{"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\/hr\/blog\/news\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","title":{"rendered":"Menad\u017ement za po\u010detnike: vo\u0111a ili upravnik","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Teorija 'menad\u017ementa' postigla je zna\u010dajne uspjehe u analizi pona\u0161anja rukovoditelja, prou\u010davanju uzroka njihovih uspjeha i neuspjeha, te u sistematizaciji znanja o tome kako razviti vlastite jake osobine i boriti se protiv slabih.<\/p>\n

Posebnu pa\u017enju posve\u0107ujemo stranim teoreti\u010darima. Pitajte \u0161efa \u0161to da pro\u010ditate na ovu temu ili ga zamolite da imenuje 'omiljenu knjigu'. Sigurno \u0107ete \u010duti prezimena Goldratt, Adizes, Machiavelli\u2026 Osobno sam se vi\u0161e puta uvjerio da su 'neprocjenjiva znanja' koja se mogu ste\u0107i iz ovih knjiga zauvijek izbacila iz svijesti 'rukovoditelja' \u0161kolsku gradivu. \u010covjek jedva i pogre\u0161no odgovara na pitanje 'Koliko je korijen iz 9 i -9?'\u2026 No, to je druga pri\u010da.<\/p>\n

Po mom mi\u0161ljenju, doma\u0107i klasik menad\u017ementa Vladimir Tarasov, koji prou\u010dava ovu temu jo\u0161 od kasnoposovetskog vremena, sjajno ju je razradio u svom opusu, posebno u knjigama 'Osobna menad\u017eerska umjetnost', 'Osam koraka menad\u017eerske vje\u0161tine'. Preporu\u010dio bih zapo\u010deti upoznavanje s 'menad\u017ementom', \u0161to po definiciji zna\u010di 'Umjetnost obavljanja rada rukama drugih<\/i>'' (sic), s posljednjom knjigom.<\/p>\n

Ali ako ozbiljna literatura nije lako dostupna, a treba se snalaziti u predmRetu za 'brzi start' ili iz puke radoznalosti, treba iz naizgled slo\u017eene teme izvu\u0107i jasnu sliku. Time \u0107emo se baviti.<\/a><\/noindex><\/p>\n

Razmotrit \u0107emo samo dvojicu 'menad\u017eera'. Prvi \u2014 'idealan rukovoditelj' Tarasova, o kojem se zna samo to \u2014 da postoji. Drugi tip, nazovimo ga \u010cuvar, je antipod prvog. Na njihovom suprotstavljanju, prou\u010davanju njihovih motiva<\/u><\/i> \u2014 izgradit \u0107emo teoriju, a razumijevaju\u0107i njihove vrijednosti<\/u><\/i> \u2014 otkrit \u0107emo uzrok njihovih razlika.<\/p>\n

Dakle. Obojica razumiju da je pozicija \u2014 privremena. Ili \u0107e ostati\/ukloniti ili \u0107e ga unaprijediti. No, prvi je samouvjeren, a time \u2014 da \u0107e ga unaprijediti, stoga si postavlja zadatak \u2014 ostaviti nakon sebe jasno djeluju\u0107u strukturu, u kojoj ne\u0107e biti neposredne potrebe za njim samim. Drugi \u2014 boji se da je to plafon, ili je jednostavno umoran i \u017eeli se zadr\u017eati na toj poziciji. Odatle \u2014 velika razlika u pristupima.<\/p>\n

Pri delegiranju<\/i><\/b>. Cilj prvog je ne postati nezamjenjiv<\/u><\/i>. I on delegira, obavezno daju\u0107i podre\u0111enima pravu odgovornost. Delegira delegiranje - stvara organizacijske strukture. Njegov krajnji cilj je delegirati SVE. On \u0107e odgovarati za kona\u010dni rezultat, ali \u0107e ga ostvarivati - tu\u0111im rukama. U slu\u010daju pobjede, takav vo\u0111a \u0107e re\u0107i timu: to ste VI pobijedili. I bit \u0107e iskren. <\/p>\n

Drugi - mo\u017ee delegirati izvr\u0161enje, ali ne i odgovornost. Sve dokumente \u0107e prolaziti kroz sebe, bavit \u0107e se svakom sitnicom. Pa, kao tipi\u010dni upravitelj. On podsvjesno \u017eeli biti nezamjenjiv<\/u><\/i>!<\/p>\n

U obuci<\/b><\/i> neposrednih podre\u0111enih. Prvi - u\u010di sam i nastoji obu\u010diti ostale. Jer kvalificirani podre\u0111eni su potpuno neophodni za posao i karijeru. Na prvom mjestu - prijenos li\u010dnog iskustva, sustavni sastanci, analiza rezultata. <\/p>\n

