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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.
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.
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.