Harzburg model
The Harzburg model is a management model , the core of which consists of the delegation of responsibility to the hierarchical level to which the decision-making authority essentially belongs. The motto of the Harzburg model was "leadership by delegation".
history
The concept for Harzburger model was in 1954 by the heads of state and administrative law Reinhard Hoehn based on military principles and was on the established on March 26, 1956 Academy of business leaders (AFW) in Bad Harzburg taught. She imparted to executives knowledge how they could lead in the employee relationship with the delegation of responsibility and the related job description. It takes its name from the location of the presentation. In 1962, Höhn introduced a closed management system. Since then, the Harzburg model has experienced an upswing in the economy , administration and in the armed forces. In 1966 the first edition of Höhn and Gisela Böhme's book Leadership Brevier of Economy was published . From around 1972, American management systems came to the fore in German companies and made the Harzburg model - which has since been criticized - lose its importance. In September 1989 the Bad Harzburger Bildungsverbund went bankrupt and was split up. The Cognos AG took over the seminars of the AFW. In 1999, in “Vahlens Großes Wirtschaftslexikon”, the Harzburg model was recognized as by far the most highly developed management system. By the year Höhn died in 2000, around 600,000 management and junior staff had been trained in the academy, and 100,000 participants received the "Harzburg Diploma" in distance learning.
content
The Harzburg model regards the employees as independently thinking , acting and decisive individuals. It is a performance and satisfaction- oriented model that propagates goal orientation instead of process orientation and tries to integrate company goals and employee goals. This is determined by the cascade process (target system with upper and lower targets) individual or group-related goals that regularly review and adapt are ( English Management by Objectives ). As a rule, is delegated, the manager picks only in exceptional cases one ( English management by exception ), otherwise observed and controlled he his staff. The employees take on self-control of their area of responsibility , which is clearly defined in the job descriptions , and conduct a joint deviation analysis with their superiors . Responsibility is separated in the model by dividing responsibility for action and management . The latter is based on the “General Management Instruction”, which regulates the relationship between superiors and their employees by defining the management principles. In particular, the official channels must be adhered to; no authority is assigned to staff units. The deputy and his / her role as deputy are important criteria for maintaining the ability to act.
criticism
Since 1972 there has been increasing criticism in the specialist literature . The model, which includes 350 organizational rules, has a high density of regulations, which prefers an authoritarian - bureaucratic management style and is therefore far removed from the propagated "leadership in the employee relationship" because the employee is only allowed to make routine decisions, while the superior has to intervene regularly in unusual situations. The employee lacks the precise specification of the area of discretion and exception. Due to the density of regulations, the model tends to be over-organized and largely lacks statements on goal setting and planning .
Because the rules were no longer up to date, the Harzburg model has not been taught comprehensively since 1989. Today it is only of secondary importance with regard to the basic principles of delegation of responsibility. Since 2004, this approach has been greatly expanded by the AFW and taught more comprehensively than Harzburg leadership teaching (HFL), which is evolutionary.
literature
- Reinhard Höhn : The Harzburg model in practice , 1967
- Wolfgang Grunwald, Wilmar F. Bernthal: Controversy in German Management: The Harzburg Model Experience . In: Academy of Management Review, 1983
- Adelheid von Saldern : The "Harzburg Model". A system of organization for German companies, 1960–1975 . In: Thomas Etzemüller (ed.): The order of modernity. Social engineering in the 20th century . Bielefeld 2009, pp. 303–329
- Michael Wildt: The Reinhard Höhn case. From the Reich Security Main Office to the Harzburg Academy . In: Alexander Gallus, Axel Schildt (Ed.): Looking back into the future. Political public sphere and intellectual positions in Germany around 1950 and around 1930 , Göttingen 2011, pp. 254–271.
- Nikolas Lelle: “ Firm in leadership”. Reinhard Höhn and a (post-war) history of German work . In: Werner Konitzer, David Palme (ed.): »Work«, »People«, »Community«. Ethics and Ethics in National Socialism. Yearbook on the history and impact of the Holocaust. Frankfurt am Main 2016.
- Corporate management: Management according to Swiss art . In: Die Zeit , No. 30/1972
Web links
Individual evidence
- ↑ Der Spiegel 35/1989 of August 28, 1989, leadership model with problems , p. 85 , accessed on June 27, 2016
- ↑ Werner Siegert, Expert-Praxislexikon Management-Training , 2001, p. 73
- ↑ Walter Simon, GABAL'S large method case Leadership and Cooperation , 2006, p. 256 ff.
- ↑ Reinhard Höhn / Gisela Böhme, Management Brevier der Wirtschaft , 1970, p. 32
- ↑ Reinhard Höhn / Gisela Böhme, Management Brevier der Wirtschaft , 1970, p. 270 f.
- ↑ W. Glahe, Is the Harzburg model dusty? , in: Plus. Zeitschrift für Unternehmensführung , 4/1972, pp. 43–49.
- ↑ Richard Guserl, The Harzburger Model , 1973, p. 159 ff.