What Is The Stellenplanmethode?
What Is the Stellenplanmethode?
The Stellenplanmethode is a system of planning and tracking resources. It was developed by German economist, Hermann Schulze-Delitzsch, and is still widely used today. The system is used to plan and track the availability of resources in a company or organization. It is also used to measure the performance of an organization or company, and the effectiveness of its processes.
How Does Stellenplanmethode Work?
In the Stellenplanmethode system, resources are divided into two categories: personnel and non-personnel. Personnel resources are those resources that are necessary for the operation of the company or organization, such as employees, consultants, and contractors. Non-personnel resources are those resources that are not directly related to the company or organization, such as capital, materials, and supplies.
Once the resources have been divided into two categories, a plan is created to allocate the resources in the most efficient manner. The plan includes the number of personnel required, the type of personnel needed, and the cost associated with each resource. This plan is then used to track the availability of the resources and to measure the performance of the company or organization.
What Are the Benefits of the Stellenplanmethode?
The Stellenplanmethode system has several benefits. It allows a company or organization to plan and track resources in an efficient manner. This helps to ensure that resources are allocated in the most cost-effective manner. Additionally, it helps to measure the performance of the company or organization and the effectiveness of its processes.
Conclusion
The Stellenplanmethode is a valuable tool for planning and tracking resources. It allows a company or organization to allocate resources in the most efficient manner and measure the performance of the company or organization. This system is still widely used today and provides a valuable tool for measuring the effectiveness of a company or organization’s processes.
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