スペインでは、経済危機のせいで経営実務に無関係な取締役や中間管理職の廃止·削減などで会社機構の再編合理化が進む
Se acabó la ‘carguitis’
Toca reducción de jerarquías en las empresas españolas
Los más afectados son los directores corporativos y los mandos intermedios
Carmen Sánchez-Silva 17 MAR 2013 - 00:00 CET
No more 'carguitis'
Touch hierarchies reduction in Spanish companies
Most affected are corporate managers and middle managers
Carmen Sanchez-Silva 17 MAR 2013 - 00:00 CET
The crisis and job losses that are hauling has caused a profound change in organizational structures of Spanish companies. A change that began with the firings of the base of the pyramid and is already having its effect on the cusps. The result is that you have imposed more horizontal management models with fewer hierarchical levels, as revealed in their study Odgers Berndtson 40 pieces to build a winning management, made from 232 interviews with CEOs of companies based in Spain. The conclusion is that 79% of these organizations has changed its corporate culture.
And this reorganization has resulted in the elimination of addresses "political" bit stuck to business, and middle managers in companies, explains Luis Soler, partner selection company executives. "The European vice presidents and managers are in danger of extinction," said Jose Medina more graphically, Chairman of Odgers Berndtson.
The departments most affected by the flattening of organizational structures have been mainly the commercial (for 64% of companies), whose networks have been halved, the area of operations and logistics (for 47% of them) and strategy and corporate development (for 40%).
With some templates depleted by the crisis, organizations flatten
"Companies looking to gain greater efficiency and speed of reaction to the market," says Marcos Sanz, director of Mercer talent. Have reduced common areas such as human resources, finance, technology, media, etc., many of them taking advantage to outsource many of the functions performed, and corporate managements have been deleted. "With the flattening begin to overrun charges that can be absorbed by other high profile," he says.
Repsol is the case, for example, has dispensed with a hiring manager responsible for the media to take the lead in the area of personnel and technology. Two in one. In Gamesa senior management and executive committee have been cut "to create an organization with a global vision of business, facilitating decision making," says the company. The drop in sales of wind turbines in Spain initially had its effects on the core staff of Gamesa, has now moved to its structure. For Grupo Siro, directors such as human resources, have disappeared from the steering committee, reserved for executives with greater powers.
And is that "the life of the manager has changed a lot in these five years. For starters, he had to lead by example (reduced salary, traveling less and cheaper, using lower-end cars ...). We also had to go much lower to the ground and sweat shirt, "says Soler.
This coincides Sanz, "only have gained this flattening organizational managers who have left to visit clients. Those who, in addition to managing, they get directly into the mud. Or are you a business person, or you go to the technical level, "he says. This is what has happened in the service sector, in the world of consulting, for example.
With the dramatic drop in domestic sales, regional offices and regional companies have disappeared or been reduced to a minimum, especially in sectors such as finance and insurance. And were the territorial and regional directors who have paid the duck, after the commercials, of course.
Although there are managers who retain office, his role is degraded
Also in the pharmaceutical sector. "The economic situation is affecting us a lot. Prices are down and sales have become more complex. That, coupled with the need to get closer to the customer, has meant that our structures become flatter. There was a level of regional managers that currently exists, "says human resources director of Merck in Spain, Telva Arroyo. The company wants employees and managers with a more strategic and more global, says.
In multinationals, territorial simplification has also had its effects. Some have preferred to concentrate its regional structures (ie, group subsidiaries around areas like Europe or EMEA) and those who have chosen the opposite view, return to their countries to make decisions and take it away from the regions, eliminating them or structure carrying it, as in the case of Merck, to emerging countries.
The latter is an example of LG. "We have eliminated regional structure to concentrate in central Korea in order to protect the business in each country, proximity to customers. It's gone well, for example, the European human resource management functions to derive global vice presidential area, "explains Carlos Olave, director of LG resources in Spain, where the thinning of the structure has mainly affected areas support, indicates.
Other positions affected by the reduction of hierarchies are attached, said the head of consultancy Odgers Berndtson, the secretaries, who have been reorganized around a pool of secretaries or managers and controllers, you no longer have to be coordinated team.
For José Luis Ruiz Exposito, partner in charge of Ernst & Young markets, there are big differences between how they have coped with the transformation of the organizational structures of companies and industrial services. The latter, where the weight of the factory is very important, "have flattened the pyramid base. After middle eliminated, because if you create remain major bottlenecks, the workforce had grown from 1,000 to 300 employees. You can not have the same procedures. " Once thinned the base, although the CEO is still called so, this level of resistance to the disappearance, the truth is that their role has been degraded, appreciated. In service companies, continues to be based more on perceptions than on income statements, thereby reducing the back office and is generally outsourced, trying to reduce costs and gain efficiencies in processes, ditch.
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