Task synthesis
The task synthesis builds on the task analysis and summarizes the subtasks according to certain criteria (cf. job creation ) so that they can be assigned to the task holders (persons) to fulfill them. The task synthesis defines the workflow process and the result of the task synthesis is the organizational structure. This structure is in the organization theory in an org chart illustrated. The transition from the organizational structure to the process organization is formed by work analysis and synthesis, which follow on from the task analysis and synthesis.
Decentralization and centralization
The parts of the work obtained in the task analysis are summarized in the task synthesis according to the structural characteristics of the task holder , material resources, and space and time ( centralization ) or separated (decentralization) at the same time the separation according to all other characteristics.
target
The goal of the task synthesis is the formation of organizational units. The smallest organizational unit is called a position .
How many subtasks are ultimately combined into one position depends on the complexity of the subtask. Positions summarize the subtasks to be mastered by an average person. You are assigned tasks as well as competencies and responsibilities, which should behave congruently. Simple tasks and competencies also require little responsibility, while complex tasks involve great competencies and great responsibility. The job description is responsible for creating and announcing a clear, complete and non-overlapping allocation of responsibilities .
The combination of an instance and several positions forms a department . The aim of creating a department is to create a self-contained set of tasks that is separated from other departments. Departments can either be set up from top to bottom as a delegation process or from bottom to top as a summary. If a position takes on managerial tasks for lower-ranking positions, this authority is called. "Management tasks are made up of the elements" initiative "," decision "," arrangement "," monitoring "and" coordination "." (From: Hoffmann, structural organization p. 214). The number of persons directly subordinate to this management point is called the management range.
Approaches to synthesis
Analogous to the task analysis, there are also different approaches for the task synthesis to summarize the tasks:
- Grouping of tasks with the same tasks on different objects
- Summary according to the object principle
- Decision-making centralization : Decision-making tasks are grouped into special places
- Phase centralization : Determination of the positions by the planning and control tasks
- Administrative centralization: In practice it is difficult to fully implement, since some of the administrative tasks always have to remain decentralized.
- Material-oriented centralization : The grouping takes place according to the material resources available, whereby a high profitability of these material resources can be achieved.
- Spatial centralization : division of tasks according to spatial aspects
- Personal centralization : attention to special skills of the manager.
In contrast to task analysis, the synthesis is not very standardized. Experience and intuition influence the synthetic task formation. The summary or centralization of the tasks makes sense wherever uniform, neutral or economically sensible fulfillment of tasks is desired. Decentralization is required where the position or department would be overwhelmed by the complexity of the task and when the information required to carry out the task is more easily accessible decentrally.