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Die vorliegende Bachelorarbeit untersucht den digitalen Wandel in kleinen und mittelständischen Unternehmen und dessen Auswirkungen auf die Arbeitspro-zesse und Mitarbeiter. Durch den Einsatz von qualitativen Interviews wurden Erkenntnisse darüber gewonnen, wie Unternehmen den digitalen Wandel erle-ben und welche Herausforderungen und Chancen sie dabei sehen. Die Arbeit beleuchtet, wie die Digitalisierung die Arbeitsweise in Unternehmen verändert, welche Change-Management Methoden eingesetzt werden und wie Mitarbeiter auf diese Veränderungen reagieren. Es wurde festgestellt, dass die Digitalisie-rung nicht nur technologische, sondern auch kulturelle und organisatorische Veränderungen mit sich bringt. Die erfolgreiche Implementierung digitaler Tools erfordert eine klare Kommunikation, Schulung der Mitarbeiter, die Berücksichti-gung ihrer Bedenken und Feedbacks und ein Kulturwandel. Die Ergebnisse dieser Arbeit können Unternehmen dabei unterstützen, den digitalen Wandel effektiv zu gestalten und die Vorteile der Digitalisierung voll auszuschöpfen.
The goal of this bachelor thesis is to find out if Lidl is well prepared for the future challenges in the retail sector. Change management plays an important role, as implementing new aspects into a business requires change. As change management is a well-covered topic, the goal was to understand how change management works and what kind of problems might come up in theory. By interviewing experts within Lidl, it was aimed to find out where Lidl is positioned compared to the competition and what potential plans are ahead but also what kinds of challenges Lidl as a company is facing. It shows that implementing change requires good shareholder management, communication but also understanding the market to know which change makes sense or not. At the end the goal is to define risks and to assess if Lidl is well positioned to maintain the success.
Currently, a digital transformation is taking place in logistics and manufacturing environments of the Robert Bosch GmbH. This digital transformation consists of several central initiatives, resulting in big impacts on the organizations of the business units. This paper aims to provide an overview of these organizational changes with regard to the role of change management. After identifying the organizational setting at Bosch, the ongoing digital transformation at the business unit Powertrain Solutions is analyzed by focusing on the future collaboration strategy between logistics and manufacturing as well as the organizational transformation along the Value Stream Integrated Processes and IT program. The complexity of the ongoing transformation is narrowed down to the changes in processes and IT-landscapes before elaborating the future interaction between the landscape documentation tools “scout.it” and “Lean IX”. The readiness of plants in preparation for the Bosch Manufacturing and Logistics Platform is determined by creating a dashboard using Microsoft Power BI.
Ahead of the analytical work, the paper considers theoretical insights about the current state of research in terms of the digital development and change management to ensure successful planning, implementation and preservation of future organizational changes at Bosch.
During the last years, an increasing number of organisations has tended to favour the utilisation of collaboration software to support organisational processes and their employees in their daily work. Even though most of the software products are sold in a standardised manner, they offer a great variety in terms of their functionalities. Consequently, a company is likely to find a software solution which suits its distinct requirements which themselves originate from technological, market and social changes and prevailing VUCA conditions. Hence, a company is forced to regularly adapt its internal processes and structures to maintain competitive in the business as well as the labour market.
Utilising a collaboration software represents a promising opportunity for a company to introduce solutions for real time communication, social networks or shared information bases which are already used commonly in people’s private lives to the professional environment as well. Thereby they allow associates to transcend geographical and temporal distances while facilitating fast interaction, increasing productivity and providing for new opportunities for collaboration in both, regular work routines and exceptional situations.
The corporate implementation of such a software can be realised by building on formal project planning principles. This project management-driven approach tends to concentrate on preparing the steps required to ensure a successful deployment from a technical perspective. The effectiveness of the implementation, however, is mainly determined by employees’ reaction to the new software: Their level of acceptance and the incorporation of the software’s functionalities into their daily business routines finally influences to which degree an organisation can exploit and experience the desired benefits.
Aiming towards positively shaping users’ perceptions and the software’s usage, the critical success factors for software implementations are reviewed. Given that most of them are directly related to the people affected by the implementation, underlines the importance of interpreting the implementation of a collaboration software as an organisational change. By analysing the change process in theory and considering the employees’ behaviours for the subsequent conceptualisation of an implementation strategy, a user-centred approach can be further promoted.
The theoretical insights obtained from the scientific research on collaboration software implementations and the related organisational change process are then applied to a business case which deals with the implementation of the collaboration software product Office 365 at TTS Tooltechnic Systems AG & Co. KG.
After presenting the derived implementation structure, it can be concluded that so far, the identified critical success factors were verified by the case study. Moreover, the user-centred approach which focusses on guiding employees through the change process and ensuring a smooth transition in general produced positive results.
Nevertheless, it can be observed that an adequate project planning and timing remains indispensable. The final evaluation of the implementation’s success cannot be performed yet, since the implementation at the company has just recently started, but it becomes clear that it will likely be influenced much by the ongoing required cultural change within the company.
