{"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\/ro\/blog\/news\/menedzhment-dlya-nachinayushhih-rukovoditel-ili-zavhoz","title":{"rendered":"Management pentru \u00eencep\u0103tori: lider sau administrator","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Teoria \u201emanagementului\u201d a avansat considerabil \u00een analiza comportamentului liderilor, studiul cauzelor succeselor \u0219i e\u0219ecurilor lor, sistematizarea cuno\u0219tin\u021belor despre cum s\u0103 dezvol\u021bi calit\u0103\u021bile lor puternice \u0219i s\u0103 lup\u021bi \u00eempotriva celor slabe.<\/p>\n

Teoreticienii str\u0103ini se bucur\u0103 de o aten\u021bie special\u0103 din partea noastr\u0103. \u00centreba\u021bi \u0219eful ce s\u0103 citi\u021bi pe aceast\u0103 tem\u0103 sau cere\u021bi s\u0103 numeasc\u0103 o \u201ecarte preferat\u0103\u201d. Cu siguran\u021b\u0103 ve\u021bi auzi numele lui Goldratt, Adizes, Machiavelli\u2026 Am fost personal convins c\u0103 \u201ecuno\u0219tin\u021bele pre\u021bioase\u201d extrase din aceste c\u0103r\u021bi \u00eendep\u0103rteaz\u0103 definitiv din mintea \u201eliderilor\u201d programa \u0219colar\u0103. Oameni se str\u0103duiesc cu dificultate \u0219i deja r\u0103spund gre\u0219it la \u00eentrebarea \u201eC\u00e2t este r\u0103d\u0103cina din 9 \u0219i -9?\u201d\u2026 Dar asta este o conversa\u021bie separat\u0103.<\/p>\n

Din punctul meu de vedere, clasicul autohton al managementului, Vladimir Tarasov, care a studiat aceast\u0103 tem\u0103 \u00eenc\u0103 din perioada sovietic\u0103 t\u00e2rzie, a dezv\u0103luit excelent subiectul \u00een lucr\u0103rile sale, \u00een special \u00een c\u0103r\u021bile \u201eArta personal\u0103 de management\u201d \u0219i \u201eCele opt trepte ale m\u0103iestriei manageriale\u201d. A\u0219 recomanda s\u0103 \u00eencepe\u021bi familiarizarea cu \u201emanagementul\u201d, care prin defini\u021bie este \u201eArta de a realiza munca prin m\u00e2inile altora<\/i>\u201d (sic), a\u0219 \u00eencepe cu ultima.<\/p>\n

Dar dac\u0103 nu ave\u021bi timp pentru literatur\u0103 serioas\u0103, iar trebuie s\u0103 \u00een\u021belege\u021bi subiectul pentru un \u201estart rapid\u201d sau pur \u0219i simplu din curiozitate, trebuie s\u0103 extragem o imagine clar\u0103 din aceast\u0103 tem\u0103 aparent confuz\u0103. Asta ne vom propune.<\/a><\/noindex><\/p>\n

Vom examina doar doi \u201emanageri\u201d. Primul \u2013 \u201eliderul ideal\u201d al lui Tarasov, despre care se \u0219tie doar un lucru \u2013 c\u0103 el exist\u0103. Al doilea tip, s\u0103-l numim Administratorul \u2013 antonimul primului. Pe opusul lor, studiind motivele lor \u2013 vom construi teoria, iar \u00een\u021beleg\u00e2ndu-le<\/u><\/i> valorile \u2013 vom descoperi cauza diferen\u021belor lor.<\/u><\/i> A\u0219adar. Am\u00e2ndoi \u00een\u021beleg c\u0103 func\u021bia este temporar\u0103. Fie o vor l\u0103sa\/\u00eendep\u0103rta, fie vor urca mai sus. Dar primul are \u00eencredere \u00een sine, a\u0219a c\u0103 \u2013 vor urca, de aceea \u00ee\u0219i propune s\u0103 lase \u00een urm\u0103 o structur\u0103 care func\u021bioneaz\u0103 clar, \u00een care nu va fi necesar s\u0103 fie prezent. Al doilea \u2013 se teme c\u0103 acesta este plafonul, sau pur \u0219i simplu s-a obosit \u0219i dore\u0219te s\u0103 se men\u021bin\u0103 pe acesta. De aici \u2013 o mare diferen\u021b\u0103 \u00een abord\u0103ri.<\/p>\n

