Organizations are complex units, whose components, strategies and environment the tendency have those to be connected for so-called configurations. These configurations are in such a way arranged that they are from each other dependent and support each other, so that the importance of a component can be understood only in connection with the entire configuration. Organisationale structures, production systems, Informationsprozesse, strategies and environment, everything affect each other and lead in such a way to a small number of common and sometimes also very complex configurations.

Representative

The consistency beginning decreases/goes back on organization researchers of the McGill University in Montreal: Pradip N. Khandwalla, Henry Mintzberg, Danny Miller and Peter H. Friesen.

• Mintzbergs consistency beginning consists of two dimensions. First of all it describes the organization on the basis five elements consisting of the strategic point, a center line, the operational core, as well as the Hilfsstab and the Technostruktur. The second dimension indicates the differences of the organizations, which reflect themselves in the relative power of the five components.

• The consistency beginning of Danny Miller and Peter H. Friesen describes changes those in firm's structures arises around this in harmony to bring with strategy and environment. The environment can by changes of the competitors or the consumer, which is described unforeseeableness and/or the uncertainty of their decisions or by their variety and/or heterogeneity.

Concept

In the consistency beginning any longer the formal-structural considerations in the foreground are not located, but it concerns here a cross-linking with the environment.

The organization must adapt their structure not only to the environment, but also to their strategy. The better the adjustment, the more largely the efficiency.

The structural components of an organization must be linked in a harmonious way with one another. Many of the possible combinations do not occur therefore, since they limit the efficiency.

Possible structural changes must often take place in revolutionary way.

Influences

The Kontingenzansatz has a large influence on the consistency beginning. This follows to the question about connections between situation, formal structures, the behavior of the organization members as well as the effectiveness and efficiency of organizations. The measuring instruments of this beginning are structure and situation characteristics. Among the structure characteristics the specialization, the co-ordination, is to rank the decision delegation and formalizing. The situation characteristics are the explaining factors for structural differences between the organizations, in addition belong the size of the organization, the environment, the technologies and the width and/or depth of the offer program.

Consistency and Kontingenzansatz, both are based on dependence on organization variables, nevertheless exist large differences. The Kontigenzansatz simplifies the things, by assuming that always the same relations the ezwischen variables of the different organizations exists. The consistency beginning however shows, which is rather rare this the case. The configurations differ not only in their individual attributes, but also in the relations of the variables.

Advantages of the consistency beginning

• Synergies
• Clarity over the trend of an organization
• Heavy imitating barness
• Development of specific abilities
• Snaps reactivity

Criticism at the consistency beginning

• Variable ones are abstract
• Constant adjustment can obstruct the enterprise

Literature

• Miller D., Friesen P.: Organizations: A quantity View. To Prentice resound, Englewood Cliffs 1984, ISBN 0-13-641985-2
• Kasper H., Mayrhofer W.: Personnel management guidance organization. Lime tree, Vienna 2002, ISBN 3-7073-0430-2

Related links

• '' Configuration of Mintzberg. ''
• '' Enterprise configurations. ''

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