Organisation: Strategien -- Strukturen -- Kulturen
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1m Vorwort zur ersten Auflage, die den Titel "Organisation - Formen und Modelle" trug, habe ich darauf hinge wiesen, daB diese Schrift nicht in der Absicht verfaBt wurde, eine weitere Organisationslehre vorzulegen. Mir ging es vielmehr darum, dem theore- tisch wie dem praktisch an Organisationsfragen Interessierten zu einem wesentlichen Spezialgebiet organisatorischer Gestaltung Anregungen zu vermitteln: der Frage nach den Ausgestaltungsmoglichkeiten von Formen und Modellen der Organisation. Organi- sationsformen bieten Gestaltungsalternativen flir unmittelbare Kooperationseinheiten (Abteilungen und Gruppen) an. Sie ordnen sich ein in Gesamtkonzepte der organisatori- schen Gestaltung, die selbst wiederum alternativ gestaltet werden konnen, den Organisa- tionsmodellen. Organisationsformen und -modelle beziehen sich damit auf unterschiedli- che Ebenen organisatorischer Gestaltung: Wahrend Organisationsmodelle das Gesamt- muster der Systemdifferenzierung und Systemintegration fiir eine Unternehmung (total) oder flir ihre wesentlichen Subsysteme (partiell) angeben, regeln Organisationsformen das Grundmuster der Verteilungs- und Arbeitsbeziehungen in unmittelbar miteinander arbeitenden Kooperationseinheiten. Beide bieten viemUtige, alternative Moglichkeiten der Gestaltung mit besonderer Wirkung auf die Ergebnisverantwortung der in diesen Sy- stemen tlitigen Fiihrungskrlifte, die vor dem Hintergrund des okonomischen, sozio- kulturellen, technischen und des diese durchdringenden politisch-gesetzlichen Kontextes gesehen werden miissen. Der Kontext der Unternehmung wird bei einer instrumentalen Betrachtungsweise organisatorischer Gestaltung durch unternehmungspolitische Ent- scheidungen, die Strategien prligen, in eine Unternehmungsentwicklung umgesetzt. For- men und Modelle der Organisation miissen sich an diese Strategien anpassen, ihre Reali- sierung unterstiitzen, urn durch eine arteigene Organisationsentwicklung eine Unterneh- mungsentwicklung zu unterstlitzen.
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