GM in English 1

8/8/2019 GM in English 1

1/73www.gmbusiness.b

www.gm.rsISSN 1821-4177

The Leaders RoleProducing Champions

Speechles Communication

Body LanguagePR

The Managers Right Hand

The Secret of Success

Myths About Fingernails


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Editorial

3

Dear readers,

Te magazine in front of you was initiated out of the assumption th

every managers dream is to become a General Manager, and out o a sicere belie o the team creating this magazine, that this dream is easibWe believe that the possibility o realizing business success is realistic regarless the circumstances surrounding a manager, since they have lately becomoten repeated excuse. It is our wish to share our optimism with you bing successul is possible even i one conronts the cruel rules o the markgame not just play by them.

In order to prove our optimisms plausibility we have lled the pages our magazine with knowledge and experience of distinguished experts elds considered to be a part o general knowledge, especially by those maaging certain resources.

We think that ast pace o modern society development is impossible to low by archaic orms o business organizations. Tereore, the main roleGM Business & Liestyle is helping managers to make their business moproductive and their employees more efective by creating unctional systemwhile not orgetting a social purpose o each company.

Liestyle aspect o this magazine is there to satisy other interests o moern managers, such as those important to people o a certain social status those coming rom their personal desires to answer to all the standards sby the social groups surrounding them. Tat is why the authors o articwill cover topics such as style, business etiquette, culture o communicatiorules or ofce interior designing, "managers illnesses" and possibilities

preventing them, exercising, etc...Considering the act that contemporary business people suer rom co

stant lack o time, and the act that they receive a great deal o necessaand unnecessary inormation during a single work day, we have complithe articles to be short and concise, light and easy to read. Teir purpois to inorm but not weary you, to educate but not burden you, and at tsame time to relax you. Finally, our desire is to be pleasant company whican help you respond the business challenges in the right way.

Vesna Kovacevic, Editor in Ch


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Impressum

PublisherInternet ogledalo Ltd.(INTO Ltd.)Belgrade - Zemun, Gradski park 2

Zoran KovacevicCEO, INTO Ltd.

Editor in ChiefVesna Kovacevic

Authors:

PhD Zorica Tomic,PhD Radovan Bigovic,PhD Milan Nesic,Mirjana Cizmarov,Med. PhD Vladimir Sakac,Zvezdan Horvat,MA Tatjana Jovanovic,Branko Djakovic,Vladimir Majstorovic,Nebojsa Caric,PhD Mirjana Radovic Markovic,Boris Vukic,PhD Nikola Canak

Prepress & DesignVeljko Kovacevic

Contacttel/fax: (+381 11) 3771-610e-mail: [email protected]

www.gmlifestyle.bizwww.gm.rs

ISSN 1821 - 4177

Professor Radovan Bigovic, PhD

Professor Zorica Tomic, PhD

Branko Djakovic, CEO, Tomato Tomato Communications

Zvezdan Horvat, CEO & Partner, ASEE & Adizes SEE

Med. PhD Vladimir Sakac


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Nebojsa Caric, Partner & Professional Director,

ASEE

Professor Nikola Canak, PhD

MA Tatjana Jovanovic

Professor Milan Nesic, PhD

Mirjana Cizmarov, Director of Business Planing &

Development Division, Civil Aviation Directorate

of the Republic of Serbia

MA Slavica Cicvaric

Boris Vukic, Partner & Marketing Director,

ASEE

Professor Mirjana Radovic

Markovic, PhD

Vladimir Majstorovic, CEO, Srma ConsultingPhil Geldart, CEO, Eagles Flight


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Content

8 Column ManageraContemporaryHero Author:PhDZoricaTomic

10 Moral and Business ToBeSomeoneandToHaveaLot Author:PhDRadovanBigovic

12 The Secret of Success MythsAboutFingernails Author:BrankoDjakovic

16 Research EconomicCrisisDelayedGrow

ofITMarketinSerbia2009 ByIDC

18 Interview: PhD Isaac Adizes DecisionConductingPhilosophy Interviewedby:VesnaKovacevic

30 Research WhatDoesaManagerDo?

Author:PhDMirjanaRadovicMarkovic


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7

ISSN 1821-4177

The Leaders RoleProducing Champions

Speechles Communication

Body Language

PR

The Managers Right Hand


Myths about Fingernails

GM Business & Lifestylewww.gmbusiness.biz

32 Human Resources RecruitmentofPersonnel Author:MATatjanaJovanovic

36 Corporate Culture AboutLackofTrust,LackofRespect

andAboutTrustandRespect Author:BorisVukic

40 The Leaders Role ProducingChampions Author:PhilGeldart

44 PR TheManagersRightHand Author:MASlavicaCicvaric

48 Marketing and Brand SuccessComesFromtheInside Author:ZvezdanHorvat

52 Sales TheCharacteristicsofa Good

Salesman Author:VladimirMajstorovic

56 Speechless Communication BodyLanguage Author:MATatjanaJovanovic

60 Health TheManagersPeopleMadeof

BloodandStress Author:Med.PhDVladimirSakac

64 Exercising CyclingtoHealth Author:PhDMilanNesic

68 Research StressandME


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Column

Professor Zorica Tomic, [email protected]

