Task analysis

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Under the task analysis is meant the intellectual classification (differentiation) of an overall task in analytical tasks. These subtasks are put together again in the course of the task synthesis as a preliminary stage of the organizational structure (integration). This analysis-synthesis concept was described by Erich Kosiol in his work "Organization of the Enterprise".

target

The task synthesis is based on the task analysis and summarizes the identified tasks according to certain criteria (cf. job creation ) so that they can be assigned to the task holders (persons) to perform them. The transition from structural to process organization is represented by the work analysis and synthesis, which follows on from the task analysis and synthesis.

In the task analysis, the overall task is broken down into its individual components step-by-step using structural features. The so-called elementary tasks form the lower limit of the structure. Kosiol uses the method of induction of subtasks to structure the overall task based on the following five dimensions:

Outline criterion example
Performance buy, manufacture, assemble, store, pack, sell
object Finished products, raw materials, intermediate products
phase plan, carry out, control; Purchasing planning, implementation and control
rank arrange / execute
Relationship of purpose Purpose tasks / supporting tasks (such as administration)
  • Execution: Breakdown according to activities or types of work, for example purchasing, production, sales or - more differentiated - according to processes such as inquiries, ordering, monitoring etc.
  • Object: Breakdown according to an object or a person (s) on whom the required activity is to be carried out. Objects can be: raw materials, products, people, markets, etc.
  • Phase: Division into the three phases of planning, implementation and control.
  • Rank: Division into executive and decision-making tasks. Decision-making tasks are, for example, the placing of orders, execution, and order processing.
  • Purpose relationship: Structure according to core and support processes (purpose tasks, for example production, sales or administrative tasks such as accounting).

There are no binding standards for the degree of detail in these activities. The main structural features of the task analysis are "performance" and "object". The dimensions “Rank”, “Phase” and “Purpose-related” are used for a more precise definition. The depth of the task analysis depends in particular on the following criteria:

The result of the task analysis is the task structure plan in the documentation form of the tree structure . The task analysis is based on the following premises: the ability to describe and delimit the corporate task, the ability to plan the entrepreneurial activity, abstraction of the task from the specific person of the job holder, freedom from contradictions and consistency of the business objectives as well as the connection of the structure to process steps.

Criticism of these premises led to new structuring proposals for the task analysis, which are intended to supplement, but not replace, it. These new structural features include:

Examples

Observational task analysis:

Task analysis in product development

Using the example of the evaluation of user-friendliness in product development, the task analysis is used to determine the usage goals (desired results) that are to be achieved with a product in an application area in order to project the performance of the product in accordance with the task, and it is used to determine whether work tasks are designed in accordance with standards are.

Task analysis as a method for determining personnel requirements

Task analysis can also be used as a method to determine personnel requirements. In the first step, the performance times of the elementary tasks are determined or estimated using empirical data. In the second step, the sum of the performance times is used to determine how many staff are required to carry out the elementary tasks.

Example:

4 × elementary tasks (estimated completion time 4 hours each)

Time required = 16 hours

Personnel requirement = 2 employees (with 8 hours of work per employee)

→ Requirements for using the task analysis to determine personnel requirements:

  • The tasks must be structured, manageable and comprehensible.
  • The tasks must be repeated in short time rhythms (e.g. days).
  • Time estimates for the completion of the task must be available.

Individual evidence

  1. ↑ Alexander Haubrock, Sonja Öhlschlegel-Haubrock: Personnel Management. 2nd Edition. Kohlhammer, Stuttgart 2009, ISBN 978-3-17-020766-0 , p. 57.

literature

  • Erich Kosiol: Organization of the company. 2nd Edition. Gabler, Wiesbaden 1976, ISBN 3-409-31052-5 , pp. 41-79.
  • Erich Kosiol: Task analysis and task synthesis. In: Erwin Grochla (Ed.): Elements of organizational design. Rowohlt Verlag, Hamburg 1978, ISBN 3-499-21116-5 , pp. 66-84.
  • Joachim Eigler: Task analysis. In: Georg Schreyögg, Axel von Werder (ed.): Concise dictionary of corporate management and organization. 4th edition. Schäffer-Poeschel Verlag, Stuttgart 2004, ISBN 3-7910-8050-4 , pp. 54-61.
  • Georg Schreyögg: Organization. Basics of modern organizational design. 4th edition. Gabler, Wiesbaden 2003, ISBN 3-409-47729-2 , pp. 113-129.
  • Manfred Schulte-Zurhausen : Organization. 3. Edition. Verlag Franz Vahlen, Munich 2002, ISBN 3-8006-2825-2 , pp. 13-16, pp. 39-42.