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Given the democratization of society, understanding the value of each individual, new methods, principles and styles of team management were needed. A new type of leader should not only be a good organizer, analyst and psychologist, but also have such personal qualities to earn authority from subordinates.

The boss and subordinates, how to manage a team and what qualities a leader should have, you will learn in this article. A modern leader must have a high moral culture in order to earn the recognition and respect of colleagues. Such qualities as honesty, justice, decency, ability to understand and listen are necessary. Equally important for the leader is knowledge of etiquette and rules of conduct.

Communication between leaders and subordinates should be business style, but at the same time it is necessary to observe mutual courtesy, attentiveness and goodwill. This is a guarantee of a healthy atmosphere in the team and a disposition for cooperation. Team management assumes that the leader needs to give orders, make requests, conduct interviews, fire, motivate and punish. How to do it right?

Boss and subordinates: Business communication of the head

1. When giving an order, the leader must rely on his own authority. In an orderly tone, it is possible to give an order only in emergency situations when it is necessary to solve the problem immediately. At the same time, the initiative of the performer is suppressed and he, in fact, is released from responsibility. He's just following orders.
   Labor efficiency is reduced if an order is given with the threat of punishment.
   effective method The employee's management is an order in the form of a request. Then the employee feels that they trust him, want to cooperate with him and believe in his abilities. Especially if the assignment concerns something that is not included in his duties. Effective management boils down to the fact that employees need to be stimulated, develop their activity and be given the opportunity to take the initiative. Only in this case, labor efficiency will be the highest.
2. The duties of the manager include both punishment and encouragement, and motivation of employees.
   The legislation defines possible sanctions against employees, but the manager himself should not forget about etiquette. Even punishing, you need to try to maintain normal relations in the team.

How to punish?

• In no case should you punish or criticize a person without evidence of a violation;
• If the work was done poorly, you need to find out who assigned it to the employee, how the control was carried out and determine the degree of responsibility of the employee for poor-quality work. After all, there are often situations when a person simply did not have the necessary materials, knowledge or support to do the job;
• The leader must be able to admit his mistakes;
• It is necessary to talk with the employee and find out his motivation and the reasons for the violation;
• Never criticize an employee in public;
• Punishment should depend on the severity of the offense. Moreover, the requirements for all members of the team should be the same.

3. Psychological team management implies the ability of the leader to properly conduct a conversation with subordinates. Before you start talking about wrongdoing, you need to calm down and start the conversation with the achievements and successes of the employee. The conversation must be conducted in a private setting so as not to create an intra-group conflict in the team. It is desirable that the leader explain to the subordinate what he is dissatisfied with, cite the facts of the violation and listen carefully to the explanations of the subordinate. You need to end the conversation with the fact that the manager should emphasize the strengths of the employee and instill in him the belief that in the future he will succeed.

4. The system of employee motivation in the matter of how to manage a team is of great importance. But even encourage employees need to be able to properly. The material motivation of the staff should be expressed in encouragement for the successfully completed work immediately after its completion. The effectiveness of a specific immediate promotion is much higher than the expectation of a bonus by the end of the month. Non-material motivation employees can carry more value than material. For example, if a manager publicly praises an employee in the presence of colleagues whose respect is important to him. Recognizing the success of a subordinate in time with the right words is a great motivation. Previously, presentation of certificates and honor boards were often practiced in organizations. Now in some government organizations such team management methods have remained, but the new generation no longer takes them seriously.

5. The duties of the manager also include the dismissal of employees. This is a rather painful procedure. The leader should not apologize, so as not to give too much hope to the subordinate. Do not fire before weekends or holidays. The conversation should take no more than 20 minutes, since the employee, being in a stressful state, simply will not be able to hear detailed explanations and reasons for his dismissal.

The attitude of the leader towards subordinates must be respectful in any situation. It is best to address employees on "you". During a conversation with a subordinate, the leader should listen more than speak. Ask questions about what the employee thinks about the quality of his work, what he would improve, what he considers his strengths. In the process of dialogue with subordinates, a leader who knows how to listen can learn a lot. useful information. In particular, how to improve the management of the organization's personnel.

Until recently, the functions of personnel managers were performed by line managers. It was enough just to issue orders for dismissal, enrollment and promotion. Now this is not enough. HR managers should be engaged in the selection of personnel, development of employees, motivation and stimulation of work.

