{"id":53448,"date":"2019-12-02T00:00:00","date_gmt":"2019-12-01T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz"},"modified":"2020-02-18T14:01:21","modified_gmt":"2020-02-18T11:01:21","slug":"menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","status":"publish","type":"post","link":"https:\/\/prohoster.info\/et\/blog\/news\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","title":{"rendered":"Management for Beginners: Leader or Caretaker","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Teooria 'juhtimisest' on saavutanud m\u00e4rkimisv\u00e4\u00e4rset edu juhtide k\u00e4itumise anal\u00fc\u00fcsimisel, nende edusammude ja eba\u00f5nnestumiste p\u00f5hjuste uurimisel ning teadmiste s\u00fcsteemimise osas, kuidas endas tugevaid omadusi arendada ja n\u00f5rkadega v\u00f5idelda.<\/p>\n

Meie seas on eriti populaarsed v\u00e4lismaised teoreetikud. K\u00fcsige \u00fclemuselt, mida selle teema kohta lugeda v\u00f5i paluge nimetada 'lemmikraamat'. T\u00f5en\u00e4oliselt kuulete nimesid nagu Goldratt, Adizes, Machiavelli... Olen isiklikult korduvalt veendunud, et nende raamatute kaudu saadud 'hindamatud teadmised' t\u00f5rjuvad j\u00e4\u00e4davalt 'juhtide' teadlikkusest kooliprogrammi. Inimene vastab raskustega ja juba valesti k\u00fcsimusele 'Mis on juur 9-st ja -9-st?'... Aga see on eraldi jutt.<\/p>\n

Minu arvates on kodumaine juhtimise klassik Vladimir Tarasov, kes on seda teemat uurinud juba hilissovetiajal, seda oma loomingus suurep\u00e4raselt avardanud, eriti raamatutes 'Isiklik juhtimiskunst', 'Kaheksa astet juhtimisoskuses'. Soovitaksin alustada tutvustamist 'juhtimisega', mis m\u00e4\u00e4ratleb, et see on 'Kunst teha t\u00f6\u00f6d teiste k\u00e4tega<\/i>'' (sic), alustada viimasest.<\/p>\n

Kuid kui t\u00f5sise kirjanduse juurde ei j\u00f5ua, aga on vajalik teemas selgust saada 'kiireks stardiks' v\u00f5i lihtsalt huvi p\u00e4rast, tuleks sellest esmapilgul segasest teemast v\u00e4lja tuua selge pilt. Sellega me ka tegeleme.<\/a><\/noindex><\/p>\n

Vaatleme kaht 'juhti'. Esimene - Tarasovi 'ideaalselt juht', kellest on teada ainult \u00fcht - et ta olemas on. Teine t\u00fc\u00fcp, nimetame teda Zavhozhiks - esimese vastand. Nende vastandamise kaudu, uurides nende motiive<\/u><\/i> \u2014 ehitame me teooria, ja m\u00f5istes neid v\u00e4\u00e4rtusi<\/u><\/i> \u2014 selgitame v\u00e4lja nende erinevuste p\u00f5hjuse.<\/p>\n

Nii. M\u00f5lemad m\u00f5istavad, et ametikoht on ajutine. Kas j\u00e4tavad\/kolivad, v\u00f5i t\u00f5usevad k\u00f5rgemale. Kuid esimene usaldab end, seega - t\u00f5stetakse, seet\u00f5ttu seab ta enda eesm\u00e4rgiks - j\u00e4tta enda j\u00e4rel selgelt toimiv struktuur, milles ei ole vahetu vajadus tema enda j\u00e4rele. Teine - kardab, et see on lagi, v\u00f5i on lihtsalt v\u00e4sinud ja soovib sellele j\u00e4\u00e4da. Seet\u00f5ttu on l\u00e4henemistes suur erinevus.<\/p>\n

Delegeerimise osas<\/i><\/b>. Esimese eesm\u00e4rk on mitte saada asendamatuks.<\/u><\/i>. Ja ta delegeerib, andes oma alluvatele t\u00f5elise vastutuse. Ta delegeerib delegeerimist \u2014 loob organisatsiooni struktuure. Tema l\u00f5ppeesm\u00e4rk on delegeerida K\u00d5IK. Ta vastutab l\u00f5pptulemuse eest, kuid saavutab selle \u2014 teiste k\u00e4te kaudu. V\u00f5idu korral \u00fctleb selline juht kollektiivile: see olete teie, kes v\u00f5itsite. Ja ta on sellest siiras. <\/p>\n

Teine \u2014 v\u00f5ib delegeerida t\u00e4itmise, kuid mitte vastutuse. K\u00f5ik dokumendid peab ta l\u00e4bi vaatama, s\u00fcveneb igasse detaili. Nagu t\u00fc\u00fcpiline varahoidja. Tundub, et ta alateadlikult soovib olla asendamatu<\/u><\/i>!<\/p>\n

Omandamisele<\/b><\/i> otseste alluvate puhul. Esimene \u2014 \u00f5pib ise ja p\u00fc\u00fcab teisi koolitada. T\u00f5epoolest on kvalifitseeritud alluvad \u00e4ri ja karj\u00e4\u00e4ri jaoks t\u00e4iesti h\u00e4davajalikud. Esikohal on isikliku kogemuse edastamine, regulaarsete koosolekute korraldamine, \u201clendude\u201d arutamine. <\/p>\n

