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Das agile Mindset als Weg zur Agilität in dem Zeitalter der Digitale Transformation : ein Beispiel an SEO-Unternehmen
No full textIntroduction: Digital Transformations change all aspects of the world today. Especially the organizations have to face the complexity of change and successfully implement it into their businesses. Only 30% of the companies succeed in transformations and the rest 70% fail to do so because of different reasons. The main factors for failure are considered to be the lack of a clear transformational strategy, noncommitment of the management and putting methods and practices before people. Yes, the technology is without a question important, but the people dimension is usually the factor which determinates the success of a change. Therefore, this thesis has the purpose of defining the agile mindset’s characteristics as a path to agility in the age of digital transformation. Furthermore, it should give answers to the questions to what extent do these characteristics exist among the employees of the department „New Business”-EMEA, part of a SEO company and give recommendations for further steps towards agile working methods and practices.
Method: For the development of the survey and the respective questionnaire it was conducted a detailed literature research. After reading and analyzing the works of different authors, the Agile Manifesto together with five other books and researches were chosen for further and deeper analysis. The qualitative structured content analysis according to Mayring was the preferred method in order to define and cluster the main characteristics (categories) of the agile mindset. According to those nine categories thirty closed questions were developed with the goal to measure the extent to which the characteristics of the agile mindset were present in the employees of Department "New Business" EMEA. To do so an even matrix Likert scale with four answers was selected. The possible answers were weighted differently according to their frequency of appearance. In this way, the questions, the categories and the different hierarchical levels were measured and general overviews and tendencies were derived.
Results: The answers of respondents (n=9) resulted in 78% positive answers (yes, always and often) for all the hierarchical levels, which can be interpret as on the way to agile with partly existing characteristics of the agile mindset. The strongest categories were considered to be Customer and Leadership and the weakest Learning, Constant Pace, Simplicity and Self-Organization. Based on that, recommendations for further actions were developed.
Discussion: The findings show that nine characteristics (categories) have significant role in defining the agile mindset. Nevertheless, from the results it can be concluded that due to different possible biases, they cannot be taken as general, permanent and isolated from other influential factors. In this regard the outcomes cannot be transferred one-to-one to other areas, companies and industries, as the questions were adjusted for the respective department and company. However, it provides the first research contributions towards defining and assessing the agile mindset as a path to agility in the age of digital transformation. In order to be able to make more precise and general statements, various industries, departments and companies are to be examined, where this work can serve as a point of reference for further researchers.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Double materiality in sustainability reporting : discussion of strengths and weaknesses based on the case study Lenzing AG
No full textNachhaltigkeit und die damit verbundene Transparenz sind in den letzten Jahren immer wichtiger geworden, vor allem für Investoren. Daher hat die Kommission beschlossen, die Non-Financial Information Directive aus 2016 anzupassen, die große Unternehmen zur Nachhaltigkeitsberichterstattung verpflichtet. Im April 2021 wurden ein Vorschlag für eine aktualisierte Fassung der Richtlinie unter dem Namen Corporate Sustainability Reporting Directive (CSRD) sowie Vorschläge der dazugehörigen Standards (ESRS) veröffentlicht.
Die vorliegenden Vorschläge lassen erkennen, dass zukünftig das Prinzip der doppelten Wesentlichkeit zur Bestimmung wesentlicher Themen anzuwenden ist. Hierbei liegt der Schwerpunkt auf einer Inside-Out- (vom Unternehmen verursachte Auswirkungen) und einer Outside-In-Perspektive (das Unternehmen betreffende Auswirkungen).
Das Ziel dieser Arbeit ist es, eine mögliche Umsetzung des Double Materiality Ansatzes in einem Industrieunternehmen näher zu analysieren. Anhand von Literaturrecherche, einer Fallstudie der Lenzing Gruppe sowie Interviews mit Unternehmen und Auditoren werden die Stärken und Schwächen dieses Ansatzes diskutiert. Darüber hinaus wird ein genauerer Blick auf die derzeit verfügbaren Entwürfe der EFRAG Guidance und der ESRS helfen, ein besseres Verständnis für die möglichen zukünftigen Anforderungen zu gewinnen. Daraus werden Empfehlungen abgeleitet, wie der neue Ansatz in einem Industrieunternehmen umgesetzt werden kann.
