Recent research at business schools

Recent research at business schools in the USA has shown that traditional management styles are rapidly becoming obsolete. In the traditional model, senior management exercises its authority to ensure that decisions are carried out by subordinates at lower levels of the company hierarchy. In large organizations, leaders should spend no more than 4 hours a day in their offices. The rest of the time, they should be out with their people, talking to lower-level employees and getting their feedback on problem areas. They should be making short speeches and handing out awards. Reliability is something that leaders must have in order to provide stability and strength to organizations. Leaders must be willing to be flexible but etiquette and consistency are important elements of large organizations. However, in today's rapidly growing business enviroment, it has become clear that coherence is something that all managers will have to live with and adapt to. In the modern digital organisations decision-making is no longer restricted to senior managers, and employees are not expected to blindly obeying orders from above.
Because of the increasing complexity of business, managers have had to delegate tasks to people at lower levels and to empower them to take the necessary decisions. It has become a system where what you achieve, in other words your performance, is what determines not only the respect that other people in the organization have for you but also how you are rewarded for the work that you accomplish. As one manager puts us, "Today you have to be very careful about what you say to someone who works for you because tomorrow that same person could be your boss!

Результаты (хорватский) 1:

Nedavna istraživanja u poslovnim školama u SAD-u pokazala je da tradicionalni stilovi upravljanja brzo zastarijevaju. U tradicionalnom modelu, viši menadžment koristi svoje ovlasti kako bi se osiguralo da se odluke provode podređenih na nižim razinama društva hijerarhije. U velikim organizacijama, čelnici trebali potrošiti više od 4 sata dnevno u svojim uredima. Ostatak vremena, oni bi trebali biti sa svojim ljudima, razgovarao s zaposlenicima na nižim razinama i uzimajući njihove povratne informacije na problematična područja. Oni bi trebali biti stvaranje kratke govore i predaja nagrade. Pouzdanost je nešto što lideri moraju imati kako bi se osigurala stabilnost i snagu da organizacija. Vođe moraju biti spremni biti fleksibilni, ali etiketa i dosljednost su važni elementi velike organizacije. Međutim, u današnjem brzo rastuće poslovne okruženju, postalo je jasno da je koherentnost je nešto što svi menadžeri će morati živjeti sa i prilagoditi. U suvremenom digitalne organizacija odlučivanja više nije ograničen na viši menadžeri i zaposlenici ne očekuje da slijepo pokoravaju zapovijedi odozgo.
Zbog sve veće složenosti poslovanja, menadžeri su morali delegirati zadatke na ljude na nižim razinama i osnažiti ih da se potrebne odluke. To je postao sustav u kojem ono što ste postigli, drugim riječima svoju izvedbu, je ono što određuje ne samo poštovanje koje su drugi ljudi u organizaciji imaju za vas, ali i kako se nagrađeni za rad koji ste ostvarili. Kao jedan menadžer nas stavlja, "Danas morate biti vrlo oprezni o tome što reći nekome tko radi za vas, jer sutra ta ista osoba može biti vaš šef!