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Der Digitalisierung oder digitalen Transformation von Unternehmen wird zunehmend eine wichtige Bedeutung attestiert. Die Prinzipien des Lean Managements werden in einem ähnlichen Ausmaß oftmals gelobt und von einer wachsenden Anzahl an Entscheidungsträgern eingeführt und umgesetzt. Beide Phänomene haben gemeinsam, dass sie einerseits Zeit- und Effizienzgewinne versprechen und andererseits eine – wie bei größeren Veränderungen innerhalb einer Organisation üblich – Inklusion der Betroffenen benötigen, um vorrangig langfristige Erfolge vorweisen zu können.
Diese Bachelorarbeit setzt an diese Ähnlichkeiten im Bereich des Lean Managements und der Digitalisierung an und untersucht zudem, inwiefern eine Integration der Belegschaft eines Unternehmens vonnöten ist. Hierbei wird der Fokus auf die Abläufe im Vertrieb gesetzt. Nachdem eine Klärung der grundsätzlichen Terminologie vorgenommen und der entsprechende wissenschaftliche Stand aufgezeigt wurde, folgte eine Auswertung qualitativer und quantitativer Daten, die im Rahmen einer Umfrage der betrachteten Firma erhoben wurden. Anschließend wurde untersucht, wie ein Lean Office durch eine strategische Digitalisierung erreicht werden kann und ob dies profitabel sein kann. Abschließend wurden anhand der Erkenntnisse Empfehlungen an andere KMU sowie offene Forschungsfragen abgeleitet.
In the field of change management, this thesis focuses on the factor human. The
comparison of different change management concepts by Lewin, Sinek, Krüger, and
Kotter builds the basis for the subsequent work. The theory of psychological contracting
becomes evident in the human factor analysis. For the realization of the goal of customer
centricity, a new framework and within this framework a new role structure, called
Business Framework Ambassador (BFA), is created at SICK AG. To establish this new
role at SICK AG, a change management concept for the official announcement of the
role structure BFA is created in the Service department. Hereby, the focus lies on the
derivation of measures to empower the employees who took on the new role in the
organization, namely the BFAs of the Service department. In this thesis, quantitative and
qualitative methods of research are used to analyze the work environment and to realize
a successful change management campaign. The implementation of the derived
measures leads to a strengthening of the community between the employees. In
addition, the specific results of the change project BFA lead to the assumption that a
feeling of empowerment is linked to employee engagement as well as management
support. The four motives of employee engagement introduced in the theoretical part of
this paper represent an appropriate tool for the participation of employees in this change
management project. The results of this work conclude with an outlook on how further
groups of BFAs can be launched at SICK AG.
The topic of change management gained significant importance within recent years. Through the internationalization of markets, became relevant to consider factors such as intercultural management and communication. Often managers are not able to control and coordinate these projects in an adequate manner.
One of the main reasons is the c different mindsets, expectations, ideas and working styles. During the planning and execution of change projects there is much focus on the strategy and the lead project teams. Nevertheless, employ because the foreign workforce as a whole consists of many different people from various
countries and cultures. Ensuring that a change can successfully be applied at all locations is a major task and failing in managing those varieties can lead to failure of the entire change. The regional management is often faced with inadequate decisions or poor communication by the headquarters. Additionally, even more than normal mid able to work with decisions they do not understand or support required to follow instructions from the other side of the world requires various skills. The purpose of this research is to identify the requirements of good communication a
management in regional offices in this context and to analyze how a well defined scope of responsibilities can lead an international change project to success.
The paper intends to analyze the application of change management in family-owned businesses in the engineering industry of Baden-Württemberg. A lack in literature implies the necessity to specifically regard change management in this sector. The investigations are concerned with particularities in cultural dimensions of family-owned businesses and how these might affect the application of change management. The aim is to identify factors which enable businesses in this sector to improve change management and to maintain or enhance their effectiveness. On the basis of an analysis of relevant literature, assumptions for the application of change management in family-owned businesses in Baden-Württemberg’s engineering industry are derived. Bizerba GmbH & Co. KG is proved representative for this type of business. By means of a case study, the implementation of the tool Team Foundation Server at Bizerba GmbH & Co. KG, the change approach is applied in practice. To gain quantitative data, the change implementation is monitored. A survey is conducted and statistically investigated to examine the importance of applied factors during the change initiative. The research at Bizerba reveals several substantial results for the application of change management in this context. A universally applicable approach for change plays a minor role in this context. Rather, the application of specific factors is crucial for a successful implementation of change. During the change initiative the importance of factors modifies. “Soft factors” gain in relevance with the project’s progress. In this connection, the integration of the individual employee plays a significant role. The research results advise the application of individual stakeholder interviews and continuous communication. Commitment to change by formal leaders and informal leaders’ positive participation in the change initiative help overcome prevailing resistance to change. An explicit triggering event for change is not necessary in the context of the family-owned business. Though, the definition of a clear vision and objectives is of primary importance to achieve the understanding for change necessity amongst target group members. However, the sample size is too small for the research outcomes to be representative for all family-owned businesses in Baden-Württemberg’s engineering industry. Still, the research displays several factors and instruments which help establish effective internal change management capabilities for family-owned businesses in the engineering industry of Baden-Württemberg.
