Position (organization)

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One point is in the organizational theory that a human PTA transmitted (sub) task , possibly supported by the assignment of work equipment .

General

The job is the smallest organizational unit to which exactly one person - called the job holder - is assigned. Erich Potthoff defined it in 1966 as “the functional organizational unit related to a human workforce ”. Colloquially, the position is often imprecisely referred to as a workplace , but is initially neither spatially defined nor tied to a specific person. Positions are defined purely factually and not personally, they are purely organizational structures. That is why a position can also consist of several workplaces. Only the work is occupied by only one person (he is unipersonal ), it also changes the job sharing ( English job sharing ) nothing.

As a position, a bundle of tasks is summarized which can be mastered by a suitably qualified employee . A position thus regularly consists of a set of tasks and a task holder. The aspects of a job are set out in job descriptions . The number of subtasks that are grouped under one position depends on their difficulty, variability and complexity.

features

The following features are characteristic of positions:

  • The task is set for a longer period of time and follows the principle of personal independence.
  • As competence is defined as the rights transferred by the employee to perform the task.
  • As responsibility the duty of a person is understood to be accountable for their decisions and actions.

It is important to observe the principle of congruence , i.e. H. an appropriate balance between tasks, competence and responsibility. Ideally, they have the right skills to perform a task and the person is responsible for the task they are taking on.

Job types

The positions can be divided into two types based on the assigned competencies:

  • Line offices are usually directly entrusted with the implementation of main operational tasks:
    • Management positions are characterized by external decision-making , instruction and control competencies. Essential criteria are therefore the making of external decisions, the implementation of the decision in orders and the external control of the execution. A feature to be considered when creating line points is the line span .
    • Execution bodies are bodies that are equipped with implementation skills , but not with management skills. This means that they are not allowed to issue instructions to other bodies. They only have decision-making powers for their own area of ​​action.
  • Supporting bodies only serve indirectly to fulfill the main business task:
    • Staff units are specialized management support units that are primarily intended to increase the information processing and decision-making capacity of the management units. Staff units are intended to prevent overloading the management positions.
    • Assistance positions are generalized management support positions with case-by-case tasks without external decision-making and instruction authority. For this type of position there is usually no fixed area of ​​responsibility (e.g. assistant to the management).
    • Service points perform central support tasks for several management points. One distinguishes
      • Service agencies with authority to issue instructions (such as human resources ) and
      • Service points without authority to issue instructions (so-called non -functioning support points such as canteen , post office or reception ).

These job types cover the entire functional needs in a company, so that each function can be assigned to one of these positions.

Job creation

Organizational units arise in the course of task analysis (mental breakdown of an overall task into analytical subtasks) and subsequent task synthesis (summary of the subtasks). This process is called job creation . Several positions are then combined into one department . This can be done in different ways, on the one hand in the single-line system (exactly one manager ) or in the multi-line system (several managers possible).

There are four different ways of creating jobs:

Some of these officers are only to be employed in companies that are addressed as addressees of the special legislation.

Job Description

A job description is a written description of the organizational rules for a job. It defines the tasks (including performance requirements), the work goals, competencies and relationships with other positions. The competence is the job-related right to act and the responsibility is the job-related accountability .

Staffing

The filling of vacancies by personnel is one of the main goals of human resources , whereby the requirement profiles of the job description must match the qualification profiles as closely as possible. After the job has been created, the vacancy is filled. We are looking for a job holder whose suitability profile corresponds to the job's requirement profile. Deviations between aptitude and requirement profile are to be reduced through personnel development measures .

See also: Position plan , staffing plan , appointment

literature

Web links

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

Individual evidence

  1. ↑ Günter Franke, Job and Personnel Requirements Planning , 1977, p. 26
  2. ↑ Erich Potthoff, company organization , in: Karl Hax / Kurt Wessels, Handbook of Economics, Volume I, 1966, p. 55
  3. ↑ Joachim Paul, Introduction to General Business Administration: With Examples and Case Studies , 1st Edition, 2006, ISBN 3834903361 , p. 264
  4. ↑ Erich Potthoff / Karl Trescher, Controlling in der Personalwirtschaft , 1986, p. 28
  5. ↑ Wolfgang Wrabetz, The Job Description: A Guide for Practice , 1973, p. 17
  6. ↑ Wolfgang Heise, Das kleine 1x1 der Organizationlehre , 2009, p. 45
  7. ↑ REFA: Methodology of work studies. Part 1: Basics. 7th edition. Carl Hanser Verlag, Munich 1984, ISBN 3-446-14234-7 , pp. 58-59.
  8. ↑ Rolf Bühner, Business Organization Studies , 2004, p. 69 f.
  9. ↑ Rolf Bühner, Business Organizational Studies , 2004, p. 73
  10. ^ Fritz Bisani, requirement and qualification profile, in: Hans Strutz (ed.), Handbuch Personalmarketing, 1989, p. 241