Firemn\u00e1 kult\u00fara je z\u00e1kladom \u00faspe\u0161n\u00e9ho pracovn\u00e9ho prostredia. Ovplyv\u0148uje vz\u0165ahy medzi zamestnancami, sp\u00f4sob komunik\u00e1cie a celkov\u00fa atmosf\u00e9ru vo firme. Ak je spr\u00e1vne nastaven\u00e1, podporuje motiv\u00e1ciu, spolupr\u00e1cu a zdrav\u00e9 pracovn\u00e9 vz\u0165ahy. D\u00f4le\u017eitou s\u00fa\u010das\u0165ou firemnej kult\u00fary je aj v\u00fdber vhodn\u00fdch ved\u00facich pracovn\u00edkov, ktor\u00ed by mali by\u0165 nielen odborn\u00edkmi, ale aj psychicky odoln\u00fdmi l\u00eddrami schopn\u00fdmi vies\u0165 t\u00edm. No \u010do sa stane, ak sa do ved\u00facich funkci\u00ed dostan\u00fa \u013eudia, ktor\u00ed na to psychicky nemaj\u00fa? V\u00fdsledkom m\u00f4\u017eu by\u0165 toxick\u00e9 vz\u0165ahy, frustr\u00e1cia zamestnancov a pokles v\u00fdkonnosti t\u00edmu.<\/p>\n
V pracovnom prostred\u00ed sa stret\u00e1vame s r\u00f4znymi typmi ved\u00facich a koordin\u00e1torov. Niektor\u00ed s\u00fa prirodzen\u00fdmi l\u00eddrami, ktor\u00ed dok\u00e1\u017eu motivova\u0165 a efekt\u00edvne riadi\u0165 t\u00edm. In\u00ed sa v\u0161ak spr\u00e1vaj\u00fa tak, akoby im patrila cel\u00e1 firma \u2013 hoci v skuto\u010dnosti maj\u00fa len minim\u00e1lnu moc.<\/p>\n
\u010casto po\u010d\u00favame, \u017ee na tieto poz\u00edcie nie je dostatok vhodn\u00fdch kandid\u00e1tov, a tak s\u00fa obsadzovan\u00e9 do\u010dasne alebo osobami, ktor\u00e9 na ne nie s\u00fa ide\u00e1lne pripraven\u00e9. Mo\u017eno je to len v\u00fdhovorka, no faktom zost\u00e1va, \u017ee spr\u00e1vne obsadenie t\u00fdchto postov je k\u013e\u00fa\u010dov\u00e9 nielen pre dobr\u00e9 fungovanie kolekt\u00edvu, ale aj pre celkov\u00fd \u00faspech firmy. Ak t\u00edm nefunguje efekt\u00edvne, neovplyv\u0148uje to len atmosf\u00e9ru na pracovisku, ale aj produktivitu a finan\u010dn\u00e9 v\u00fdsledky spolo\u010dnosti. Ak t\u00edm nefunguje tak, ako m\u00e1, znamen\u00e1 to nielen frustr\u00e1ciu zamestnancov, ale aj re\u00e1lne finan\u010dn\u00e9 straty pre zamestn\u00e1vate\u013ea \u2013 a mo\u017eno ani nie tak mal\u00e9, ako by sa mohlo zda\u0165. Je teda v z\u00e1ujme firmy, aby zabezpe\u010dila, \u017ee kolekt\u00edv a vedenie funguj\u00fa efekt\u00edvne.<\/p>\n
Ved\u00face poz\u00edcie, najm\u00e4 v strategick\u00fdch podnikoch, by mali by\u0165 obsadzovan\u00e9 na z\u00e1klade d\u00f4sledn\u00e9ho v\u00fdberu, vr\u00e1tane psychologick\u00fdch testov. V prostred\u00ed energetiky a \u010fal\u0161\u00edch kritick\u00fdch odvetv\u00ed je k\u013e\u00fa\u010dov\u00e9, aby ved\u00faci pracovn\u00edci zvl\u00e1dali stres, vedeli efekt\u00edvne komunikova\u0165 a nepren\u00e1\u0161ali svoje osobn\u00e9 frustr\u00e1cie na t\u00edm.<\/strong> Bohu\u017eia\u013e, nie v\u017edy sa tak\u00e9to krit\u00e9ri\u00e1 dodr\u017eiavaj\u00fa, \u010do m\u00f4\u017ee ma\u0165 dlhodob\u00e9 negat\u00edvne dopady na v\u00fdkonnos\u0165 aj firemn\u00fa kult\u00faru.<\/p>\n Ak ste si pri \u010d\u00edtan\u00ed tohto opisu spomenuli na niekoho konkr\u00e9tneho, mo\u017eno sa v \u0148om prejavuje niektor\u00fd z nasleduj\u00facich syndr\u00f3mov alebo psychologick\u00fdch javov.<\/p>\n Ke\u010f sa tak\u00edto \u013eudia dostan\u00fa do ved\u00facich poz\u00edci\u00ed, firemn\u00e1 kult\u00fara sa za\u010dne postupne zhor\u0161ova\u0165. Zamestnanci str\u00e1caj\u00fa motiv\u00e1ciu, c\u00edtia frustr\u00e1ciu a doch\u00e1dza k zv\u00fd\u0161enej fluktu\u00e1cii. Namiesto spolupr\u00e1ce a podpory sa vytv\u00e1ra atmosf\u00e9ra strachu a ned\u00f4very. Ak firma dlhodobo toleruje tak\u00fdchto ved\u00facich, st\u00e1va sa miestom, kde preva\u017euje chaos a neefekt\u00edvnos\u0165.