Project Number D/00/B/F/PP-112 127
Project Type Pilot Project, project with multiplying effect (2000-2006)
Marketing Text The dynamics of socio-economic change has also seized the organisation of work. Keywords here are: flat hierarchies, lean production, intensificati...
The dynamics of socio-economic change has also seized the organisation of work. Keywords here are: flat hierarchies, lean production, intensification and extension of work, group and team work, integrated management systems, delegation of responsibilities, performance goals etc.. But also the demands and norms of the people involved lead to changes in the organisational structure: they claim transparency, a culture of participation, responsibility, etc..
Yet, if old structures become obsolete and do not provide stability anymore, an entrepreneurial spirit is key when it comes to tackling these uncertainties and to finding and using opportunities.
It is crucial that middle and lower management staff take on entrepreneurial responsibility. At the same time, successful innovations require new organisational and leadership structures enabling protagonists to efficiently use the existing and combine them to new creative solutions. The Anglo-American countries use here the term "intrapreneurship". This term does not mean that the employees are shareholders but it indicates their entrepreneurial behaviour and the risk-taking ability in decisions and actions. When practically implemented, the concept of "intrapreneurship" implies an innovation in the company which focuses on resources inside rather than on outsourcing processes as seen in the past.
Managerial tasks of middle management staff / shopfloor supervisors become more and more important in SMEs. However, many protagonists are often sceptical towards the changed requirements and are not sufficiently qualified for them. The introduction of new work concepts normally demands too much of the traditional shop-floor supervisors and they become uncertain about their role. We believe that the complexity of the new tasks require new methods which reflect the holistic and integrated picture of management and decision-making processes in companies.
Therefore, a new concept of "shop-floor supervisors / middle management as intrapreneurs" for the industry and craft businesses is to be defined (together with companies, chambers and vocational training organisations) and the necessary skills are to be determined within a European framework.
This profile will then be the basis for the design, production and testing of a modular learning system with a multifunctional strategic game at its core. The product is an integrated learning programme consisting of different thematic training units combining theory and practice with a focus on action.
Strategic games are one of the most effective methods of further education and training. The participants are forced to act as players in a strategic game, they are faced with complex situations and they get an almost immediate feedback on their actions. Because of this "control loop" learning with a strategic game has a much deeper impact than any other traditional teaching method. The strategic game is an active learning method requiring participants to continuously make decisions, and since decision making is one of the key elements of leadership the strategic game is particularly suitable for the training of managers. The reason why strategic games are highly accepted lies in their aspect of being a "game" and in the dynamics involved in games, thus providing additional motivation for the learners.
Münster (D), Westfälische Wilhelms-Universität, FB 6
Münster (D), Fachhochschule, Institut für berufliche Lehrerbildung (IBL)
Wolfsburg (D), Volkswagen Coaching GmbH
Osnabrück (D),Berufsbildungs-gesellschaftGeorgsmarienhütte GmbH
Eindhoven (NL), Regionaal Opleidingen Centrum
Torino (I), POLIEDRA PROGETTI INTEGRATI SpA
Lisboa (P), CENFIM
Bukuresti (RO), FiaTest
Paris (F), SEQUANA consultants