The Center of the Toll

‭T he center of the toll: the processes‬ ‭ he factors process and structure are included in the middle of the toll. These‬ T ‭factors are explicitly linked; processes are often carried out by multiple‬ ‭departments. The organizational processes are the subject of this chapter, the‬ ‭structure is discussed in Chapter 4.‬ ‭ rocesses as a determining factor‬ P ‭The Administrative Organization field has indicated which administrative information is‬ ‭required for the various functional processes and the sub-processes derived from them‬ ‭from the value cycle to enable the management and control of these processes.‬ ‭ ee also the KAD model in Chapter 10 with regard to the manageability of‬ S ‭processes.‬ ‭ tley and Berry have defined four conditions that a process must meet if it is to be fully‬ O ‭manageable for the manager. This concerns the following conditions:‬ ‭1.‬‭There are unambiguous objectives.‬ ‭2.‬‭The result of the process is measurable in terms of the objective(s).‬ ‭3.‬‭The process consists of:‬ ‭a)‬‭Repetitive activities;‬ ‭b)‬‭T he effects of interventions on the process are known in advance.‬ ‭4.‬‭The possibility of adjustment is available.‬ I‭n practice, all these conditions are almost never met. There are alternative forms of‬ ‭management and control for less manageable processes. In this context, Hofstede‬ ‭distinguishes the following forms of control and control (control types):‬ ‭1.‬‭Routine control.‬ ‭2.‬‭Trial and error control.‬ ‭3.‬‭Intuitive control.‬ ‭4.‬‭Judgmental control.‬ ‭5.‬‭Political control.‬ ‭ he table below shows the role of management information in relation to these questions. A‬ T ‭link has been made to the previously recognized forms of management and control.‬ ‭ ow uncertainty regarding‬ L ‭the‬ ‭goals‬ ‭ ittle uncertainty about the‬ L ‭transformation functions‬ ‭A lot of uncertainty about the‬ ‭transformation functions‬ ‭ igh uncertainty regarding‬ H ‭the‬ ‭goals‬ ‭ ational decision-making‬ R ‭through calculation:‬ ‭m anagement information‬ ‭as a steering‬ ‭m echanism.‬ ‭ ecision making through‬ D ‭c ompromise:‬ ‭Control types: 1, 2 and 3‬ ‭Control type: 6‬ ‭ anagement information as a‬ m ‭dialogue mechanism.‬ ‭ ecision making through‬ ‭Decision making through‬ D ‭inspiration:‬ ‭assessment:‬ ‭ anagement information as a‬ m ‭learning mechanism.‬ ‭ anagement information as‬ m ‭an idea mechanism‬ ‭Control types: 4 and 5‬ ‭Control type: 6‬ ‭The middle of the toll: structures‬ ‭ tructuring means distinguishing tasks, clustering tasks into functions, departments,‬ S ‭businessunits etc. and then 'linking' these units together.‬ ‭Organizational structures‬ ‭ ased on four structuring dimensions, this section explains that the division of tasks,‬ B ‭responsibilities and authorities and the mutual arrangement of the organizational‬ ‭elements influences the information needs of management:‬ ‭-‬ ‭Basic structures;‬ ‭-‬ ‭Types of organizational parts in a basic structure;‬ ‭-‬ ‭Types of areas of responsibility;‬ ‭-‬ ‭The method of coordination and control.‬ ‭Basic structures‬ ‭ wo basic structures can be recognized, namely the functional structure and the product-‬ T ‭oriented culture. Furthermore, there may be a geographical structure and a market or‬ ‭customer- oriented structure. In addition, different structural forms can occur‬ ‭simultaneously in organizations. For example, an organization with product-oriented‬ ‭divisions, where the divisions themselves have a functional structure. The advantage of a‬ ‭product-oriented structure is that the information runs on fewer disks. This can increase‬ ‭decision-making skills and flexibility.‬ ‭Disadvantages are reduced efficiency and associated higher costs.‬