Upravitelj - i sam ve\u0107 dugo nije otvorio knjigu. Mogu\u0107e je da je sklon ljubomori na uspjehe. Sigurno smatra da podre\u0111eni ve\u0107 sve znaju, budu\u0107i da su na svojim pozicijama. Ako organizira sastanak, onda vjerojatnije ne da bi u\u010dio, ve\u0107 da bi se pokazao!<\/p>\n

K slobodi<\/i><\/b> u dono\u0161enju upravlja\u010dkih odluka. Podre\u0111eni rade samostalno, bez oslanjanja na vo\u0111u, iako savr\u0161eno znaju da \u0107e se, u slu\u010daju ozbiljnih odstupanja, on uklju\u010diti u njihov rad i to \u0107e u\u010diniti profesionalno. Operativna pitanja, uklju\u010duju\u0107i financijska - rje\u0161avaju samostalno. <\/p>\n

Upravitelj - suprotno. Minimalna samostalnost, sve odluke odobrava on. Poku\u0161aj ne donijeti na potpis i ne uskladiti svoju odluku, nabavu, nagradu!..<\/p>\n

K odgovornosti<\/i><\/b> za svoje i tu\u0111e gre\u0161ke. Prvi: neuspjeli smo, ali to je moja krivica. Vjerojatnije \u0107e kazniti ne najkrivljeg, ve\u0107 njegovog vo\u0111u.<\/p>\n

Drugi - organizira komisiju, a kada imenuje krivce, ne uklju\u010duje sebe u naredbu o ka\u017enjavanju.<\/p>\n

K dokumentaciji<\/i><\/b>. Prvi slijedi na\u010delo \u201cznanje treba pripadati tvrtki\u201d. Tehnolo\u0161ki i organizacijski procesi - dokumentirani. Ne form\u0430\u043b\u043d\u043e, ve\u0107 zaista. Vodi se baza znanja, zapisi o kvaliteti...<\/p>\n

Upravitelj ima vrlo formalan odnos prema dokumentaciji. Odnosno, ona mo\u017eda i postoji - za obi\u010dne stvari. Kultura rada tima 'po standardima' - slaba (stvarni rad mo\u017ee se razlikovati od dokumentiranog).<\/p>\n

K ljudima<\/i><\/b>. I to je najva\u017enije. Iako se oboje nastoje okru\u017eiti pravim ljudima, prvi se ne osje\u0107a nelagodno kada susre\u0107e pametnije\/talentiranije. Tako je lak\u0161e prona\u0107i nasljednika i rije\u0161iti glavni zadatak! Rekao bi: \u201cLjudi odlu\u010duju sve\u201d (C). Izrekao bi to iskreno, jer cijeni svakoga, cijeni i oslanja se na povjerenje. Ako je odlu\u010dio otpustiti \u2013 s tugom u srcu to \u0107e u\u010diniti LI\u010cNO.<\/p>\n

Drugi zahtijeva lojalnost. Od njega se mo\u017ee \u010duti \u2013 \u201cnezamjenjivih ljudi nema\u201d, \u201cna\u0111i nezamjenjivog i otpusti\u201d i sli\u010dno. I vrlo je mogu\u0107e da \u0107e teret otpustiti na rame pod\u010dinjenog. Mo\u017eda \u0107e nagovijestiti: \u201cpod\u010dinjenik ne smije biti pametniji od \u0161efa\u201d (tiha plovidba prema potpunom nepo\u0161tenju). Stoga \u010desto uz njega nema zamjene. \u017delio je biti nezamjenjiv i to je postao!<\/p>\n

\u2026 Mo\u017ee se nastaviti dalje. Kada su razlozi jasni, predstaviti mogu\u0107e posljedice nije te\u0161ko. Mislim da ste sve savr\u0161eno razumjeli. Likovi su idealizirani, nalaze se mo\u017eda samo u literaturi. Dosti\u0107i N-ti nivo upravljanja prema Tarasovu \u2013 to je sjajno, ali biti upravnik \u2013 nije lo\u0161e, a ponekad je \u017eivotno neophodno. Na kraju krajeva, rad \u201cmenad\u017eera\u201d ocjenjuje se po ovog rezultata<\/u><\/i> radu njegovog tima: obim proizvodnje, dobit kompanije\u2026 <\/p>\n

No, po\u0161tena i potpuno iskrena osoba prema sebi \u2013 vjerojatno \u0107e i\u0107i prvim putem<\/i>. Najte\u017ee u menad\u017ementu \u2013 obavljaju\u0107i ulogu vo\u0111e, ostati po\u0161ten<\/i> \u010dovjek. Pozicija \u2013 uzima se samostalno, ako se uzima. Po\u0161tenje \u2013 daje se s neba, ako se daje. (C)
\n
Izvor: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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