Sectoral organization
The sectoral organization is a form of operational organizational structure , the central organizational structure of which is characterized by a division on the second hierarchical level into a technical and a commercial sector. That corresponds to sectoral centralization. With this form of organization, the company is managed according to the line system, with the two sectors being responsible to the company management. Centralization is intended to promote the implementation of the will to lead. The system is characterized by a uniform level of authority. The disadvantages of hierarchical bureaucracy are avoided through short channels of authority. However, there is often a reluctance to delegate responsibility. In addition, this form has limited flexibility with regard to market changes. Too high a degree of centralization can lead to demotivation of employees.
literature
- A. Müller: The process orientation in the company , Hamburg 2014, ISBN 978-3-954-85136-2
- K. Olfert, H. Pischulti: Unternehmensführung , 6th edition, Herne 2013, ISBN 978-3-470-49736-5
- HJ Rahn, K. Olfert: Organization , 7th edition, Herne 2015, ISBN 978-3-470-49867-6
- HJ Rahn: Unternehmensführung , 9th edition, Herne 2015, ISBN 978-3-470-43019-5
Individual evidence
- ^ HJ Rahn: Organization . Würzburg 1995, p. 27 .