Despre delegare<\/p>\n

. Scopul primului este<\/i><\/b>s\u0103 nu devin\u0103 indispensabil a nu deveni indispensabil<\/u><\/i>\u0218i el deleg\u0103, \u00eemputernicind \u00een mod inevitabil subordona\u021bii cu adev\u0103rat cu responsabilitate. Delegheaz\u0103 delegarea - creeaz\u0103 structuri organiza\u021bionale. Scopul s\u0103u final este s\u0103 delege TOT. El va r\u0103spunde pentru rezultatul final, dar \u00eel va ob\u021bine prin m\u00e2inile altora. \u00cen cazul unei victorii, un astfel de lider va spune echipei: voi a\u021bi c\u00e2\u0219tigat. \u0218i va fi sincer. <\/p>\n

Al doilea - poate delega execu\u021bia, dar nu responsabilitatea. Toate documentele vor trece prin el, va fi implicat \u00een fiecare mic detaliu. Asadar, ca un tipic administrator. El \u00ee\u0219i dore\u0219te subcon\u0219tient s\u0103 fie indispensabil<\/u><\/i>!<\/p>\n

C\u0103tre \u00eenv\u0103\u021bare<\/b><\/i> subordona\u021bilor direc\u021bi. Primul - \u00eenva\u021b\u0103 el \u00eensu\u0219i \u0219i \u00eencearc\u0103 s\u0103 \u00eei \u00eenve\u021be \u0219i pe ceilal\u021bi. Deoarece subordona\u021bi califica\u021bi sunt absolut necesari pentru afacere \u0219i carier\u0103. Pe primul loc - transmiterea experien\u021bei personale, \u00eent\u00e2lniri sistematice, analiza \u201erealiz\u0103rilor\u201d. <\/p>\n

Administratorul - \u0219i el nu a deschis de mult o carte. Posibil, este predispus s\u0103 fie gelos pe succese. Cu siguran\u021b\u0103 consider\u0103 c\u0103 subordona\u021bii \u0219tiu deja totul, datorit\u0103 pozi\u021biilor pe care le ocup\u0103. Dac\u0103 organizeaz\u0103 o \u00eent\u00e2lnire, atunci mai degrab\u0103 nu pentru a \u00eenv\u0103\u021ba, ci pentru a se ar\u0103ta pe sine!<\/p>\n

C\u0103tre libertatea<\/i><\/b> de a lua decizii manageriale. Subordona\u021bii lucreaz\u0103 independent, f\u0103r\u0103 a se uita \u00eenapoi la lider, de\u0219i \u0219tiu foarte bine c\u0103, \u00een caz de abateri semnificative, el va fi implicat \u00een treaba lor \u0219i o va face profesionist. Problemele opera\u021bionale, inclusiv cele financiare - le rezolv\u0103 singuri. <\/p>\n

La Administrator - dimpotriv\u0103. Minimum de independen\u021b\u0103, toate deciziile trebuie aprobate de el. \u00cencearc\u0103 s\u0103 nu aduci la semnare \u0219i s\u0103 nu-\u021bi aprobi decizia, achizi\u021bia, prima!..<\/p>\n

C\u0103tre responsabilitatea<\/i><\/b> pentru gre\u0219elile proprii \u0219i ale altora. Primul: am e\u0219uat, dar aceasta este vina mea. Mai degrab\u0103 va pedepsi nu pe cel vinovat, ci pe liderul s\u0103u.<\/p>\n

Al doilea - organizeaz\u0103 o comisie, iar \u00een numirea vinova\u021bilor nu se include \u00een ordinul de pedeaps\u0103.<\/p>\n

