Due to the hierarchical layout in the primary organization it often is to be solved not possible interface problems and complex other problems efficiently. This happens therefore frequently with the help of, secondary organization overlaying the primary organization. Secondary organizations are hierarchy-spreading or hierarchy-supplementing organizational units, which are used for solution evenly such problems. Individual developments can be attributed in practice to four basic principles.

Forms of the secondary organization

Staff principle

With the staff principle the primary organization is supplemented by headquarters, which guesses either from all enterprise units to be pulled can (e.g. legal departments) or the only individual line department of different detailed works to relieve to be supposed. They are used mainly for the information collection, information preparation and co-ordination. A further task of the staffs exists in the Sicherstellung of communication at interfaces. Formal decision authority and instruction power do not exist, whereby the uniformity of the placing of order is to be ensured. Strengths:

• Discharge of the line places
• More intensive preparation --> higher decision quality
• Introduction of staffs does not intervene in the existing organization
• Broad range of application, since the existing organization does not have to be changed
• Staff functions are suitable as preparation on line functions

Weaknesses:

• Authority conflicts between staff and line
• Isolation of the headquarters

Staffs are today in large organizations far common.

Matrix principle

With the matrix principle contrary to the primary organization form matrix organization only a common problem field is formed, which is to be worked on by the involved places. The dimensions of a secondary matrix organization are the primary organization form and secondly the problem purchase. Thereby the co-ordination of the own dimension, and their appropriate consideration is incumbent on the individual matrix places during problem solution. To make necessary authority overlaps used in this system consciously around a mutual agreement of the departments, whereby the solution quality is to be increased.

Separating principle

Of the separating principle one speaks, if certain problem areas are separated from the primary organization and summarized in new organizational units. These should have then also all resources and authority necessary for problem solution. Frequently to find this form is in the range F&E (research and development), as well as in enterprises with division organization in form of the centralized departments.

Working group principle

With the working group principle the transmission of tasks and powers of decision takes place on hierarchy-spreading working groups. Into these everyone is to let own goals, points of view and solution ideas flow its, whereby the co-ordination is made by self tuning. Sometimes this organization form is called also matrix without line system.

Literature

• Manfred training to living: Organization. Vahlen publishing house, Munich 2002 ISBN 3-8006-2825-2
• Helmut Kasper, Wolfgang Mayrhofer: Personnel management, guidance, organization. Lime tree publishing house, Vienna 2002 ISBN 3-7073-0430-2

Articles in category "Secondary organization"

We found here 24 articles.

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