<\/p>\n \u2705 Ignorova\u0165 ich ego<\/strong> \u2013 \u010dasto sa spr\u00e1vaj\u00fa nadradene, preto\u017ee t\u00fa\u017eia po uznan\u00ed. Ak im ho ned\u00e1te, m\u00f4\u017ee ich to demotivova\u0165. Ak sa v\u00e1m zd\u00e1, \u017ee niektor\u00e9 opisy sedia aj na v\u00e1s, ni\u010d nie je straten\u00e9<\/strong>. Reflexia je prv\u00fd krok k zmene. Spoznali ste v tomto \u010dl\u00e1nku niekoho zo svojho pracovn\u00e9ho prostredia? Nap\u00ed\u0161te n\u00e1m svoje sk\u00fasenosti alebo n\u00e1zory! Ako by ste vy rie\u0161ili pseudo-mana\u017e\u00e9rov vo firme?<\/strong><\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" Firemn\u00e1 kult\u00fara je z\u00e1kladom \u00faspe\u0161n\u00e9ho pracovn\u00e9ho prostredia. Ovplyv\u0148uje vz\u0165ahy medzi zamestnancami, sp\u00f4sob komunik\u00e1cie a celkov\u00fa atmosf\u00e9ru vo firme. Ak je spr\u00e1vne nastaven\u00e1, podporuje motiv\u00e1ciu, spolupr\u00e1cu a zdrav\u00e9 pracovn\u00e9 vz\u0165ahy. D\u00f4le\u017eitou Continue Reading \u2192<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":true,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-973","post","type-post","status-publish","format-standard","hentry","category-nezaradene"],"_links":{"self":[{"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=\/wp\/v2\/posts\/973","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=973"}],"version-history":[{"count":5,"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=\/wp\/v2\/posts\/973\/revisions"}],"predecessor-version":[{"id":978,"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=\/wp\/v2\/posts\/973\/revisions\/978"}],"wp:attachment":[{"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=973"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=973"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.noveodbory.sk\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=973"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\n<\/div>\n1. Syndr\u00f3m \u201emal\u00e9ho \u0161\u00e9fa\u201c (Petty Tyranny)<\/strong><\/h2>\n
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\n<\/div>\n2. Dunning-Krugerov efekt \u2013 \u201e\u010c\u00edm menej vie\u0161, t\u00fdm viac si ver\u00ed\u0161\u201c<\/strong><\/h2>\n
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\n<\/div>\n3. Syndr\u00f3m pseudo-mana\u017e\u00e9ra<\/strong><\/h2>\n
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\n<\/div>\n4. Syndr\u00f3m kompulz\u00edvneho kontrol\u00f3ra<\/strong><\/h2>\n
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\n<\/div>\n5. Efekt pseudo-d\u00f4le\u017eitosti (Hubris Syndrome)<\/strong><\/h2>\n
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\n<\/div>\nDopad na firemn\u00fa kult\u00faru<\/strong><\/h2>\n
\n<\/div>\n\u010co s t\u00fdm? Ako sa postavi\u0165 k tak\u00fdmto \u013eu\u010fom?<\/strong><\/h3>\n
\n\u2705 Stanovi\u0165 hranice<\/strong> \u2013 ak ich funkcia nie je mana\u017e\u00e9rska, pripome\u0148te im to (slu\u0161ne, ale jasne).
\n\u2705 Neb\u00e1\u0165 sa poveda\u0165 \u201enie\u201c<\/strong> \u2013 ak v\u00e1m zad\u00e1vaj\u00fa \u00falohy mimo svojich kompetenci\u00ed, nev\u00e1hajte ich odmietnu\u0165.
\n\u2705 Zdokumentova\u0165 probl\u00e9my<\/strong> \u2013 ak ich spr\u00e1vanie prech\u00e1dza do \u0161ikany alebo nar\u00fa\u0161a pracovn\u00e9 prostredie, je dobr\u00e9 ma\u0165 d\u00f4kazy a informova\u0165 nadriaden\u00fdch.
\n\u2705 Po\u010dka\u0165, k\u00fdm ich realita dobehne<\/strong> \u2013 ak nie s\u00fa skuto\u010dne kompetentn\u00ed, \u010dasom sa to prejav\u00ed a ich spr\u00e1vanie ich m\u00f4\u017ee diskreditova\u0165 samo.<\/p>\n
\n<\/div>\nA \u010do ak sa v \u010dl\u00e1nku spozn\u00e1vate vy sami?<\/strong><\/h3>\n
\nMo\u017eno je \u010das zamyslie\u0165 sa nad t\u00fdm, ako v\u00e1s vn\u00edmaj\u00fa kolegovia<\/strong>, a upravi\u0165 svoj pr\u00edstup. Dobr\u00fd l\u00edder toti\u017e nie je ten, kto si vynucuje re\u0161pekt, ale ten, kto si ho prirodzene zasl\u00fa\u017ei.<\/p>\n
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