Director General 0
Understanding the true meaning of the manager of upcoming changes, the opportunity to discuss them with Director General using the same terminology – an important factor motivating the manager. Payments as one of the factors motivating goals are achieved if, the employees receive their promised reward. Most often, staff is ready to concentrate on achieving their goals if those goals are not unrealistic. Too difficult goal to achieve that probability is very low, do not motivate staff. Material motivate employees to achieve the goals may be supplemented by non-material, but it still must be approved during the hiring. One of the most important steps in a time of change – improving communication competence of top managers.
Even if all they are professional enough and are interested in achieving this goal, the elementary failure to agree may prevent them succeed. Differences leaders due to different approaches to the problem, work experience, managerial competence are solvable. Lack of a uniform terminology for all managers can lead to such failures work, because of which the leadership will have to return to the starting point and begin the process of change by finding common means of expression. The Director General or head of personnel should be in early discussions with managers of changes to clarify the meaning of the terms used. For example, when discussing the reduction of specific cost items all managers should involve the same articles and know exactly what meant by their decrease in this case. In the process of change management structure of all must be absolutely clear which business processes are affected by the reorganization, as will be lined up relationship between the new units and the distribution of roles liquidated departments, to what extent the changes will affect employees. Concept is based on matching the objectives are the key decisions management made regarding incentives for the company. You must first determine the number of hierarchical levels, which will be stated goal.
