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discuss it using different perspectives. Another conclusion is that they are now
convicted that it is easier to remember some details and examples when they were
listening to their colleague's opinions and experiences.
Another good thing was that listening to their colleagues experiences they became
more aware of other department practices, and the existing relationships between their
colleagues and their managers.
Some of the group practices and potentialities were also discussed in the meeting,
and sometimes we saw them discussing a detail, like they were alone, with no
interference of the researcher.
We think that the group recalls helped the participants to know each other better
and to know the organization were they work.
3
Results
The innovation project used a specific methodology, based on workshops, where the
workers and managers of the business unit meet and independently of its hierarchical
position, they worked together, generating new ideas trough structuralized
brainstorming process. Of these have resulted orthodoxies, discontinuities, necessities
of customer and the business key competencies.
The organizational innovation project lead to a change process due from the
knowledge generated during the workshops which involved:
a) Human resources practices
Wages and rewards had change and the process is now clearer. They have
improved the communication process, with several kinds of meetings and also written
communication. The competencies of the workers are being developed, mainly
because they participate in different kind of projects.
Organizational actors have a perception about better performance levels and the
employees are more motivated. The manager's competencies have been developed,
especially the leadership ones.
b) Training
A greater change in training was the better alignment of training regarding the
organization goals and the employee participation on diagnosis of training needs.
They also have a perception of a reinforcement of more technical training.
c) Work organization
There is an investment in the Quality Management Programme and a focus on the
creation of project teams. Employees felt that they have more control on their own
work. There were no changes in the nature of the tasks, but new working processes
have been implemented, such as networking.
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