This research aims to study transactional cost and organizational change management in a pharmaceutical company that had gone through the SSC implementation process through different regions, including Latin America. Eli Lilly SSC in Latin America is located in Mexico and was aimed to centralize standard routines and administrative transactions related to finance and accounting back office services for the entire region. In implementing changes of this magnitude, it is necessary to be prepared to encounter the transaction costs related to this strategic decision and for the internal resistance applied in organizational change process. In this sense, this research aims to study what are the main challenges and transaction costs involving a process of re-structuring the organization to the SSC business model, especially in Latin America. Taking as a base the change resistance elements mentioned by Burns and Scapens (2000) and transaction costs theory basis by Williamson (1981). The SSC, a relatively recent business model and a trend between multinational organizations, was implemented in Lilly across 4 different regions to support over 70 countries in all continents. Latin America the last region to be implemented had a proposed migration schedule within less than one year. The findings show that the main resistance to the existing process is related to lack of competence/information and attachment to control and existing routines. In addition, the transaction costs are closely related to the dimensions of asset specificity and uncertainty. We must consider that the lack of a formal change management strategy, within the LATAM region, was a risky move and had impacted the implementation process and stabilization period results. The chronogram had also to be changed due to unexpected details in the region. Latin America was more complex than expected due to the differences in regulations and culture between countries, also expressed a non-verbal resistance that was probably expressed through the lack of commitment of some personnel. The results of this research raise inputs to the next researchers and bring elements to be considered by organizations when implementing the SSC business model. It is useful to direct actions and strategies to control de change impact and possible transaction costs. Additionally, through the research we filled the purpose to build an overview on shared services model and discuss the main points that should be considered when taking into consideration to re-structure the business with this model, characterized as a centralization of services that are provided from one single point to multiple business units in order to avoid activities duplication, optimizing resources through the integration of technology, people and standardized processes (Deliotte, 2007).
Changes are constantly accelerating. A major issue that companies are dealing with is how to communicate those changes in a way that is efficient and effective and therefore successful. Traditional models such as the ones by Lewin, Bridges or Kotter are reaching their limits due to the orientation on fixed vision, goals and processes. The time has come to change the way change is managed. New organizational structures are therefore required. An example of a new model to deal with the speed of change is agile management. Agility provides a platform for better communication, including the quantity and quality aspect. IMS Gear, an automotive supplier located in South Germany, is currently in the stage of a transition. Agile mindsets are anchored in their vision and strategy, yet the implementation of agile frameworks is still improvable. The PEP project is a first step into the direction of ensuring the future of the company despite all external and internal changes. Therefore, based on a model by Audi AG consultant Gergs, improvement approaches are developed.
Die vorliegende Ausarbeitung gibt einen Überblick über den Umgang mit projektbezogenen Veränderungen in Unternehmen. Eine Vielzahl gescheiterter Veränderungsprojekten in der Praxis (59 % der Veränderungsprojekte scheitern laut IBM) gibt Anlass um den Fragen nachzugehen wie Unternehmen, aber vor allem die Metabowerke GmbH, Veränderungen zukünftig erfolgreich umsetzen und in den Betriebsablauf verankern können. Weiterhin wird die Frage erläutert, wie dabei die Mitarbeiter mit einbezogen werden können um Widerstände zu vermeiden. Zur Beantwortung der Fragen wurde im Unternehmen eine Mitarbeiterbefragung, ein Benchmark, sowie eine interne Prozessanalyse bei den Metabowerken durchgeführt. Hieraus konnten Erfolgsfaktoren abgeleitet und somit Handlungsempfehlungen ausgesprochen werden. Es konnte herausgefunden werden, dass Wandel bzw. Veränderung immer auf verschiedenen Ebenen stattfindet: Auf Führungs-, Unternehmens-, Mitarbeiter- und Prozessebene. Bei Veränderungen müssen immer alle Ebenen berücksichtigt werden. Die Mitarbeiter stellen den Hauptfokus von Veränderungen dar und sollten anhand entsprechender Partizipations- und Kommunikationsmaßnahmen permanent integriert werden. Nur so können Widerstände reduziert und Veränderungen erfolgreich umgesetzt werden.
