ISBN: 9783838600468 - putting the restructuring process of a company into practice: a guide for the production industry (13 risultati)

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Taschenbuch. Condizione: Neu. Putting the restructuring process of a company into practice | A guide for the production industry | Sven Dinklage | Taschenbuch | 76 S. | Englisch | 1997 | [.] | EAN 9783838600468 | Verantwortliche Person für die EU: Bedey und Thoms Media GmbH, Hermannstal 119k, 22119 Hamburg, kontakt[at]bedey-media[dot]de | Anbieter: preigu.…

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Taschenbuch. Condizione: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Doctoral Thesis / Dissertation from the year 1997 in the subject Business economics - Personnel and Organisation, ESCP Europe Business School - Campus Madrid (Unbekannt), language: English, abstract: Inhaltsangabe:Abstract:Companies in today's business world are under a constant pressure: they have to get as close as possible to the customer, they have to become ever more flexible and they need to reduce costs.In order to face these challenges, some organisational structures are more likely to promise success than others. The characteristics of these structures are no secret, but companies often have the problem that they don't know how to put them into practice.The present work is intended to give an answer to this question.Having analysed what had been written about putting organisational change into practice 1 tested my ideas by a series of ten interviews which took place in companies of the German production sector. Six points were identified as essential:1. The problem and the objectives of the project should be clear for all participants.2. The company should dispose of enough time and financial resources as well as a trustingworking climate and a supportive top and middle management.3. Borderless communication is necessary, especially concerning the evolution of the changeproject and the personal consequences for each person.4. The employees should be able to participate actively in elaborating the change project, in decision-making and in identifying possibilities to stimulate motivation. This participation should be reflected in an adequate bonus system.5. Continuous training for all (laying special attention an group leaders) is important an such areas as group work, communication and motivation.The mentioned recommendations could be useful for the managers of companies which are thinking about a reorganisation. That would enable them to avoid mistakes made by other companies.The following mistakes were the most important ones:Impatience and the expectation that there will be a 'magic solution' (it might take up to five years to reach the desired state).The non-implication of the workforce in introducing the change process (result: the project is being blocked from their side).Lack of communication which creates rumours about the coming change process (result: anxiety is created and the best workers will try to find another job).Out of date bonuses which are not favourable in order to reach the company's globalobjectives (such as individual bonuses and 'competition stimulators' between groups).Inhaltsverzeichnis:Table of Contents:FOREWORD5EXECUTIVE SUMMARIES6Summary6Résumé7Resumen8Zusammenfassung9PART I. - INTRODUCTION10I.ATHE ORIGINAL QUESTION10I.BOBJECTIVES10I.CMETHODOLOGY11I.C.a)ABOUT THE METHODOLOGY OF THIS PAPER11I.C.b)CHOICE OF TARGET COMPANIES FOR THE INTERVIEWS12I.C.c)METHODOLOGY OF INTERVIEWS12I.C.d)DATA ANALYSIS AND PRESENTATION13I.C.e)LIMITATIONS OF THE EMPIRICAL METHODOLOGY13I.DINTERNATIONAL RELEVANCE OF THIS WORK14PART II.- RESEARCH15II.ALITERATURE RESEARCH15II.A.a)CHANGE AND RESISTANCE15- Partial conclusions - fighting resistance by openness18II.A.b)DECENTRALISATION19- Partial conclusions - adapting leadership to a decentralised structure21II.A.c)LEADERSHIP22- Partial conclusions - the key role of the leader22II.A.d)VISION23- Partial conclusions - a shared vision will bring people together23II.A.e)PARTICIPATION24- Partial conclusions - bring responsability down25II.A.f)TRUST25- Partial conclusions - a trustful relationship helps26II.A.g)MISTAKES AND THE LEARNING ORGANISATION 26- Partial conclusions - mistakes are useful. 76 pp. Englisch. …

