Change-Management: Die Rolle der Führungskraft in Veränderungsprozessen (German Edition)

Teachers should be endued with windows of opportunities as well as competences to respond to the present development needs of the children. Thenceforward the government has understood the importance of SME for the national wealth and competitiveness, initial support for founders of new business could be offered on one side, and an adequate juridical and fiscal frame should be designed on the other side.

Within the scope of globalisation the enterprises in the EU are already since decades busy to save efficiency by all forms of rationalisation. Originally fixed to the home market the responsible managers are more and more following purely appreciations of economic values. In this context the drift of labour-intensive work to cheaper countries outside the EU and brain-drain from for example CEEC into the EU is getting stronger.

A similar development is to observe since a long time in the environment of the USA and of Japan. Huge production places developed at the boarders of these industrial countries to fulfil their need of cheap labour. We cannot expect teachers in underfinanced educational systems to be able to transmit adequate knowledge and skills to the younger generation.

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Attractive scholarships causes brain drain, depriving intellectual resources from the poorer countries. How can poor countries develop when the high qualified man power is leaving? There would be the possibility to ameliorate the conditions inside the country, giving incentives to stay and to help the country to recover. In spite of the little floating money the government could invest more in fields that can generate the base of future wealth on the long run.

At the same time new laws should support people to create and develop SME. The example of Germany illustrates the importance of governmental support for SME. Other examples are known from development countries. For instant deals the Grameen Bank in Bangladesh in credits without asking any security at all. The starting point was the belief that even the poorest woman is able to help herself to get away from poverty.

Their force to take initiative for the next individual step lends them creditworthiness at the bank. The director and founder of the bank, M. Yunus believes that granting the women creditworthiness means to bestow them with human dignity. In both cases we hear about people who decided to take over entrepreneurial initiative and responsibility. For the competitiveness of a country, entrepreneurs like them are invaluable.

The quantity of initiate young people can be influenced by the quality and the educational aims of a country. Innovation Innovative corporate design The corporate design becomes manifest in the organizational structure of an enterprise. In the English language as in others the term organisations has a double meaning. Through our activity, we generate those structures which then enhance or restrict us in our further acting [; ].

The more this recursive process becomes alive and flexible, the more will it be innovative. Managing change means the suites of changes in a systematically planned and managed fashion. As a consequence of change the design of an enterprise will change. In this article the design is understood as the perceivable part of the corporate culture. In the s, the concept of organisational culture attained increasing importance in Western industrial countries. The main causes are to be seen in: A specific and auspicious aspect of organisation can be seen in the concept of learning organisation.

Argyris worked out a theory of action, distinguishing a theory-in-use and an espoused theory. The former describe what is implicit in our acting, the latter how we get across to someone what we do, or what we would like others to think we do. This is the theory of action to which he gives allegiance, and which, upon request, he communicates to others.

However, the theory that actually governs his actions is this theory-in-use. But to win the personal mastery to work in a positive way is a long way. To acquire personal mastery, it needs time and guidance, e. He called them systems think, personal mastery, mental models, building shared vision and team learning. The easiest answer would be: New products or services. The economic science defined that an idea alone can not be an innovation. An idea that has been adapted to the technical possibilities is called an invention.

Placing this successfully on the market the invention becomes an innovation. The step from an invention to an innovation demands a lot of money — and the success is never guaranteed.

To implement an innovation on the market is a costly experiment. Even when the innovation is generally accepted, there is no guarantee of profit. With a successful innovation, enterprises have to multiply the production. This means to ask for more money and with this the risks and costs rise. One says that enterprises that did not go through this phase of development grew too quickly. Very different is the situation for enterprises that are big enough to finance the implementation and that can afford higher output figures. With their financial dominance they are potentially able to enforce a new standard.

The moment the standard is set and the innovation is protected by patents against imitators, high profits are presumable. All it has to do is to keep imitators as long as possible out of the market. Every new concurrent diminishes his profit. Launched in , this innovation defined a new product category, set industry standards, and quickly became the dominant design for personal audio devices worldwide. Even during the rise of the higher-fidelity digital Compact Disc CD , the cassette tape Walkman was still successful because it addressed a new market, and was marketed as a complement to the CD — portable, durable, and able to record.

Thus, the innovation opened up crucial new markets for both Sony and its competitors, and the design was soon imitated by legions of followers.

Europe’s Journal of Psychology, Vol 2, No 2 (2006)

In general it is considered that the later an enterprise is entering a new market, the lower is the profit. In specific cases it can be nevertheless the best strategy to enter late into a market. Application The CEE economies need capital to invest, and an adequate infrastructure and the enterprises have to replace obsolete production equipment. In the case of a deficiency of capital and the necessity of investment the entrepreneur has no other option than to take up a loan. The banks will award a loan under conditions depending on the risks. The higher the own capital the lower the rates and the lower the own capital the higher the rates.

The external financing creates a strong dependency on the financier who can influence the corporate strategy. Even if the amortisation of the debts is successful, the enterprise will be tempted to put the focus more on adaptation to the market than on inner organisational innovative impulses. The implementation can be successfully carried out with help of a lot of promotion for the needs of the consumers — or, much cheaper, the innovation responds to the real demand inside and outside the firm.

