The process of organising (=organisation) must regulate its networking density. Therefore, constant decisions must be made which regulate whether the network should be increased or reduced. The guiding question is: “Do we want to link this decision to other decisions or do we want to uncouple them?” It is thus all about what builds upon …
The process of organising (=organisation) can and must, like all systems, orientate itself to ensuring its survival when making decisions. The organisation gains the information either from the internal environment (such as product and optimisation ideas from employees) or from the external environment (such as customers’ wishes, market opportunities, benchmarks). The guiding question is: “Does …
The process of organising (= organisation) cannot avoid making decisions regarding the quality of results. Even if it is tried again and again, it is impossible to pursue a goal quickly and at the same time, thoroughly. The guiding question is simple: “Should you set the quality focus to speed or to the quality of …
The process of organising (= organisation) decides how social complexity is reduced. This can happen in two opposing ways: “Does the organisation decide whether to trust or control?” These decision-making procedures form the guiding process social complexity. Control enables a packaging of information. This is indispensable for (self) regulation of larger social systems. By regulating, …
The process of organising (= organisation) needs personnel. Persons are placed into ‘positions’ which are connected with specific tasks and, alongside them, expectations. It follows that an organisation constantly observes the suitability of the person to the position. It must make the decision as to whether there is good suitability or whether the person has …
The process of organising (= Organisation) cannot avoid deciding who, on a social level, should be involved in deciding and who should be excluded. The question is: ‘Which functional areas and people take a (particular) decision and who must accept this decision?’ This generates itself on the level of formal organisation: hierarchy, organisational charts, rights …
To observe the interplay of a person and a position/function as ‘unsuitable’ an organisation needs reference points which make such a distinction possible. Unsuitable in which respect? For whom? When? Why? As this is much more puzzling than one would like, organisations utilise two main methods for decision-making: one is a set of procedures involving …
The distinction pole ‘suitable’, which is used in the guiding process personnel, means that the organisations always observe the relationship between ‘position’ and ‘person’. They can do no more than decide whether there is suitability (or not). The word ‘suitable’ is therefore no description for the person (in the sense of suitability)! Instead it is …
Those who include some, automatically exclude others. In organisations, it is always a relief for members if they don’t have to concern themselves with something, as this allows more time for their own interests. It is also a relief when others are not allowed to interfere with their affairs and they can justifiably disregard them. …
The guiding process decision-maker clarifies which positions, roles and functions must be included in the decisions. If everyone decided about everything, there would be too little reduction in complexity! Therefore, there is an inner structure in each organisation which dictates where and what is decided. This structure ‘exists’, in a manner of speaking, parallel to …