IMPROVING
THE QUALITY OF LEADERSHIP
Improving the
quality of leadership is one of the levers for improving
the competitive position of the business. Leaders are
people whom the employees follow – due to their
knowledge, experience, influence and above all their
good example and right decisions. Leaders are masters of
controlling change, of communication, adapting,
innovating and above all of the entrepreneural spirit
and leading people at work. The strengthening of the
role of leadership is an obligatory practice in
companies - especially on the operative level and in key
processes.
The advising is
directed to the following areas:
-
role of the
top management,
-
role of the
middle management and operative leaders,
-
role of the
top-level experts,
-
change
management,
-
reorganizing
business,
-
organizing
work and management,
-
successful
business communications,
-
creating
conditions for effective leadership,
-
ethical
business decision making,
-
strengthening desired values of the company,
-
leading by
an example,
-
leadership
of groups,
-
dealing with
»problematic« individuals.
ESTABLISHING
THE DESIRED CULTURE
Establishing the
desired culture is a long term and less evident process
of spreading values, needed for the achievement of
appropriate business effects and well being of the
employees at work. The desired culture of an economic
organization is based on its mission, vision and
strategy. The stack of values, opinions, customs, rules
of behaviour, symbols and acceptable ways of work in
many ways affect the business success of a company.
The advising is
directed to the following areas:
-
defining the
desired groups of values of employees,
-
detecting
the differences between the prevailing and desired
values of the employees (performing an employee
survey that includes the majority of the employees
at the company location),
-
proposing
measures to improve the support of people at
business activities,
-
proposing
measures to increase the degree of employee
satisfaction at work,
-
creating a
proposed employee booklet,
-
acquainting
the leaders and the employees with their respective
roles at strengthening the partnership between work
and capital.
DEFINING
AN ASCERTAINING COMPETENCES AT WORK
Defining and
ascertaining competences at work is one of more
important areas of human resource management. Defining
ideal (desired) work skills can affect the success and
the satisfaction of employees at work and is at the same
time one of the foundations for the creation of a
favourable organizational climate in the company. By
introducing an adequate model of work competences we can
often influence faster professional development of
employees.
The advising is
directed to the following areas:
-
linking the
model of competences with actual business objectives
of the company,
-
defining the
list of competences,
-
defining the
competences for key areas of leaders, experts,
performers (work positions),
-
connecting
the model of competences with the activities of the
human resources development in the company,
-
connecting
the defined competences with the model and practice
of performing annual employee appraisals,
-
input
information for the creation of individual employee
development plans,
-
assessing
the actual implementation of the desired
competences.
THE
ACCELERATION OF GROWTH OF SMALL AND MIDDLE SIZED ORGANIZATIONS
The acceleration
of growth of small and middle sized organizations often
is not a simple task for the founder who is emotionally
and materially connected to the company from the start,
creation and the initial developing phases of company’s
growth. An external view often reveals a multitude of
opportunities that appear as problems but may also be
called opportunities for development. The combining of
external and internal views allows for faster solving of
normal problems and the prevention of abnormal problems
in the activities of the organization.
The advising is
directed to the following areas:
-
diagnosis of
the company activities (investigating by means of
opinion surveys, consultations with leaders,
experts and performers),
-
defining
developmental opportunities in key areas of business
(products, clients, competitors, sales, production,
work resources, purchases, employees, company
organization, development, leadership, financial
control, procedures),
-
advance
preparation of the company prior to the
implementation of the official certification process
according to the ISO 9000:2000 standard,
-
defining key
measures at the transition to the next period.
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