Steiniger Weg zum Erfolg (The Rocky Road to Success)

Published in: QZ Qualität und Zuverlässigkeit, 7/2010. Munich 2010.
Pg. 22-26.
Hatfield, Sarah / Schmitt, Robert / Vieth, Matthias

When it comes to the quality culture of a company, the ideas of the management and the employees are often miles apart. How this gap can be closed and how joint potentials for improvement can be developed and implemented alongside a common understanding for the minimum standards of the quality culture is dealt with in a concept for self-assessment using web-based tool support.

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Gemeinsamer Weg zum Erfolg (The Joint Road to Success)

Published in: Management und Qualität, 7-8/2010. Berne 2010.
Pg. 12-14.
Hatfield, Sarah / Schmitt, Robert / Vieth, Matthias
How are management specifications integrated into the operational processes of a company? The self-assessment is a concept that provides the company with opportunities to increase the involvement of employees in the entrepreneurial re-organization process. Employees are given the chance to explore their own perception of selected management systems, to indicate their strengths and weaknesses, and to define improvement measures. This helps to build a bridge between the ideas of the management team regarding the establishment of its defined management systems and the perception of the employees.

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Veränderungsprozesse erfolgreich gestalten – Einführung eines Fehlermanagementprozesses (Developing Successful Re-Organization Processes – Introduction of an Error Management Process)

Published in: Tagungsband der FQS-Forschungstagung. Frankfurt am Main 2005. C21-C30.
Vieth, Matthias
The requirement of the issue management process in this project is that the management team and project managers should always be aware of the current status of quality problems during the project realization phase.Successful introduction of the issue management process would then result in numerous advantages for the company: On the one hand in the form of high-level transparency, efficient communication, shorter processing times, and considerable cost savings. On the other hand, the information from the issue management process could be used as an important input factor for the efficient application of other elements of the project management process (e. g. risk management, supplier management). The practical experience gained during the successful introduction of the issue management process – such as timely involvement of the parties concerned, openness towards alternative approaches, uniformity of certain project factors, and consistency in the approach and communication – meets the five conditions for successful re-organization processes:

  • Re-organization is a continuous process
  • Re-organization processes are dynamic 
  • Help for self-help
  • Re-organization projects are determined by micropolitics and a culture of trust 
  • It must be possible to assess the progress and success of the re-organization process 

Konzipierung von Cafeteria-Systemen als neuere Form der Anreizgestaltung (Development of Cafeteria Systems as a New Form of Incentive Structure)

Published in: Operations Research Proceedings 1993, published by Harald Dyckhoff / Ulrich Derigs / Marc Salomon / Henk Tijms. Berlin et. al. 1994. Pg. 474-480.
Spengler, Thomas / Vieth, Matthias
Cafeteria systems are used to show how both employees and companies can profit from innovative incentive systems. In cafeteria systems, employees are given the opportunity to convert part of their income into other services. The company purchases these alternative services at more favorable market conditions than an individual employee would be able to and then offers these services to its employees at attractive conditions. A further benefit of this system is that employees are able to select from a range of services on offer which – compared to the equivalent salary package – therefore offer a greater value in terms of usability. The cafeteria system is thus a useful instrument for increasing motivation amongst employees.

Copyright © 2011 Unternehmensberatung Prof. Dr. Matthias Vieth – All rights reserved.
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