Perceptions and Understandings on the Need of Change: Viewpoints across Management Levels - New Contributions in Information Systems and Technologies - page 233

a monthly production capa
and, therefore, classified as
diversify the customer por
grow. Also, it is a certified
slow but somewhat stable e
This company is, like m
structure which, sometime
proper long-term strategic
increase without an approp
and the doing business as
So, this company is also
challenges like the smalle
means a production system

city of 200 000 units with a few more than 50 employ
s a SME (Small and Medium Enterprise). Its strategy i
tfolio to face new challenges that allows the company
d company and has received some awards, increasing i
environment.
many others Portuguese companies, strongly family-ba
es, brings some problems due to its growing withou
c plan. Also, the disorganization, the number of ord
priate space and capacity, the lack of people multi-skil
usual , have become an obstacle to a sustainable growi
open to a change due to the need to adapt to the n
er orders of products diverse. Higher products diver
capable to deal with this diversity without wastes.

yees
s to
y to
in a

ased
ut a
ders
lled
ing.
new
rsity

2.4 Characterization of f the Interviewees

Interviews were focused in
middle and first level. In C
(CEO) and Chief of Produc
Chief of Technical Office
Chief of Remeshing (Hand
(Fig. 2). Detailed analysis o

n management levels of the companies, namely, the t
Company A, six were interviewed: Chief Executive Off
ction Planning (CPR), (this person assumes both positio
(CTO), Chief of Quality (CQ), Chief of Knitting (C
d Linking) (CR) and Chief of Human Resources (CH
of the interviews can be found elsewhere [8], [9].

top,
ffice
ns),
CK),
HR)

Fig. 2. F Functional Organizational Chart Company A

In Company B, due thei
of interviewed chiefs wer
Chief of Cutting (CC), Chie

ir different functional organizational structure, the num
e less, five: CEO/Manager, Chief of Warehouse (CW
ef of Quality (CQ) and Chief of Production (CP) (Fig. 3

mber
W),
).

Functional Organizational Chart Company B Fig. 3. F

This difference on the
representing different secto
perceptions (or not) concern

functional organizational structure in both compan
rs, can result in different experiences as well as in differ
ning change.

nies,
rent