Haku
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Ammatillinen kasvu rivimyyjästä esimieheksi
(2020)
tavoitteena oli kehittää työpaikkani prosesseja, joissa oli ilmennyt viikkojen aikana epäkohtia. Tarkoituksena oli myös löytää tapoja kehittää vielä kokemattoman tiimin osaamista, mihin liittyy vahvasti omien johtamistaitojeni parantaminen ja sitä kautta...
Esimiestaidot ja henkilöstön motivointi yrityksessä Namida Diamond Factory LTD
(2019)
oli tutkia kohdeyrityksen esimiesten esimiestaitoja ja henkilöstön motivoimisen keinoja. Tutkimuksen tavoitteena oli selvittää esimieshaastatteluiden avulla mitä esimiestaitoja nykyiset esimiehet käyttävät ja mitä he kokevat oleelliseksi sekä mitä...
Tehtaan työnjohdon osaamisen kehittämisen kokonaisuuden suunnittelu ja rakentaminen : esimiestaitojen koulutusrakenteen suunnittelu palvelumuotoilun keinoin
(2020)
Opinnäytetyön tavoitteena oli suunnitella ja rakentaa toimeksiantajayrityksen tehtaan työnjohtajille esimieskoulutuksen rakenne. Tarkoituksena oli tuottaa kokonaisuus, joka palvelee toimeksiannon antaneen yrityksen henkilöstöhallintoa koulutusten...
The goal for this thesis was to design and to create educational structure of managerial skills. An assignment was given by a company, which recognized educational need in overseers. The purpose was to create a flexible structure, which would serve a human resources department as an educational planner and one that could be implemented. As overseers were the target group, it was significant to create such a structure, which would develop their managerial skills. In the design process it was important to consider daily challenges in overseers’ resources, different kind of learning customs, as well as, sharing know-how between factories and overseers. The structure should also answer the future needs in work life. The subjects for the structure was selected by listening to the needs of the human resources department, managerial level of the company and overseers. The frame of reference was composed from the practical point of view of the assignment and thesis. The main baseline for the frame of reference occurred from service design, management and know-how development. The background research consisted of a digital survey for the overseers, an interview survey for the managerial level, and consultant interviews including know-how development and service design. Focal know-how development areas were; management, collective agreements, employment law, and digital system usage. Also, communication, interaction and time management were chosen to be within the structure. The most suitable learning forms were; face to face, sharing knowledge with colleagues, coaching and mentoring. Digital learning methods scored low in background research, but it was included because of the given assignment and future prospects. The service design, management and know-how development formed the theoretical baseline. Before implementation, the designed structure was tested by overseers and management level personnel. With the help of given feedback, it was possible to modify the structure, before implementing it. The service design model manoeuvres an instructor to continue development after implementation. In order to evaluate utility and to support development after implementation, a feedback questionnaire for overseers and management level was designed. The content of the feedback questionnaires was designed to evaluate know-how development of the overseers. Material for instructors will be saved in the company’s Teams-workspace. With the help of designed material instructors are able to plan the content. Designed material are instructor’s service cards, case-narrations, Service Blueprint and feedback questionnaires. Multiple methods of know-how development are being utilized in the educational structure of managerial skills, and learning will be divided into smaller portions during the structure. Education will happen in face to face or in Teams-workspace. User friendliness and flexibility were taking into consideration while designing the structure, and it was evaluated during the process in client meetings and in testing. The structure has been designed to handle workload in a hectic environment, and one’s ability to learn in small portions in long-term duration. The given development proposals were; advanced work duties by overseers, defining educational needs of overseers’ digital systems usage, and developing a recompensating system, such a way that shared know-how will be noticed in it....
The goal for this thesis was to design and to create educational structure of managerial skills. An assignment was given by a company, which recognized educational need in overseers. The purpose was to create a flexible structure, which would serve a human resources department as an educational planner and one that could be implemented. As overseers were the target group, it was significant to create such a structure, which would develop their managerial skills. In the design process it was important to consider daily challenges in overseers’ resources, different kind of learning customs, as well as, sharing know-how between factories and overseers. The structure should also answer the future needs in work life. The subjects for the structure was selected by listening to the needs of the human resources department, managerial level of the company and overseers. The frame of reference was composed from the practical point of view of the assignment and thesis. The main baseline for the frame of reference occurred from service design, management and know-how development. The background research consisted of a digital survey for the overseers, an interview survey for the managerial level, and consultant interviews including know-how development and service design. Focal know-how development areas were; management, collective agreements, employment law, and digital system usage. Also, communication, interaction and time management were chosen to be within the structure. The most suitable learning forms were; face to face, sharing knowledge with colleagues, coaching and mentoring. Digital learning methods scored low in background research, but it was included because of the given assignment and future prospects. The service design, management and know-how development formed the theoretical baseline. Before implementation, the designed structure was tested by overseers and management level personnel. With the help of given feedback, it was possible to modify the structure, before implementing it. The service design model manoeuvres an instructor to continue development after implementation. In order to evaluate utility and to support development after implementation, a feedback questionnaire for overseers and management level was designed. The content of the feedback questionnaires was designed to evaluate know-how development of the overseers. Material for instructors will be saved in the company’s Teams-workspace. With the help of designed material instructors are able to plan the content. Designed material are instructor’s service cards, case-narrations, Service Blueprint and feedback questionnaires. Multiple methods of know-how development are being utilized in the educational structure of managerial skills, and learning will be divided into smaller portions during the structure. Education will happen in face to face or in Teams-workspace. User friendliness and flexibility were taking into consideration while designing the structure, and it was evaluated during the process in client meetings and in testing. The structure has been designed to handle workload in a hectic environment, and one’s ability to learn in small portions in long-term duration. The given development proposals were; advanced work duties by overseers, defining educational needs of overseers’ digital systems usage, and developing a recompensating system, such a way that shared know-how will be noticed in it....