Personnel management helps to use all the potential capabilities of employees to achieve the goals of the organization. But at the same time, to ensure a normal psychologically healthy atmosphere in the team, to monitor working conditions.

The main tasks of the organization's personnel management:

1. Determine the needs of employees;
2. Help to adapt to the new team;
3. Select personnel;
4. Stimulate interest in career growth;
5. Develop the right system of motivation;
6. To promote development, both personal and professional;
7. Settle conflicts.

Principles of effective management

The leader must analyze the situation, predict the strategy and manage its implementation. The subordinate must implement the decision of the leader. Therefore, the basic principles effective management are certain qualities of a leader - professionalism, organization and decency. Since he has to solve problems from any area of ​​the organization.

The subordinate, in turn, must be executive, enterprising, honest, decent and striving for promotion.

Team management styles: personnel management, which management style is better?

There are 6 main styles of personnel management, each of which has both its pros and cons:

1. Command style - immediate subordination of employees, mainly in an orderly tone. This style helps to keep employees under control, motivate them with discipline and sanctions. It is expedient in critical situations, when the risks are very high at the slightest mistake. But at the same time, employees do not develop, they do not learn anything, discontent reigns in the team, which will lead to frustration.
2. The authoritarian style involves building a development strategy and creating prospects for subordinates. The leader behaves strictly, but fairly and clearly directs employees in which direction to develop, showing by example what can be achieved. The disadvantage of this style is that if employees do not trust the leader, they simply will not follow him. In addition, subordinates work only on step by step instructions and therefore are of low quality.
3. The partnership style of managing the work of employees implies the creation of harmonious relationships, the absence of conflicts and motivation Have a good mood. This style works great when combined with other styles. Since the partnership does not increase labor productivity. This style is only good when you need help or advice in resolving conflicts.
4. Democratic style is designed to involve employees in the work process and maintain mutual understanding in the team. This style is effective when employees work as a team, strive together towards the same goal, and have enough experience that everyone can be trusted with a specific task. The only disadvantage of such an organization of personnel management is that subordinates constantly need to be organized, directed, supervised and meetings are held quite often.
5. A style of leadership called "pacemaker" - doing the work as well as the leader himself does it. This style implies self-organization of employees and the desire to perform work at the highest level, following the example of the leader. Not effective when third party assistance is needed or extra education and coordination.
6. "Coach" style - permanent Professional Development employees, inspiration, search and development strengths. This motivates employees, but at the same time, this management style will be useless if subordinates are lazy. Not everyone has the desire and strength to work on themselves daily.

How to manage a team and what style to choose? Most likely, the effectiveness of personnel management depends not only on the style and methods of management, but also on the personal qualities of subordinates. Therefore, depending on different situations, you need to combine different management styles.
The employee management system includes not only styles, but also management methods.

Team management methods

Methods of personnel management - ways of influencing the team. They are administrative, economic and socio-psychological.

• Administrative methods affect the awareness of the team, the understanding that it is necessary to observe discipline, have a sense of duty, strive to work in this organization, comply with the rules and norms established in the organization.
• Economic Methods- material incentives for employees. Socio-psychological - accounting social needs employees, maintaining a healthy atmosphere in the team.

All methods are interconnected and their implementation in the management of the team is understandable. But there is also innovative methods personnel management. For example, setting goals for an employee and manager for the next six months or a year. The employee sets a specific goal for the benefit of the organization. If it is achieved, the manager, for example, promotes him to the position or raises his salary.

• The method of quarterly reports works effectively. So the employee himself sets goals, learns how to properly manage time. As a result, he works more fruitfully and shows initiative. In addition, the need to report to the boss every quarter motivates you to show your best side. None of the employees go unnoticed. Everyone gets rewarded for their work.
• A wonderful method of personnel management is structured planning. Each department sets itself a specific goal that complements the goals of other departments for the benefit of the development of the organization. To organize work in departments, apply "team management". The groups unite those employees who have a similar view of achieving the goals of the organization.
• The method of situational management is applied only as problems arise. Functional management - each head of his department is responsible for certain functions.
• The method of comparison works excellently when the management system of a given organization is compared with a more advanced organization and the management system is recreated according to its example.
• The expert-analytical method involves the involvement of personnel management specialists. The expert examines the problems of the organization and gives an opinion on what methods are best managed in this organization.
• In practice, the method of functional cost analysis is often used. When experts determine which functions are not performed and why, unnecessary management functions are removed, the degree of centralization of personnel management.
• An excellent result is given by the method of creative meetings. Specialists and managers express their suggestions on how to improve the personnel management system, which gives rise to many creative ideas.

