In practice, the management of companies operating successfully than individuals and teams of several people - business owners or hired managers.
In the West, the most popular commands like "solo" and "triumvirate" that are found in about half of cases. In Russia the most popular "solo" and "Duets." The lower popularity in the Russian teams, consisting of the top three leaders, due to the fact that the two are often combined against a third, which as a result is "left behind" the company.
Consider the various models of management teams.
Team-type solo - this is one leader (the owner or a hired manager), who leads the subordinates. Of course, it is - a powerful man with strong energy that can unite people around you and inspire to achieve important goals. He currently focuses on almost everything: strategy, finance, organization within the company, cooperation with partners and customers. Let us examine the "pros" and "cons."
Pros team, "Solo":
saving time for decision-making, as the power and responsibility are concentrated in the same hands;
Consolidation of the company, corporate patriotism, personified by key leaders;
clear, institutionalized "clear" chain of command.
Cons team "solo" can be seen at once: it is difficult to find such a gifted and strong man. But there are other difficulties:
responsibility and the load at the drive leading large, so there are cases when the leader falls ill and is unable to work and who "pass the flag," he does not know (or can not). Losing management "core", the company can quickly deteriorate;
there is a risk of wrong decisions because they do not implement the principle of "One head - good, two - better." In addition, the consolidated team, as a rule, there is no criticism;
there is a risk of subjective and irrational decisions, which always is, if decisions are made by one person.
Because of these drawbacks, one in five management model, based on the type of "solo", broke up after doing my general problem, or it replaced the heads.
Fairly common management model performs in an "triumvirate" in which joint management carried out by three of the leader. Each of them has its own line of work and specialization, often roles are divided between them as "visionary", "performer", "peacemaker."
"The Seer" - a leader with good intuition and the ability to think strategically. He advocates a developer of business ideas and concepts for its implementation. Most often it is the director of marketing, personifying on his entire company as a whole in the eyes of the media.
"Contractor" is implementing the idea and the concept of "visionary." He knows the intricacies of professional work in the industry and manages the finances, human resources and organization of the work.
The first and second leaders are often in conflict, because the first is dissatisfied form and timing of implementation of his ideas, and the second had to hold back the fantasy of the first due to the limited resources and capabilities (and they always somehow limited). Therefore stands between them "peacemaker" who has diplomatic and sociable and maintains relationships with investors and partners.
The trio of leaders - the most stable model of governance, no group of leaders, based on this model, do not split up after the great success in business.
Advantages of the management model, built by the type of the trio, are as follows.
1. High-speed development of the company provided that the division of leadership roles at the same time makes it possible to solve different issues.
2. Reduces the risk of incorrect decision-making, as the impact of irregular, irrational and subjective factors is significantly reduced.
3. In the case of the "loss" of one of the leaders of the company you can save by choosing another employee on a similar business characteristics.
Despite the fact that the "triumvirate" offers stability and efficiency, we can talk about it the following disadvantages.
1. It works successfully, if professionalism, intelligence, motivation and dedication of the three leaders are at a high level. We had to advise the company in which the two "pulling" of a third or even a "pulling" two. If this occurs, the "troika" of leaders into conflict.
2. "Triumvirate" will be more successful under one condition: if there full of confidence between the leaders, which is not always found.
Less common, but also actively functioning team leaders, interacting by model duo, quartet, professional teams, partners, etc.
The management team has the type of duo consists of two leaders, whose interaction is based on the professional and psychological complement each other. If the first - hyperactive and "hasty", sociable and irritable, the second - low-key, medium-level and calm, with a strong tendency to self-control, and prudent, thoughtful decisions. There may be some psychological models:
if the first one - a clear leader, the second in relation to it - driven by the Executive;
If the first - a policy aimed at communication and contact, and the company manages the personnel policy and personnel, the second - a professional, who is responsible for the company's finance, strategy, development of product range;
If the first - a pragmatist, the second - Analyst;
Finally, if the first leader - rigid and authoritarian, the second - a flexible and diplomatic.
Pros team in an "duo":
reduce risks in decision-making;
the creation of a more versatile in function and therefore a more effective system of management;
the speed and quality of decision-making.
Cons "duo" is often associated with its potential instability:
if the two partners distrust arises, "duet" breaks, and often from the same company, there are two single line of the company;
between managers working on the model of the duo, often there are conflicts and confrontation, resulting in one of them leaves the company.
So, to sum all this, we can make general and specific conclusions. The main conclusion is that the top management team must take into account the laws of psychological compatibility. Hence the need to assess whether the combination of the leaders on the major psychological parameters, among which in the first place are dynamic and socio-psychological characteristics of the individual.
The dynamic characteristics of the individual. In modern psychology, talking about that side of the personality, they mean the quality of temperament. It is noticed that in working hard choleric show themselves, even though they are often the most successful in business. For example, if the first leader - choleric, the most suitable partner for him - sanguine (active person with good self-control). Phlegmatic also works well with the choleric, but it will need to "speed up" and become more energetic and sociable. Choleric, too, need to adapt to a sluggish, but stable, reliable and responsible partner, phlegmatic, develop the self-restraint, self-control and the ability to stop when "puts".
It is not recommended to work in tandem choleric and melancholic because the activity, and in some situations, restlessness, irritability and sharpness choleric harmful to the sensitive and emotional melancholy. Melancholic in general very difficult to administrative work, because it is prone to depression, he developed a sense of guilt, he needs the sympathy and support. Over the past years, we have very rarely met people with a temperament in leadership positions. But if life forces to take responsibility, these mandatory and conscientious people are trying to do their work quality and "remake" themselves so that the appearance of their temperament does not manifest itself. In this communication, and behavior can be sanguine or choleric, and only a deep psychological testing shows that in front of you - melancholic. In general, the most common choleric and sanguine, much less - phlegmatic, and as an exception to the rule - melancholic. Of course, most people are of mixed temperament, but stand temperamental traits that are dominant. A man is often associated choleric and sanguine characteristics, the other - melancholic and phlegmatic. Rarely combined choleric and melancholic quality or choleric and phlegmatic features.
If it has a rare combination in one person is present in the behavior, decisions and actions it can manifest inconsistency and unpredictability.
Contradictory qualities can be present in the same person because of the presence of "internal" temperament due to heredity and education in conditions of formation of the "external" temperament.
Successful cooperation in a team of top managers suggests compatibility on personal characteristics:
1. by social roles: If the first - a bright leader, it is best if the second in relation to it will be driven and tuned to work in runtime. "The two bears in one den," ie, the two leaders are unlikely to be able to communicate effectively "in the same team." Two performers also not be able to "drag" the firm because it will avoid the risk, responsibility and stress;
2. the style of management: If the first leader - tough and authoritarian, the latter must implement soft, diplomatic or affiliate management style;
3. the style of thinking: if the first leader - a pragmatist and a realist, it is not bad if it was a second analyst.
References
For preparation of this work were used materials from the site http://www.elitarium.ru/
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