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Due to turbulent markets, enterprises have to these short-cyclic market changes. A new challenge is the creation of new controlling and navigation systems for decentralised process-oriented organisational units. To support the management with methods and tools, a holistic management model with the characteristics of team-orientation, goel orientation and visualisation was developed and implemented. The following shows the effectiveness.

Die turbulenten Umfeldbedingungen der Unternehmen und die erforderlichen dynamischen Strukturen in den Betrieben haben einen enormen Wandel in der Fuehrung und Lenkung von prozessorientierten Organisationseinheiten zur Folge. Daraus resultieren hoehere Anforderungen an die Kompetenz und Qualifikation der Fuehrungskraft. Die Einfuehrung eines ganzheitlichen Fuehrungsmodells kann die Fuehrungskraefte des Unternehmens mit Methoden und Hilfsmitteln bei dieser schwierigen und komplexen Arbeit unterstuetzen. Das Modell muss die Voraussetzungen Zielorientierung, Gewaehrung eines Handlungsfreiraumes und Sicherstellung von Transparenz fuer dynamisches Strukturverhalten erfuellen. Die Autoren stellen am Beispiel eines mittelstaendischen Unternehmens ein solch ganzheitliches Fuehrungsmodell vor.

Due to turbulent markets, enterprises have to adapt to short-cycle market changes. A fresh challenge is the creation of new controlling and navigation systems for decentralised process-oriented organisational units. To support management with methods and tools, a holistic management model with the characteristics of team orientation, goal orientation and visualisation was developed and implemented. The articles deals with the effectiveness of this management model.

Most enterprises are up against a turbulent environment. If enterprises want to act successful in the medium and in the long term they have to master the changing conditions by going new ways. The new demands of the market are not only reflected in the products, processes, structures and channels of distribution of an enterprise. A seller has to offer an additional profit to the customer. Especially for small and medium sized enterprises the membership in a production network offers best chances for the enlargement of their supply for strengthening existing and getting new shares of the market. The following article shows an example for a successful cooperation of two enterprises which have been combining their core competences and are now able to offer a new, specific user-orientated product to a permanently growing market. These two enterprises of the furniture industry are well on the way to face the new demands of the market successful. The turbulent environment and the demand for more consumer orientated products made dynamic organizational structures necessary. This challenge was mastered by the reorganization of the enterprises to a Fractal Enterprise, independent from each other. This process was accompanied by the Fraunhofer IFF. The exchange of experiences, similar philosophies and cultures in these both enterprises and a climate of trust were the basis for creating a production network and a future virtual enterprise. A common strategic orientation, the determination of the customers demands and the development of concepts for the organizational, material and the networking of information are the steps to run through for the building of distributed manufacturing networks.

Enterprises have to face new demands and to master permanently changing tasks. Management by delegation isn't possible if the tasks are changing so fast that the specification of tasks isn't possible in a current way anymore. In a Fractal Company the idea of how to manage a production unit is different to traditional methods. Management of Fractal Organizational Units means management by objectives and control of reaching the agreed goals. To get an agreed goal will be more important than the fulfilment of single tasks. Setting up this principle in a company is not possible overnight. The following article shows that it depends on a lot of soft facts, e.g. integration of employees and a different style of leadership, and hard facts, e.g. suitable methods, characteristics and their optical presentation. The represented method for creating a consistent system of goals and successful guidance by goals consists of four steps: formulation of enterprise goals, examination of the formulated g oals and realization of necessary reorganizing measures, agreement of clear goals, guidance by goals.