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This chapter raises the issue of the transferability of management methods as and when a company becomes more global. Although globalisation increases the potential for transferring standard management methods inside large international companies, it also increases the significance of cultural variables in behaviours and practices. This factor puts into question the widespread use of such management...
In light of a growing number of management models used in organisations questions regarding their nature, validity and applicability are becoming more and more important. We therefore provide in this introduction a concise overview of their background. We define a management model as: a “stable” theoretical framework that can be used to observe, create and assess a real life organizational ‘situation’...
The scope of the study is to analyze the relationship between employee satisfaction and motivation on one side and customer loyalty and customer profitability on the other in Danske Bank. Danske Bank is the leading financial institution in Denmark and one of the largest and highest rated in the Nordic region. Danske Bank has for many years measured and analyzed various aspects of business performance...
The Water Corporation of Western Australia is a State Governmentowned corporatised water utility which operates over the huge 2.5 millionsquare kilometre land area of Western Australia. The Corporation services a population of about 2 million people, has 2200 employees, an asset base of about AUD 18 billion, and an annual turnover of over AUD 1 billion. The Water Corporation has embarked on...
Triodos Bank was established to deliver social change by harnessing a commercial approach to its work. Driven by a vision to be a pioneer in sustainable development, the bank combines profitability and positive social and ecological impact. It has embraced a people-centred management model that emerged during a period of rapid growth over the last decade. This allows it to act as a bridge between...
There is a coherent business approach which brings together all facets of corporate responsibility – leadership, values, policy and processes, people, customers and society – to deliver improved performance. The EFQM Excellence Model helps us to: ensure we have a clear and constant purpose, it helps us to focus on the delivery of results. focus on customers and how we can create value...
Henkel’s social commitment is firmly embedded in its corporate values and its corporate history. Launched in 2005, the Henkel Smile program brings together all aspects of Henkel’s social commitment – internationally known as corporate citizenship – that go beyond its business activities. Henkel Smile unites four modules, one of which is the MIT (Make an Impact on Tomorrow) Initiative, which support...
In the past two decades the international food retail sector has been dominated by two major trends: a) increasing consumer concerns about the sustainability of production and trading practices from a human, ecologic and economic point of view, and b) a process of enlargement of scale in production and trade and a rapid spread of supermarkets around the globe. As the supermarket sector develops, leading...
In the previous chapters a number of management models have been presented. What ties them together is the fact that companies have created them in order to address present and future organisational challenges. We have chosen to show them as they are, with as much as possible respect to differences in cultural, contextual and linguistic backgrounds. Now that this volume comes to a close, this final...
In 1998 Post Danmark launched a massive change process based on the TQM philosophy. This entailed systematic measures to steer the organisation away from the traditional government service culture developing it towards a more modern and dynamic organisational culture. As a result of this change process Post Denmark won the Danish Quality Award in 2004 and was a finalist for the European Quality Award...
Since 1998, Banco Real, the third largest private bank in Brazil, has relentlessly worked to create a ‘new bank for a new society’, by integrating social, environmental and economic aspects into the business. Its management model was adopted in 2001, evolved in 2006 and is used to guide the organisation towards achieving its ambitious vision and mission. The model focuses the organisation on creating...
The purpose of this chapter is to draw some lessons from an experience with the creation and implementation of innovative management models. The case in point is Cilag AG, one of the leading Swiss firms in the pharmaceutical industry. The demand for new and better management support has led to an organisational process whose emergence has been brought about with the help of management models at different...
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