Work top manager in a crisis

Recruiters are often faced with the fact that top managers were forced to leave in search of a new job, consider the job successful companies, often happens completely not their fault, and in most cases depends on extraneous factors.

No change is impossible and external changes within the company, for example, a breakthrough in technology, access to the market leader, winning a place of honor in the list of successful and profitable businesses. In some enterprises, constant innovations are part of the corporate culture, and, as a rule, in such organizations increased turnover is between reducing the number of implemented changes. On the other hand, the manager accustomed to predictability, also fears change. Usually this fear arises from a misunderstanding of the situation or from inability to wait or that most often occurs from a lack of sufficient information about where the company is moving.

The change becomes leader or professional concern, if he does not see the purpose of the activity ceases to be aware of changes, do not respond properly to what is happening, does not want to change and do not understand that I must do it, trying to pull away from the changes, telling myself, they affect him in the least. Changes often destabilize the situation in the team and make the managers look for new methods of governance, which raises the need for a constructive approach to the management of change themselves. If your company is in the process of reorganization, general director of the company can rely on a team of top managers who have the ability, communication, reputation and formal powers required to implement changes, they must be wholly trust both from the head, and on the part of subordinates. In this case, the company will master the necessary changes without undue loss. If between the managers there is no common understanding of the meaning of change, they are either a group of "active resistance" led by the informal leader or passive crowd going to the designated senior management goals. The more motivated executives, the more they are able to create a cohesive team in his division.

For a manager at any level, even if he is the initiator of change, stress during reorganization is inevitable. Resistance to change - it's a natural reaction that occurs every time they entail the destruction of the already existing stereotypes of behavior. "The fever of fear", which appeared at the head of one, transferred to others and through them - the rest of the team. Internal resistance to change is inevitable, if the manager: does not possess enough information about what is happening in the company, are not able to draw conclusions from the current situation, therefore can not predict future events; is unable or does not wish to develop a new style of behavior in the workplace, is afraid to lose face in the eyes of the leadership and colleagues because of his unsuccessful action, feels that as a result of changes may be superfluous, and fear of dismissal, fears that reduced its impact on the superiors, and as a result, reduced the remuneration for his work. Good top-manager in the restructuring the situation is going through and for his subordinates. Changes usually are restructuring the company's structure and staffing, changes in the monetary payments system, redistribution of functional duties of employees. All this puts the chief to have to explain the subordinate position to reassure them and motivate so that they are not looking for a new job. It happens that the break-knit groups in which the loyalty of top managers were absolutely sure. For example, the family lost its unity in a short period of time because the management has decided to redistribute responsibilities within the units. Often, management expects that can keep employees from dismissal appeals to their conscience and assurances, but make it very difficult. And soon most of the former employees of the enterprise "hang" on the job sites looking for the right job. While negative changes have not touched a particular employee, he can work on the principle of "necessary - so necessary," but as soon as they affect individual interests, will crumble all built incentives.

To maintain team unity in the first place need to preserve the team of senior managers and their effective motivation. To do this, first of all, the need to inform managers about the changes was to carry out activities of an expository nature, in which managers will find answers to all their questions, and they will develop a clear picture of how and by what means will be carried out changes. It is important that the company's director in explaining the inevitability of the reorganization, acknowledged the merits of the old schemes of work and its supporters to the company, as well as to integrate them into the process of developing constructive proposals concerning the new system the Director General should be discussed with all the top managers of the need for change and to involve each of them in a constructive dialogue about what is happening,