Besides cultural, technical or sci-

entifc inventions, every epoch

in history was determined by aunique cultural hero, who more or less,

represents a paradigm o manliness.Moreover, it represents a distinctive hu-

manity standard role model everybody

should look up to. Ater Oedipus, Faus-

tus, Robinson or James Bond who have

been depicted by numerous book pages,

the end o the 20th

century has engen-dered a new hero shaped as a contem-

porary Manager.

When "Nine and a hal weeks" star-

ring Mickey Rourke and Kim Basin-ger appeared in the eighties o the last

century, it was an announcement o a

unique cultural and communicational

trend, which ater being perected bycorporative business or twenty yearsin the West, recently appeared here in

Serbia.

Te truth is, that, except those erot-

ic scenes in ront o the open rerigera-

tor where the lovers are lit by neon blue

light o modern coolness aura, whichcoloured the atmosphere with the ur-ban neon, this flm has brought a some-

what diferent point o categorizing love

and success, alienation and closeness,male and emale. Tis was even moreemphasized by the contrast o urbanneon blue colour to sot juicy sexy tur-

key bites with which the contemporary

hero o the flm and new age allures his

sweetheart.

Managers whole appearance implies

that he is a serious person, not someone

to joke with. First o all he is dressedvery elegantly and sophisticatedly, heis wearing a custom made suit, ulflled

with immaculate shirt and silk tie he ad-

justs to the shape and type o his shoes.

A certain amount o casual style canonly be detected in the sotness o hand

woven camel hair material used or his

coat with tails being raised by city wind.

As he goes to a nearby bar to relax a-

Manager

Hero

a Contemporary


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ter a hard day at work, he sips a delicatecocktail o some exotic name and leaves

an olive or the end just to bite some-

thing solid.

Oh, and since smoking has ceased to

be a habit o civilized people, a manag-

er lights a real "Cohiba", provided or

him by a young assistant at her break,

since her duties are to send telegraphcongratulation cards, imaginative bou-

quets to mistresses and, rom time totime, a bottle o perume to one o the

presidents wives.

Te rest o the evening he will spend

alone, dipped into a bath ull o laven-

der bubbles with the sounds o goodold jazz or disturbing violoncello prel-

udes, having a glass o Champaign inhis hand vaguely trying to ocus on to-

morrows expose or the board meetingwhich should provide so desperatelylong wanted general manager promo-tion. Beore going to bed he checks e-

mails on his laptop, SMS messages on

his cell phones he received during the

day, assuring himsel he is still a major

league player. He alls asleep blissul,content and alone.

One o the aspects o this picture o

the world is that rules o the corpora-

tive business are the only ones relevant

nowadays. Tose rules require a symbol-

ic marriage between a corporation and

its young employees who have become

a kind o janissary (instruments o tyr-

anny), since just like their amous ances-

tors they are orbidden to marry. Is there

loyalty? Yes, but only to company, to

"the spirit o competitive cooperatiowhich is promoted in media. Only

"single" ones stay active in the gamand being "single" has become the m

ter o taste, elegancy and style.

One o the reasons or which ery manager wants to become Genal Manager is consisted o the act t

when they get so high on the busin

ledder at mature age they can swap th

''single'' status two seat sports car a

liestyle or a caravan, gold retreivwooden cabine and a baby pram! In t

way they would fnally ulfll their lu

ry liestyle antasy.

But that sounds more like a comp

lie circle o a proessional and, mimportant, personal success, doesit?


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10

Moral and Business

To Be Someone

Lotand To Have a


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Professor Radovan Bigovic, [email protected]

1

T

he eort to produce and spend

more has become the purpose o

living. Tis kind o consumersideology can only survive on the basics

o hyper-individualistic ethics. o have

a lothas become more important than

to be someone.A man has become the

slave o his possessions spiritually de-

pending on them and not vice versa.Te work is getting more and more in-

humane and tiring, while at the same

time one liestyle has been created lie

without joy and appearance o a market

character o people (E. From).

