Browsing by Subject "Change Management"

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    Am Puls des Wandels - Veränderungskommunikation messen und steuern : Entwicklung und Anwendung eines Controllingansatzes für Veränderungskommunikation.
    (2014) Heyder, Daniela; Schweiger, Wolfgang
    The objective of the dissertation lies in the development and empirical application of a controlling approach particularly for change communication. For the success of a company continuous change is essential. As fast as the environment changed through e.g. increasing competition, shift in values or innovative technologies, the strategies, structures and processes in enterprises have to change as well as the employees, their mindset and behaviors, in order to secure continuance and growth. For the success of organizational change a special form of internal corporate communication is of central importance – change communication. It can create attention, knowledge and acceptance for the change with the employees concerned by the change and activates a mindset and behavior modification. The journalistically coined role of internal communication changes itself from the passive observer and correspondent of enterprise developments to the master clock and active designer of change processes. An interdisciplinary connection of internal corporate communication with organizational development approaches and implementation instruments of change management is demanded in times of change. So there are characteristics of the goals, strategies, contents, roles and instruments of change communication, which distinguish change communication as a special form of internal corporate communication. In continuous corporate change and with the essential meaning of communication for successful changes the need grew to measure and to steer the performance and impact of change communication systematically with success-critical indicators. This need is encouraged by the increasing attention of the communication science and management for the evaluation of corporate communication. International communication scientists and managers deal with the pressure to justify for their efficiency, effectiveness and budgets as well as with questions for planning and optimizing the success of Public Relations, market and employee communication. As an answer communication experts and controllers together with scientists developed the communication controlling. Contrary to Public relations, marketing communication or internal communication there is so far no scientific or practical approach for controlling change communication, that integrates the characteristics of change communication as a special form of internal communication conceptually or methodically. The development and empirical application of a controlling approach for change communication makes a contribution to lock the shown research gap and to the current discussion in communication controlling. First the characteristics and specific objectives of change communication are illustrated on the basis of a literature analysis. The dissertation regards the phenomenon of organizational change and the special role of communication during change processes. Their goals and tasks, strategies, contents, roles and instruments supply success-critical and steering-related factors of change communication and thus first elements for a controlling system. As a further basis for the specific measurement approach of change communication selected existing controlling approaches of corporate communication as well as change management are outlined and reviewed regarding transferable elements on a change communication controlling system. Beside a controlling tool for internal communication as well as an approach of marketing communication, the PR evaluation plays a major role in this reflection. Additionally evaluation concepts and measurement instruments of the change management deliver valuable implications. Based on this reflection the work defines measuring constructs, indicators and inquiry methods for the controlling of change communication. They are structured in a theoretical framework and an action-oriented measurement system. With the developed controlling system change communication can be evaluated and steered accompanying. The progress of the change is made visible and a rolling wave planning for a continuous optimization of the change process is made possible. The practical applicability of the innovative controlling approach for change communication is tested empirically at a case study. According to the specific goals, strategies, contents, target audiences and instruments of the corporate change initiative „CustomerFirst“ the developed controlling system is modified and applied on two measurement times. From the results of the measurement concrete recommendations for action are derived for steering the change initiative CustomerFirst. The steering mechanisms prove an optimizing effect on the change progress. The development and empirical application of the controlling approach for change communication in the context of a case study make a contribution to the current discussion in communication and change controlling, which look for best practice examples to enhance the discipline.
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    Change communication zwischen Gefühl und Kalkül : theoretische Überlegungen und Ergebnisse aus Umfragen
    (2008) Mast, Claudia
    Der Wandel, den Gesellschaften, Unternehmen und Individuen bewältigen, wird immer schneller, spürbarer und komplexer. Change Management als Aufgabenfeld hat in der letzten Dekade Karriere gemacht. Veränderungen sind zur Normalität und Change Management bzw. Kommunikation zur alltäglichen Herausforderung von Firmen aller Branchen und Größen geworden. Kein Wunder, dass die Literatur mit Hinweisen, worauf bei Veränderungsprozessen zu achten ist, nahezu unübersichtlich wird. Dennoch ? so die ernüchternde Bilanz von Andreas Voß und Ulrike Röttger im prmagazin 4/2008 ? fehle in Wissenschaft und Praxis nach wie vor ein belastbarer Rahmen, um Changeprozesse erfolgreich zu gestalten. Über den realen Verlauf von Changeprojekten gibt es nur wenige empirische Studien. Es ist kaum Nachprüfbares bekannt. Weder die Unternehmen noch die beratenden Agenturen lassen sich eben gerne in die Karten schauen und manchmal werden auch Auswirkungen von Projekten erst lange nach den Abschlussberichten sichtbar, wenn möglicherweise die Verantwortlichen in Agentur und Unternehmen längs andere Aufgaben übernommen haben. Eines ist jedoch klar: Unternehmen sind komplexe, soziale Systeme, die in immer volatileren Umfeldern agieren. Sie sind sowohl Betroffene als auch Treiber des Wandels. Schließlich leben sie davon, Innovationen aller Art zu generieren und zu verkaufen ? und dieses unter dem dynamischen Einfluss des Wettbewerbs. Es kann daher keine einfachen und pauschalen Antworten auf die Frage geben, wie erfolgreiche Change Communication aussieht.
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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.