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Taschenbuch. Condizione: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Doctoral Thesis / Dissertation from the year 1997 in the subject Business economics - Personnel and Organisation, ESCP Europe Business School - Campus Madrid (Unbekannt), language: English, abstract: Inhaltsangabe:Abstract:Companies in today's business world are under a constant pressure: they have to get as close as possible to the customer, they have to become ever more flexible and they need to reduce costs.In order to face these challenges, some organisational structures are more likely to promise success than others. The characteristics of these structures are no secret, but companies often have the problem that they don't know how to put them into practice.The present work is intended to give an answer to this question.Having analysed what had been written about putting organisational change into practice 1 tested my ideas by a series of ten interviews which took place in companies of the German production sector. Six points were identified as essential:1. The problem and the objectives of the project should be clear for all participants.2. The company should dispose of enough time and financial resources as well as a trustingworking climate and a supportive top and middle management.3. Borderless communication is necessary, especially concerning the evolution of the changeproject and the personal consequences for each person.4. The employees should be able to participate actively in elaborating the change project, in decision-making and in identifying possibilities to stimulate motivation. This participation should be reflected in an adequate bonus system.5. Continuous training for all (laying special attention an group leaders) is important an such areas as group work, communication and motivation.The mentioned recommendations could be useful for the managers of companies which are thinking about a reorganisation. That would enable them to avoid mistakes made by other companies.The following mistakes were the most important ones:Impatience and the expectation that there will be a 'magic solution' (it might take up to five years to reach the desired state).The non-implication of the workforce in introducing the change process (result: the project is being blocked from their side).Lack of communication which creates rumours about the coming change process (result: anxiety is created and the best workers will try to find another job).Out of date bonuses which are not favourable in order to reach the company's globalobjectives (such as individual bonuses and 'competition stimulators' between groups).Inhaltsverzeichnis:Table of Contents:FOREWORD5EXECUTIVE SUMMARIES6Summary6Résumé7Resumen8Zusammenfassung9PART I. - INTRODUCTION10I.ATHE ORIGINAL QUESTION10I.BOBJECTIVES10I.CMETHODOLOGY11I.C.a)ABOUT THE METHODOLOGY OF THIS PAPER11I.C.b)CHOICE OF TARGET COMPANIES FOR THE INTERVIEWS12I.C.c)METHODOLOGY OF INTERVIEWS12I.C.d)DATA ANALYSIS AND PRESENTATION13I.C.e)LIMITATIONS OF THE EMPIRICAL METHODOLOGY13I.DINTERNATIONAL RELEVANCE OF THIS WORK14PART II.- RESEARCH15II.ALITERATURE RESEARCH15II.A.a)CHANGE AND RESISTANCE15- Partial conclusions - fighting resistance by openness18II.A.b)DECENTRALISATION19- Partial conclusions - adapting leadership to a decentralised structure21II.A.c)LEADERSHIP22- Partial conclusions - the key role of the leader22II.A.d)VISION23- Partial conclusions - a shared vision will bring people together23II.A.e)PARTICIPATION24- Partial conclusions - bring responsability down25II.A.f)TRUST25- Partial conclusions - a trustful relationship helps26II.A.g)MISTAKES AND THE LEARNING ORGANISATION 26- Partial conclusions - mistakes are useful. …

Condizione: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. Doctoral Thesis / Dissertation from the year 1997 in the subject Business economics - Personnel and Organisation, ESCP Europe Business School - Campus Madrid (Unbekannt), language: English, abstract: Inhaltsangabe:Abstract:Companies in today s busines. …

Taschenbuch. Condizione: Neu. This item is printed on demand - Print on Demand Titel. Neuware -Inhaltsangabe:Abstract:Companies in today's business world are under a constant pressure: they have to get as close as possible to the customer, they have to become ever more flexible and they need to reduce costs.In order to face these challenges, some organisational structures are more likely to promise success than others. The characteristics of these structures are no secret, but companies often have the problem that they don't know how to put them into practice.The present work is intended to give an answer to this question.Having analysed what had been written about putting organisational change into practice 1 tested my ideas by a series of ten interviews which took place in companies of the German production sector. Six points were identified as essential:1. The problem and the objectives of the project should be clear for all participants.2. The company should dispose of enough time and financial resources as well as a trustingworking climate and a supportive top and middle management.3. Borderless communication is necessary, especially concerning the evolution of the changeproject and the personal consequences for each person.4. The employees should be able to participate actively in elaborating the change project, in decision-making and in identifying possibilities to stimulate motivation. This participation should be reflected in an adequate bonus system.5. Continuous training for all (laying special attention an group leaders) is important an such areas as group work, communication and motivation.The mentioned recommendations could be useful for the managers of companies which are thinking about a reorganisation. That would enable them to avoid mistakes made by other companies.The following mistakes were the most important ones:Impatience and the expectation that there will be a 'magic solution' (it might take up to five years to reach the desired state).The non-implication of the workforce in introducing the change process (result: the project is being blocked from their side).Lack of communication which creates rumours about the coming change process (result: anxiety is created and the best workers will try to find another job).Out of date bonuses which are not favourable in order to reach the company's globalobjectives (such as individual bonuses and 'competition stimulators' between groups).Inhaltsverzeichnis:Table of Contents:FOREWORD5EXECUTIVE [¿]Diplomica Verlag, Hermannstal 119k, 22119 Hamburg 76 pp. Englisch.…