No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
FANOMICS – Die Ökonomie des Fan-Prinzips
ResearchGate has not been able to resolve any citations for this publication.
Der Inhalt
- Unternehmenskultur als zentrales Management-Instrument
- Integriertes Architektur-Modell – Rahmen für die Gestaltung
der Unternehmenskultur
- Ein eigenes Kultur-Modell entwickeln – Die zentralen Faktoren
der individuellen Unternehmenskultur bestimmen
- Culture Excellence Prozess – systematisch vorgehen
- Implementierung und Controlling – Den Change Prozess gestalten
- Methoden zur Kulturveränderung gezielt auswählen
- Culture Hacks gezielt in der Kulturarbeit einsetzen
- Do’s und Dont’s in Kulturveränderungsprojekten – Den Erfolg sicherstellen
Der Autor
Prof. Dr. Josef Herget verbindet langjährige Erfahrung in der Wissenschaft mit internationaler Beratungstätigkeit. Er hat an verschiedenen Universitäten in Europa gelehrt und geforscht sowie mehrere Unternehmen geleitet. Er ist Direktor des „Excellence Institute – Research & Solutions“ in Wien.
This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total quality management and the Deming approach to quality management. The TQM movement was attractive to many organizations during the 1980s and the first half of the 1990s. To succeed, total quality management had many long-term require-ments. One of these was that top management must have a passion for the subject. Without this sustained passion top management’s attention and energy towards TQM would be diverted to other pressing needs. While Deming insisted that there was no “instant pudding”, many consultants in establishing themselves with a client suggested short-term gains. Because of this search for short-term gains, process improvement and reductions in cycle time became very popular and in some cases a final objective. Unfortunately, after they ran their short-term course, many efforts collapsed and TQM was often declared a failure.
BEST PRACTICE: Der Liechtensteiner Hilti-Konzern, bekannt für seine Bohrhämmer und Befestigungssysteme, wurde stark durch die Gründerfamilie gepägt. Dennoch klappte der Wechsel zu jüngeren familienfremden Managergenerationen an der Unternehmensspitze bereits mehrmals reibungslos. Die Gründe: der Teamgeist in der Führung, eine mitreissende Vision und die besondere Kultur von Hilti.
Analysis of decision making under risk has been dominated by expected utility theory, which generally accounts for people's actions. Presents a critique of expected utility theory as a descriptive model of decision making under risk, and argues that common forms of utility theory are not adequate, and proposes an alternative theory of choice under risk called prospect theory. In expected utility theory, utilities of outcomes are weighted by their probabilities. Considers results of responses to various hypothetical decision situations under risk and shows results that violate the tenets of expected utility theory. People overweight outcomes considered certain, relative to outcomes that are merely probable, a situation called the "certainty effect." This effect contributes to risk aversion in choices involving sure gains, and to risk seeking in choices involving sure losses. In choices where gains are replaced by losses, the pattern is called the "reflection effect." People discard components shared by all prospects under consideration, a tendency called the "isolation effect." Also shows that in choice situations, preferences may be altered by different representations of probabilities. Develops an alternative theory of individual decision making under risk, called prospect theory, developed for simple prospects with monetary outcomes and stated probabilities, in which value is given to gains and losses (i.e., changes in wealth or welfare) rather than to final assets, and probabilities are replaced by decision weights. The theory has two phases. The editing phase organizes and reformulates the options to simplify later evaluation and choice. The edited prospects are evaluated and the highest value prospect chosen. Discusses and models this theory, and offers directions for extending prospect theory are offered. (TNM)
Dieselgate schadet Arbeitgeberimage der Autobauer
- A Amerland
Hybrid Hero: Alnatura
- Deskbird
Alnatura Produktions- und Handels GmbH
- Deutscher Nachhaltigkeitspreis
We Care - das Siegel für nachhaltiges Unternehmens- und Lieferkettenmanagement
- Fibl V Deutschland E
„Dieselgate“ und die Folgen - Die schleppende Aufarbeitung des VW-Diesel-Skandals
- S Hahne
Wir sind für Sie da: Am Telefon, im Ask Hilti Forum und vor Ort
- Hilti
Haben die Banker die Oberhand, droht früher oder später Ungemach
- M Maisch
Nie wieder „Leistung aus Leidenschaft“ - Deutschbanker erzählen ihre Geschichten
- Manager Magazin
Zufriedene Mitarbeiter, zufriedene Kunden
- A Petermann
Deutsche Bank - Interne Mail bereitet Belegschaft auf neuen Slogan vor
- D Schwarz
Audi gendert jetzt mit Unterstrich und nennt alle Mitarbeiter Audianer_innen
- Stern
Brief an unsere Aktionäre
- Volkswagen
VW-Skandal - vom Wert der Werte
- H Wala
Abgasskandal: Aus diesem Grund werden die Kunden VW die Treue halten
- R Becker
Die Deutsche Bank hat jeden Stil verloren
- C Busse
Hat Aldi die schnellste Kasse der Welt? Was hinter der 15 Sekunden Regel steckt
- S Feurer
Case Study - Hilti Fleet Management: Strategically moving from products to B2B solutions. International Institute for Management Development
- S Michel
Führungskultur bei VW soll Abgas-Skandal ermöglicht haben
- Zeit