Fehlende konkrete Vorgaben und finale Richtlinien erschweren allerdings noch die Umsetzung. Eine der wichtigsten Erkenntnisse ist, dass dieser neue Ansatz eine enge Verschränkung mit dem Risikomanagement mit sich bringt. Die doppelte Wesentlichkeitsanalyse ist ein erweiterter Risikoprozess genauso, wie sie einen Change Prozess darstellt. Der ganzheitliche Ansatz über alle Unternehmensbereiche hinweg kann zur Früherkennung von möglichen Risiken und Chancen führen. Ebenso kann damit eine effizientere Ressourcennutzung zwischen Finanzberichts- und Nachhaltigkeitsberichterstattung sowie Risiko Management erzielt werden.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Homeoffice – Schutz vor Corona, aber nicht ohne Nebenwirkungen? : eine quantitative Studie zu gesundheitlichen Belastungen im Homeoffice
No full textDas Hauptaugenmerk der Arbeit wurde auf gesundheitliche Belastungen in Verbindung mit Homeoffice gelegt. Die Überlagerung von Wohn- und Arbeitsort kann mit verschiedenen Ressourcenaufwendungen und Belastungen einhergehen. Es wurden drei Forschungsfragen dahingehend aufgestellt, ob es Unterschiede in der Gesundheits-einschätzung von Personen ohne und mit Homeoffice gibt. Weiters wurde betrachtet welche Auswirkung die familiäre Situation und das Geschlecht hat und welche Rolle beruflichen und persönlichen Faktoren im Homeoffice bzgl. der wahrgenommen Gesundheit spielen.
Als Methodik wurde ein quantitatives Forschungsdesign mittels Analyse von Sekundärdaten der beiden Panelbefragungen AKCOVID und Values in Crisis Austria (VIC) gewählt.
Die statistische Analyse der vorhandenen Daten hat ergeben, dass Homeoffice für die Gesundheit mehr Nutzen als Schaden bringt. Dies stützt sich vor allem auf die Erkenntnisse, dass Homeoffice eher das Risiko einer Coronainfektion mindert und sich Personen im Homeoffice gesünder fühlen, einen höheren Autonomiegrad bei der Arbeitstätigkeit erleben und sich bei den analysierten Arbeitsanforderungen (Isolation, Erhöhung Arbeitsstunden, Zeit- & Erfolgsdruck) keine bzw. nur schwache Zusammenhänge in Verbindung mit Gesundheit ergaben. Es könnte sogar auf Grund von mehr Selbstbestimmtheit davon ausgegangen werden, dass Menschen durch Homeoffice mehr Kontrolle über ihr Leben erlangen. Arbeitgeber*innen könnten daher durch die Ermöglichung von Homeoffice für ihre Mitarbeiter*innen, selbst eine Arbeitsressource im Sinne des JDR-Modelles schaffen und somit Belastungen wie Ansteckungsgefahr während der Coronapandemie minimieren und die Selbstbestimmtheit erhöhen.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Erfahrungen der Hersteller von digitalen Gesundheitsanwendungen mit dem Fast-Track Verfahrens des BfArMs
No full textBackground: In order to expand the digital health services in Germany, digital health apps (DiGAs) and the fast-track procedure for independent, clear and scientific evaluation of these were newly introduced in 2019. This work will investigate the extent to which this procedure supports the rapid introduction of safe DiGAs based on the experiences of manufacturers. The central research question is: What challenges do manufacturers name from their experiences with the fast-track process?