Such an option asks little money but demands initiative and work to form an organisational design. If this work is well introduced and implemented, the cost will be manageable and the process of improvement will be above-average. The organisational design is the conscious part of the corporate culture. For the development of the enterprise it is of relevance by whom the design was coined. Bought-in models of organisation have to be implemented. The enterprise has to make, one could also say, the enterprise has to find, ways to find a sense in the model.

Otherwise it stays undigested and reduces the dynamics of the enterprise. Especially for SME, it is possible to work on the inner ability to improve innovations and adaptations on the market without firms loosing their own profile. An innovation- conveying- culture will develop innovation based on the specific constellation of a firm. Because of this, the firm will win a unique selling proposition that can help the firm not only to survive but also to make profits. They emphasise the roles of so far inconsistent appendages without neutralising them.

One of the examples they give is the organisational dilemma of innovation and routine [; ]. Education is a base for the development of human qualifications. Science and research are indispensable for technical and organisational innovation which again is the base for competitiveness. In the social market economy of Germany, SME are the most effective members of the national economy: The importance of an innovative culture is uncontested in the market economy. The German ministry of education and research expressed in a paper on a support programme that SMEs are playing a key role in the German innovation system.

International competition has intensified over the past years and customers have become more demanding with the result that Dynamic abilities such as high innovation potential, creativity, flexible response to the changing desires of clients, and up-to-date scientifically-founded technological competence are deciding about the success of an enterprise on the market. The strength of SME is located in their unburocratic forms of organisation, short distance informational exchange, flat hierarchies, good customer contact, and high motivation.

Innovative SMEs stimulate traditional markets or they strike new paths. CM reminds us with few exceptions of big toolboxes. Besides the practical tools there are however already many conceptual bases worked out.

CM works with the difference between the status quo and what is potentially possible. Many definitions are given for CM, for example: Initiation, measuring and control of a fundamental change process, or: CM is the management of the planned organisational change. A specific variant of change is based on participation, teamwork being the fundamental source of energy for the change process.

CM is about the change of basic settings and there especially the change of the consuetudinary behaviour of the collaborators. Therefore they should be involved in the process. It is them who are deeply involved and who have to create a strong organisation to survive in a turbulent environment. In fact, a fundamental aim of CM is to constitute a diversity of culture in groups, or even in whole organisations. CM is touching the spheres of e. For economic organisations the most essential issue is not to follow management fashion trends but to choose for one management style that corresponds to the profile of the enterprise [STEVENS, ].

There are two reasons why CM is indispensable: In times of change, sound knowledge is rarer than in times of routine. The use of habitual instruments of management like power and money are limited in such times and individual initiative has its day. In this context new opportunities emerge for dynamic countries with people who are initiative. Active acceptance of the CM process by the management, shown for example in mutual trust between the CEO and collaborators, coupled with highly developed communication skills provide for success in the changing project.

In a learning organisation, the activation of human resources leads towards permanent change by offering self-determination to the collaborators in the context of team-work situations. He argues that this phenomenon has to be understood as an emotional barrier [; 26]. Resistance is coming up in form of pronouncing what can not be accepted by the speaker. The essential question concerning organisational resistance consists in the ability to handle voice in the sense of: Resistances are often the consequence of not knowing, and this causes fear.

Open communication can help overcome fear. Then, instead of producing fear, members of an enterprise could learn to see change as a chance for a better future. If this is to be achieved the organisation — but also the whole nation — has to learn to enter the process of permanent change. Neither the integration of the collaborators in the development-process nor commonly found objectives of the organisation necessarily means higher efficiency. But an essential advantage is to be seen in the improved acceptance of a common objective [EREZ et al. We described already how normative measures to support SMEs can help to build up a strong national economy.

We also mentioned that the transformation of the system of education can help. The third aspect of science and research will be deepened by giving one example of how change can be implemented. The ideal of diversity encourages searching for an intercultural communication and cooperation across national boundaries.

After years of an inter-religious and intercultural master, a master course of Intercultural Management was established last year. Behind the didactical concept of the courses, individual learning as well as lifelong learning is situated. These fundamental elements of learning are also advanced in the EU. What capacities and competencies are needed to open new economic perspectives for CEEC on the long run? The conceptualisation of the master-course was based of this analyse. In the master course economic basics and intercultural knowledge and competences are communicated.

Through this network international experiences can be implicated into the curriculum and the participants and alumni can profit from connections to many countries around the world. The aim of the Department-UNESCO Chair in Bucharest is to act in the context of countries of transition by communicating democratic and participatory norms of attitude and by offering chances to experience them, for example, by being involved into the building-up of a consulting center.

With practical impacts like building-up a consulting centre or other practical initiatives the participants are pushed forward to play an active role in the society and to take responsibility. They are chiefly encouraged to act instead of waiting for an attractive offer of work. During their studies they are trained to be able to act with an intercultural awareness in the fields of administrative institutions and economy and within the civil society. For the master of Intercultural Management in Bucharest, the curriculum is focused on economic, communicative and ethical subjects.

Within this bias, an essential course is working on competences. The concept is apportioned in four parts. An essential point is characterised by the question: What are the interests of the individual within the organisation? Economics, politics and business environment. In European competition law annual In Smart talent management: Building knowledge assets for competitive advantage , edited by Charles M.

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