Test 1

Table of Content:

Personnel Management 1


1. The structural and process-oriented forms of organization in personnel management,

2. The organizations in their implementation:
The classical teaching of the right organization in the personnel management,

3. The space of formal structural possibilities:
The business administration organizational theory from the point of view of personnel management,

4. The importance and character of formal structures in personnel management,
5. The forms of task definition in personnel management,

6. The functional divisions in the personnel management,
7. The product-oriented structure in personnel management,
8. The market-oriented structure in personnel management,

9. The forms of coordination in personnel management,
10. The one-line system in personnel management,
11. The multi-line system in personnel management,
12. The staff-line system in personnel management,

13. The matrix organization in personnel management,

14. The project organization in personnel management,

15. The importance and character of projects in human resources management,
16. The line and (pure) project organization in personnel management,
17. The staff (influence) and project organization in personnel management,
18. The matrix project organization in personnel management,
19. The relativization of the machine model in personnel management,



20. Organizations as organizations in human resource management,

20a. Organizations in transition from the point of view of personnel management,

20b. From Individual to Group: The Growth Model in Human Resource Management (by Glasl / Lievegoed),
20c. The evolutionary and revolutionary phases of growth in personnel management (Greiner),

21. The contingency approach: Which structure under which environmental conditions in personnel management ?,

21a. The development and research program of the contingent approach from the point of view of personnel management,
21b. The results of contingency-theoretical research in personnel management,
21c. The criticism of the contingent approach in personnel management,

22. The consistency approach: Mintzbergs, "Fives" (in human resources management),

22. The consistency approach: the simple structure (in personnel management),
22a. The consistency approach: the machine bureaucracy (in personnel management),
22b. The consistency approach: the professional organization (in human resources management),
22c. The consistency approach: the division structure (in personnel management),
22d. The consistency approach: Adhocratie (in the personnel management),