When thinking about ecology, thiskind o living produces horriying ex-

ploitation o nature without any con-

cern or other orms o lie which de-

pend on nature itsel. When observat-

ed rom the social and economic point

o view, this liestyle means that greedy

minority, driven by its passion or pos-

sessing, occupies constantly enlargingwealth, while on the other side, major-

ityo people are becoming poorer atthe same pace. Basicly we have luxury

on one side and poverty on the other.On one side the rich do not know what

to do with the wealth they own, and on

the other millions o children die due to

lack o basic lie necessities.

Idolising economy, identiying per-sons progress with his/her economic

progress, diminishes the importance o

every moral, spiritual and cultural value.

Human being is sacrifed or econom-

ic wealth. It is outrageous to have the

Market determining human personal-

ity and character. Legality and business

ethics, voluntary sel-abnegation, love

and comradeship are no longer moral

values. Tey have become essential or

worlds survival. A new vision and lie

perspective are necessary. Tey need tobe ounded on the ollowing:

1. God is the only and absolute own-

er o the world and all o its materialgoods. Te world has been given to the

man as a gift, to be cared and looked a-

ter. Material world is a part o humans

nature, but one must not identiy with

it. Te man belongs to other divine and

spiritual world. Te man is in the world

but he is not made o the world.

2. Besides private possessions there

should exist a kind o mutual owner-ship or the man to equally developeas an individual and social being. And

what is more important, that wouldprovide a decent lie to those who can-

not take care o themselves, such as the

disabled.

3. Te man is the creator, centre-

piece and a purpose of social life.

Work and economic goods should beused to ulfll a human's personality, not

the other way around.

4. Every man has the right to work,but at the same time he has the dutyto work consciously. In the socal-eco-

nomics process all workers should beinvolved, in one way or the other. It is

very dangerous and inhumane to have

the majority party in making decisions

those very ew centres o power. Rad

economic liberalism destroys the v

rights o a personality.

5. Te point o work is not the w

itself, receiving(proft) but it is wo

ing or others, unselfsh giving. Giv

leads to receiving.

6. By working a human cannot come a slave o its product, there ha

be time let or cultural, amily, so

and religious lie; there has to be tilet or holidays and relaxing since t

is the very essence o joyul lie.

7. Richness (and poverty) are not

clusively good or bad. It all depenon human aspect o it all. Rich peo

should help the poor, and poor sho

not envy the rich.

8. Developed countries should h

under-developed ones, while at the sa

time the under-developed should try

prosper on its own abilities.

9. Economic wealth should notgained by immoral means. Immoity in business has unthinkable con

quences.

10. Removing market and social

erences, establishing social justice a

providing lie necessities and dignity

every man, should be the goal o e

society pretending to be human. Twealthy should sponsor culture o p

ple who can enrich the others with th

own personalities. On the other ha

there should not be the atmosphereputting the scarlet letter on all weal

people. It is important or each co

try to prevent all orms o bribing acorruption, it is its duty to provide l

which are the condition or econom

development o a society.

"Economy" has become the dominant aspect of dening tworld around us. Money and market rules predominantlydtermine life of every person.


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Myths AboutFingernails

Lets see what do we really know about management andbusiness geniuses? Shall we randomly choose one of the most

famous names?


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Branko [email protected]

13

Henry Ford would walk around

with a hammer examining thework o his employees; Steve

Jobes designed Mac as a legendary and

elegant tool just by having un in hisgarage; Bill Gates wears sweaters all the

time since he as a computer program-mer doesnt know what to wear and will

not waste time on trivial things; Ross

Perot walks around his multimillion-aire empire and lays o employees with

beard; Packard and Hewlett had beenvery successul in cattle industry beore

they ounded their extremely successul

piece o work I am sure that i you just

match these two names you would know

what I am talking about and the truth

in their success lies in the act that they

have applied the rules o cattle industry

to creating top I company. Have you

already matched their names Packard

Hewlett no its not that, try again.

So ar all this sounds quite useul,dont you think? But theres more. Ri-chard Branson, the owner o multi mil-

lionaire Virgin empire, spends his reetime ying around the world in bal-loons or sunbathes on tropic islands sur-

rounded by rock stars. Another one othem, Haji-Ioannou, the owner o Easy

Jet, never ies frst class in order to savemoney. Howard Hughesdo I really

need to emphasize his overgrown beg-gars beard, scary fngernails, microbe

phobia, most o his lie isolated?

And Now Lets Get Real...

I you really like un stories, that was

more than enough. But i you are more

into reality, well, it is somewhat dier-

ent. Forget about un stories and checkout what they have really accomplished,

how they managed to be diferent and to

be what they truly are.

Steve Jobes has never hidden theact that the key role or his success had

played a pair o his business mentors

successul business people who inu-

enced him to put into a meaningul sys-

tem his rock & roll ideas. What aboutthe garage? Well it could have happened

without it.