Understanding the top managers of the fact that the implementation of the Global plans depends on the performance of each individual manager and the team as a whole - the key to successful change at the CEO at the outset should adjust their subordinates. The decision-making should involve all those who will carry out the conversion, including the ordinary performers. Ideal - when manager, thoroughly understand the goals and methods of change, he is in discussions with its employees, both individually and with groups. The task of Director of Human Resources - to make sure that the explanation of the control accessible and understandable to all. His role at this stage is to prepare the manager to talk with subordinates. Every top manager ever faced with the introduction of changes in the enterprise and, therefore, He is the bearer of a unique experience in terms of change. His point of view can also be useful to influence the course of events, if it is supported by knowledge of the industry and production processes, as well as the characteristics of a particular group. Expert with similar experience automatically becomes a perfect conductor changes. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders. His point of view can also be useful to influence the course of events, if it is supported by knowledge of the industry and production processes, as well as the characteristics of a particular group. Expert with similar experience automatically becomes a perfect conductor changes. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders. His point of view can also be useful to influence the course of events, if it is supported by knowledge of the industry and production processes, as well as the characteristics of a particular group. Expert with similar experience automatically becomes a perfect conductor changes. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders. if it is supported by knowledge of the industry and production processes, as well as the characteristics of a particular group. Expert with similar experience automatically becomes a perfect conductor changes. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders. if it is supported by knowledge of the industry and production processes, as well as the characteristics of a particular group. Expert with similar experience automatically becomes a perfect conductor changes. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders. If its credibility in the company is strong enough, it can be said that the problem of influence on public opinion is half solved. In large holdings, to this end, sometimes for the dispatch management team to create groups of the number of line managers and affiliates working with them, and through them - with all the personnel of the enterprise. These are necessary measures that support innovation on the part of the head office through their leaders.

Such groups are executing changes in subsidiaries. Administrative impact on staff and the recognition of merit - the main aspect of the motivation of top managers in conducting global change. Proper direction of the head of the organization to influence senior managers is its trump card when creating a strong top team. Incorrect redistribution of power can lead to a drop in the authority of the head of the management team, respectively, to the loss of credibility on the part of his subordinates. Ordinary workers are sensitive to changes in the situation of power at the top, and negative conclusions they make, not very soon be turned into a positive, which leads to demotivation and resistance to the decisions taken by its Director. Understanding the true meaning of the manager of the forthcoming changes,

Payment is one of the motivating factors. If the goals are achieved, the employees receive their promised reward. Most often, the staff is ready to focus on achieving the goals, if these goals are realistic. Too complex goals, the probability of the achievement of which is extremely small, not motivated staff. Material motivation of employees for the achievement of the objectives may be supplemented by the non-material, but it should be made clear during his employment. One of the most important steps in a time of change - improving communicative competence of senior managers. Even when they are professional enough and interested in achieving this goal, the elementary inability to agree may prevent them succeed. Differences leaders, due to different approaches to the problem, work experience, managerial competence are solvable. The lack of a uniform terminology for all managers may entail such malfunctions, because of which the leadership will have to come back to the starting point and begin the process of change with a common means of expression search. The Director-General or the head of the personnel department should at the beginning of the discussion with the heads of changes to clarify the meaning of the terms used. For example, when discussing the reduction of specific cost items all managers need to understand the same article and know exactly what is meant by their decrease in this case. In the course of the company's management structure changes everything must be absolutely clear which business processes will affect the reorganization,

The basis of the objectives of harmonization of the concept make key management decisions taken with respect to the motivation system in the company. First, you must determine the number of hierarchy levels, which will be formulated goals. The possible levels can be called the level of the company as a whole, functional areas, departments and individual employees. At the collective level to formulate objectives have the advantage of simply measured their achievements and the degree of influence on the target company as a whole. The downside - it is unclear responsibility and indirect opportunities to influence individual employees to achieve group goals. In practice, therefore, tend to combine individual goals with the collective. For the individual company level formulates its objectives. For the purpose of collective levels defines the company's management. As part of the Balanced Scorecard goals of departments and target values ​​describing their performance is directly derived from the card company's goals. For individual-level goals realized the process of agreeing objectives with a particular employee.

