From six weeks on the pages of “PB” in the “Management of the Polish” looking for Polish school management companies. Meanwhile, although hard to believe, Polish management know and praise around the world today.
– Nkosazana Dlamini Zuma, President of the African Union Commission, urged recently at the EU level to Member States not talking about accepting immigrants just do what Poland – created jobs in Africa. So does for example. Ursus, which assembles tractors in Ethiopia – said Janusz Piechocinski, Deputy Prime Minister and Minister of Economy.
Respect for human
In comparison to global competitors Polish companies effectively may seem a lot more human. – The world is so shot on economic efficiency that forgets about other possibilities. It is worth to mention this second aspect of management. This is not about CSR, which so grown into my industry that I can not imagine business without a long-term good relationship with the local community.
It’s about creating new value while satisfying their needs. In the mining industry buys up land, grub up the forest, giving a fishing rod. And what? People from the Philippines or Indonesia, who fled with three-field system, they can not find a job. It was not until some time, it is noted that it is not enough to pay for the land. These people need to give a chance for a decent life – says Herbert Wirth, President of KGHM. On the men also indicates Justyna Grabkowska, managing director Scotwork Poland, a consulting firm specializing in the negotiations.
– Poland has made a quantum leap and developed a management model that could be copied at least in the countries of Central and Eastern Europe. To do so, we must rely on the cooperation of local government with the current on their territory firmami.Jeśli our efforts have been focused on the development of communication between business and local governments, also using EU money to strengthen these ties for the benefit of living in these areas of people management model stepped out beyond economics, would come to the level of the social contract – says Justyna Grabkowska.
Also Krzysztof Domarecki, founder and president of the board of Selena, a producer of construction chemicals, stops at each business and was looking at him through a magnifying glass instead of using one clichés. – Before I started to realize Selena’s international strategy in 2000. I had defined and described differently than, say, the world. Milton Friedman, who spoke about the politics of unification of the world by global corporations. Perhaps from the perspective of corporate boards, deposited on high floors glass office buildings in New York, so it looks. I go down to the level of local sales representative or employee of the production line. And I see that the world is still multilokalny, not global – says Krzysztof Domarecki.
So, from the beginning of Selena’s strategy was multilokalna. – Takes into account the significant differences between countries, but not in management processes, only soft issues arising from cultural differences. Despite the bombastic declaration these issues are often overlooked by global companies.
This example. Hierarchical culture in Asia or the fact that in Brazil the majority of the labor force are descendants of Indians – people who came from agriculture or hunting, rather than craftsmen. This must be taken into account in communication with them. But this is not another management, because at the end of the production process must look like in Europe and achieve the specified performance – says Krzysztof Domarecki.
Careful and flexible
Andrew Przybyło, president of AB, a distributor of IT and consumer electronics, like to think long-term. – In the AB Group we set and we focus on care – in contrast to competitors and many companies outside the industry. We now see that it pays off in the long term, and short-term non-standard benefits are not worth the risks they entail – says Andrzej Przybyło. In his opinion, Poles should emphasize its flexibility and ability to manage change. To flexibility also applies Sebastian Mikosz, president of LOT.
– Poles lot of work, on time and effectively carry out their tasks. That is why, among others, dominate the construction market in Ireland. This is why in Warsaw restaurant service is better than the French, where very often we are dealing with an offended waiter. In European carriers such stories happened that the flight attendants asked to handing out newspapers on board the aircraft threatened to strike, because it is not their duty. Poles have a different approach to his work – says Sebastian Mikosz.
It’s hard to change
To make changes, you need innovation. When asked about her Polish managers admit that of course is needed, but with reservations. – That word – humbug. Everything new is innovative and therefore it is difficult to measure. But of course it is always good when we introduce new solutions that are more thrifty and effective – says Jakub Karnowski, president of PKP. Slawomir Harazin, vice president of Action, says the innovative economy requires innovative people.
– For creative potential could be activated, we need favorable conditions. Over the past 25 years, the free market in Poland wanted to catch up with the West economically. We have completed a lot of good work, but the pace of that self-imposed, would enslave the creative potential of employees, against whom questions are strict, but also short-term business objectives.
Meanwhile, innovative idea formed when the head is free from current standard, and thus tedious tasks. By creating a management system for the next 25 years, you need to put on such a reformulation cycle that workers have time for strategic thinking. And in teams at various levels of the organization, not only at the level of management – suggests Slawomir Harazin.
Thomas Pruszczyński, co-founder and shareholder of SARE, company specializing in e-mail marketing, but concludes: without modernity or move .
– The greatest chance of standing in front of our entire economy are new technologies. Just moving the country in the tracks of innovation and modernity will allow us to continue our growth, yet driven primarily by lower labor costs. This, however, is not adequate fuel for long-term growth – says Tomasz Pruszczyński. Except that sometimes lack incentives to fuel this change.
– All the time we are spoiled by customers, particularly export industries. Low costs are a major factor of competitiveness. This makes some lose motivation to think about other elements of competitiveness. Since going well cost optimization process that I have the motivation to pack in projects that will ensure that I will be innovative – says Bartholomew Baudler, a member of the Polish Chamber of Steelworks and Managing Director Kersten Europe.
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