Methods: To answer the research questions, an online survey of the 35 manufacturers of DiGAs was conducted as a preliminary study. From this, it was possible to gather initial indications of the challenges faced by manufacturers in the process. From this, nine guiding questions were formulated, which were discussed in seven qualitative guided interviews with representatives of manufacturers' associations.
Results: The results show that the evidence base is the biggest challenge for manufacturers. Due to constant changes in the sometimes very high requirements, there is a lack of commitment and transparency. Manufacturers also struggle to demonstrate the necessary human resources with the appropriate expertise. A comparison of startups and larger companies shows that startups have less experience with regulatory processes, but more knowledge about IT and digitization. For startups, the funding process is more challenging, but their fast, flexible and agile way of working is an advantage. Advice from BfArM is described as helpful and necessary; external advice is also advisable in some cases, but also very expensive.
Limitations: The preliminary study has a very low response rate. The manufacturers' associations motivations and objectives could have an influence on the results. It is likely that the associations were not involved in all processes of the procedure and can therefore only report excerpts. Recall bias cannot be ruled out; it is possible that participants do not remember past events precisely and omit certain details.
Implications: The impact of takeovers of start-ups by larger companies on the range of DiGAs should be investigated. Further evaluations should include other stakeholders and their positions. In addition the revision of the DiGA guidelines, more transparency, unambiguity as well as bindingness for DiGA consultations were mentioned. More flexibility and a sense of proportion were called for in the review of applications, as well as longer deadlines overall for the introduction and testing of the DiGA.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Einschätzungen Wiener VolksschullehrerInnen zur Arbeitswelt der Zukunft
No full textThe working and professional world of the future will have changed in ten to fifteen years, when the children now in primary school enter the world of work. Professions and occupations will have disappeared, others will have increased. The digital trans-formation is a strong driver of this change, especially in the context of automation. In order to survive in this new world of work, children must have diverse skills and competences, the acquisition of which already begins during primary school. Primary school teachers are centrally responsible for teaching these future important skills and competences during this phase. This paper explores the views of Viennese primary school teachers on the topics of the working and professional world of the future and the competences and skills required. It also looks at the challenges faced by Viennese primary school teachers in teaching these competences and skills. The most important result of this work is that Viennese primary school teachers make accurate assessments of the future world of work and the necessary competences and skills associated with it, and do their best to teach the children these competences and skills defined as important, despite adverse circumstances in terms of resources and technical equipment.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Von Prinzessinnen und Schlössern : der Einsatz von Projektmanagement-Methoden in der Hochzeitsplanung
No full textThe uniqueness and the personal character of weddings are a special challenge from the project management perspective. Weddings have to meet specific expectations and needs due to their intimate nature. Since not only personal but also legal circumstances have to be considered, wedding planning requires special knowledge and attention. The peculiarities of weddings, their planning and realization shall be elaborated and pointed out in the context of this master thesis. The importance of project management in the organization of weddings is to be examined using qualitative research methods. This master thesis presents an interdisciplinary view of project management and wedding planning and aims to show their compatibility. The findings of the qualitative research show, that the implementation of project management procedures is crucial for a successful realization of bespoke weddings. In order to be able to guarantee that all preparations are completed by the final date, good scheduling is crucial. This supposes, first and foremost, good communication from the wedding planning perspective. For the successful implementation of weddings, risk as well as quality management are indispensable. Wedding planners should be familiar with milestone planning and agile project management. On account of intimacy and privacy of weddings the emotional involvement of all stakeholders is very high and needs to be considered in the planning process. In principle, communication and interpersonal relationships should take precedence over rule-governed action in wedding planning.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Interner Führungswechsel und die daraus resultierenden gruppendynamischen Prozesse von langjährigen MitarbeiterInnen
No full textThis paper examines the question of inhibiting and facilitating factors with regard to the acceptance of new managers by long-serving employees during an internal change of management, which was investigated by means of a literature review and interviews with experts.
