Structural and performance-related deficits may not be detectable for insiders. The following three aspects are indications for structural deficits:

1. The leader disclaims one or more leadership tasks.
2. The leader is being outperformed by a third person in one or more leadership tasks (e.g. a superior ignores one leader by leading regardless of the set  hierachie levels).
3. The leader only leads some of his subordinates and suppresses others.

We detect these deficiencies by conducting specific interviews and thus implement the emerged solutions.

The regulations of how someone is authorized and obliged to make desicions should be apparent and easily accesible in an overview of the competences. The overview visualizes the authorations of colleagues and leaders.

It has to be adjusted every time an operational change is made and the proportionalities of competences have to be verified.

a) What has to be decided? (spheres of competence)

b) Who decides on which conditions? (competence level)

c) Which hierarchy level has to be included in certain decision-making processes? (competence structure)

Authorization should always be linked to certain conditions:

a) prompt information of the superior

b) explicit prior oral approval of the superior

c) formal approval of a request by the superior

Explanation

A lot of decisions can influence and affect several facets of business: labor law, cost management, process cycles and the whole company operations. Therefore, these decisions cannot be made deliberately by all employees. They should be controllable and manageable at all times.