This is one of the most fascinating to see who has the ability of top management to identify elements such as the ability of a strong direction of Human Resources able to coordinate the growth plan.

 

A strong direction of Human Resources, for me and the key to a company, the success of a company. Many put the emphasis in the product, the ability to guide a leader, built into a brand, in an aggressive commercial strength. I put it in the direction of human resources. After the birth of an idea from someone who represents the company, and after searching in empowering the people, structure, in dealing with them grow or produce them, in succession to create focuses on savoir faire.

 

Strong safety DRH by the shareholder because he knows that the management of men and in good hands and that the structural adjustment to changes dell'intorno will be managed to seek the maximum return for investment. From a safety who also works because we know they have an independent and referencing that the mood changes or superiors.

 

In times of crisis already has internal causes or is so because the crisis in and around the trend and change and change all the functions and create a domino effect when a Top Manager changes. These natural forces are to be thwarted by a strong DRH making prevail the construction of new strategies with internal resources and that ensures a process of evaluation of the entire management and staff rigorous.

 

In these significant changes the individual story is lost, the individual work is lost. Not having more history will clear the gas that a better and motivation of management and staff. If one does not feel more later if he does not know that his previous work has been appreciated, if it can not trust his superior and know what they will settle for a pact giving / donor motivation collapses, the intensity of work collapses, the discontent in installing person easily spread to her around, this is the cancer Demot and is spreading.

 

What company can endure in a time span of time at least changes in all aspects of Top Management, by at least five CEOs of the group leader, at least three in the subsidiary, at least three commercial directors, at least three directors of human resources, at least in many production In the product, at least two rounds in the heads of markets and markets within the same event? If no more conform to a change of people, but we put ourselves in a more fundamental change in the form of work, ie and structures and easy to understand that the disaster and served.

 

This can be avoided if the DRH and who has authority for the shareholder to be the guarantor of the proper functioning of society. If this is overtaken in this tsunami, the tsunami moves the company via a metro a metro.

 

Why later and easy to find other responsibilities. But the product is not there? But there are no investments? But there are no people? Many cock, because the products they are people, investments are always there, and people there are always more or less valid, and not possible that all those Top Manager in turn has made the hilt in seats.

 

Perhaps think that I lost the thread, passing of the central and who to blame, other than the strength of DRH, but like that and at the heart of this process and logical path.

 

This fault and who is two conceptions of how to structure the career of a manager: multidisciplinary or discipline. Un po 'the debate among European university systems generalists or specialists those Americans. I know some famous' all or very little of both.

 

This simplicity in speech may also be simplicity in the solution. Indeed, companies are structured to macro sometimes have points of connection and a cognitive function of managing director. The career path sendo done to reach the Top.

 

A multifunctional path suited to a profile out the forms, someone really bright that it may become CEO. The path monofunzionale and suitable for those one step below those brilliant to be the first levels. Unfortunately for the CEO or one there, and experience with two matrix structure to become difficult to manage in the Latin countries and smashed many times.

 

I lost it again? No. Indeed, if one takes let me say a bon manager, but not a brilliant and makes a multi-functional consequences can be disastrous. This often happens when you want to exchange staff functions with commercial ones or those with technical trading. Exclude cases reversed because they are less frequent, sendo the trend of business managers more reluctant to lose the privileges of the area.

 

When the commercial marketing or operates as an accountant, safely under control poison, the bureaucratic function that are part of the body dynamics, this ends up swelling and the results accordingly.

 

Same result when management is ingenerizzata.