C\u0103tre documenta\u021bie<\/i><\/b>. Primul respect\u0103 principiul \u201ecuno\u0219tin\u021bele trebuie s\u0103 apar\u021bin\u0103 companiei\u201d. Procesele tehnologice \u0219i organiza\u021bionale - sunt documentate. Nu formal, ci cu adev\u0103rat. Se \u021bine o baz\u0103 de cuno\u0219tin\u021be, \u00eenregistr\u0103ri de calitate\u2026<\/p>\n

Administratorul are o atitudine foarte formal\u0103 fa\u021b\u0103 de documenta\u021bie. Adic\u0103, poate c\u0103 exist\u0103 - pentru a ar\u0103ta. Cultura muncii colectivului \u201edup\u0103 standarde\u201d - este slab\u0103 (munca real\u0103 poate diferi de cea documentat\u0103).<\/p>\n

C\u0103tre oameni<\/i><\/b>. \u0218i acesta este cel mai important. De\u0219i am\u00e2ndoi \u00eencearc\u0103 s\u0103 se \u00eenconjoare de oameni de valoare, primul nu se simte complexat dac\u0103 \u00eent\u00e2lne\u0219te pe cineva mai inteligent\/talentat. Astfel, este mai u\u0219or s\u0103 g\u0103se\u0219ti un succesor \u0219i s\u0103 rezolvi problema principal\u0103! El va spune: \u201cOamenii fac totul\u201d (C). O va spune sincer, deoarece apreciaz\u0103 fiecare persoan\u0103, \u021bine la ea \u0219i se bazeaz\u0103 pe \u00eencredere. Dac\u0103 a luat decizia s\u0103 concedieze, o va face personal, cu greutate \u00een inim\u0103.<\/p>\n

Al doilea \u2014 cere loialitate. De la el po\u021bi auzi \u2014 \u201cnu exist\u0103 oameni de ne\u00eenlocuit\u201d, \u201cg\u0103se\u0219te pe cineva de ne\u00eenlocuit \u0219i concediaz\u0103-l\u201d etc. \u0218i este foarte posibil ca greutatea concedierii s\u0103 \u00eencerce s\u0103 o transfere pe umerii subordonatului. Poate c\u0103, va insinua: \u201csubordonatul nu ar trebui s\u0103 fie mai inteligent dec\u00e2t \u0219eful\u201d (o deriva silen\u021bioas\u0103 spre o complet\u0103 necinste). De aceea, aproape c\u0103 nu exist\u0103 \u00eenlocuire l\u00e2ng\u0103 el. El a vrut s\u0103 fie de ne\u00eenlocuit \u0219i a reu\u0219it!<\/p>\n

\u2026 Po\u021bi continua. Dac\u0103 motivele sunt clare, nu este greu s\u0103 \u00ee\u021bi imaginezi posibilele consecin\u021be. Cred c\u0103 a\u021bi \u00een\u021beles totul perfect. Personajele sunt idealizate, \u00eent\u00e2lnindu-se poate, doar \u00een literatur\u0103. A ajunge la nivelul N \u00een conducere, dup\u0103 Tarasov \u2014 este grozav, dar a fi gestionarul \u2014 nu este r\u0103u, iar uneori \u2014 este vital. \u00cen fond, munca \u201emanagerului\u201d este evaluat\u0103 pe rezultate<\/u><\/i> rezultatul echipei sale: volumul de produc\u021bie, profitul companiei\u2026 <\/p>\n

Dar o persoan\u0103 decent\u0103 \u0219i complet onest\u0103 cu sine \u2014 cel mai probabil va alege prima cale<\/i>. Cea mai dificil\u0103 parte a managementului \u2014 fiind \u00een rolul de lider, s\u0103 r\u0103m\u00e2i o persoan\u0103 decent\u0103.<\/i> Func\u021bia \u2014 se asum\u0103 de bun\u0103voie, dac\u0103 este acceptat\u0103. Decen\u021ba \u2014 se d\u0103 de sus, dac\u0103 este dat\u0103. (C)
\n
Sursa: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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