Vidette HomuthAspekte der Organisationsentwicklung im Kontext der Einführung des Prozessmanagements in kleinen und mittleren Unternehmen (KMU)

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Personalressourcen und deren Organisation sind die Ertragsmotoren moderner Unternehmen. Diese Arbeit ist der Bauplan für den Motor, der nur noch betankt werden muss.

Es ist [der Autorin] gut gelungen, entsprechende Schwachstellen, insbesondere bei den Führungskräften, zu identifizieren und auch zu benennen. Der ‚alte‘ Führungsanspruch der Führungskräfte, alles wissen und entscheiden zu können, ist mit zunehmender Komplexität nicht mehr haltbar, so die Ausführungen der Autorin.

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The paper brings up aspects of organisational development relating to the introduction of process management in small and medium- sized enterprises (SME). Possible chances, risks and factors of success derive from this.

Nowadays, a central challenge is to retain the sustainability of enterprises which affects SMEs a lot more than large- scale enterprises. Those are continuously confronted with the task of changing themselves constantly in order to survive in markets that get more and more complex. Dynamics and complexity will not decline. SMEs are located increasingly in surroundings that are marked by staffing shortage as well as financial shortage in resources and lack of innovation. The half- inferior structure of the German economy contributes significantly to the stabilization of the economic situation in Germany and retains the bulk of employments and professional education. Therefore it seems worthwhile to attend to the introduction of process management especially in the case of SMEs.

The introduction of process management in SEM might be profitable, because it provides transparency, reduces complexity and encourages the motivation of the staff significantly. A requirement for this is that all participants, which means staff and management, understand the process- oriented approaches. It will not be possible to perform such serious changes without problems. People are naturally not necessarily open for changes, they build up inner blockades against innovation until it is inevitable.

Therefore, the chances, risks and factors of success that emanate from staff and managers are supposed to be in the focus, due to the fact that they apply as indicators for social sustainability. The focus lays particularly on all “phenomena” in the management, for not the management style is important, but the quality of processes in daily interactions.

In the context of the above- mentioned chances, risks and factors of success in concern of introduction in process management, there cannot be a perfect procedure or pattern, as the organisation, frame conditions and participants are too variable. Nevertheless, there are criteria that show whether the introduction of a process management will be successful or not.

Therefore, the “Kirschgarten-model of interaction“ that has been developed, describes an idealized process. The work suggests not to go the easy way like everyone else, but to go a own way, for real success in business is not settled on the realisation of standards, but on better, individual solutions.

Organisation development is a consecutive process that is not completed by reaching the conclusion. Organisation development by definition enables a company to face challenges in a modern way and in changing surroundings.