Temporary management is the provision of temporary management resources and skills. Temporary management can be seen as a short-term assignment of a heavyweight interim executive manager proven to manage the transition, crisis or change period in an organization. In this situation, a permanent role may be unnecessary or impossible to find in a short period of time. In addition, there may be no one internally suited to, or available to take, the intended position.
Video Interim management
History
History's predecessors date back to ancient Rome, with ancient Roman leaders (Latin: publicanus, plural: publicani) or 'Roman contractor' involved to establish or maintain public buildings, providing troops abroad, or collecting certain taxes (such as tithe and customs). This system to let the contract was established well in the 3rd century BC.
The modern practice of temporary management began in the mid to late 1970s, when permanent employees in the Netherlands were protected by a long period of notice and the company faced substantial costs for terminating employees. Hiring a temporary manager looks like an ideal solution.
Since the 1980s, the concept and use of temporary managers as a resource tool for organizations has received attention from academic researchers and policy makers and practitioners. In 1984, Atkinson postulated the emergence of an organizational design consisting of core and peripheral labor, using various forms of contractual relationships (flexibility) internationally. Further examples of the study include Kalleberg (2000), looking at temporary, contractual and part-time work; and Bosch (2004) look at Western European "work" relationships.
A good example of temporary management that benefits from geo-political change is its use by German privatization agencies after East and West reunification, post 1989. Requests are made for interim managers in East Germany to implement the necessary management and required leadership competencies. to reorganize the company previously owned by the state. Demand continued to grow in the 1990s in Germany as the economy struggled to cope with unity, recession and ambitious economic forecasts for the 'new' economy. One outstanding example, mentioned by Bruns (2006) is the appointment of Helmut Sihler as interim CEO of Germany Telekom AG in 2001.
Maps Interim management
Temporary management value proposition
There are several factors that make management while offering increasingly popular and cost-effective for client organizations. These factors are characterized as 'value propositions' that temporary managers offer to their clients.
Although there are some variations in the interim management margin (with temporary workers, freelancers, contractors and consultants), the following factors are typical of the interim management value proposition.
- An interim manager can be in place in a few days compared to weeks or months, which is important when time constraints are paramount. Practiced to be immediately involved in this situation, they become effective quickly after joining a client organization. Because of their experience and expertise, the interim manager also performs and accomplishes tasks effectively and at the right pace.
- Interim managers typically operate on a senior level in client organizations, often over-qualifying for the roles they take. They often bring skills and knowledge that are not available elsewhere, to address certain skills gaps or problems. Their experience and expertise enable them to be productive and make a real impact from the beginning, maximizing the likelihood of success.
- Unencumbered by corporate politics or culture, temporary managers provide new perspectives and are able to concentrate on what works best for the business. As independent operators, they can contribute honestly â € <â €
- Instead of taking on the role of a pure adviser, the temporary manager is the manager responsible for managing a particular business or project. They are responsible for the results.
- Operating at or near the board level gives the interim manager the authority and credibility to make significant changes or transitions within the company. Unlike 'temp', they are not just there to 'hold the fort'. They actively add value to client organizations as a result of their skills and approaches, even when work and decisions are made difficult.
- Interim managers add value by using their expertise and expertise to help deliver results, solutions, services, or risk mitigation that provide a meaningful 'return on investment' for clients. The temporary manager is paid on the basis of understanding the goals and objectives that are being carried out and delivered, and not just by presence.
- Interim managers maintain high professional standards because their future work depends on successful references and track records. Therefore they have a share in the success of their assignment. This is very different from other 'temporary workers' who may also be looking for 'permanent employment' or are only motivated by day rates or extending their tenure.
Interim management assignment cycle
Temporary tasks vary within scope and requirements, including change management, 'gap' tasks, project management and turnaround management. The following stages of the 'life cycle of assignment' are typical of how the interim manager enters an assignment, achieves and implements the actual implementation, and finally leaves the task. Assignment should include a plan to make available resources to meet long-term goals.
The initial phase has much in common with consultation, as do the subsequent stages of project management, but the accountability and responsibility that interim managers have for successful analysis and the delivery of appropriate solutions, is what makes this stage unique in a typical management approach.
- Signed in. Prospective and Interim clients make initial contacts and seek sufficient conditions to allow the client to decide to involve the temporary manager (or not) to resolve the situation. This may involve a 'preliminary' assessment of what their client wants and the scope of the interim manager's contribution. It may also involve a due diligence process and an interview to ensure the temporary manager is the right one for the business. Usually the entry stage takes place during one or more initial meetings and results in temporary manager interim involvement.
- Diagnosis. The temporary manager examines the current situation to understand it, how it happens, what the requirements of various stakeholders are. At this stage a more detailed understanding of 'what the situation' is formed and the approach to overcoming it. Different problems or problems can be revealed at this stage than the client highlighted. The 'gap' task of this diagnosis can go hand in hand with immediate problems. Usually the diagnosis stage takes several days.
- Proposal. The temporary manager presents a more detailed proposal that serves as a goal and a temporary assignment plan. If this differs significantly from the original plan specified in the 'entry', the solution may involve different requirements of the interim manager or perhaps the end of the assignment. It is common that these 'proposals' can challenge the client's understanding of the situation, on the basis of the expertise of the interim manager. The interim manager takes responsibility for proposing the most likely effective solution, not automatically the one originally requested. In the case of 'gap assignment', such a proposal may simply describe how the temporary manager is a 'safe pair of hands'.
- Implementation. Interim managers manage interventions, projects, or solutions, track progress and conduct periodic feedback reviews with clients. During this stage, interim managers specifically exemplify their expertise, accountability, and effectiveness. Depending on his assignment, they become as close as possible to the situation as necessary, while remaining an independent practitioner. They can manage teams and projects, handle crises and change, or just 'hold the fort'.
- Sign out. The temporary manager, nearing the end of the project, ensures that the goal has been met, that the client is satisfied. This stage may involve 'handover of knowledge and training', the determination and source of 'business as usual' successors, and 'sharing lessons' in the process. The temporary manager focuses on the success of the assignment and not just his own term of office, which means that this stage can be done professionally and objectively. Often this is the end of a temporary manager/client relationship. Sometimes interim managers can continue to provide 'ad hoc' occasional consultations. Sometimes an interim manager is involved in a follow-up or further assignment, starting a 'life cycle' again.
Temporary management usage
There are a number of different business situations that can lead to the need for temporary managers. Usually this can be situations such as crisis management, sudden departure, illness, death, change management, managing change or transition, leave, MBO and IPO, mergers and acquisitions, and project management. The function of an interim manager is almost endless, so the scope of the skill sets of the interim manager is unique.
The concept of temporary management has its roots in England, Germany, and Belgium, and spread to other places, especially in Australia, the United States, France, and Ireland. In Spain recruitment increased by 68% in 2011, according to the management of Michael Page Interim, and since 2013 there is the first association called "Association Interim Management Spain". In Nigeria, the Institute of Corporate and Interim Management has been approved by the Federal Ministry of Education and established under the Federal Government Decree no. 1 of 1990, to promote the Company's practices and Interim Management in Africa.
References
External links
- Interim Executive Association
- Interim Management Institute
- The Interim Management Association
- Temporary Hub
- The Australasian Interim Executive Association
- Spanish Interim Management Association
- Nigeria Institute of Corporate and Interim Management
Source of the article : Wikipedia
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