Melanie Müller

Studienarbeit aus dem Jahr 2011 im Fachbereich BWL - Unternehmensfhrung, Management, Organisation, Fachhochschule Vorarlberg GmbH, Sprache: Deutsch, Abstract: Nothing is as constant as change. Companies are influenced by a variety of factors which made changes necessary. The cause of changes could be internal or external. External factors could be a change of business partners, an economic crisis, the globalisation or a change in laws. In this case the change was internal. The whole company was unorganised, for example without any overview of current figures of incoming labour of the day, any written work instruction, how the tasks has to be done, or an overview of complaints from customers. The employees had no targets to achieve or some instruction how much work they have to do at one day. So everybody can work how he likes and as much as he likes. The management decided to introduce a Qualtity Management System in a part of the company to get an ISO certification. With an ISO certification it would be possible to get more orders from other business sectors, because the certification stands for trust and reliability. To enable the certification, it was necessary to change the whole working situation of the company. For example processes, work instructions, forms, organisational charts, a Quality Management Manual, an internal error management and a complaints management were needed. Furthermore a system for the different work, which is done at that day, was needed to plan a strategic future. Through a quality management system, the company has to establish a vision. ...]

Studienarbeit aus dem Jahr 2011 im Fachbereich BWL - Unternehmensfhrung, Management, Organisation, Note: 1, Fachhochschule Vorarlberg GmbH, Sprache: Deutsch, Abstract: Nothing is as constant as change. Companies are influenced by a variety of factors which made changes necessary. The cause of changes could be internal or external. External factors could be a change of business partners, an economic crisis, the globalisation or a change in laws. In this case the change was internal. The whole company was unorganised, for example without any overview of current figures of incoming labour of the day, any written work instruction, how the tasks has to be done, or an overview of complaints from customers. The employees had no targets to achieve or some instruction how much work they have to do at one day. So everybody can work how he likes and as much as he likes. The management decided to introduce a Qualtity Management System in a part of the company to get an ISO certification. With an ISO certification it would be possible to get more orders from other business sectors, because the certification stands for trust and reliability. To enable the certification, it was necessary to change the whole working situation of the company. For example processes, work instructions, forms, organisational charts, a Quality Management Manual, an internal error management and a complaints management were needed. Furthermore a system for the different work, which is done at that day, was needed to plan a strategic future. Through a quality management system, the company has to establish a vision. It contains targets for the company. From these targets the process key data for processes were derived. These process key data become the targets of the employees. The following graphic summarizes the whole situation on the basis of a before and after analysis:

Studienarbeit aus dem Jahr 2009 im Fachbereich Deutsch - P dagogik, Didaktik, Sprachwissenschaft, Note: 1,0, Eberhard-Karls-Universit t T bingen, Sprache: Deutsch, Abstract: Fachdidaktikarbeit zur Parabel "Bericht ber Hattington" von Walter Jens f r die 11. Klasse eines G9 Gymnasiums(Umfang: ca. sechs Unterrichtsstunden).

Melanie Muller untersucht die Integration von Kunden beim Angebot individueller Leistungen (Mass Customization). Sie setzt die erforderliche Kundenintegrationskompetenz zu zentralen Grossen der Marketingforschung, namlich Servicequalitat und Kundenzufriedenheit, in Verbindung, und leitet Handlungsempfehlungen zur Steuerung der Kundenintegrationskompetenz und zur Gestaltung erfolgreicher Co-Design-Prozesse ab."