Competence (organization)

Competencies are in the organization theory rights and obligations that a jobholder or officials be given. They legitimize him to take actions to properly fulfill his tasks and oblige him to take responsibility for this in the form of an accountability .

etymology

The word competence comes from the Latin competentia 'suitability' , 'permission', the verb competere can mean ' to meet' , 'sufficient', 'to be able to do something' or 'to be entitled'. Instead of competence, the term empowerment first prevailed in the German official language from 1658 after Ernst Fidicin . The adjective “competent” originally meant “to be responsible for” around 1731, but is increasingly used today as a synonym for “capable of making judgments” or “professionally qualified”.

Authority

For the German philosopher Adolf Lasson it was already clear in 1882 that what lies within the limits of a law is the sphere of the authority of all legal subjects . The concept of authority originally comes from police and administrative law . Authorization here is the authorization granted by law or orders to intervene in the legal position of other legal entities. In police and regulatory law, an authorization is the specific legally granted authorization to take a certain measure . The right of the judge to develop the law is almost undisputed today. In this respect, in the sense of Article 20 (3) of the Basic Law, at least the power of the courts to develop the law can also be anchored as a constitutional mandate.

competence

Based on its use in public administration, “competence” is used in the sense of authority or responsibility in the business literature, especially in the area of human resources , planning and organizational theory. Competencies are "rights and powers of institutions or persons that establish the formal legitimation for their actions" and must be in accordance with the tasks and responsibilities assigned to these institutions or persons ( congruence principle of the organization ).

species

A distinction is made between leadership and implementation skills.

• Leadership skills functionally describe the influence of one position on other positions through superordinate and subordinate positions and, in terms of content, the characteristics and skills required for leading people . They contain powers for executives , superiors or senior executives to issue and enforce instructions to subordinate holders of positions. Leadership skills include:
  • Technical and methodological competence is the abilityto solveoccurring problems and tasks on the basis of specialist knowledge and comprehensive knowledge or the ability todevelop and implement strategies , techniques and concepts ;
  • Management competence : this includes planning , organization , coordination , cooperation , information , personnel management and control . The latter includes the rightto monitorthe correct execution of the instructions .
  • Leadership competence is the ability to meet the personal and social requirements of a leadership role;
  • Sanctions law : In the event of non-compliance with instructions, (disciplinary) executives must be given the authority topunishthis misconduct with sanctions ( disciplinary law ).
• Execution competences entitle the job holder to carry out assigned tasks, whereby the execution agencies are not allowed to issue instructions to other execution agencies. Implementation competencies affect both employees with executive and managerial activities, with the latter predominantly being granted implementation competencies with a higher degree of autonomy.
  • This includes, in particular, decision-making, guideline, participation, ordering and representation skills.
  • In the case of executives, decision-making powers are characterized by the fact that they grant them the right to make constitutive external decisions with incomplete information with the highest entrepreneurial risk . The guideline authority as specific decision-making authority stipulates that the post holder may issue guidelines to subordinate areas. The further sub-type of external decision-making competence: includes the right to make decisions for other positions.
  • When it comes to having a say , a body may only make decisions if it has previously consulted another body and voted positively.
  • The authority to issue orders determines that a manager may issue orders or instructions .
  • The representation competence Finally, as regards the right to other incumbent in-house to represent if they are unable or unfolded visibility because it assigns the holder the right, the organization ( company , authority to represent) outside legal effect; best, it is provided with power of representation as Prokura or proxy connected.

meaning

The type and scope of assigned competencies are characteristics of a position . The more extensive and significant the competencies assigned to a position, the higher this position is in the hierarchy of the organization. The most comprehensive competencies are therefore found in the board of directors and management in companies and heads of authorities in authorities. The principle of exclusivity applies to the allocation of competencies. After that, the competence assigned to one position can no longer be assigned to another position. This prevents an impending conflict of competencies.

See also

• organization
• Association responsibility

Web links

Wiktionary: Competence  - explanations of meanings, word origins, synonyms, translations

Individual evidence

1. ↑ Gerhard Köbler: Etymological legal dictionary. 1995, p. 42.
2. ↑ Gerhard Köbler: Etymological legal dictionary. 1995, p. 226.
3. ^ Adolf Lasson: System of legal philosophy . 1882, p. 207 ( limited preview in Google Book search).
4. ↑ Dietger Hahn: Competence. In: Eduard Gaukler, Walter A. Oechsler, Wolfgang Weber (Hrsg.): Concise dictionary of personnel. 1975, col. 1112.
5. ↑ H.-T. Frütjes: planning bodies . 1989, col. 1465.
6. ↑ Knut Bleicher : Organization: Strategies-Structures-Cultures. 1980, p. 1056 ff.
7. ↑ Knut Bleicher: Organization: Strategies-Structures-Cultures. 1980, col. 1056.
8. ↑ Knut Bleicher: Organization. 1993, p. 117.
9. ^ Ina Maier: leadership skills . 2015, p. 16 ff . ( limited preview in Google Book search).
10. ^ Wilhelm Hill, Raymond Fehlbaum, Peter Ulrich: Organizational theory. Volume 1/2, 1994, p. 127 ff.
11. ^ Wilhelm Hill, Raymond Fehlbaum, Peter Ulrich: Organizational theory. Volume 1/2, 1994, p. 129.