According to Ukrainian experts, who have experience of training work groups to identify leaders among leaders, mainly in client company formed a request for training leaders of ambitious managers. Unfortunately, many of these managers are completely unfamiliar with the peculiarities of communication within the company, does not possess the necessary skills of personnel management. Another factor - the crisis situation in which a matter of urgency to start searching for leaders who can rally the team. It may be that your team is not a leader, but as far as the team is effective, as is able to grow and move forward, depends on whether there is in him the authoritative leaders with personnel management experience and enterprise. A good leader - a person with charisma. Often, it oriented people, they realize that he - the leader. Such leaders are not making efforts to develop the leadership qualities, rather, they are entitled to them from birth. One can not disagree with the fact that there are people that only age and experience reveal their managerial talent, so add up the circumstances, that these qualities manifest themselves in a particular situation, such as when it is necessary to lead the team. Crisis, stress and simple situations become for many managers of the reference point from which to start their path and development as a truly successful and effective top managers. that only age and experience reveal their managerial talent, so the circumstances are that these qualities manifest themselves in a particular situation, such as when it is necessary to lead the team. Crisis, stress and simple situations become for many managers of the reference point from which to start their path and development as a truly successful and effective top managers. that only age and experience reveal their managerial talent, so the circumstances are that these qualities manifest themselves in a particular situation, such as when it is necessary to lead the team. Crisis, stress and simple situations become for many managers of the reference point from which to start their path and development as a truly successful and effective top managers.

Outsourcing to be!

For some companies, outsourcing is becoming a panacea, while others fired on it. A few years ago the world media trumpeted the outsourcing approaching death. Pessimism gripped top managers after a series of failures of American giant companies. But if earlier, analysts predicted the sunset era of outsourcing, linking it to the growing discontent of workers, who as a result of this policy of US and European companies could remain out of work. Others referred to the future political instability and the weakening of security on a global scale, which should lead to outsourcing. Pessimistic forecasts were not justified. On the contrary, the outsourcing market, delivering financial services to corporations, technology, human resources management services, real estate, logistics and other business processes, during all these years shows a steady growth. Today, many top managers, planning to restructure the company, outsourcing all use frequently.

In the market of such services is still there are many large and small companies, but we can talk about a certain specialization: major suppliers of outsourcing services are presented by companies "full cycle", while smaller chosen niche strategy and develop solutions that address the needs of one or two customers. The future, no doubt, for the first type of companies. They provide services to its customers around the world and provide uniform standards of work. Involvement in the business processes of customers of these companies are significantly higher than those of their smaller "brothers". Another obvious trend - simplifying the purchase process outsourcing solutions. Now companies have to go through a long stage of registration of long-term contracts with suppliers of outsourcing services. However, in the future, customers will be able to purchase decisions quickly - without any paperwork and approvals obligations, rights, responsibilities. It will be at the store: come, put the desired product in a cart, pay - and benefit. But in order to make these dreams come true, need to work together senior managers of client companies and developers outsourcing solutions: only together they will be able to develop uniform standards, to determine the requirements and possibilities of each other.

Existing now obstacles to the development of outsourcing will continue to influence the market. For example, providers of outsourcing services should be, as now, to convince future customers in their ability to fulfill the order. They will be able to demonstrate their commitment to meet customer needs, their knowledge and understanding of customer business processes. Tomorrow's customers, as of today, they want to be sure that the information they provide will be well protected. The low level of training and staff shortages - that's one of the main problems that may face the outsourcing market in the coming years. Headhunting talented managers who can manage complex processes. To prevent a decline in the quality of their services, companies produce various own HR strategy. One of the most popular - frames growing strategy "from scratch". Apparently, this move proved to be successful and has been used successfully in many companies.

Outsourcing for the enterprise - exactly the wives of crisis, as well as restructuring. Single solution to the crisis arising from the introduction of changes in a company does not exist. No recipe will help avoid most of the problems encountered along the way. But if they are engaged in overcoming the cohesive management team, new schemes of work dictated by the changes will be implemented correctly and crashes resolved quickly and professionally. attractive employer image, in turn, means a competitive advantage, since the labor market in recent years has inflamed real struggle for the best employees - the so-called "high potential." Many companies no longer perceive their employees as the beneficiaries and executors of orders. They are increasingly in a new approach to the role of employees, Commending the contribution of each to the entrepreneurial culture in the development of innovative ideas and the overall success of the enterprise. Thus it is becoming increasingly important selection of appropriate and truly the best staff.