Management in the company is what the helmsman is in the rowing boat. What Wikipedia says about the helmsman: “His involvement in moving the boat forward is done by giving commands.” And of course, that may not be entirely wrong for the manager. But not quite right either.
Service to the employees
In companies of a manageable size, we feel that management is always a service to the employees. Management must create the framework conditions, so that employees can also perform optimally when their wellbeing is at its best. This is not intended as a bullshit statement – of course, a highest level of well-being in the workplace is a rather relative concept. Certainly, there are jobs that no one really likes to do, appointments that do not fit anyone’s calendar and situations that everyone would like to avoid.
It is then the task of the management to ensure that these situations do not occur too frequently, that the employees experience a sense of appreciation and are able to identify themselves with the goals (however quickly these may sometimes change) – and – not unimportantly, to ensure the economic continuity of the company.
Where are the customers?
Why have the customers not been mentioned so far? Well, in our opinion, the benefit for the customer follows as a result when the employees experience a good working environment in line with our vision. In that case, they can and will be able to independently provide the service, support and assistance that customers have come to expect – a key reason, why our support is downright legendary and our response times are sensationally short.
If all this continues in the coming years, the management has done everything right.
Thomas Reith (born in 1968), studied precision engineering at the University of Applied Sciences in Karlsruhe. After graduating as an engineer, he started his professional career at Siemens AG as a development engineer. He then moved to a renowned die bonder manufacturer as an area sales manager. It was in this company that he met and came to appreciate his current partner, Christian Bucher.
Together with him, he decided in 2000 to switch from employment to self-employment with the objective of building up a company and establishing it in the market. Mr. Reith is managing director at AMADYNE and responsible for sales & marketing, manufacturing and finance.
The time since the establishment of the company was, is and will always be characterized by new challenges. In this context, the past has frequently shown me that the will and motivation move people to extraordinary achievements.
“In order for the possible to come into being, the impossible must be attempted again and again” (Hermann Hesse).
“Professionals in Automation” – does this already hold true for us? Well, sure, because “professional” really just means that you take money for your work – and in most cases we try to do that for obvious reasons.
But are we indeed “real professionals”? I would likewise say this after 20 years now: “Yes, we don’t have to hide from all the others in our industry.” In those 20 years, we saw and learned an impressive part of what you can see and learn in our business. We often fell flat on our faces, but we have never given up.
And now, the next exciting phase is upon us. We need to convert our cozy and manageable garage into a high-performance medium-sized enterprise without losing our most important qualities – our willingness to master new problems at any time at eye level with the customer.
And we must continue to do this as quickly and unbureaucratically as possible, as our customers have come to expect from us. With the combined forces of our handpicked bunch, I have absolutely no doubt whatsoever that we will succeed.