management consultancy and crisis management solwic-team at Hameln

solwic - Management System

Preview

  • Traditional management concepts are no longer effective
  • Active leadership is strong, concentrated, focused and flexible
  • Moderative management style" denotes the correct balance between staff autonomy and management
  • All relevant management activities are described in the House of Leadership
  • Effectuation and managing complexity complement classical management instruments
  • Management system and management training must follow the same principles

Current situation

Established management methods no longer meet the requirements of day-to-
day management because

  • the effectiveness of target agreements is declining
  • staff increasingly require less management
  • the predictability of what will happen is declining
  • the half-life of commitment is declining
  • plans fail and the money spent on planning is wasted, at least in part
  • unanticipated events are increasing in number, but still have to be managed successfully
  • uncertainty has now become a permanent feature of day-to-day company life and management

Managers find themselves in situations in which they barely know which way to turn. Even so, they have to overcome challenges on a daily basis. Even so, they have to provide a point of orientation for their staff and give them direction. Even so, they must take decisions, and the expectation is that these decisions will make a positive contribution to current and strategic commercial aims.

Increasing complexity occupies managers' time. Flexibility has a more beneficial effect on income than strategy. Action must be taken in real time. Anticipating interactions while doing so is extremely difficult. In situations of this sort, it is no longer possible to consider the entire theoretical range of reasonable management action and use it in a forward-thinking way. Situational Leadership Style, which has been very successful until now, is no longer suitable for the demands that managers have to meet. Dealing with the current situation is becoming the key dimension of day-to-day management.

This is the challenge for which a management system must provide answers. It explains why the solwic team has designed a new, modern management system.

solwic - Management System

Active leadership means taking strong action. Only something that is strong can get things moving, reach other people and get them moving, too. Moving in the right direction. The orientation for Dynamic Leadership is provided less by aims or plans, since it is not certain whether they will ever be achieved in the first place. Rather, orientation is provided by the "vision" or, to put it in more down-to-earth terms, the object of a company. This allows managers to concentrate on what is important - and not to allow themselves to become distracted. Leadership is reduced to its essentials without a lack of focus, which makes both managers and their staff dissatisfied. Dynamic Leadership is concentrated, focused and flexible.

The House of Leadership

The House of Leadership comprises the solwic management system's principles, tools and alternative actions. Just as a house stands on a piece of land and has a solid foundation, supporting walls and a protective roof, so the House of Leadership consists of four levels that together constitute the solwic management system.

The function of the piece of land is represented by the Management Style. Management Style is an expression of the culture that managers and their staff experience. Contemporary management is guided by the "Moderative Management Style".

The foundation accommodates the management principles. These principles develop from the management culture and simultaneously help to shape it.

The main structure stands for the management organisation, in other words, the rules and the collective framework for action of the solwic management system.

The roof contains the management instruments, i.e. the individual options by means of which the management culture, management principles and management organisation are translated into actions and implemented.

The "Moderative Leadership Style"

"Moderative" means "moderate" on the one hand and "moderating" on the other.

"Moderate" means suitably restrained. An old Chinese proverb says words to the effect: running a company or a division is comparable to preparing a good fish soup - you should stir it up as little as possible. That goes to the heart of the matter. Most managers have trained, independent people to lead. Even if that is not the case, management is responsible for developing training and autonomy.
In a modern company, management that wants to control individual members of staff is just disruptive interference. The management principle "strengthening strengths", which has been entirely reasonable up to now, falls down in the face of the systemic recognition that staff already organise their fields of work and their collaboration according to this principle. Only if the principle is exaggerated or does not function in individual cases, must management intervene.
One important aspect of the Moderative Management Style is managing "moderately". Moderate leadership is defensive and represents observation and support.

"Moderating" is the second important aspect of the Moderative Management Style. Management must align the activities of the staff with the aims of the company or the division. Moderating also means encouraging cooperation between staff within and across divisions. In the Moderative Management Style, "moderating" is the counterpart to "moderate". Here, managers take decisions and act offensively, i.e. with strength and in a way that provides direction, so that the staff can develop in line with the object of the company.

Management principles

The guiding concept of the solwic management system is the moderative principle. Other management principles, which express the basic approach of the manager, can be added to it. Which principles these are can vary from one company to the other. The following fundamental approaches to management express strong basic principles that correspond with "Dynamic Leadership":

  • management ensures that aims are reasonable if there is sufficient predictability and certainty in planning (linear situations)
  • management ensures that actions are reasonable if there is insufficient predictability and certainty in planning (non-linear situations)
  • management ensures that the activities in one's own area of responsibility make a contribution to the company's earnings
  • management ensures that challenges and problems are addressed and are handled with a fundamental understanding of how to find a solution
  • management consistently keeps an eye on credibility and ensures that the working climate is underpinned by trust

Management organisation

This area of the solwic management system concerns the rules that ensure in a uniform and authoritative way that management has a transparent and comprehensible framework. Just like new building land that is being developed. Streets and paths are built, i.e. orientation and authority are provided.

The rules of management organisation will vary from company to company. Examples include remuneration systems, performance measurement systems, business values, balance score cards and staff interviews. It is important that the rules do not contradict the moderative management style or the management principles that apply.

Management instruments

While management organisation can be seen as a collective level of action, management instruments describe the individual alternative actions open to managers. The solwic management system makes a distinction between classical and modern management instruments.

Classical management instruments include target agreements, delegation, control, information, feedback and encouraging and developing staff individually.

Modern management instruments include effectuation and managing complexity, with the associated understanding of how to handle unexpected situations and with methods for solving problems and making decisions.

Classical and modern management instruments are effective in different situations and complement one another.

Conclusion

The solwic management system is comprehensive (House of Leadership) and contemporary (Effectuation, Managing Complexity). It helps management to concentrate on what is essential, without a lack of focus, to find the right balance between cautious restraint and decisive action and to deal with unexpected situations.

The principles and instruments in the House of Leadership are comprehensible. They ensure that the context and effect of management become and remain evident. Basic principles and instruments can be adapted and extended individually.

management consultancy and crisis management solwic-team at Hameln

solwic-team pg.| Schultheißenstr. 50|D-31789 Hameln| Fon +49 (0) 51 51 / 67 68 3|Fax +49 (0) 51 51 / 67 84 62| E-mail  info@solwic.de 

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