3. The European Commission and ist characteristics: a systemic view

It is a real challenge to capture the characteristics of an organisation as complex as the European Commission describing the different dimensions in a few phrases. While this analysis could fill hundreds of pages, the following is an attempt to distil the core characteristics, even at the risk of over-simplification.

My intention is to look at the European Commission as an overall system which is based on the human element. Dynamics in the organization are shaped not only by rational elements but are a result of a multitude of social, inter-human processes and constellations. The social and human dimension, and therefore also the role Human Resource Management is considered key. The St. Galler Management Model which I have adapted to the European Commission with the assumptions described in the introduction chapter is used as a basis. It represents a comprehensive approach which combines the level of the Commission at large, the level of Directorate Generals as well as the level of individual staff.

Management Model" class="wp-image-10564 size-full" height="415" src="https://sgbs.ch/wp-content/uploads/Figure-4-Adjusted-Integrated-Implementation-oriented-Management-Model.jpg" width="591"> Figure 4: Adjusted Integrated Implementation-oriented Management Model

In line with the systemic approach of the St. Galler Business School the normative (corporate mission, corporate constitution and corporate culture) and strategic dimensions (organization structure, management systems, organization development) of management need to be seen in integration. The different dimensions are interdependent and mutually influence each other.

While normative management deals with the general objectives, the principles, norms and “rules of the game” shaping the European Commission, strategic management identifies potential for success, plans for the future and allocates the necessary financial and human resources. At the core of strategic considerations are organisational structure, organisation development and management systems. Together they constitute the framework in which “day to day” business is carried out.

Applying a “helicopter view”, all aspects of the European Commission have been subject to a systemic screening, in particular its normative and strategic dimensions which ultimately shape the behaviour of management and staff. This overview uses a list of questions taken from K. Bleicher ́s book on integrated management.¹⁸

¹⁸ See Bleicher, K.: Das Konzept Integriertes Management. Visionen-Missionen-Programme, 8th Edition Frankfurt, New York, 2011, pp 123