Gelderse Drankenhandel Appeldoorn B.V. (Q4005877): Difference between revisions
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Appeldoorn was founded in 1897 and is many generations in the family. The company focuses with a liquor store and a wholesaler on both the private and business markets. In 2000, the current director took over his father’s baton. From that moment on, a period of steady growth has also been put in place. Appeldoorn now offers employment to 6 employees. The aim of the project is to improve the involvement and focus of the organisation in dialogue with the management and employees. This will increase the sustainable employability of employees. In addition, the project focuses on improving motivation and work pleasure, cooperation between them and the further professionalisation of internal business operations by identifying and improving work distribution, organisational capacity and stimulating collaboration and resolution capacity. The success is based on the implementation of the process by management and employees themselves. The advisor shall act as a legal counsellor. This leads to: • More involvement • Reduction of workload • Performance and pleasure • Learning organisation The goal and approach result in, among other things, the following concrete deliverables: • Results of organisations can: reporting and presentation with areas for improvement and recommendations; • Description of the bottlenecks and recommendations in the organisational structure, division of tasks and (self-)management; • An implementation plan for the clear working arrangements and organisation, team and function design and steering mechanisms; • Realising results through the implementation of the implementation plan. (English) | |||||||||||||||
| Property / summary: Appeldoorn was founded in 1897 and is many generations in the family. The company focuses with a liquor store and a wholesaler on both the private and business markets. In 2000, the current director took over his father’s baton. From that moment on, a period of steady growth has also been put in place. Appeldoorn now offers employment to 6 employees. The aim of the project is to improve the involvement and focus of the organisation in dialogue with the management and employees. This will increase the sustainable employability of employees. In addition, the project focuses on improving motivation and work pleasure, cooperation between them and the further professionalisation of internal business operations by identifying and improving work distribution, organisational capacity and stimulating collaboration and resolution capacity. The success is based on the implementation of the process by management and employees themselves. The advisor shall act as a legal counsellor. This leads to: • More involvement • Reduction of workload • Performance and pleasure • Learning organisation The goal and approach result in, among other things, the following concrete deliverables: • Results of organisations can: reporting and presentation with areas for improvement and recommendations; • Description of the bottlenecks and recommendations in the organisational structure, division of tasks and (self-)management; • An implementation plan for the clear working arrangements and organisation, team and function design and steering mechanisms; • Realising results through the implementation of the implementation plan. (English) / rank | |||||||||||||||
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| Property / summary: Appeldoorn was founded in 1897 and is many generations in the family. The company focuses with a liquor store and a wholesaler on both the private and business markets. In 2000, the current director took over his father’s baton. From that moment on, a period of steady growth has also been put in place. Appeldoorn now offers employment to 6 employees. The aim of the project is to improve the involvement and focus of the organisation in dialogue with the management and employees. This will increase the sustainable employability of employees. In addition, the project focuses on improving motivation and work pleasure, cooperation between them and the further professionalisation of internal business operations by identifying and improving work distribution, organisational capacity and stimulating collaboration and resolution capacity. The success is based on the implementation of the process by management and employees themselves. The advisor shall act as a legal counsellor. This leads to: • More involvement • Reduction of workload • Performance and pleasure • Learning organisation The goal and approach result in, among other things, the following concrete deliverables: • Results of organisations can: reporting and presentation with areas for improvement and recommendations; • Description of the bottlenecks and recommendations in the organisational structure, division of tasks and (self-)management; • An implementation plan for the clear working arrangements and organisation, team and function design and steering mechanisms; • Realising results through the implementation of the implementation plan. (English) / qualifier | |||||||||||||||
point in time: 26 January 2022
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Revision as of 19:43, 26 January 2022
Project Q4005877 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Gelderse Drankenhandel Appeldoorn B.V. |
Project Q4005877 in Netherlands |
Statements
10,000.0 Euro
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20,000.0 Euro
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50.0 percent
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20 September 2018
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20 September 2019
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Gelderse Drankenhandel Appeldoorn B.V.
