Institut für Rechtswissenschaften

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Browsing Institut für Rechtswissenschaften by Person "Pfeiffer, Sabine"

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    Organisations- und Führungskultur als Vorbedingung für Veränderungsmanagement am Beispiel des Shopfloor-Managements
    (2018) Yavuz, Özkan; Pfeiffer, Sabine
    Businesses are at a crossroads between demographic, technological, economic, and social developments that lead to significant organizational challenges. In addition, companies not only operate in the domestic market, but are also largely exposed to international conditions. From the companys point of view, not only quality requirements are important factors, but also the ability to innovate. To meet these high standards, companies must have qualified specialists(Fischer et al. 2013, S. 57). Economic structural change, in particular the transformation of the present work society, is a special form of social change and is thus characterized by a certain relationship between structure and process, statics and dynamics. In production companies, concepts for lean management since the beginning of the 1980s have been discussed, focusing primarily on increasing productivity, reducing costs and general process optimization. Based on Japanese production methods of the automotive industry, new ways of organizing work have been developed, which not only involve employee involvement, but also that they independently deal with problem situations (Frerichs 2014, S. 15; Peters 2009, S. 15). The development stages range from the "Continuous Improvement Process" (CIP) to the Lean Enterprise, from the continuous improvement of individual processes to the ability of self-organization in companies. In this context, one speaks of integrated production systems, since not only individual company processes are changed, but also the management organization is included in the considerations. Nonetheless, one major point of criticism in the context of the optimization of production processes is that so far - as a significant aspect - the management system has received too little attention (Suzaki 2010, pp. 5 et seq., Peters 2009. Shopfloor Management (SFM) starts at this point. As a tool for change, it helps to "consistently and sustainably develop and optimize processes and processes at the place of added value" (Peters 2009, p. 11). Only a corresponding, dynamic organizational culture can ensure the sustainability of this change process (see Sackmann 2004, pp. 26-30). Organizations therefore face particular challenges, especially in terms of organizational and leadership culture. These massive changes in external and internal conditions place new demands on leadership, because general standard solutions are not very useful for a more complex work environment "(Steinkellner 2006, p. 88). In order to be able to handle this complexity, new management tools are needed that no longer see complexity as a flaw that one tries to get rid of by trivialization, routineization and bureaucratization (Steinkellner 2006, p. 88). In order to handle this complexity, new leadership tools are needed that no longer see complexity as a blemish trying to get rid of through trivialization, routineization and bureaucratization (Steinkellner 2006, p. 88). These circumstances result in complex challenges for companies that are far from having all the answers. The extent to which shopfloor management can contribute to optimizing the corporate and management culture and is able to increase the production efficiency of a company should be examined in this dissertation.