650 Management und unterstützende Tätigkeiten
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This study contributes to the growing body of research concerning management consultancies by linking two previously disparate fields of study: (1) the examination of the effectiveness of consulting interventions and (2) the examination of the social processes that aim to create and legitimize the insights, knowledge and capabilities of management consultancies. We propose that consulting firms accumulate social authority in the course of pre-intervention discourse processes that is reflected in their reputation and celebrity. With respect to intervention, this social authority affects change recipients’ commitment to and compliance with the requirements of change implementation. We test the proposed relationships by conducting a measured variable path analysis of 117 change initiatives in German companies that were set up and implemented with the assistance of external consultancies. Our findings indicate that a consulting firm’s levels of both celebrity and reputation affect the change recipients’ commitment to proposed change strategies and thus, indirectly affect their behavioral compliance with the explicit requirements of change implementation.
Viele Unternehmen sind nach DIN EN ISO 9001 bis 9003 zertifiziert. Die DIN EN ISO 9000:2000 fordert nun die Einführung prozeßorientierter Organisationsformen und Dokumentationen. Die Ziele und neue Forderungen dieser Norm sind in einer Übersicht dargestellt. Eingegangen wird auf die Anpassung der QM-Systeme (Qualitätsmanagement), die im Sinne der Neuregelung in der anstehenden Normenrevision nötig wird. Die Einführung beginnt mit einer prozeßorientierten QM-Dokumentation. Zur Umsetzung müssen zunächst die Prozesse identifiziert und die Nahtstellen erkannt werden, bevor sie dargestellt und beschrieben werden können. Die Einführung einer prozeßorientierten Organisationsstruktur kann tiefgreifende Veränderungen in der Aufbau- und Ablauforganisation notwendig machen. Die Tätigkeiten werden an der Wertschöpfungskette ausgerichtet und zu ganzheitlichen, von funktionalen Aufteilungen losgelösten Prozessen gebündelt. Die Beachtung der Kundenbedürfnisse steht bei der Gestaltung und Optimierung von Prozessen an erster Stelle, doch auch die Rolle der Mitarbeiter gewinnt für den erfolgreichen Wandel an Bedeutung.
Background: Since presenteeism is related to numerous negative health and work-related effects, measures are required to reduce it. There are initial indications that how an organization deals with health has a decisive influence on employees’ presenteeism behavior.
Aims: The concept of health-promoting collaboration was developed on the basis of these indications. As an extension of healthy leadership it includes not only the leader but also co-workers. In modern forms of collaboration, leaders cannot be assigned sole responsibility for employees’ health, since the leader is often hardly visible (digital leadership) or there is no longer a clear leader (shared leadership). The study examines the concept of health-promoting collaboration in relation to presenteeism. Relationships between health-promoting collaboration, well-being and work ability are also in focus, regarding presenteeism as a mediator.
Methods: The data comprise the findings of a quantitative survey of 308 employees at a German university of applied sciences. Correlation and mediator analyses were conducted.
Results: The results show a significant negative relationship between health-promoting collaboration and presenteeism. Significant positive relationships were found between health-promoting collaboration and both well-being and work ability. Presenteeism was identified as a mediator of these relationships.
Conclusion: The relevance of health-promoting collaboration in reducing presenteeism was demonstrated and various starting points for practice were proposed. Future studies should investigate further this newly developed concept in relation to presenteeism.
Softskills erwünscht
(2009)