Every leader wonders how to effectively manage staff? To do this, it is necessary to apply all methods and styles of management in a complex manner. In addition, do not forget that you need to strictly follow the rules of ethics when communicating with employees. The right system of management, motivation, punishment and rewards will help create a prosperous company. The leader himself will not be able to achieve anything if his employees do not approach work creatively and with initiative. The main thing for a leader is to be able to interest, motivate and support employees.

Any organization or firm needs proper management, the purpose of which is to make more efficient production goods or provision of services. The expected result is not only an increase in the income of the enterprise or firm, but also the long-term goals of strengthening the market or expanding, even if this does not subsequently lead to profit. The rules on how to properly manage a company include a system of influences that would contribute to the achievement of the intended goals in the business, taking into account market conditions and without incurring significant losses. These business goals are set by the company's management in order to conquer a separate segment of the market for services or goods and, as a result, receive financial profit. To manage a company is to maintain the stability of some indicators and, at the same time, contribute to the growth of others.

Ways to manage a company

To manage a company is to find ways to influence it so that the company achieves its goals in changing market conditions, while maintaining its stability. To do this, you need to know how to properly manage a company. Usually the strategy of the company, which its owner puts in front of it, is to capture a certain share of the market, or to make a certain profit. Based on this, management should be such as to maintain performance indicators - labor productivity, trade margin, return on assets, etc. But at the same time, it also contributes to the growth of other indicators - sales volume, company assets, and profits.

For a manager who wants to know how to manage a company strategically, it is necessary to know what exactly these indicators include, and what their expected or minimum values ​​should be. Achieve company goals different ways which must be subordinated to the company's management system. The very system of how to properly manage a company is as follows:

• You need to be able to make decisions and organize the work process.
• Be able to regulate or supervise the activities of the company and employees.
• Establish feedback - compliance with the control of the company's activities and work by the employees themselves.
• It is necessary to clearly set goals for each of the stages of work, based on the business strategy of the company. These goals should be regularly communicated to all employees of the company. If clear guidelines are given for the team, then within this framework, your employees will be able to make decisions on their own.
• You also need to involve your employees in discussing the plans and goals facing the company as a whole. Such a discussion will give a sense of collective responsibility for success in achieving these goals.
• In how to run a company, it is also important to determine the core values ​​of your company, which your employees and you should be guided by when making decisions. This will help rationally expand and improve your business and give it a clear system.
• You also need to keep an eye on competitors in the industry. And find out if your company will do things differently than most of companies in this market segment.
• You also need to try to analyze whether this business strategy will give a real return. You also need to think about one more thing - the company and its development strategy must have a certain potential in order to reach more high level, to another market segment or international market, and be able to grow after a certain period.

Personnel Management

But all good leaders know that making decisions and strategizing isn't everything, and it won't get done by itself. There are situations when a company is so difficult to manage that a single control center is not enough to ensure its activities. Therefore, after the decisions are made, the task of the head is reduced to the correct division of one case between the deputies. It is also important in personnel management:

• The task of each deputy is to divide the execution of tasks between his assistants and other employees, and control this process, up to the actual result. The main criteria for the initial division of responsibilities are production, supply, sales, etc.
• Therefore, in order to achieve goals and how to manage a company, you need to create functional structure enterprises. Responsibilities and duties in functional areas are shared among managers - this is how a hierarchical structure appears in management.
• The manager's job is to know the roles of each member of the team. This will allow you to successfully manage the process. Once responsibilities are assigned, there is no need to micro-manage. By changing something or periodically interfering, employees will not be able to make independent decisions, all the time focusing on you.
• The initiative of employees should only be supported. When making a team decision, the leader must support it. If you express doubts and this project will not be allowed to develop, then the team will lose the enthusiasm or confidence necessary for further steps. If you constantly insist that you single-handedly make all the major decisions, then you can lead your team to a dead end.
• There is no need to demand from your subordinates regular reporting, which would be a confirmation of the need for the development of the company. Indecision and lack of progress must be avoided.
• To some extent, the leader is also a psychologist. It is necessary to create a favorable working environment for each employee, ensure a healthy climate in the team, and establish strong contacts between company employees. These aspects will only contribute to an increase in productivity and improve the quality of work, will allow the formation of a creative initiative, and will give a significant production effect. It will be even better than the introduction of advanced technologies for labor automation.
• You also need to be able to choose the right staff for successful work and promotion of the company. It is necessary to properly organize the work of employees at all levels, monitor their motivation for effective performance in particular, and the entire company as a whole. You also need to be able to value the time of your wards and your own time. To do this, you need to clearly state the goals and objectives, the main ideas that need to be conveyed to the knowledge of all your employees. Also, it will not be superfluous to be able to listen to the opponent, organize your own work time and clearly follow the established plan of action without unnecessary deviations.

