{"id":11798,"date":"2016-09-09T08:17:51","date_gmt":"2016-09-09T06:17:51","guid":{"rendered":"https:\/\/www.m-q.ch\/?p=11798"},"modified":"2021-02-14T08:49:58","modified_gmt":"2021-02-14T07:49:58","slug":"management-tools-for-sustainable-organizational-development","status":"publish","type":"post","link":"https:\/\/www.m-q.ch\/en\/management-tools-fuer-eine-nachhaltige-organisationsentwicklung\/","title":{"rendered":"Management tools for sustainable organisational development"},"content":{"rendered":"

\"Management<\/p>\n

 <\/p>\n

 <\/p>\n

In the long term, only those companies that stand out from the competition and deliver above-average results that are individually and precisely geared to the specific expectations of the respective target group have a chance of economic survival. Nevertheless, initial key figures would have to be supplemented by \"soft\" factors.<\/p>\n

 <\/p>\n

These are data that describe characteristics that cannot be collected objectively, but always contain subjective information (e.g. perceptions). Solutions are needed here to address these new requirements.<\/p>\n

The EFQM Excellence Model <\/strong>
\nA good starting point is provided by simplified implementations of the so-called excellence models, i.e. methods that help to determine how far one is from the ideal image of one's company. One of the best-known and most widespread examples of such an approach is the EFQM Excellence Model, which examines the organization by means of nine interrelated criteria.<\/p>\n

 <\/p>\n

The EFQM Excellence Model not only includes traditional quality categories (such as processes or customers), but also expands these with strategic components (such as leadership and strategy) or \"soft\" criteria (such as employees, society or partnerships).<\/p>\n

 <\/p>\n

In addition, the model includes a continuous feedback cycle - shown in the picture above as \"Learning, Creativity & Innovation\" - which links the implementation of CIP directly to leadership and strategy and permanently aligns it with all internal processes.<\/p>\n

 <\/p>\n

This model is constantly being developed and adapted to the complexities of the global marketplace, drawing on experience from industry, small and medium-sized enterprises and public administration.<\/p>\n

 <\/p>\n

A number of well-known and proven tools are available to the user (see end of text) in digitized web-based form. Here is a list of the most important tools:<\/p>\n

 <\/p>\n

Portfolio technique, matrix and relationship diagrams, cause-effect and target-measure chains, maturity assessment, utility analysis (and other special planning tools). With these tools, action approaches can be localized in a targeted and detailed manner and improvement potentials can be activated.<\/p>\n

Detailed planning and evaluation <\/strong>
\nBy means of a MITO method tool, the financial, personnel, time or spatial resources of the companies can be screened. The parties involved can carry out their tasks in a much shorter time and with a much better quality. The results are of course directly available to all other process participants. No information is lost or remains unnoticed.<\/p>\n

 <\/p>\n

The already available reference audit and evaluation checklists increase this cost-benefit ratio through complete and error-free processing of the respective topic or implementation field.<\/p>\n

 <\/p>\n

For many questions regarding the EFQM model or for CIP projects, the problem evaluation criteria are always available. Thus the professional competence increases continuously. Specific needs for action result from the documentation of results. Among these, absolute and relative target and actual key figure comparisons are used, which are recorded in a balanced score card, for example.<\/p>\n

balanced score card structure <\/strong>
\nThe balanced scorecard structure is a holistic BPM performance measurement system that links customer-oriented, employee-oriented, process-oriented and success-oriented performance indicators in a single performance measurement system. The target perspectives can be mapped in a logical context in the MITO model and evaluated with the MITO method tool according to different evaluation models in percentage or absolute terms. For the use of the MITO method tool, the MITO model serves as a reference and regulatory framework for the digitalized method application.<\/p>\n

Five model segments determine the company-specific process model:<\/p>\n

 <\/p>\n

Segment 1:<\/strong><\/em> Management (leadership) - assigned leadership processes<\/p>\n

Segment 2:<\/strong> <\/em>Input - assigned upstream support processes<\/p>\n

Segment 3:<\/strong> <\/em>Transformation - assigned core processes<\/p>\n

Segment 4:<\/strong><\/em> Output - associated downstream support processes<\/p>\n

Segment 5:<\/strong><\/em> Management (leadership) - assigned leadership processes<\/p>\n

 <\/p>\n

Furthermore, the MITO model maps the \"process-oriented approach\" required in many standards and regulations with five steps, i.e.:<\/p>\n

 <\/p>\n

Step one:<\/strong> <\/em>Define processes and set goals (management segment)<\/p>\n

Step two:<\/strong> <\/em>Plan processes (input segment)<\/p>\n

Step Three:<\/strong><\/em> Execute processes (transformation segment)<\/p>\n

Step four:<\/strong> <\/em>Control processes (output segment)<\/p>\n

Step Five:<\/strong> <\/em>Improve processes (management segment)<\/p>\n

 <\/p>\n

The tasks to be performed by the participants are assigned to the individual MITO model segments in this MITO model. Here, it is important that those involved in the process and, as a rule, also the managers are able to support the goal-oriented implementation of the above-mentioned tasks with a high level of methodological competence, i.e. with the support of the MITO methodological tool.<\/p>\n

Closing view <\/strong>
\nA self-assessment according to EFQM in combination with a systematic transfer of the revealed potentials into the continuous improvement process allows a fast implementation of improvement projects in close coordination with the corporate strategies and goals. By using suitable software tools, the time required can be greatly reduced and the methodological knowledge required at the outset is provided by the tools. A GOAWorkBench \u00ae supports the complete assessment phase up to the company-wide coordinated prioritization and pre-selection of improvement projects up to the project order. In addition, the MITO method tool offers a differentiation between the real, elementary management, QM, CIP and creativity methods and the method aids and procedures that are often referred to in the same way in the literature, but which require these elementary methods to achieve their goals.<\/p>\n

 <\/p>\n

Good examples of the approaches mentioned are EFQM, SWOT, Lean or CIP concepts, which, however, do not have their own methods for implementation. With the combination of the two method building blocks, it is possible for the users to concentrate \"alone\" on solving problems that otherwise can often only be worked through in a team via workshops and with high personnel costs. This saves time and costs for the company.<\/p>","protected":false},"excerpt":{"rendered":"

    Wirtschaftliche \u00dcberlebenschancen haben langfristig nur die Firmen, die sich vom Wettbewerb abheben und \u00fcberdurchschnittliche Ergebnisse liefern, die individuell und genau auf die spezifischen Erwartungen der jeweiligen Zielgruppe ausgerichtet sind. Gleichwohl m\u00fcssten erste Kennzahlen um \u00abweiche\u00bb Faktoren erg\u00e4nzt werden.   Hierbei handelt es sich um Daten, die Merkmale beschreiben, die sich nicht objektiv erheben […]<\/p>\n","protected":false},"author":66,"featured_media":11811,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[5],"tags":[4785],"class_list":["post-11798","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business_excellence","tag-09-2016"],"acf":[],"yoast_head":"\nManagement-Tools f\u00fcr eine nachhaltige Organisationsentwicklung - MQ Management und Qualit\u00e4t<\/title>\n<meta name=\"description\" content=\"Die zunehmende Globalisierung der M\u00e4rkte bedingt immer mehr, sich von seinen Mitbewerbern zu differenzieren. 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