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Reaching an entrepreneurial management system of amoebas. A qualitative insight into the European experiences

Urban W., Czerska J.

Ekonomia i Zarządzanie

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2016

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Vol. 8, no. 1

7--18

EN

The aim of the study is an assessment of the Amoeba Management System (AMS) introduction advancements in some European companies. The study takes the practically focused research approach. The approaches, achievements and phases whilst introducing the AMS principles by companies are observed and critically assessed. First insight into the challenges of AMS introduction is taken basing on critical study of the literature output. The scientific studies and managerial publications are taken into consideration. The empirical part of the study is based on the qualitative approach. A multiple case study methodology is employed. The research objects are three companies, one of them operates in Sweden, the next two in Poland. Each of them have different experiences in AMS implementation, they also manifest different management styles and habits. The study demonstrates that AMS is a very prospective management methodology which can support companies in employees commitment during their journey towards operational excellence. The analysis results show different motivations for AMS introduction as well as different development paths, these are harmonized with different management styles in companies and culture occurring in countries. The study is particularly valuable because this is one of the first empirical investigations of AMS implementation in European companies. In the field of theory the study proposes the four level scale for amoebas system maturity. This scale allows to classify companies following AMS principles and, at the same time, this scale is also the kind of path of AMS implementation. The study points out basic tools for companies which support AMS implementation. These tools are already known in management literature, but experience of investigated companies shows that they are fundamental for successful AMS implementation.

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Dbałość pracowników o pełną produktywność maszyn i urządzeń – TPM w przedsiębiorstwie produkcyjnym

Gajdzik B.

Gospodarka Materiałowa i Logistyka

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2014

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nr 1

27--32

PL

maszynowego. Zastosowanie metody TPM w przedsiębiorstwach produkcyjnych pozwala na wyeliminowanie przestojów urządzeń, zmniejszenie ich awaryjności oraz poprawę produktywności. Dzięki TPM, a przede wszystkim podejmowanym działaniom prewencyjnym, zapobiegawczym awariom maszyn i urządzeń, tworzących linię produkcyjną przedsiębiorstwa, proces wytwarzania przebiega bez większych zakłóceń. Wdrożenie metody TPM wymaga zaangażowania pracowniczego. Pracownicy (zarówno bezpośredni operatorzy urządzeń, jak i wyspecjalizowana kadra obsługi) muszą stać się częścią systemu TPM. W niniejszej publikacji przedstawiono podstawowe działania związane z budowaniem zaangażowania pracowniczego w ramach metody TPM.

EN

The paper presents the concept of TPM − Total Productive Maintenance. The method aims at eliminating machinery breakdowns, zero defects and the improvement of machines productivity. Thanks to the TPM system each piece of equipment in the production line is always ready to perform its task and therefore no disruptions in the production process take place. Success of TPM system requires engagement of employees. Enterprises must strive for such conditions in which the employees are integrated by new system. The paper shows how employees care about machines according to principles of TPM.

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Zaangażowanie pracownicze w zarządzaniu przedsiębiorstwem

Gajdzik B.

Zarządzanie Przedsiębiorstwem

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2009

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Vol. 12, nr 2

23-30

EN

We can observe that all quick changes that occur in the company have a big impact on management methods and tactics. As a new management concepts appear we find one called "employee' engagement" as one in which the employee have a general influence on a company decisions as well as company actions and all strategic changes. The idea of the concept was created in opposition to compulsory actions and top management model, to generate an individual and effective labour interest in company development. Together with the growth of the information society and economy based on knowledge, the meaning of the concept increases. It all began in 90.s in work on full powers and accession of human capital, in the process of creation the value of the company. But only at the begin- ning of the XXI century the lower based workers became involved in company management. This article presents theoretical purposes of employees. engagement and shows the practical measure instruments of this concept. The article also includes the number of research carried through the designated companies. The concept doesn.t only increase the attraction of the job but also rises the level of satisfaction. Upon the analysis of contingency study, we can emerge the element responsi- ble for job satisfaction. Besides, it confirmed that the ma- nagement should initiate employee involvement in the company and shown the management attitude to all chan- ges among it. The article was divided into two paragraphs: theoretical, which presents all the base prepositions of the concept in terms of decision making; and practical . the concept re- fer to the practical business. The conclusion describes .employees. engagement. as the widely implied concept of employee engagement specific in different companies. International businesses with a big capital are the leaders in the practical use of the involvement concept because the foundation to create the high level of employee enga- gement where the free financial resources hat could deve- lop this section. Also in Poland the companies hale reco- gnized and implemented the whole idea of .labour invo- lvement. as a new framing of business development, have also adapted all knowledge to formed the new employee foundations, absorbed all European achievements in this subject as well as started the own research on labour invo- lvement in business functioning.