Now you know everything about how to properly manage a company. This will allow you to improve your own business or become a good leader big organization. Since everything in the team depends on the leader, and the success of the corporation is based on the actions of the manager.

The soldier who does not dream of becoming a general is bad. All your conscious life you have been striving for this, striving to manage. First, a small department, then a division, and now you are appointed to the most responsible position - the head of the company! Or another option. You have your own small business, which is growing and developing, you are initially the head of the company.
It's just the theater begins with a hanger, but the company begins ... No, not from the reception office, but from the boss.
Each enterprise needs competent management, which should be aimed at the effective release of the goods or services produced. In this case, the goal is not only financial return from the firm, but also qualitative current goals, even if they do not lead to profit.
According to the ideas of the ancients, the earth rests on three whales or elephants. But we have known since childhood that the Earth is a ball, well, or almost a ball that revolves around the Sun and the management of the company rests on a much larger number of these animals.
Every firm is a system. The system is not simple, but manageable. Team of specialists for effective work needs management and without a leader and organizer, they simply cannot work. In order for the name of your company not to be synonymous with the expression “Vain Labor”, you need to work every day and every minute of working time to increase labor efficiency and financial returns.
No enterprise can manage itself, it is managed by a system of management personnel - company managers.
What difficulties can be encountered on the way of management?
Firstly, in any company, even the simplest one, there are employees who are sometimes difficult to manage;
Secondly, the impact of external environment on the enterprise, although minimal, but it is also poorly manageable;
Thirdly, with the growth of the scale of the organization, it becomes less and less manageable and itself begins to manage the goals of the boss, trying to lead him away from the fulfillment of the assigned tasks.
Company management, first of all, means such an impact that would contribute to the achievement of business goals in a changing environment and without significant losses. Most often, the goals set by the company's management are to conquer a certain segment of the market for goods or services or to obtain the necessary financial profit. At its core, leadership is about keeping some indicators stable while others grow.

Functions of the management system - enterprise management

The first and most important is decision making. This is the prerogative of the chief, and this is where management begins. The hardest part of this is personnel management. After all, man is not a machine and software don't put it in it.
The second function is the organization of work. After the manager has made a decision, the correct distribution of powers between his subordinates, whether they are deputies or heads of departments, comes to the leading positions.
But, unfortunately, subordinates do not always accurately and quickly fulfill the duties assigned to them. And here comes the third function of management - regulation of work and control over their execution. The need for this is sometimes due to a contradiction between various instructions, various external influences and failures in work for reasons beyond the control of the performers. Organization feedback- from subordinates to the manager at the next stage of work becomes one of the main links in the chain of competent management. It provides a record of current work and allows the boss to always keep abreast of the company's activities.
Let's sum up the intermediate result. The conclusion from all of the above suggests the following: the company will successfully develop with well-set goals, on time decisions taken, proper organization of work, monitoring the current execution of tasks.
The next question that naturally arises in the future or current head of the company is what should he be like? What management methods and styles can and should be used to effectively manage a company? What are the daily requirements of life for a manager?

1. The leader must be a psychologist. Creating a favorable environment in the workplace for each specialist, ensuring a healthy climate in the team, establishing strong contact between employees of the enterprise - all this contributes to the growth of productivity and quality of work, contributes to the formation of creative initiative, gives no less, but even greater production effect than the introduction the latest technologies for mechanization and automation of labor.

2. The main human qualities of a leader are endurance, politeness, tact, self-criticism, self-discipline, exactingness, sensitivity - this list is endless. The ability to restrain the manifestations of one’s mood, not to be rude in communicating with subordinates, the ability to objectively evaluate one’s activities and the activities of one’s employees, critically assess one’s shortcomings – all this and much more contributes to the development of the correct style of company management.