Varahoidja \u2014 ja ta pole ka ise pikka aega raamatut avanud. V\u00f5ib-olla on tal kalduvus kadestada edusamme. Kindlasti arvab ta, et alluvad teavad juba k\u00f5ike, kui nad on oma ametikohtadel. Kui ta korraldab koosoleku, siis pigem mitte \u00f5petamiseks, vaid enda esitlemiseks!<\/p>\n

Vabadusele<\/i><\/b> juhtimisotsuste vastuv\u00f5tmisel. Alluvad t\u00f6\u00f6tavad iseseisvalt, juhtist s\u00f5ltumatult, kuigi nad teavad h\u00e4sti, et oluliste k\u00f5rvalekallete korral sekkub ta nende t\u00f6\u00f6sse ja teeb seda professionaalselt. Operatiivsed k\u00fcsimused, sealhulgas finantsilised \u2014 lahendavad nad ise. <\/p>\n

Varahoidjal on - vastupidi. Miinimum iseseisvust, k\u00f5ik otsused kinnitab tema. Proovi mitte tuua allkirjastamiseks ja mitte koosk\u00f5lastada oma otsust, ostu, preemiat!..<\/p>\n

Vastutusele<\/i><\/b> oma ja teiste vigade eest. Esimene: me eba\u00f5nnestusime, aga see on minu s\u00fc\u00fc. T\u00f5en\u00e4oliselt karistab ta mitte s\u00fc\u00fcdlase, vaid tema juhti.<\/p>\n

Teine \u2014 korraldab komisjoni, m\u00e4\u00e4rates s\u00fc\u00fcdlased, kuid ei sisalda end karistuste m\u00e4\u00e4ruses.<\/p>\n

Dokumentatsioonile<\/i><\/b>. Esimene j\u00e4rgib p\u00f5him\u00f5tet \u201cteadmised peavad kuuluma ettev\u00f5ttele\u201d. Tehnoloogilised ja korralduslikud protsessid \u2014 on dokumenteeritud. Mitte formaalselt, vaid t\u00f5eliselt. K\u00e4ib teadmiste baasi pidamine, kvaliteedi arvestused\u2026<\/p>\n

Varahoidjal on dokumentatsiooni suhtes v\u00e4ga formaalne hoiak. St. dokumentatsioon v\u00f5ib olla olemas - vaid formaalsuse p\u00e4rast. Meeskonna kultuur \u201cstandardite\u201d j\u00e4rgi on n\u00f5rk (reaalne t\u00f6\u00f6 v\u00f5ib erineda dokumenteeritust).<\/p>\n

Inimeste suhtes<\/i><\/b>. Ja see on k\u00f5ige olulisem. Kuigi m\u00f5lemad p\u00fc\u00fcavad end \u00fcmbritseda vajalike inimestega, ei tunne esimene end ebamugavalt, kui kohtub kellegagi, kes on targem\/annetatum. L\u00f5ppude l\u00f5puks on kergem leida j\u00e4rglast ja lahendada peamine \u00fclesanne! Ta \u00fctleb: \u201cInimesed otsustavad k\u00f5ik\u201d (C). Ta \u00fctleb seda siiralt, sest hindab iga\u00fcht, hindab ja toetub usaldusele. Kui ta otsustab kedagi vallandada, teeb ta seda isiklikult, s\u00fcdame raskusega.<\/p>\n

Teine - n\u00f5uab truudust. Temalt v\u00f5ib kuulda - \u201casendamatuid inimesi ei ole\u201d, \u201cleia asendamatu ja vallanda\u201d jne. Ja v\u00e4ga t\u00f5en\u00e4oliselt p\u00fc\u00fcab ta vallandamise raskuse oma alluvatele \u00fcle kanda. V\u00f5ib-olla vihjab ta: \u201calluv ei tohi olla targem kui \u00fclemus\u201d (vaikne kalduvus t\u00e4ieliku ebaaususe poole). Seet\u00f5ttu ei ole tema k\u00f5rval sageli kedagi asendamas. Ta soovis olla asendamatu, ja ta ka on!<\/p>\n

\u2026 Saaks edasi minna. Kui P\u00d5HJUSED on selged, ei ole v\u00f5imalikud tagaj\u00e4rjed v\u00e4ljam\u00f5tlemine raske. Ma arvan, et olete k\u00f5ik suurep\u00e4raselt aru saanud. Isikud on idealiseeritud, kohtuvad ilmselt ainult kirjanduses. J\u00f5uda N. tasemeni juhtimises Tarasovi j\u00e4rgi - see on suurep\u00e4rane, kuid olla majandust\u00f6\u00f6taja - ei ole halb, ja vahel - h\u00e4davajalik. L\u00f5ppude l\u00f5puks hinnatakse \u201cjuhi\u201d t\u00f6\u00f6d tema kollektiivi tulemuse<\/u><\/i> t\u00f6\u00f6tulemuste: tootmismaht, ettev\u00f5tte kasum\u2026 <\/p>\n

Aga korralik ja endaga t\u00e4iesti aus inimene - t\u00f5en\u00e4oliselt l\u00e4heb esimese teed.<\/i>. Juhtimise k\u00f5ige keerulisem osa on, olles juhina, j\u00e4\u00e4da korrektseks<\/i> inimeseks. Ametikoha v\u00f5tab endale isik, kui ta seda teeb. Korrektsus - see tuleb k\u00f5rgemalt, kui see tuleb. (C)
\n
Allikas: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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