• Research Paper on:
    EKATO Case Study

    Number of Pages: 8


    Summary of the research paper:

    This 8 page paper examines a case study of management and team work in the German company EKATO. The paper answers three questions, the first looks at how the way the team culture has been developed, the role HRM can play in realising goals of the organisation and whether the managers sin the company's team also need to be leaders. The bibliography cites 3 sources.

    Name of Research Paper File: TS14_TEEKATO1.rtf

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    Unformatted Sample Text from the Research Paper:
    and effort to create. This would have included the need for management to gain the trust of the employees, which was already fostered in the meetings processes and the system  of two meeting each year with the workers. This helps to create a culture of co-operation and as such change is then easier to implement as it is starting from  a position where there is a higher level of trust. The creation of teams comes about as a result of successful change and purposeful strategy that is then successfully maintained.  The process of change has several stages. There are several models that look how change can be accomplished, these include the ideas  of Lewin who observed as needing to occurr in three stages where it is successful, these are unfreezing, change and refreezing (Lewin, 1951). Senge argues that change is difficult as  we are conditions to resist change and for EKATO to have managed this change and developed teams they must have also developed a learning culture becoming a learning organisation.  The first stage was the recognition for the need to change. This was seen with the plans to build the new factory which  provided a natural barrier to the older systems and a motivation to create change allowing the environment and the employees to change together.  The next is communication, the need to change needs to be communicated to the employees and their support gained. If there is not support the change will fail. This  was gained by extensive discussions with the employees. The process empowered the employees as they were able to give input and felt valued. The system of small teams with three 

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