Evaluation of the Management System at Pixelfield s. r. o. with a Proposal for Optimisation of Management Processes

This bachelor thesis examines and optimises the management system of Pixelfield s. r. o. and Pixelfield Ltd, a small digital agency that has undergone rapid growth and an unfinished organisational transformation. The aim of the thesis is to evaluate the management system of Pixelfield, identify its weaknesses through comparison with theory, and propose an optimisation of the flow of tasks and responsibilities that will reduce the workload pressure on employees. The empirical part employs a sequential explanatory mixed-methods design combining a quantitative questionnaire (N = 41, 85 % response rate), participant observation, document audit and six semi-structured interviews. Qualitative data are analysed using frequency-based prioritization of problems, an Ishikawa diagram and the 5 – Why method. The findings reveal that the agency suffers from an unfinished process transformation: a documented target operating model coexists with outdated standard operating procedures, while an informal cohort of senior employees selectively bypasses formal processes. Three causal chains are identified – absence of an operational process owner, overload of decision-making capacity at the top, and erosion of process discipline by the senior cohort. Based on these findings, the thesis proposes a set of interventions targeting both the structural and cultural dimensions, including the introduction of an Operations Manager role as process owner, decentralisation of decision authority through a competence matrix, a 70/30 capacity rule for team leads, and regular process audits. An indicative economic assessment shows a payback period in the order of several months, while the actual economic benefit is likely higher due to qualitative effects whose precise quantification exceeds the scope of this thesis.