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Systemisches Change ManagementBraun, Stanley 18 March 2016 (has links) (PDF)
Wertewandel ist ein bestimmender Faktor unserer Generation. Er durchdringt alle Bereiche des sozialen Miteinanders und macht auch vor den Subsystemen unserer Gesellschaft nicht halt. Der Wertewandel in den funktionellen Subsystemen der Wirtschaft ging dabei stets mit dem Begriff der Organisationsentwicklung einher. Diese ist jedoch nur in der Lage Teilaspekte des Wandels abzudecken, für eine ganzheitliche Betrachtung mangelte es bisher an einer theoretischen Unterstützung. Dieser Beitrag rückt daher das systemische Change Management in das Zentrum der Betrachtung. Neben seiner integrativen Ausrichtung zeichnet es sich vor allem durch eine normative Fundierung aus. Es soll anhand eines konkreten Beispiels aufzeigt werden, wie das systemische Change Management strukturiert ist und welche Wirkungsmechanismen es in einem organisationalen Wandlungsprozess entwickeln kann.
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Organisational change management in South Africa : the development of a change framework and scorecard within a mergers and aquisitions environmentGlensor, Michael Colin 11 1900 (has links)
Change in today’s business environment may be seen as inevitable however in the
absence of a generic and endemic Change Framework for Managing and Leading
Change; South African businesses face a difficult task of surviving into the future unless
they are able to find an Organisational Change Management Approach that will assist
them in navigating the Organisational Change Landscape for the 21st Century.
This study provides an exploratory approach to understanding the nature of
Organisational Change Management in South Africa, by exploring the following key
concepts:
(1) An understanding of the nature of Organisational Change Management in South
Africa
(2) The Critical Success Factors needed for Organisational Change Management to
succeed in South Africa
(3) The provision of a practical Organisational Change Management Framework and
Scorecard for the measurement of Organisational Change Management processes
and initiatives
(4) Recommendations towards a Organisational Change Management Scorecard
The study which is largely qualitative in nature makes use of a multiple case study design
methodology for the collection of empirical evidence as well as quantitative research data
from a survey questionnaire to support the underlying constructs and research questions
posed within the study. The use of data and methodological triangulation, namely
research interviews, survey data, company and archival documentation as well as focus
group discussion points has provided the research study with the necessary validity and
reliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisational
change within a rapidly transforming environment, where Mergers and Acquisitions are
major force for change as it would help to provide the necessary change framework and
change scorecard for the management and measurement of organisational change
interventions.
This study also highlights the Critical Success Factors for change by focusing on the
Emotional side (Low impact) and Change Imperatives / Prerequisites (High impact) for
the management of organisational change. In addition, the study also provides a first view
of some change performance measures in the form of a Change Scorecard, which can be
used to assess the overall impact of the current change intervention being implemented. / Graduate School for Business Leadership / DBL
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The stories that leaders tell during organisational change : the search for meaning during large-scale transformationVeldsman, Dieter 05 February 2013 (has links)
Change has become the norm as knowledge economy organisations aim to build
agile people, process, and technology practises to ensure future sustainability.
Leaders have been criticised due to the inability to manage sustainable and
meaningful change that will navigate the future success of the organisation. The
research will explore leaders’ stories during an organisational change journey in
order to determine the story type and subsequent meaning associated with
leadership stories during organisational transformation. The research utilised a
qualitative narrative inquiry research design to explore multiple leadership stories.
Thematic network analysis was used to explore the themes identified within the
leaders’ stories and to identify the themes of meaning evident beneath the surface.
The research findings contribute to the field of Organisational Psychology by
providing leaders with a framework for navigating sustainable change journeys, and
explore current leadership practices that contribute to the high rate of current
organisational change failures. / Industrial & Organisational Psychology / M. A.
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Zukunft von Kreditinstituten - auf das Geschäftsmodell kommt es anRenker, Clemens 12 November 2015 (has links) (PDF)
Kreditinstitute stehen in Deutschland existenziellen Herausforderungen von historischem Ausmaß gegenüber. Noch nie in ihrer mehr als 150jährigen Geschichte erlebten insbesondere Sparkassen, Volks-und Raiffeisenbanken disruptiv und gleichzeitig ein nahezu Nullzins-Niveau mit flacher Zinsstrukturkurve, tiefgehenden Vertrauensverlust, komplexe Risikolage, zu hohen Personal- und Sachaufwand, radikal neue Wettbewerber mit Null-Grenzkosten-Möglichkeiten, Auftreten von Substitutionswettbewerbern, stark zunehmenden Bürokratie- und Kontrollaufwand und neue Fragen durch Digitalisierung.