3. Professional qualification. Solid knowledge in various areas of the company, economic, managerial, technical, political knowledge and skills are the distinctive features of the boss, good boss. Dynamic adaptation to rapidly changing business conditions, increasing the level of skills, knowledge and skills contributes to the successful work of the entire team.

4. The ability to create a close-knit team around you - competent selection of personnel for the promotion and successful operation of the company. From this follows the competent organization of the work of workers at all levels, their motivation for effective work at their workplace and the entire company as a whole.

5. The boss's motto should be - "in any case, there is an opportunity to do better than it has been until now", or "there is no limit to perfection."

6. Value your time and the time of your subordinates. A clear statement of goals and objectives will help you to do this. main idea that you want to convey to your employees. Here you will also need the ability to listen and not interrupt, organize your working time and follow the plan without significant deviations.

Every leader knows that leaders are not born, they are made. Thanks, for example, to a passionate desire to break out into the bosses, but most likely due to leadership qualities laid down in childhood, multiplied by education, worldly wisdom and acquired experience.

We know how the transfer of a business to a hired manager or the owner’s retirement from business can end. You often hear “horror stories” about how “the owner hired a hired director, and he flunked the business, after which the owner himself restored the business – and so several times in a row” or “the owner hired a director who turned out to be with character and demands freedom” . The owner in such a situation has questions: how to find and how to motivate the director? And most importantly - how to control? But first, he needs to understand that a business owner is also a position.

Our business, in general, is still young, and not all owners have managed to develop the skills to effectively control it. In fact, everyone works by trial and error and pays very dearly for getting new experience. But along with this, quite a few companies can already be classified as mature. They are characterized by the presence of a constant clientele, a well-defined list of products offered to the market and stable profitability. In such a state of business, its leader has problems of a new level, with which he is far from always able to cope. One of them is interaction with hired top managers.

TECHNOLOGIES FOR WORK

Typically, managers try to solve business development problems by introducing new technologies. However, both the restructuring of the company and the writing job descriptions far from always give the desired effect, and the use of techniques that are successful in the West can even lead the company to failure.

We do not agitate against the use of Western technologies in our conditions. But not everyone succeeds in successfully applying at least their elements. This is largely due to the large differences between their (Western) employees and clients from ours. Western business schools annually graduate a lot of specialists with an MBA degree, and they are similar, like parts from the same designer. They are easy to interact with and can be used to assemble various designs. We don't have it. Our employees are more like parts from different designers. It is not so easy to build something typical out of them.

Foreign experience in business control shows that this problem has not been fully resolved there either. Suffice it to recall the bankruptcy of Enron and WorldCom. And in the books of the famous marketer Jack Trout, there are many examples of how the world's giants lost in the market only because of the lack of possessory control over new marketing endeavors.

In the described situation, business owners need to build a control system on their own, not particularly counting on copying someone else's experience. And first of all, you need to organize effective control.

BUSINESS OWNERSHIP ZONES

First of all, you need to understand: in our conditions, a business owner is a position!

The peculiarity of this position is that its functions are often divided between the owner and managers, and as a result, it seems to dissolve between several people who may have different and even conflicting interests.

We specifically use the term "business owner" rather than "owner" to emphasize the differences in their roles.

You cannot be a business owner. One can be the owner of shares, money, property, brands, know-how, etc. But all this is not a business, these are only its resources. To turn resources into a business, you need to make them work in the interests of customers, partners and employees. This role is usually performed by top managers.

In different firms, the influence of owners and owners is distributed differently. For example, in joint-stock companies where there are many small shareholders, top managers actually become business owners.

There are many cases when managers “stealed” the business from the owners, for example, registered competing firms or brought the company to an extremely poor state, while receiving good personal income. This indicates that they were actually the owners, and not the owners.

To be an owner means to control only one of the zones of business ownership (see Table 1).

The second zone of business ownership is the activity to maintain it and establish the necessary connections. Typically, top managers are involved in organizing the work of a business. And in fact, they begin to play the role of co-owners, even without having a share in the property. This role of theirs, as a rule, is short-term, and they can act on the basis of their temporary interests. Often the discrepancy between the interests of the top manager and the owner is so great that it harms the business.

