Function diagram
The function diagram (function matrix, English activity distribution chart ) was developed in 1929 by Eva and Ernst Hijmans . It assigns the individual tasks involved agencies and the appropriate expertise in the form of a two-dimensional matrix. The function diagram links the processes of the operational organization with the structures of the organizational structure .
The example shows a simple function diagram:
- Point 1 is responsible for the K ontrol of task A and the P PLANNING of task C .
- Point 2 is responsible for the E ECISION on task A and the control over activity B .
- Point 3 is the A base columns of task A in charge and has at the same time a total function ( X ) for the objects B and C
- Position 4 takes on an overall function ( X ) for task D.
| Digit 1 | Position 2 | Digit 3 | Digit 4 | |
|---|---|---|---|---|
| Task a | K | E. | A. | |
| Task B | K | X | ||
| Exercise C | P | X | ||
| Task D | X | |||
The lines of the function diagram show how the functions for solving a task are distributed to different positions. The lines are thus a basis for workflow representations. The columns show the functions that have to be fulfilled by individual positions in various technical tasks. The columns are therefore the basis for creating job descriptions . In contrast to a job description, a function diagram contains much less information about the individual job tasks, but it does provide an overview of the positions involved.
advantages
- Conflicts of competence are prevented by clear allocation
- Precise guidelines for staffing and personnel development
- Organizational deficiencies are easy to spot
- Low change effort
disadvantage
- Demarcation difficulties in the task structure
- Risk of over-organization due to excessive formalization
- Due to the schematic representation, detailed regulations cannot be shown
- Impairment of initiative and creativity
Cooperative processes
With cooperative processes , the disadvantages mentioned above do not apply because they can be traced back to an " assembly line " philosophy. A simple function diagram with cooperative functions and clear responsibility for the overall management and the individual area / specialist / project management can be used for overviews in both simple and complex (project) organizations.
The following example shows a simple function diagram in which the managerial functions and the collaboration are shown:
- (Technical) point 1 assumes the G tal L Zeitung of task nbereich A and M itarbeit in task nbereich C .
- (Technical) point 2 takes over the F achliche L Zeitung of task nbereich A and M itarbeit in the task nbereichen B and D .
- (Technical) point 3 assumes the M itarbeit in the task nbereichen A and D , while the F achliche L Zeitung in the tasks areas B and C
- (Technical) point 4 assumes the G tal L Zeitung the object nbereichs D
| Digit 1 | Position 2 | Digit 3 | Digit 4 | |
|---|---|---|---|---|
| Task a | GL | FL | M. | |
| Task B | M. | FL | ||
| Exercise C | M. | FL | ||
| Task D | M. | M. | GL | |
Note: Wherever the competencies of those involved have required it, the purely formal overall management has been assigned to one of the specialist managements.
literature
- K. Olfert, HJ Rahn: Compact training organization . 6th edition. Herne 2012
- Manfred Schulte-Zurhausen : Organization . 5th edition. Munich 2010
- D. Vahs: Organization . 7th edition. Stuttgart 2009