In the modern world, dominated by modern technologies, traditional forms of running a business and managing specific areas of an enterprise do not work anymore. Management areas are blurring. The walls between the individual cells and the workers in those cells have collapsed. And the relationship between the manager and employees more and more often resembles a partnership relationship, and not blindly issuing and following orders.
In the past, management consisted of dividing work in the company into separate tasks. Then, these tasks were assigned to specific people and their work was monitored. It was managed in such a way that the tasks were completed on time and within a predefined budget. Currently, companies that stubbornly stick to the old business models, hierarchization and centralization are slowly losing their employees and customers. They lose them to companies that make them part of their organizational culture, giving them greater autonomy and a broader scope of responsibility. And though marketing environment and business are changing exceptionally dynamically, the three most important areas of management that require individual management strategies seem to be unchanged. They are people, the company's potential and the product.
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In the face of emerging opportunities and threats, enterprises are forced to constantly observe their surroundings. Basic strategic questions that are worth answering are helpful in this respect. These questions relate to the dominant operating model, product offer and markets. They also concern the sense of the company's existence today and the vision of its functioning in the future.
Company management areas and human resources
The task of managing people in an organization is to ensure that the right person is in the right position at the right time. It should also be a deliberate and systematic effort to ensure continuity of leadership in key positions and to encourage individual advancement. These areas of management - largely comprised of employer branding - are also manifested in managing the demand, supply and flow of talent.
In the era of constant evolution, a dynamically changing environment and high competitiveness, managing people and their talents is an important element of the strategic running of a company. The process of hiring new employees as well as promoting and building development paths for already employed people should be included in the company's strategic plans and be monitored on an ongoing basis in order to flexibly adjust to changing circumstances.
It is more and more clearly visible how the importance of personnel as a source of enterprise value, which is attributed not only to such assets as buildings, machines, equipment, patents or brands, is growing. Employees, not only at managerial levels, expect demanding, responsible, but also significant work, while balancing professional and private life.
The concept of maintaining a balance between personal and professional life can be introduced through the use of appropriate instruments. These include, among others: flexible organization of working time, holidays, benefits, alternative forms of childcare, financial and non-financial benefits. At the organizational level, the negative effects of the imbalance are: long-term sickness absence, reduced motivation to work, creativity and innovation of employees. Frequent absences of employees also lead to deterioration of contacts with customers and their loss, weaker integration of employees with the company's goals and less willingness to implement them, which results in lower profits and deterioration of the company's competitive position.
The company's potential as one of the management areas
In the conditions of the market economy, entities present on the market compete with each other on various levels, which at the same time constitute separate areas of management. In addition to the obvious competition for recognition in the eyes of the consumer (where, among others, referral marketing), there is no less significant competition at the enterprise level, e.g. in the area of acquiring or accessing resources. In the face of changes in the business environment, market participants should analyze on an ongoing basis and react appropriately to the observed phenomena. The mere accumulation of specific resources is not a sufficient condition for market success, and their proper allocation should also be dynamically managed to make the best use of their potential.
In a changing environment, opportunities arise every now and then that can be used by making specific strategic decisions. Well-established patterns and routines prove to be effective less and less. More and more often, one should risk and boldly break the patterns so as not to get ahead of the competition that lurks every stumble.
The product as one of the areas of company management
Product management is of strategic importance for the functioning of the company. It can have a decisive impact on the success of the entire company, both in the short and long term. Product management covers all spheres of activity, including: customers, market, competition, trends, strategy, business models, PR product.
The benefits of a well-organized product management process cannot be overestimated: creating products that better meet customer expectations, increasing turnover and profitability, gaining a group of satisfied customers who recommend your products to others, as well as winning and maintaining markets for the long term.
The essential element when it comes to the areas of product management is inventing innovative products and new functionalities of already existing products. Generating product ideas is the first step in the concept birth phase of the product life cycle. New ideas are the fuel that keeps your organization from stagnating. They also play a similar role marketing innovations.
In the field of product management, the basis of each created solution is an in-depth analysis of customers' needs and problems, which can be solved with the offered product. One of the solutions may be e.g. complementary productwhose introduction to the market will generate better sales of already existing products. In fact, you can win with your product in the market in two ways: it will either be cheap or it will be different.