The third area of ​​business ownership is the key ideas on which it is based. These include the concept of a particular business, its brands, the system of relationships with employees, etc. Changing ideas can significantly distort a business far from better side. In Russian practice, not only top managers, but also marketers, advertisers, and personnel managers are actively trying to influence business ideas. If this is done without proper control by the owner, then strategic directions businesses may come under the control of individual employees.

To integrate work across different business ownership zones, it is useful to create a business owner manager position and an owner department. Some employees of the firm may be part of the owner's department part-time. In any case, it will be better to coordinate the work that belongs to the concept of “owning a business” than to let it take its course.

In order for him to be the owner of the business, the owner must perform the appropriate functions - the functions of the owner. Otherwise, the property may turn into "nothing".

OWNER'S RESPONSIBILITIES

The main responsibilities of the owner are control and development of the business. When we talk about them, we mean such an influence of the owner on the business that brings it to the state necessary for the owner. If the state of your business is as desired, then you are in control.

If the business suffers losses or there is not enough dynamics in its development, then, most likely, control is not sufficient. Business control is the impact on the business, and not just its revision and tracking of indicators.

Practical work with owners has shown that many of them do not fully understand their duties (opportunities) for the positive control of the business. Most have only a superficial understanding of the individual parts of this work, and not a comprehensive vision of it.

It is appropriate to compare control with a game of puzzles, where you need to assemble a picture out of many details (for example, out of 1000). A set of knowledge and skills modern leader- the same mixed puzzles, and build from them complete system not very simple, and if at the same time some of the details are lost somewhere, then it is completely unrealistic. It is necessary to at least partially arrange them and collect them into separate fragments.

Some owners see a way out in playing the role of top managers themselves. This gives them the illusion of control. In fact, they find themselves under the pressure of current problems and subordinate the interests of the owner to the momentary interests of the company's employees. In such a situation, clarifying the duties of the owner and separating them from those of the director is particularly necessary. Ownership control is the control of the framework of the business, its "bearing structures". The rest can be given to managers.

It should be noted that progressive top managers also want to clarify the role of the business owner and their relationship with him. This helps them organize their work and get top scores and corresponding remuneration.

WHAT IS BUSINESS?

There are many definitions of business, but not all of them help to competently solve the issue of its effective control. Depending on how you define this concept, how you will control the business. This is especially important when we are talking about ownership control.

The most common definition is “business is business”. Sometimes it is clarified that "business is any business." Perhaps this definition is the most correct from a philological point of view. But it is the most useless from the point of view of the owner's control of the business.

Indeed, the interpretation of business through "business" does not set any concepts and objects for control. It is not even clear whether such a business has at least some purpose, customers, product, etc. Anyone can invent this definition in a way that is beneficial to him. And, accordingly, draw up your own idea of ​​business control and how to implement it.

Let's try to give our own definition of business, which will be useful to us for possessory control. This is a technical definition aimed at introducing the basic concepts we need. It sounds like this: “A business is a set of transactions carried out on a regular basis. By definition, a business must be profitable.” So, business means a set of somewhat similar transactions that are carried out more than once. This means the following: if you do not have a profit, your activity is not a business yet. Perhaps this is some kind of hobby or self-realization in some activity, or maybe it’s a “preparation for a potential business.”

In terms of ownership control, our proposed definition of a business means that we must control a set of transactions and do so in such a way that they make a profit.

Interestingly, such business entities as a firm, company or organization are considered as mechanisms created for the implementation of these same transactions. Their work should be provided within the income received, but in such a size that the profit that satisfies the owner remains.

Before you start developing a system of business ownership control, you need to answer the question: “Where, in fact, is the business itself?” After that, separate it from the tools and constituent parts. Only then will you be able to properly build a system of possessory control.