Die Neugestaltung der Kreditinstitute erscheint nötig, solange das Fenster zur Wandlung von Geschäftsmodellen offen ist. Für alle Ebenen der Bank-Geschäftsmodelle sind schnell innovative Lösungen zu suchen – bis zur Totaltransformation in einem integrativen Changemanagement-Prozess.
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Change management : the impact on systems implementation : a business application solutioncentre (BASC) case studyBoikhutso, Tryphosa Mathakadu 25 July 2013 (has links)
The dissertation discusses the impact of change management during the implementation of an IT system. The theoretical part of the dissertation is aimed at gaining information about human performance, and the implications during the implementation of the system, and also post-implementation. Literature suggests that the human factor is the key to the successful implementation of system projects.
The study, which is qualitative in nature, makes use of face-to-face interviews for the collection of evidence, as well as questionnaires as add-on tools to support the underlying constructs and research questions posed within the study. The use of data obtained from the research interviews, as well as survey data, has provided the research study with the necessary validity, reliabilityand trustworthy data to support the research results, findings – and to be able to make some recommendations.
The reason for the failure of system implementation projects is often due to poor implementation during the project. It is important to place the importance of people on a par with technology and processes. A holistic approach would be the most likely to result in the acceptance – and the efficient and effective use of the implemented system. Communication, training and management participation are common means of addressingany fears of change, and to build trust.
This information should be utilised by project teams during implementation projects, as it should help to provide the necessary framework to ensure the success of the change initiatives.
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Entwicklung einer Gestaltungssystematik für das Industrial Engineering (IE) / Development of a design approach for the Industrial Engineering in due consideration of cultural influences by means of the Czech Republic and PolandHensel-Unger, Ralph 28 October 2011 (has links) (PDF)
Unternehmen stehen vor der Herausforderung, effizient und kostengünstig zu produzieren. In diesem Zusammenhang kommt dem Industrial Engineering (IE) eine hohe Bedeutung zu, denn es besitzt das Potenzial zum ganzheitlichen Produktivitätsmanagement über den gesamten Produktentstehungs- und herstellungsrozess sowie alle Unternehmensbereiche. Dieses Potenzial wird zwar mittlerweile von einer Vielzahl von Unternehmen erkannt, jedoch kaum genutzt, was insbesondere in einem fehlenden Konzept für das ganzheitliche Industrial Engineering im Unternehmen begründet liegt. Daher wird ein fundamentales „Reengineering“ des Industrial Engineerings notwendig, das im Kontext des Zusammenwirkens von Mensch, Technik und Organisation, den Mitarbeiter in den Fokus seiner Aktivitäten rückt. Im Rahmen der vorliegenden Arbeit wird deswegen erstmals eine Gestaltungssystematik für das Industrial Engineering vorgestellt. Diese gibt Hilfestellung für die Implementierung des Industrial Engineerings im Unternehmen und speziell an ausländischen Standorten, um durch eine geeignete Gestaltung der Aufbauorganisation dessen adäquate Einbindung im Unternehmen sicherzustellen. Zudem liefert die Gestaltungssystematik wertvolle Hinweise sowohl für die Personalauswahl als auch den Personaleinsatz im IE. Ferner unterstützt ein Leitfaden für das kulturadäquate Change Management die Durchführung von Gestaltungs- und Rationalisierungsvorhaben im Rahmen der eigentlichen Tätigkeit des Industrial Engineers im internationalen Kontext. / To cope with tough international competition, companies are faced with the demand for highly efficient and productive manufacturing as well as service processes and the need to identify potential for rationalization in order to ensure the economic performance of the company. Industrial Engineering is playing a key role in planning and optimizing work systems and processes in ergonomic as well as economical terms to improve enterprise's productivity. Currently there is no common understanding of IE, of its specific functions as well as its organizational fixture in enterprise's praxis. Because of this lack between research and practice, enterprises waste the potential of IE for the increase in productivity. To overcome the problem of a missing holistic approach for the continuous productivity management, a systematic approach for the full potential utilization of IE will be introduced. This firstly facilitates the institutional configuration of a human-oriented IE in enterprises of the manufacturing and the service sector and secondly helps to realize measures of work design as well as work rationalization by means of a strong change management. Thus, the developed design approach systematically contains dimensions and parameters for the implementation of an overall Industrial Engineering enabling to unleash productivity potentials by considering the technology as well as the human factor and organizational conditions. Furthermore, for the first time the intercultural differences influencing the Industrial Engineering on the functional, structural and personnel level are explicitly considered in the novel approach. From a practice-oriented point of view, the approach helps to give concrete recommendations for the implementation of the Industrial Engineering as well as for the job of the Industrial Engineers being sent as expatriates to Poland or the Czech Republic.
