Congruence principle of the organization

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The congruence of the organization is in the organization theory , the principle that duties , powers , responsibilities and information to downstream locations must be transferred congruent.

General

The fulfillment of tasks and the assumption of responsibility require the transfer of sufficient skills in the organizational structure . If a PTA assigned a task, he can only meet them when he acknowledged this appropriate skills and required information is provided. These competencies and information must enable them to carry out the tasks ( implementation skills) or to lead people in management tasks ( leadership skills ). Responsible job holders must therefore have the opportunity to take the necessary measures to fulfill their tasks. Competencies that are adequate to the task are rights to act such as rights of execution , disposal , information , advice , decision-making or instructions . Decision-making and instruction rights are provided for management tasks. Against the background of the congruence principle, decision-making tasks can only be delegated to executing employees if they are not real management decisions. This is understood to mean situational self-decisions by subordinates that have no relevance to corporate policy (“should I file today or tomorrow?”).

Only then can the transport authorities take full responsibility for the performance of their tasks. Execution competencies appropriate to the tasks only allow the assumption of responsibility for the success of the tasks for which the position holder is accountable .

species

If the congruence principle is violated, one speaks of unilaterally endangered or unilaterally unacceptable delegations . One-sidedly endangered people are when the skills are too low compared to the tasks and responsibilities. Then the responsible party is a “ water carrier ” or “ breakfast director ”. In a one-sidedly unsustainable delegation, the competencies are too great compared to the tasks and the responsibility, then someone has to take responsibility for issues for which he has no competencies and which are not part of his tasks. This includes the " scapegoat " and - when exercising competencies outside the area of ​​responsibility - the presumption of office .

Effects

In accounting , for example, a manager can only be held responsible for those deviations in results , the causes of which are within the manager's sphere of influence and therefore within the scope of their competencies. A lack of congruence leads to deficits in internal accounting. Since the incongruities of task, competence, responsibility and information are determined by organizational structures and job descriptions , there are daily problems in the workflow for employees. If the congruence principle is permanently violated, a negative selection can lead to good employees leaving the company , while bad employees remain and give up (" inner resignation ").

literature

  • M. Reiss: The congruence principle of the organization. In: Economics Studies. 11, No. 2, 1982, pp. 75-78.

Individual evidence

  1. ^ Adrian Leibundgut: Organization. Books on Demand, 2010, ISBN 978-3-8391-9963-3 , p. 33.
  2. ^ Stephan LK Freichel: Organization of logistics service networks. Erich Schmidt Verlag, 1992, ISBN 3-503-03387-4 , p. 143. (books.google.de)
  3. ^ Daniel Kneubühl: Organization - Management - Basic Competence. 2012, ISBN 978-3-7155-9495-8 , p. 58. (books.google.de)
  4. ^ Norbert Bach, Carsten Brehm, Wolfgang Buchholz, Thorsten Petry: Value-added organization: Architectures - Processes - Structures. Springer, 2012, ISBN 978-3-8349-3691-2 , p. 250. (books.google.de)
  5. ^ Ralf Ewert, Alfred Wagenhofer: Internal company accounting. Springer, 1997, ISBN 3-540-62999-8 , p. 424.
  6. ↑ Joachim Eigler: Decentralized organization and internal company accounting. Springer, 2002, ISBN 3-663-09667-X , p. 322. (books.google.de)