ORGANIZATION OF CONTROL

When organizing control, the following should be taken into account:

1. An established business needs not only development, but also protection. Business stability comes to the fore. In addition to current profit, it is necessary to take into account both future profit and the value of the business.
2. Often the control of the business is replaced by the control of the director. Some owners say: "If the director does not fulfill my requirements, then I will fire him and hire a new one." After that, they formulate such requirements that others find it difficult even to understand. You can play this game for a long time without getting an acceptable result. The owner should control the entire business, not the director. Business is a very broad concept. The firm involved in the business is only a tool for its implementation. The director is part of the company's management department. By controlling only the director, you control almost nothing. In addition, the director may leave the company, and you will have to control another person, and control over the business may be lost. If you control the business, then you are much less concerned about who specifically acts as a director.
3. Positive control is about helping, not punishing. Now it is difficult to find ready-made leaders. You have to take those who partially meet your requirements, and then "grow" them. This is a special job for which repressive methods are not suitable. Positive control is more effective than repressive control.
4. Running a business is not like running an assembly line; perhaps a better analogy would be growing a garden or raising a child. For such work, many leaders will have to change the style of their activities. At this stage, the leaders of companies from heroes who personally bring victories to the company have to turn into coaches, for whom the success of their employees becomes the main personal success.
5. Business needs to be controlled and developed in all key areas:

• results;
• staff;
• market;
• production;
• finances and their use;
• business projects;
• security;
• business environment;
• management and the role of the owner.

TRANSFER OF BUSINESS TO HIRED MANAGER

The main problems associated with attracting a hired director are caused by the unclear definition of the responsibilities of the “managing owner”. Sometimes this position can almost completely pass to the new leader, and he actually becomes the new owner, which automatically causes tension with the owner.

It is advisable to transfer the business to a hired manager in the following sequence:

1. Preparing the business for transfer

Before transferring a business, it is useful to do a full audit of it. When the owner himself created and developed the business, he introduced many nuances into it, reflecting his personal style of leadership and doing business. These may be those areas of work that previously seemed promising to him, and those that he wanted to develop in connection with some personal interests. Perhaps they are not all effective enough or will not be effective without the personal participation of their creator.

On the other hand, like any person, the owner has issues that he did not want to deal with himself, and there may be various gaps in the business that need to be addressed before the transition. If the business is transferred without doing so, then the new manager will have to spend much more time and energy on them than the owner, if he manages to do it at all.

2. Creating and staging the work of the owner's department

While the owner himself ran the company, he might not even realize the need for such a department. His functions were distributed to all divisions of the company or carried out by him personally. Now, this department must effectively control and direct the development of the business without performing current operational functions.

The organization of the work of the owner's department depends on the specific business. To create such a department, you must first clarify the structure of the business and the technology for its control. Then you can form the structure of the department and define the responsibilities of employees. Only the owner of the business can work in the department itself. If you involve assistants in this department, then the participation of the owner in managing the business can be reduced to one day a week.

3. Selection of a new leader, training and transfer of operational management to him

Sometimes owners think that they need to find some special leader who will understand and do everything himself. This is an illusion. There are no such employees. Or they turn out to be "heroes", capable of harming a developed business and its owner rather than contributing to development and growth.

A new leader should be selected taking into account the conditions in which he will have to work. Perhaps not all candidates will agree to this. We need people who can work effectively according to the proposed rules. The system of payment and motivation of a new employee must be built specifically for him. The desire of managers to have some kind of ideal system of motivation is inappropriate here. Motivation should always be personal, and in such cases - especially.

It takes time to train a new employee. The final part of the training is conveniently built in the form of an internship at the workplace. The internship may coincide with the transfer of business management to a new leader.

4. Ownership control

All control procedures established by the owner must be followed at all times, without a game of trust or distrust. Another thing is that they should not unnecessarily distract the manager and employees or create an emotionally tense environment. It should be something taken for granted.

CONTROL SYSTEM EFFECTS

I constantly have to deal with managing owners and owner-directors who are not satisfied with the results of their business. At the same time, they always find a lot of reasons and explanations for any failures, and, as a rule, dissatisfaction with the work of managers appears on this list. But the owners of these companies do not take into account one important circumstance: before you demand changes from others, you need to change something (and sometimes even a lot) in your work. First of all, stop being a director for a while and take up your main (owner's) job.

Occupying the position of director, the owner has no right to forget that he also has the post of business owner! Combining these positions, the owner is obliged to effectively and competently combine the functions performed within their framework, remembering that these are different areas and types of work, involving different degrees of responsibility, different pace of decision-making, timing and methods of planning. So, if the director is worried about current profits, then the owner is also concerned about future profits (for several years ahead), and the ability to sell the business if necessary. Or maybe even what will be left to the heirs!

Very often, owners occupying managerial position in his business, the illusion of his sufficient control is created. With the decline in business efficiency, this illusion is very quickly destroyed.