The thesis presents suggestions on how to manage project-based changes in organizations. IBM stated in 2008 that 59 % of changes implemented in organizations failed. This begs the question of how to manage and implement change successfully. A special focus will be paid on the Metabowerke GmbH. Second, how can employees be integrated in the change management process to reduce resistance. In this context, an employee survey, a benchmark, and a process analysis were conducted. Based on the data, success factors were defined, with suggestions for improvement. It can be summed up, that change always takes place at different levels: At the organizational, the process, the employees and the management level. For change to be implemented successfully and reduce resistance all levels have to be considered. The main focus is on the employees. By using different participation and communications measures, employee’s resistance can be reduced. They should be integrated during the whole change management process.
Drei von vier der digitalen Transformationsprojekte scheitern. Über ein geplantes Vorgehen zu verfügen, welches Maßnahmen zur Mitarbeitereinbindung, dem Umgang mit Widerstand und Nutzerakzeptanz beinhaltet, ist somit für Unternehmen, welche digitale Transformationen bei Unternehmen begleiten bzw. durchführen ein unerlässliches Gut. Bisher gibt es nur wenig Literatur und wenige Studien zur praktischen Umsetzung eines solchen Prozesses. Die vorliegende Bachelorarbeit entwickelt anhand des aktuellen Forschungsstands und qualitativer Forschung in Form von Experteninterviews, ein Change Management Konzept für digitale Transformationen. Das Unternehmen Advellence Solutions AG soll dadurch Handlungsempfehlungen für die Einbindung von Mitarbeitenden, dem Umgang mit Widerstand und dem Erreichen von Nutzerakzeptanz, erhalten. Die Studie zeigt, dass im Konzept ein besonderes Augenmerk auf die Vorbereitung des Transformationsprojekts gelegt werden sollte, damit eine Veränderung erfolgreich verläuft. Eine solche Vorbereitung beinhaltet insbesondere das Formulieren und Kommunizieren einer Vision, die Einbindung von Beteiligten und das Schulen der Mitarbeitenden.
Veränderungen sind in Projekten allgegenwärtig. Kaum ein Projekt erreicht seine Ziele ohne zwischenzeitliche Anpassungen. Durch die Globalisierung sind Projektteams heutzutage zunehmend interkulturell aufgestellt. Aus diesem Grund ist es das Ziel dieser Abschlussarbeit Maßnahmen aufzuzeigen, durch die die Kommunikation von Veränderungen in einem Projekt mit interkulturellem Projekthintergrund der DB Energie GmbH optimiert werden kann. Dazu wurden die folgenden Forschungsfragen gestellt: Inwieweit haben kulturelle Unterschiede innerhalb eines Projektteams Einfluss auf die Veränderungskommunikation? und Welche Kommunikationskanäle und Maßnahmen können dazu beitragen die Kommunikation im Change Management Prozess zu verbessern? Um die Forschungsfragen zu beantworten, sind Interviews geführt und eine Online-Umfrage im Projekt durchgeführt worden, die sich an die Mitarbeiter in dem betrachteten Projekt der DB Energie GmbH richtete. Die Ergebnisse der Interviews haben gezeigt, dass der kulturelle Hintergrund von Projektmitarbeitern kaum einen Einfluss auf die Wahrnehmung sowie das Verständnis von kommunizierten Veränderungen hat, da die Experten sich der deutschen Kultur angepasst haben. Es ist also nicht notwendig, in Bezug auf die Kommunikation im Hinblick auf den kulturellen Hintergrund unterschiedlich zu verfahren. Die Antworten auf dem Fragebogen zeigen, dass die Sprache keinen Einfluss auf das Verständnis der Veränderung hat, dennoch sollte darüber nachgedacht werden, zweisprachig zu kommunizieren. Bezogen auf den Kommunikationskanal eigenen sich besonders E-Mails oder auch E-Mails in Verbindung mit dem einmal monatlich stattfindenden Floorbriefings. Wer die Veränderung kommuniziert ist zweitrangig. Zudem wird deutlich, dass Diskussionen und Nachfragen des Kommunikators bezogen auf das Verständnis der kommunizierten Veränderungen helfen.
Gamification has been a hotly debated topic since 2010, when it was coined as an official term. The promising effects of the application of gaming elements in a non-game context include enhancement of motivation and performance. For this reason, interest aroused especially for the application of gamification in a corporate context. However, to date there has been only little academic research on the assessment of particular gaming elements and their motivational implications in specific fields of management. On this status quo grounds the aim of this thesis. In a comprehensive literature review the motivational background of games is assessed. Based on this analysis, the particular gaming elements were matched with the theories of motivation to assess the ways in which game elements that can trigger motivation. To gain further insights into valuable application fields of gamification, the previous findings about the analyzed gaming elements are matched with the critical success factors of knowledge management, change management and performance management. The information acquired of the respective application fields reveal relevant insights to consider for a practical implementation.