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Fast and flexible – today's two most desired traits within the business environment. The quickly rising technological advancement makes it difficult for organizations to keep up with their productivity. Owing to the digitalization, organizations have to rethink their structures and processes to be able to adjust to the constantly changing environment and ultimately continue to stay a successful force. A “one-size-fits-all” solution does not exist, which makes the initiatives time-consuming and difficult.
Since digitalization comes with major challenges that have to be tackled to decrease the gap in potential business productivity, the first objective of this paper is to identify relevant action points for organizations, together with the examination of the best practice of agility and its structural and cultural traits.
Further, this work aims to comprehend the structural and cultural traits of the case of [company name]. This is approached by a mixed method empirical analysis. First, by qualitative in-depth interviews with the first and second level managers based on the preceding theoretical framework of Spiral Dynamics and a concept of organizational culture analysis. Second, by a quantitative online survey with the remaining workforce based on the model of Competing Values Framework, assessing not only the current but also the by the workforce desired structural and cultural traits.
The model of Spiral Dynamics defines differing predominant core value systems of mankind, whereas challenges that cannot be accomplished with current behaviors initiate the evolution to another core value system – just like digitalization does with the case of [company name]. The Competing Values Framework is a scientifically justified concept to analyze organizational culture.
The last objective of this paper is to develop a set of tailored recommendations towards agile work approaches for the case of [company name] based on the preceding analysis and the theoretical framework of a scientifically justified change management process.
The conducted research reveals that the organization’s culture mainly shows traits of a traditional organization, with top-down decision-making and task assignments, selective transparency, silo-communication and a lack of interdisciplinary collaboration, which results in the predominant core value system of Success. Additionally, the analysis of the desired traits reveals a congruency with agile organizational traits, or in other words, the predominant value system of Synergy. With respect to the results, the study makes seven recommendations, incorporating the theory of a successful change initiative. Together with specified action examples, the way towards the desired predominant value system is paved.
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.
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.