Ownership and managerial control are not only different types of work, but also different systems thinking. At the same time, the thinking of the manager often prevails over the thinking of the owner. This imbalance needs to be corrected.

In cases where the owner does not work as a manager in his firm, he is all the more necessary to engage in positive control and business development.

Creating a control system involves several steps, including the development of the structure of the owner's department and the regulation of business control. The business control regulation is a list of typical measures taken by the business owner from time to time to improve its performance. These activities are carried out in all important areas of work: personnel, the market, finances and their use, production, security and the environment of the company, etc. (see table 2)

The development of this system is also necessary to control the work of subsidiaries and branches. Many owners lose a lot of money just because they have poor control and insufficient development of their business. Investing in a positive business control system is probably the most profitable from an economic point of view, not to mention the emotional state of the owner.

According to the materials of the magazine "Management of the company".

Ashridge Business School boasts that its graduates become successful leaders large companies in different fields of activity. Of course, not everyone can afford to study at schools of this level, but everyone understands that a lot depends on the ability to properly and effectively manage your company.

We offer you five tips for teaching, formulated by one of the best teachers of the Ashridge School Roger Delves.

The Importance of Priorities

Running a company, you will have to solve many problems and tasks on a daily basis. It is extremely important to realize the degree of their importance, and be able to prioritize. Tasks related to crises, conflicts and unforeseen problems should always be top priority. Things that do not affect the success of the company in any way should be relegated to the background.

How to determine the priority level of each task? You need to ask yourself how important it is to the main goals of the company. An important point that needs to be paid attention to in time management is the difference between the concepts of importance and urgency of tasks. Every important task (for example, a large project) needs to be started in advance so that last days it didn't become urgent, and it didn't become a time waster that you could spend on other important things. But helping a colleague is often an urgent matter, but not always important (for the purposes of the company).

The ability to plan time will help you learn to pay enough attention to important tasks and manage to complete urgent tasks on time. Be sure to lead calendar plan, where you enter all tasks in order of their priority, indicating the deadline for completion.

Become a "guru"

In the face of their leader, employees should see a mentor. Many managers make the mistake of trying to win the respect of their subordinates - they provide their staff with ready-made answers to all their questions and tell a clear plan for completing this or that task. Thus, you will not become a real "guru" for your team.

But if, under your guidance and mentoring, the subordinate himself came to the right decision, then you can be called a truly effective manager. The mentor must create an atmosphere in which the team can think constructively and find the right methods to complete the tasks.

Task delegation

Task redirection is very useful in terms of improving work efficiency. You not only free up your time for other issues, but also allow your employees to develop themselves and reach new heights. However, the main thing here is not to make a mistake. It is necessary to set a goal for the subordinate, which he must achieve by performing a specific task, and not to give detailed instructions.

good manager must understand which tasks can be delegated and which cannot. For example, planning and evaluation of personnel actions should always remain only under the control of the manager.

Communication

Communication within the team is an important element of any company. Be careful and serious about building relationships with staff, because the success of the company largely depends on this. During the conversation, constantly maintain eye contact, use active listening (when your interlocutor speaks, do not just listen, but also ask clarifying questions).

Try to open up to the interlocutor and let him do the same. There are people who are listening, and there are those who are just waiting for their turn to speak. In a company, all employees should be of the first type, and only then will effective communication be built.

Learn to understand body language and unconscious body movements, and you will begin to understand even what was not expressed in words.

situational management

At one time, an American social psychologist Douglas McGregor formulated the theory of motivation "X" and "Y", which is based on the fact that there will always be two types of people in any company: 1) lazy, trying to avoid work and dodge all sorts of tasks. Such employees work to get paid; 2) ambitious, ready to take initiative and responsibility. Such employees work to realize their potential and develop.

The essence of this theory is that different motives will always lead people to their goal, and it is important to be able to find individual approach to people of different types. The manager can choose one of the types of management - incentive or directive. In the first type of management, the main emphasis is on the comfort of subordinates, in the second - on achieving results. A good manager effectively combines both the first and second types of management.

It is important to be able to correctly assess the motivation of a subordinate, and then you will be able to achieve the maximum result from this employee with your actions. Some just need a little push on the idea, and they are already ready to take the initiative in their own hands and try to apply various ways achieving the set goal. Other, less active and ready to work employees require more thorough mentoring, support and assistance.