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51°59'41.17"N, 5°58'26.15"E
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6881SN
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Appeldoorn is opgericht in 1897 en is vele generaties in de familie. Het bedrijf richt zich met een slijterrij en een groothandel zowel op de particuliere als zakelijke markt. In 2000 heeft de huidige directeur het stokje van zijn vader overgenomen. Vanaf dat moment is ook een periode van gestage groei in gezet. Inmiddels biedt Appeldoorn werkgelegenheid aan 6 medewerkers. Het project heeft ten doel om in dialoog met de directie en medewerkers de betrokkenheid bij en focus van op de organisatie te verbeteren. Hiermee wordt de duurzame inzetbaarheid van medewerkers vergroot. Daarnaast richt het project zich op het verbeteren van de motivatie en het werkplezier, de onderlinge samenwerking en het verder professionaliseren van de interne bedrijfsvoering d.m.v. het in kaart brengen en verbeteren van werkverdeling, organisatievermogen en het stimuleren van samenwerking en oplossend vermogen. Het succes is gestoeld op het door directie en medewerkers zelf laten uitvoeren van het traject. De adviseur treedt op als procesbegeleider. Dit leidt tot: • Meer betrokkenheid • Vermindering werkdruk • Rendement en plezier • Lerende organisatie Het doel en de aanpak resulteren in o.a. de volgende concrete deliverables: • Uitkomsten organisatiescan: rapportage en presentatie met verbeterpunten en aanbevelingen; • Beschrijving van de knelpunten en aanbeveling in de organisatiestructuur, taakverdeling en (zelf)sturing; • Een implementatieplan t.a.v. de heldere werkafspraken en organisatie-, team- en functieinrichting én sturingsmechanismen; • Het daadwerkelijk realiseren van resultaat middels het uitvoeren van het implementatieplan. (Dutch)
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Appeldoorn a été fondée en 1897 et est de nombreuses générations dans la famille. L’entreprise se concentre avec un magasin d’alcool et un grossiste sur les marchés privé et commercial. En 2000, l’actuel directeur reprend le bâton de son père. À partir de ce moment, une période de croissance régulière a également été mise en place. Appeldoorn offre désormais de l’emploi à 6 employés. L’objectif du projet est d’améliorer la participation et l’orientation de l’organisation dans le dialogue avec la direction et les employés. Cela permettra d’accroître l’employabilité durable des employés. En outre, le projet met l’accent sur l’amélioration de la motivation et du plaisir au travail, la coopération entre eux et la poursuite de la professionnalisation des opérations internes de l’entreprise en identifiant et en améliorant la répartition du travail, la capacité organisationnelle et en stimulant la collaboration et la capacité de résolution. Le succès repose sur la mise en œuvre du processus par la direction et les employés eux-mêmes. Le conseiller agit en qualité de conseiller juridique. Cela conduit à: • Plus d’implication • Réduction de la charge de travail • Rendement et plaisir • Organisation apprenante L’objectif et l’approche aboutissent, entre autres, aux résultats concrets suivants: • Les résultats des organisations peuvent: établissement de rapports et présentation de domaines à améliorer et de recommandations; • Description des goulets d’étranglement et recommandations dans la structure organisationnelle, la répartition des tâches et l’autogestion; • Un plan de mise en œuvre des modalités de travail claires, de l’organisation, de la conception des équipes et des fonctions et des mécanismes de pilotage; • Obtenir des résultats grâce à la mise en œuvre du plan de mise en œuvre. (French)
26 January 2022
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Appeldoorn was founded in 1897 and is many generations in the family. The company focuses with a liquor store and a wholesaler on both the private and business markets. In 2000, the current director took over his father’s baton. From that moment on, a period of steady growth has also been put in place. Appeldoorn now offers employment to 6 employees. The aim of the project is to improve the involvement and focus of the organisation in dialogue with the management and employees. This will increase the sustainable employability of employees. In addition, the project focuses on improving motivation and work pleasure, cooperation between them and the further professionalisation of internal business operations by identifying and improving work distribution, organisational capacity and stimulating collaboration and resolution capacity. The success is based on the implementation of the process by management and employees themselves. The advisor shall act as a legal counsellor. This leads to: • More involvement • Reduction of workload • Performance and pleasure • Learning organisation The goal and approach result in, among other things, the following concrete deliverables: • Results of organisations can: reporting and presentation with areas for improvement and recommendations; • Description of the bottlenecks and recommendations in the organisational structure, division of tasks and (self-)management; • An implementation plan for the clear working arrangements and organisation, team and function design and steering mechanisms; • Realising results through the implementation of the implementation plan. (English)
26 January 2022
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Identifiers
2018EUSF201133
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