Vloga svetovanja in svetovalcev na področju menedžmenta pri uvajanju organizacijskih sprememb
DOI:
https://doi.org/10.37886/ruo.2021.031Ključne besede:
menedžment, organizacija, proces, spremembe, svetovalec, svetovalna dejavnost, uvajanje spremembPovzetek
Raziskovalno vprašanje (RV): Ali v organizaciji potrebujejo zunanjega svetovalca za izvedbo organizacijskih sprememb na področju menedžmenta?
Namen: Preučiti značilnosti in vlogo zunanjih svetovalcev pri uvajanju organizacijskih sprememb na področju menedžmenta.
Metoda: Opravili smo sistematično meta analizo domače in tuje strokovne literature. Literaturo smo izbirali preko javno dostopnih bibliografskih baz podatkov Web of science, Elsevier, Jstor, Emerald. Uporabili smo naslednje ključne besede: Organizational Change, Consultant, Management, Introduction of changes, Process, Consultancy industry.
Rezultati: Glede na ugotovitve iz naklonjenosti do svetovanja na področju menedžmenta povzamemo (Kubr, 2002, Jang & Lee, 1998, Furusten, 2013, Canato & Giangreco, 2011), da je svetovanje smiselno v primerih, ko organizacija potrebuje hiter dostop do specifičnih znanj: strateškega upravljanja, informacijske tehnologije, finančnega upravljanja, trženja in distribucije, e-poslovanje, upravljanja človeških virov, upravljanja znanja, produktivnosti in upravljanja uspešnosti, upravljanja celotne kakovosti. Ne strinjajo se vsi (Bloomfield & Danieli, 1995, Phelan, 2013), da za zgoraj navedena področja res potrebujemo svetovanje. Glede na ugotovitve iz kritičnih stališč do svetovanja na področju menedžmenta je možno povzeti splošno ugotovitev, da je storitev svetovanja neoprijemljiva in je izide težko napovedati. Menedžerji naj bi večinoma ravnali v svojem interesu pri uvajanju svetovanja v organizacijo (Whittle, 2006, Leiby, 2018). Avtorja (Grint & Case, 1998) navajata visok odstotek neuspehov svetovalnih projektov, saj 70 % projektov svetovalnega menedžmenta propade.
Organizacija: V organizaciji je nenehno potreben poglobljen razmislek o tem, ali pri uvajanju izbranih sprememb potrebujejo zunanjega svetovalca.
Družba: Napredek in uspeh je v organizaciji možno dosegati brez zunanjih strokovnjakov in novih pristopov, z uporabo načela »zdrave kmečke pameti«. S tem načelom naj bi posvečali implementacije te modrosti v svoje procese menedžmenta.
Originalnost: V ugotovitvah izpostavimo ključne dejavnike, ki naj bi jih upoštevali pri uvedbi organizacijskih sprememb na področju menedžmenta.
Omejitve/nadaljnje raziskovanje: Ugotovitve raziskave temeljijo na teoretičnih spoznanjih izbranih avtorjev iz področja organizacijskih sprememb na področju menedžmenta, medtem ko naj bi v nadaljnjem raziskovanju opravili empirično raziskavo.
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