Suchergebnisse

Unternehmenstransformationen sind immer einzigartig in ihrer Natur, dennoch weisen sie Parallelen auf, die Gründe für ein Projektscheitern sein können. Die Begleitung von umfangreichen Veränderungsprojekten hat gezeigt, dass gewisse Annahmen hinsichtlich Widerstand, Projektsteuerung, Projektinitiierung und Projektplanung zu Trugschlüssen im Transformationsmanagement führen können. Zu jedem dieser Trugschlüsse werden Lösungsansätze diskutiert, die Change Managern zum besseren Verständnis und Umgang mit dem Change Phänomen verhelfen. Organizational transformations are always unique in nature. However, common themes are shared by these projects with sometimes serious implications on project success. Experiencing a variety of transformations we found that commonly used assumptions along resistance, project steering, initiating and planning may lead to fallacies within the transformation context. Each of these fallacies is discussed and ideas for solution are provided to help change managers in their understanding of the change phenomenon.Lattuch ist Berater im Management Consulting bei der KPMG in Düsseldorf mit dem Schwerpunkt auf HR Transaktionsberatung und Change Management. Keywords: veränderungsphasen, trugschluss, transformationsaktivitäten, schlüsselstakeholder, feinjustierung

Nachdem in den Organisationen der Sozialen Arbeit, der Sozialwirtschaft, des Gesundheitswesens, der Kultur und Bildung, die als Anhängsel der öffentlichen Verwaltung fugierten, die Weichen auf Markt und Management umgestellt wurden, entstehen Fragen der Überlebenssicherung. Damit verbunden sind ganz grundsätzliche Fragen: Was ist eine Organisation? Was ist Management? Wann und warum müssen sich Organisationen verändern? Wie lässt sich "Stillstand" und Wandel in Organisationen erklären? Was benötigt das Management, um den Wandel herbeizuführen? Wie lassen sich Organisationen analysieren? Wie kann man Organisationen praktisch verändern? Welche Anforderungen richten sich an das Management und die Führung in Organisationen? Wie kann Organisationsberatung das Management unterstützen?

Since its commencement in January 2007, the Danish police reform has been a hot topic in the media, at universities, dinner parties, and in waiting rooms. The general perception of the police reform is that it is a failure. During 2008, the reform has been subject to much public debate, which has linked many unfortunate cases of police neglect with the police reform. Furthermore, the public debate has created a picture of a police not in control and with the reform to blame. Given this troublesome context of the police reform, the question which everyone is asking is: why did it go wrong? Along with the question of: whose fault was it? The current thesis does not provide one single answer to the chaotic situation surrounding the police reform. Neither does it place the responsibility of the unforeseen consequences of the police reform. Rather, this thesis focuses on unforeseen consequences of the reform in regards to change management and organizational implications. This thesis is submitted as a doctoral thesis at Copenhagen Business School in completion of a three-year Ph.D. study. The thesis is the result of a longitudinal research study on change management challenges in the Danish police reform. The study rests on a multi-sited methodology compromising an array of research methods such as interviews, field studies, presentations, meetings, written document studies, etc. over the course of the three years' duration of the study. The study draws from different strands of literature, primarily change management literature and institutional literature, including resource dependency theory. The research question, which guides the thesis, is as follows: What are the change management challenges and the organizational implications of introducing a reform, which has a functional-rational logic of modernization and efficiency to the Danish police, which is a strongly institutionalized organization? The research question has been answered through the analysis, which is divided into three sections: - Change management in the reform, - Content of the police reform, and - The external control of the police.

Delivering effective change programmes means being able to identify and solve problems you encounter, says Richard Selwyn

Introduction -- The production process cycle for seasonal good -- Introduction -- A process-based approach to the production cycle of seasonal products -- The role of time and of exogenous and endogenous factors in the production of seasonal products -- Time : a key parameter in the production of seasonal products -- Constructing the production cycle model for seasonal goods -- Changes in the factors determining the production of seasonal products -- The production management model -- The production process control tree : a method for monitoring process changes -- Conclusion -- Bibliography