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Orgamzational design in a chaotic environment Today's market Situation is characterized by a "trend towards chaotic environment". To keep pace with this development, companies must consciously promote their llexibility and innovation ability. Therefore, orgamzational approaches to Solutions based on organizationtheoretical considerations and on a short overview of modern management approaches are outlined and summarized in a model for orgamzational design. This view clearly shows that the changed environmental conditionsrequirea fundamentalabandon of the Bureaucratic and Tayloristic design principles. The results of various empirical studies show that small and medium-sizedenterprises (SME), despite their less complex structures, are not automatically the ideal of a "post-bureaucratic Organization". In many SME an increased need for organizationalchange is expected, especially in logistics, i. e., in planning and accomplishment of the company's operationalmanagement(see SCHÖNSLEBEN 1998). In the beginning of 1998, project leaders and decision-makers of 237 SME were questioned concerning a specific reorganizationproject in the logistics of their Company. According to these analyses, an effective support in reorganization projeets of SME requires a design approach • clarifying the kind of task design to enable a development towards the model of a postbureaucraticOrganization • showing the interactions between Organizationand technicalresources in a reorganization projectand • showing how organizationalchanges occur and how change processes can be designed more actively. Holistic Organization design as a major goalofreorganization To meet these requirements, fundamentalprinciples of the socio-technicaldesign approach are presented. These principles should be considered for a Joint optimization of the used technical resources, the organizationalstructures and employees' qualifications (see ULICH 1997). It is shown how tasks should be designed on an individual, work group and entire organizational-unit level to enable an Organizationwithin a turbulentenvironmentto handle an increasingnumber of variations and disturbances in the operational management. In this context, the requirements of leadership are also mentioned. Further, the question how to handle produetion and data-processing resources in a reorganization project is treated to support a Joint optimizationof the technical and social part system. Designingthe change processes The idea how organizations change decisively influences the design of reorganization projeets. In social science various theories explaining specific aspects of organizational change processes were developed. On this basis, designing the change process is discussed from the viewpoint of employees' qualification, of project management and of Strategie Zusammenfassung Seite 10 company-planning. Possible consequencesfor the change strategy in a holistic reorganization project are discussed. Critical success factors are deduced from these considerations,which should be especially considered in designing the organizationalchange processes. Handling critical successfactors in specific reorganization projeets ofSME It is shown which of the presented critical success factors have been evaluated as especially important in the evaluated reorganization projeets. The questioned project managers and decision makers mostlyagree that these factors derived from various change theories are vital for a successfulprojectcompletion. The answers however also show a clear discrepancy in the importance of the various success factors and their implementation in everyday projeetlife. Change conceptas a guidelinefor a sustainable reorganization Reorganizing the logistics aecording to socio-technicaldesign principles involves changesin various areas of a Company. Beyond that measureshave to be taken to handle the Opposition of an Organization against fundamentalchange in construetive way. A change concept explaining how a holistic reorganizationof the Company logistics can be struetured has been developedto support SME in project planning and aecomplishment. This concept is not meant as a Standard program to be followed step by step. It should rather be seen as a guideline, which must be adapted to the real circumstances of each Company. As the presented survey results clearly show, reorganizationprojeets do not primarily fail becauseof unsolvable material questions. Companies rather lack "coneepts and experiences to design the change process" (quotationof a SME project manager). Therefore, a projeetphase audit method was developedto support a project-accompanying evaluation of the change process. In such an audit, the project team identifies problems in their designing of the change process. Thus, measures for the following project phases can be planned. Case study in a SwissSME For over Wz years MAGNETICS AG2 was aecompanied during a reorganization of its entire logistics by the research team of the ZIP project CHANGE. Using the presented change concept and especially handling the critical success factors is illustrated with concrete examples of this project. The thesis is concluded by a critical evaluation of the achieved results. Here, the open questions needingfurther examination are presented. The Companyname was changed for confidentialityreasons.

Ansätze zur nachhaltigen Reorganisation in der Unternehmenslogistik von kleinen und mittleren Unternehmen (KMU)