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case study I 103
TABLE 5.2 Important steps and milestones of the project
Time Steps
11.1994 Agreement between management and the consultants about the start of,
and collaboration on, the project.
2.1995 Workshop with the managers on the subjects of (1) sociotechnical
systems design, (2) approaches for an integrated analysis and
evaluation of the company, (3) first definition of project goals, as well
as (4) forming the project team.
3.1995 Further definition of goals and principles for the project. Agreements
with the works council. Planning the strategy.
4/5.1995 Analysis and evaluation of the company with a multi-level approach
considering people, technology, and the organization. Presentation of
the results of the company evaluation to management, project team,
and to the employees in a company meeting. Establishing the project
organization.
From 6.1995 Start of conceptual work concerning variants of organizational design
and leadership. Introduction of measurements concerning training and
education as well as principles of self-control in the manufacturing
department.
From 9.1995 Start of conceptual work on a new salary system.
3.1996 Workshops with management and a general company meeting to inform
all staff and to discuss the new work structures in terms of
organizational design and leadership and the modified salary system.
Selection of four internal coaches to support the implementation
processes.
From 4.1996 Start of the conceptual work on a new layout.
5.1996 Implementation workshops dealing with three work systems on different
topics. Training workshops with prospective group speakers of the
work systems on topics such as problem solving in work groups,
conflicts in work groups, dealing with difficult group members.
6/7.1996 Start with the three work systems to gain pilot experience. Election of
group speakers in the work systems. Workshop with the enlarged
management on the topic of new requirements concerning leadership.
8.1996 Written survey of the employees on the leadership behavior of the
enlarged management.
From 9.1996 Further startup workshops and training workshops with all work systems
and group speakers. Further election of group speakers for the work
systems.
11.1996 Additional workshop with the enlarged management. Presentation of the
results of the evaluation of leadership behavior of the enlarged
management.
From 1.1997 Implementation of the new enterprise concept in the whole company.
Implementation of bonus components of the modified salary system.
6.1997 First evaluation of the new enterprise concept in a workshop with the
enlarged management and the group speakers of the work systems.
3.1998 Systematic evaluation of the new enterprise concept with a multi-level
approach. Derivation of further change processes and strategies.