworker authority to make it transparency as well as the transfer to guarantee the use and development of the authority regarding strategic company targets. (Reinhardt, K.; 2004)

Bases

A goal of the authority management in the enterprise is it, the Potenziale, which each enterprise due to existing coworker abilities and - talents has to use effectively and to develop on it based the authority necessary for a lasting competitive ability. With the help of the authority management will it possible to make always complex and more imponderably becoming external and internal basic conditions [see brook, Oesterle, Vogler 2000] in the enterprise better the tax and controllable. Therefore authority management is a management discipline, which makes it for enterprises possible to steer and steer actively the own authority existence.

The authority management unites two fundamental beginnings of the organization sciences, which play a role also here: the resources-based beginning and/or core authority beginning and the learn-oriented authority beginning. For the application of an authority management both beginnings are relevant.

Resource-oriented beginning the resource-oriented beginning - also core authority beginning mentioned - is occupied fundamentally with the Potenzialnutzung an organization to secure and stand out thereby against the market surrounding field with the goal, the survivability of an enterprise on a long-term basis by the correct resources accumulation.

Learn-oriented beginning the learn-oriented authority beginning focuses the individual in contrast to it as authority carrier. Authority is characterized thereby as conditions for the self arrangement.

Definition: Authority management

Authority management goes as task of core of knowledge-oriented management beyond the traditional understanding of out and further training, as learning, self organization, use and marketing of the authority are integrated. Authority management is a management discipline with the task to describe authority to make transparency as well as the transfer, the use and development of the authority, oriented at the personal goals of the coworker as well as the goals of the enterprise of guaranteeing. [Source: North/Reinhardt: Authority management in practice 2005]

Tasks of the authority management

This concept connects the level of the coworker with that of the enterprise. It covers all measures, methods and tools for the application orientated and enterprise-individual identification, the transfer as well as the development of coworker authority to increase with the goal, lastingly the economic action strength of the entire organization. Authority management is not institutionalized discipline, but must about all organization members be lived and understood and be embodied in each business-relevant enterprise process. Without this integrativen basic ideas is it not possible, a constant authority management to be arranged.

In the authority management in particular four tasks place themselves:

Representation structured and compressed overview of authority on coworker and enterprise level. Result: a structured analysis of the authority existence.

Reflection critical analysis of the authority existence and derivative from operational interventions to the improvement. Result: a purposeful stocktaking and evaluation of the authority.

Distribution of distribution and spreading of the authority over the different levels of the organization away (project, process, control level). Result: Spreading and high availability of the authority existence.

Development adjustment of the Kompetenzportfolios under consideration of the existing Potenzials and the future requirements (up or dismantling).

[Source: North/Reinhardt: Authority management in practice 2005]

Model of a integrativen authority management

The implementation of an authority management in the enterprise knows after one of North and Reinhardt developed and in practice examined procedural model to be realized. The model been based on the basic idea that both the coworker steers his individual as well as the enterprise the aggregated organisationale Kompetenzportfolio, to adapt and develop can. A synchronisation of both interest situations is inherent this model. The conversion of the model should be adaptable for science-far user simply comprehensibly and to firm specific conditions. The practical man is to be put by the modular structure of the model into the position to adapt the model to the conditions of his enterprise. The proceeding can be subdivided into the phases identification, validating and transfer.

Identification phase Beginning with the analysis systematically the business fields strategically existing in the enterprise important and and the associated enterprise authority are examined and identified. Selected creation of value processes, business process, products, services, projects and technologies are examined regarding business-relevant authority fields. Constructing on these realizations a strategic objective is intended for the authority management (e.g. initiation of authority-oriented further training; Reconstruction of the enterprise authority XY etc.). From the results of the analysis comes the derivative of the single authority, which is relevant for the organization-dependent tasks of the coworkers (task catalog). From this catalog organization-independent roles and the authority necessary for it are derived (role catalog). Independently of function and hierarchy for each role a clear target authority profile is provided, into technical, methodical and social components is divided in each case (twisting down). In an authority catalog give up and role-referred authority is aggregated and structured after core business fields.

ValidierungsphaseIn of the phase of validating are inquired on the basis the target authority catalog the actual authority of the coworkers. This questioning can take place either similarly or digitally. Enterprises can concentrate thereby on strategically important groups of coworkers (e.g. research and development, IT-coworker). The authority degree, i.e. developments of the single authority are seized on a before specified expert's assessment scale and made thus measurable. In order to achieve a differentiated evaluation, additionally an estimate can take place after the authority domain. In Workshops with groups of coworkers, in single discussions with the superior and/or by self-assessment by the coworkers the authority profiles are examined for their validity and amended if necessary. The result is an overview, who, where in the enterprise over which authority in detail (coworkers authority profile) or in the entire one (group authority map) it orders. Support with reflection and the analysis of the results carry here different visualization techniques out, which show the volume of data in compressed form and decisions facilitate.

Transfer-phase-developing on the transparency of the authority existence the authority transfer can be out-arranged very exact between the coworker, depending upon authority demand and - offer in the enterprise. Isolated authority existence are organization far transparency and can be interlaced. Suitable ones technical solutions support thereby the dynamic and/or periodic actualization and distribution of the authority information. Via "tracking "the cross-linking samples between the coworkers a organization-far diagnosis of the learning and authority samples can take place. As control instrument assigned, the management can use the results of the authority process samples as basis for the improvement of the authority management and the specific adjustment of the cross-linking concept. By reduction of the model with a characteristic numbers system adapted on the enterprise, a permanent Controlling and an active Ausgestalten of the authority existence become possible.

[Source: Professor Klaus North/dock Reinhardt: Transparency and transfer of authority - model of a Integrativen authority management/journal OF universal computer Science JUCS 9 (2003)]

Reference works

• Faix, W.G., Buchwald, C, Wetzler, R. (1991). Skill management - qualification planning for enterprises and coworkers. Wiesbaden: Gabler.

• North, K., Reinhardt, K. (2005). Authority management in practice. Wiesbaden: Gabler

• Give, M., Schnauffer, H. - G., Voigt, S. (2005). Authority management - expert questioning shows: Requirement and conversion often gape. In: Personnel manager, No. 1, P. 19-21.

• Give, M., Schnauffer, H. - G., Reinhardt, K. (2003) study: Operational authority management: Chances and challenges for practice. Fraunhofer IFF/Magdeburg

• Give, M.; Schnauffer, H. - G., Staiger, M. (2005). Integrated authority management - model and procedure. In: Personnel manager, No. 2, P. 38-39.

• Staiger, M., Voigt, S., Schnauffer, H. - G., Albrecht, J. (2005). Integrated authority management - model, success factors and procedure for implementation. Knowtech 2005.

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