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Fondo Social Europeo

Fondo Social Europeo

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Fondo Social Europeo

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  1. IMPLEMENTATION OF STRATEGIES AND TOOLS FOR BUSINESS DEVELOPMENT Regions for Economic Change – Sharing Excellence Brussels, February 2008 Fondo Social Europeo

  2. REFERENCE FRAMEWORK COMPANY SITUATION • Small enterprises with slightly mature structures • Lack of management knowledge in company directors (often are expert) • Insufficient use of ICTs (71%), especially in the operations, marketing and human resources organization departments • Persistence of management strategies based on costs (11%) • Little organizational innovation (31%) • Little flexibility and adaptability in work teams (48%) • Low level of adaptation of productive technology when faced with changes • Hardly any implantation of processes and project organization (28%) RESOURCES IN THE TERRITORY • Local administrations with different levels of company service resources • Supralocal administrations which promote different initiatives to support • Well-developed management organizations which offer resources and services to associated companies • Employment agreement in the Vallès Occidental area from 1998

  3. THE PROJECT OF EQUAL IMPAC-TEM VALLÈS AIM competitiveness challenges, through co-operation between local institutions and companies with new work organization and business management formulae: business co-operation, agreed timetable flexibility, balance between private and working life, promoting innovation, qualifying human resources,... equal employment opportunities for men and women To face To experiment To improve PARTICIPATING ENTITIES: • 12 City Councils • 5 Supralocal administrations • 5 Social and economic agents

  4. PROPOSED ACTION business situation: current activity, difficulties, interests,... , according to companies and market challenges , to reflect upon the company future and advise on its development aimed at management personnel, middle management, male and female trade union delegates, male and female workers, to adapt the company to changes and training for male and female workers Analysing Designing specific proposals Using self-diagnosis tools Developing Adaptability Plans Training Developing Career Plans


  6. THE PROCESS SELF-DIAGNOSE Tool accessible on line Phase I EURODECO • The self-diagnose as an import value itself for the company • The Businessman as protagonist of the process • Promote the use of Internet • Create a Flexible tool , with clear, easy-to-use concepts GENERAL ADVICE With expert professionals Phase II • Synthesis of the current situation: global approach, problems detected, interests and priorities.., • Strong points and weak points • Lines of action: improvement actions proposed for the short an medium term • Actions of immediate impact • Additional Information of interest Action Plan

  7. PROSPECTOR SUPPORT TO THE COMPANIES • Presentation of the tool (dissemination diptych): Personal visit, Telephone call • The businessman is offered the possibility to be accompanied when using it • Assures the access from behalf of the businessman • Doubts are cleared from the questioner, facilitating knowledge regarding the business management • Allows obtaining complementary information on the Company • Consolidates a prospector-businessman relationship (entity/administration-company)‏ • Follows the outcome of the interviews (e-mail/telephone) • Participates when the Action Plan is presented to the company • In some occasions participates throughout the process

  8. EURODECO: OUTPUT DEVELOPMENT ORGANIZATION GROUP: 19 participants • MÜNCHENKOMPETENT- Germany • NA FALI- Poland • B-SAPIENS - Portugal • IMPAC-TEM Vallès - Spain TRANSFERENCES IN SUBJECTS • Accessing Companies for Cooperation and Development • Trust in Network Relationships • Managing Knowledge and Information • Facilitating Benchmarks Trough Self-Diagnosis Booklet “Key Factors of Organizational Development”

  9. CONTRIBUTIONS AND BENEFITS CONTRIBUTIONS • Experience in work through networks between entities: Experience Pact for Employment • Methodology and tools: approach to companies and diagnosis • Different profiles of entities and professionals • Active participation in working groups • Political involvement in exchanges: compromise in a agreement for the future GENERAL BENEFITS • General knowledge of different economical and social realities • Cooperation between entities with different characteristics • Establishment of a network of contacts between professionals • Scale economy effect in the application of new knowledges, taking advantage of the good participation of entities and professionals • Cooperation agreement for the future • Influence in policy designing SPECIFIC BENEFITS. Knowledge in… • Accessing SME and promote changes: share of knowledge and tools • Generate confidence and work in networks between companies: phases, clue aspects… • Facilitate recognition and integration of persons over 45 • Reflections about new knowledge management models for SME’s

  10. RESULTS IMPAC-TEM Methodology of Organizational Development • Shared between agents in the territory • Compared with other European regions • Enriched with contributions of transnational partners • Business strategy 21,2 % • Improvement plans for production and organization processes 26,8 % • Commercialization and marketing strategies 14,1 % • Technological innovation on business management 11,7 % • Human resources management: training, motivation, conciliation 21,6 % Regional level of Dissemination: agents and other projects ADAPTABILITY OF COMPANIES, micro-companies or small

  11. THANK YOU VERY MUCH Teresa Zamora Vallet 0034 93 707 07 07