• Change Management – Change begins in the mind of the employee. Need for clear and transparent communication
  • Change agents – Role, understanding and optimal use
  • Organisational handbook – Documentation as the backbone of the organisation
  • Workflow analysis – Only theory? How to increase efficiency through coordinated interdepartmental and interdisciplinary cooperation
  • Position planning – The art of a “living organisation”
  • Succession planning – Looking at the job and not at the job holder

Less is more!

A clearly structured job description includes four main elements: identification, signatures, job purpose, main responsibilities and tasks.

As part of the staffing process, the job description is completed by the job profile (qualifications for the incumbent).

Concept of a job descriptio

Organisation models

Concept of a target organisation

First considerations:

  1. Which functions should be executed at what level? (local – regional – national – international)
  2. Hierarchical versus functional reporting lines – What should be considered?
  3. What is a target organisation and when does it take effect?
  4. What support measures are needed during the transformation process towards the target organisation?

The four dimensions of the organisation chart

Basic rules for creating organisational charts

Order of management functions

According to the relevance in the organisation from left (main operational functions) to right (support functions).

Number of employees to supervise

The ideal number of subordinates is from 6 to 8 (maximum 10) employees per supervisor.


Each employee is attached to his superior by a direct reporting line.

Number of organisational units

Employees with identical job descriptions are listed in the same organisational unit in alphabetical order.

Job classification

An organisational chart contains no reference to the job grading or salary scale.
Supervisor and his/her subordinate do not have the same grade.

Seven steps of organisational development


  • mission
  • vision
  • products and services
  • objectives and strategies
  • motivation and interests


  • position of the organisation
  • customers
  • external partners


  • values and norms
  • regulation
  • hierarchical relations
  • definition of success
  • history


  • operational success
  • financial success
  • innovation
  • creation of potential
  • stakeholder satisfaction

Structures and processes

  • division of work
  • decision-making power
  • process
  • knowledge management


  • leadership (degree of autonomy, type)
  • information system
  • specifications (control, budgets, etc.)
  • feedback (reward, sanctions)
  • communication and control


  • staff
  • machines and buildings
  • technology and infrastructure
  • goods and materials
  • purchase
  • finances