Data, in terms of numbers-based information, compensate in part for the inability of an organisation to perform. Data, once presented, ensure a certain communication pressure. Many organisations react more strongly to (new) data than to the communicated perceptions of employees. It makes a difference whether opinions are being presented (“I think the satisfaction of our …
From the viewpoint of external and internal orientation of an organisation, what direction the pressure is coming from plays a significant role. If the innovation comes from the market or the competition, i.e. from outside, an organisation will structure itself completely differently than when innovation grows from its own, secret research and development, and their …
Influence is almost always an asymmetrical affair. From a viewpoint of the guiding process decision orientation this plays an important role. An organisation, whose customers must purchase from them, as there is no alternative, will not have to adjust so much to the customer’s wishes. The system, which has influence in the sense of power, …
In order to determine deficiencies, one needs a reference point. With regard to quality, it is a classic when the employee says: “Everything was finished on time!” and the boss responds with “But I can see loads of mistakes!”, or maybe “Everything is tip top!” with a response of “Yes, but three days too late!”. …
Different functions in organisations (sales, accountancy, …) have, through their self-organisation as systems, something like their ‘individual time structure’. They actually ‘tick’ differently! The guiding process quality focus has also emerged from the necessity to organise processes quickly as well as slowly, thoroughly as well as shoddily. The guiding process networking occupies itself with coordinating …
Apart from the coordination of different time structuring, the coordination of complexity must take place in organisations. Every task, every performance, every process step and every function has its own ramifications, dependencies, norms and regulations, i.e. their own unique form of thoroughness. For someone coming from outside the profession, it is often astonishing how frequently …
In order to coordinate a team, an area or an entire organisation, assumptions are required about how and by which means you are, or become successful. Success motivates psychological systems, as well as teams and organisation-shaped systems. Therefore, it is theoretically likely that the assumptions about what the already existing success rests upon, and what …
The guiding distinction quality focus often ‘hides’ itself in the product or the service, in the function or in the professional standard. Therefore it is no longer obvious that an implicit decision is being submitted here and that this has great consequences for the form of the organisation, the area or the department. You can …
What do customers of the organisation pay money for, or why do customers use the services of an organisation? Every organisation makes assumptions about this: assumptions about who their customers are, about what the customer values, about what chases them away, about what they will or must put up with. Sometimes, even the assumptions about …
In classical management training planning and control competences dominate. Both concentrate on actions: “It is all about execution!” The execution counts. “Getting things done!” Managing, and therefore networking and coordinating of actions, is, however, not sufficient in complex conditions. It is just as important, in this case, to network and coordinate communication. The design and …