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Organisational change management in South Africa : the development of a change framework and scorecard within a mergers and aquisitions environmentGlensor, Michael Colin 11 1900 (has links)
Change in today’s business environment may be seen as inevitable however in the
absence of a generic and endemic Change Framework for Managing and Leading
Change; South African businesses face a difficult task of surviving into the future unless
they are able to find an Organisational Change Management Approach that will assist
them in navigating the Organisational Change Landscape for the 21st Century.
This study provides an exploratory approach to understanding the nature of
Organisational Change Management in South Africa, by exploring the following key
concepts:
(1) An understanding of the nature of Organisational Change Management in South
Africa
(2) The Critical Success Factors needed for Organisational Change Management to
succeed in South Africa
(3) The provision of a practical Organisational Change Management Framework and
Scorecard for the measurement of Organisational Change Management processes
and initiatives
(4) Recommendations towards a Organisational Change Management Scorecard
The study which is largely qualitative in nature makes use of a multiple case study design
methodology for the collection of empirical evidence as well as quantitative research data
from a survey questionnaire to support the underlying constructs and research questions
posed within the study. The use of data and methodological triangulation, namely
research interviews, survey data, company and archival documentation as well as focus
group discussion points has provided the research study with the necessary validity and
reliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisational
change within a rapidly transforming environment, where Mergers and Acquisitions are
major force for change as it would help to provide the necessary change framework and
change scorecard for the management and measurement of organisational change
interventions.
This study also highlights the Critical Success Factors for change by focusing on the
Emotional side (Low impact) and Change Imperatives / Prerequisites (High impact) for
the management of organisational change. In addition, the study also provides a first view
of some change performance measures in the form of a Change Scorecard, which can be
used to assess the overall impact of the current change intervention being implemented. / Graduate School for Business Leadership / DBL
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The stories that leaders tell during organisational change : the search for meaning during large-scale transformationVeldsman, Dieter 05 February 2013 (has links)
Change has become the norm as knowledge economy organisations aim to build
agile people, process, and technology practises to ensure future sustainability.
Leaders have been criticised due to the inability to manage sustainable and
meaningful change that will navigate the future success of the organisation. The
research will explore leaders’ stories during an organisational change journey in
order to determine the story type and subsequent meaning associated with
leadership stories during organisational transformation. The research utilised a
qualitative narrative inquiry research design to explore multiple leadership stories.
Thematic network analysis was used to explore the themes identified within the
leaders’ stories and to identify the themes of meaning evident beneath the surface.
The research findings contribute to the field of Organisational Psychology by
providing leaders with a framework for navigating sustainable change journeys, and
explore current leadership practices that contribute to the high rate of current
organisational change failures. / Industrial and Organisational Psychology / M. A.
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Zukunft von Kreditinstituten - auf das Geschäftsmodell kommt es anRenker, Clemens 12 November 2015 (has links)
Kreditinstitute stehen in Deutschland existenziellen Herausforderungen von historischem Ausmaß gegenüber. Noch nie in ihrer mehr als 150jährigen Geschichte erlebten insbesondere Sparkassen, Volks-und Raiffeisenbanken disruptiv und gleichzeitig ein nahezu Nullzins-Niveau mit flacher Zinsstrukturkurve, tiefgehenden Vertrauensverlust, komplexe Risikolage, zu hohen Personal- und Sachaufwand, radikal neue Wettbewerber mit Null-Grenzkosten-Möglichkeiten, Auftreten von Substitutionswettbewerbern, stark zunehmenden Bürokratie- und Kontrollaufwand und neue Fragen durch Digitalisierung.
Die Neugestaltung der Kreditinstitute erscheint nötig, solange das Fenster zur Wandlung von Geschäftsmodellen offen ist. Für alle Ebenen der Bank-Geschäftsmodelle sind schnell innovative Lösungen zu suchen – bis zur Totaltransformation in einem integrativen Changemanagement-Prozess.
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Alle reden mit: Open Innovation in wissenschaftlichen OrganisationenGrundmann, Isabell, Roscher, Claudia, Mühlstedt, Jens, Bullinger, Angelika C. January 2014 (has links)
Nutzer bei der Entwicklung und Gestaltung neuer Produkte oder Dienstleistungen zu integrieren, wird seit einigen Jahren unter dem Begriff „Open Innovation“ diskutiert und ist für viele Unternehmen heutzutage selbstverständlich. Ob und wie diese offenen Innovationsprozesse in wissenschaftlichen Organisationen einsetzbar sind, ist bisher wenig erforscht. Dieser Beitrag erläutert am Fallbeispiel eines Lehrstuhls, wie Open Innovation im Rahmen einer strategischen Neuaufstellung eingesetzt werden kann. In vier Phasen erarbeiten die Mitarbeiter auf einer offenen Innovationsplattform die zukünftige Ausrichtung des Lehrstuhls.
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