The bachelor’s thesis deals with the question of whether a treatment with neurofeedback could provide a benefit for the members of an organization during a change process.
In particular, the motives and challenges of change projects were identified. Furthermore, the methods which can be used to reduce and even prevent these problems were examined. The non-achievement of basic human needs, the associated fear, the loss of trust and stress plays a major role here. A good change management is able to address some of these issues, for example through good communication and the implementation of a change vision. The difficulty is that people may be too stuck in their views, including previous bad experiences, to be helped by current methods. It could be shown, that the training with neurofeedback achieves positive and fast lasting effects. The thesis explains how the person to be treated must be prepared and what a training might look like. Various areas in which neurofeedback has already been successfully used are briefly described and it is investigated whether there are treatments for disorders that are similar for the resistances in change processes. Expert interviews have examined these assumptions more closely and provided a practical and concrete perspective on the treatment with neurofeedback in an organizational context.
Finally, it was found that training with neurofeedback in companies is quite an interesting option. At this stage, however, there is a lack of studies that can prove the concrete benefits. Until now, neurofeedback has been applied almost exclusively to the medical field and this will probably not change in the upcoming years due to the high complexity of the procedure. Other methods, such as yoga or meditation, are on the one hand easier to carry out and the other hand already established in society. However, since positive results have already been achieved with biofeedback and people are beginning to take an interest in it, this could be a first step towards neurofeedback.
Many articles claim that the successful management of organizational change is from utmost importance to ensure the survival and prosperity of the company in the fast moving and ever-changing business environment. There are various techniques, models and theories that were created to help companies to cope with organizational change.
This thesis aims to conduct secondary research to answer the following research questions:
1. Are change management models still relevant in the 21st century concerning their applicability and expected outcome?
2. How can the Change Management models be compared?
3. What role does leadership play in organizational change management?
Therefore, the following eight change management models are considered:
• Lewin’s Change Model
• ADKAR Model
• Kotter’s 8-Step Model
• Kübler-Ross Change Curve
• McKinsey’s 7s Model
• Nudge Theory
• Bridges Transition Model
• The Satir change management model
It can be concluded that the eight change management models are still relevant in the 21st century but the implementation must be well planned and precisely organized and implemented in a faster pace than in the past. The models can be divided into two categories - organizational and individual change management theories. Through an analysis of the findings it can be stated that good leadership of the ongoing organizational change is indispensable. There is no doubt in the fact that change management needs to be well managed but in order to be well comprehended by the employees and sustained, effective leadership is necessary. It can be summarized that effective leadership of organizational
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change needs to combine the intellectual, spiritual, emotional and behavioral dimension with a strong focus on vision, values, corporate culture, strategy, empowerment of the employees, motivation as well as inspiration.
Der Schwerpunkt dieser Arbeit stellt das Kulturveränderungsprogramm High-Performance Culture (HPC) bei der Rolls-Royce Power Systems AG (RRPS AG) dar. Etwas mehr als zwei Jahre nach dessen Einführung wird der bisherige Verlauf von HPC analysiert. Durch die Auswertung von Sekundärdaten werden zunächst die Akzeptanz der Mitarbeiter in Bezug auf die HPC-Workshops erfasst und bereichsspezifische Unterschiede ermittelt. Die Sekundärdaten sowie die Primärdaten in Form von durchgeführten Mitarbeiterinterviews, welche anhand der Grounded Theory Methodik ausgewertet werden, bilden die Grundlage für die Bestimmung der Erfolgs- und Widerstandsfaktoren des Programms. Diese werden im Anschluss mit den bestehenden Faktoren aus der Literatur verglichen. Die Ergebnisse zeigen, dass die Workshops bei den Führungskräften und Mitarbeitern überwiegend auf Akzeptanz stoßen. Es konnten sowohl unternehmensspezifische Erfolgs- und Widerstandsfaktoren, als auch Faktoren, die bereits in der Literatur existieren, nachgewiesen werden. Da manche Erfolgsfaktoren bei der Umsetzung von HPC unberücksichtigt geblieben sind und Widerstandsfaktoren auftreten, gestaltet sich der Transfer von HPC in den Arbeitsalltag als schwierig. Infolgedessen werden Handlungsempfehlungen für die Förderung von HPC aufgeführt.
The objective of this thesis is to examine the recent rollout of Commercial Excellence, a sales-process standardization and improvement project within the currently ongoing integration of TRW Automotive Holding Corporation into ZF Friedrichshafen AG. Focusing on change management and the challenges posed by resistance to change, the aim is to derive recommendations for action during future rollout phases. Based on leading theories regarding change management, expert interviews delivered mixed results. While it is indicated that resistance to change was only a minor issue throughout the rollout the careful analysis of the collected responses still offered the potential for improvements. Therefore the author was able to identify the inclusion of sales support functions into the project as a solution for resistance to change caused by restrictive data release policies. Additionally, it was found that the diversification of the communication mix as well as centrally offering individualized training programs can further facilitate future rollouts of Commercial Excellence.