An intransparent and rapid internal change of leadership without appropriate communication proves to be problematic. In this context, the negatively affected sense of fairness among older employees has an impact far beyond the actual phase of the replacement. It not only fosters a negative working atmosphere or undermines team performance, but it is often also felt by customers and thus harms further business development.
Therefore, in addition to involving the workforce in the process, the young manager must also be adequately prepared for the new situation. The lack of experience in the eyes of the workforce can be compensated insofar as the experience of the older employees as well as that of the departing manager is actively used by the new manager.
This shows appreciation and respect for the existing staff – and thus also for their performance. In addition to these measures, it is also advisable to support the preparation of the new manager for the new position through training.
If an internal change of management is to be carried out with a younger person, this process must be planned for a sufficiently long time and communicated transparently and clearly. In this respect, it is therefore not enough to initiate a purely formal transition and hope that arising problems will resolve themselves over time.
This also automatically leads to a shift from an authoritarian to a transformational management style, where the workforce is involved, a positive working atmosphere can develop, and the foundation is laid for positive business success in the future.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Der Stellenwert von Bemessungsgrößen aus der Nachhaltigkeitsberichterstattung in den Vergütungspolitiken von ATX-Prime-Unternehmen
No full textDie vorliegende Masterarbeit verbindet die Themen Nachhaltigkeit und Vorstandsvergütungen. Ziel der Arbeit ist es, den Stellenwert von Bemessungsgrößen aus der Nachhaltigkeitsberichterstattung in den Vergütungspolitiken von ATX-Prime-Unternehmen zu definieren. Weiters wurden weitere mögliche gesetzliche Maßnahmen erforscht, welche positiv zur Integration der Nachhaltigkeit in den variablen Bestandteilen von Managementvergütungen beitragen sollen.This master thesis combines the topics of sustainability and remuneration. The aim of the thesis is to define the impact of non-financial performance indicators in the remuneration policies of ATX-Prime-Companies. Furthermore, possible legal measures were identified, which should positively contribute to the integration of sustainability in the variable components of remuneration policies of board members.Masterarbeit Wien, Fachhochschule des BFI Wien 202
Digitale Transformation und deren Domänen als Enabler eines New Normal bei Siemens-Healthineers in Deutschland
No full text“When digital transformation is done right, it’s like a caterpillar turning into a butter-fly, but when done wrong, all you have is a really fast caterpillar.” (George Westerman, Research Scientist with the MIT Sloan Initiative on the Digital Economy)
Due to the current Covid-19 pandemic, all German companies are encouraged to offer their employees home office wherever possible and to reduce company-related physical meetings to a necessary minimum. Out of a duty of care and to avoid infections, the management of Siemens Healthineers also decided at the beginning of the last calendar year to let its employees work from home as far as possible. After a few months of almost exclusively working remotely, however, contrary to expectations, more positive phenomena and company results were found. This elaboration therefore intends to investigate in more detail how these recognized potentials can be further increased or expanded in the period after Corona. In this context, it is important to define and implement appropriate framework conditions based on studies previously to be conducted, which -among other things- enable permanent flexibility in work at Siemens Healthineers - a New Normal. Digital trans-formation and its domains appear as fundamental supporters to achieve not only to permanently improve the working conditions of employees but also to secure the future of the company. Against this background, this master thesis is divided into two main segments. After a basic presentation of relevant areas of the company Siemens Healthineers, to ensure a basic understanding, literature research is carried out in the first segment in order to take a closer look at the domains of digital transformation that are considered beneficial and their significance with regard to a New Normal. The second segment promotes results through empirical studies. In the context of surveys of defined SHS employee groups, the aim is to incorporate their expectations, needs and wishes as well as possible within the framework of a New Normal. Ultimately, the findings of both segments serve to answer the research questions that deal with the definition of a New Normal at SHS, its opportunities, risks and challenges and how the digital transformation and its areas support the implementation of a New Normal within Siemens Healthineers.Masterarbeit Wien, Fachhochschule des BFI Wien 202