It is true that I have seen Bill Gates in

sweaters, but denim shirts as well, sweat-

shirts, ax suitsTe man has beco

wealthy enough to wear exactly what

likes and what makes him relaxed. Y

I have seen him wearing a suit and

So what? What made him succes

was an ambitious business vision, sire to succeed and a little bit o lu

And the sweaters must have been portant, too.

At the time when he was active in

industry, and beore he lost the baat American presidential elections, R

Perot had appointed a bearded man

the position o vice president o his c

poration. Te bearded man must hbeen hiding or a long time in corrid

since Perot hadnt fred him.

Richard Branson literally canstand still; he has to start a new proj

company or some grandiose idea. doesnt care i they ail. In my opini

i he spends his leisure time travel

in a balloon around the world ater

had started a radio station, distrition centre or a trans-Atlantic air co

pany, then I would say that it is sim

a hobby to him more than it is a m

agement style. o him it is somethlike fshing. It was him who told me

very thing which inspired this artic

"I some people can allow themselve

Henry Ford Packard and Hewlett Steve Jobs Bill Gates


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14

care more about whether I drink beer

or y a balloon in my ree time thanthe quality o a product I am selling to

them, thereore, I can allow mysel not

to care about that".

Hewlett and Packard have accom-plished to create a legendary company

solely by applying the most contem-

porary business and scientifc rules, bychoosing the best people and by invest-

ing into the quality. And i, at somepoint, they have applied the rules orcontrolling big cattle o cows it was all

in purpose to reach, together with the

most eminent management analysts,

the management and organization sys-

tem similar to bee hives, dolphin groupsswimming or the process o orming asnow ake.

EasyJet doesnt even have the frstclass, since it is a so called "budget"airline company, thereore, the owner,Haji-Ioannou, who logically preers his

airline company when traveling, can-

not sit in the frst class even i he want-

ed that. My opinion is that even i hecould he wouldnt want to y frst class

as I once saw him using the opportu-nity during the ight to get up o hisseat and start talking to the "common"

passengers about the ight, praises and

critics, shaking hands with them. Well,that is exactly why he became one o the

worlds best businessman, and by saving

on the frst class areas and indulgences.

Howard Hughes has created an un-orgettably big business empire by in-vesting in flm industry, real estate and

antastic uturistic planes. He was a gen-

ius enough to go one step urther inbusiness where everything seems to bealready said, measured and examined.So what i he had long fngernails?!

The Road to Business Bliss

Boring and analyzing proessionals

would tell you that it is the easiest tomemorize all the un stories about the

weirdo business geniuses o all time. Iknow that it is exactly how I eel, butthe truth is in that way you would learn

nothing. I you disagree with me then go

ahead sit in you garage in a sweater, have

long hair and fngernails, and dreamabout your cattle o cows and wit orthe opportunity to fre the frst bearded

employee to come into your garage. Oh

and when you travel y only economyclass or balloon, and you business empire

awaits you just round the corner.

Richard Branson Howard Hughes


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Research

Economic Crisis Delayed Growth

of IT Market in Serbia 2009

According to a recentIDC report, the SerbianI market contracted by

20.3% year on year in U.S. dollarsto $711.00 million in 2009.Measured in local currency, dueto dollar appreciation, the marketdecreased 3.5% compared with theprevious year. Tis was the frstyear or which IDC recorded anannual drop on the Serbian Imarket since tracking began.

he global inancial crisisnegatively inuenced Serbias Ispending, slowing the healthygrowth the I market experiencedin previous years. Serbiasgross domestic product (GDP)decreased in 2009 as a result

prices to bottom out.I equipment constituted 70.1%

o the total value o Serbias Imarket in 2009. I servicesplaced second, with approximately17.1%, and sotware captured theremaining 12.8%.

he liberalization o thetelecoms market and the arrival othe second (and announcement othe third) fxed-line operator willurther drive the I market in2010. Te healthcare sector willpositively inluence the growtho the I market, as it undergoesinrastructure expansion andupgrades and systems integration. Also, the public sector willcompletely integrate its institutes,

which will urther drive I inSerbia, said Madai.IDC expects I spending in

Serbia to increase at an averageannual rate o 8.2% over the nextfve years to surpass $1.05 billionin 2014.

he study Serbia I Market2010-2014 Forecast and 2009Vendor Shares (IDC #ESQ03S)presents the I market in Serbiaand orecasts total I expenditures

by technology through 2014.Te study contains market size,vendor market shares, and growthprojections or hardware andpackaged sotware shipments, as well as or the provision o Iservices.

o the fnancial crisis and othereconomic developments. hecrisis hit all vertical markets. Tebanking and telecom sectors eltthe eects o the crisis less thanothers. I penetration in Serbiasbusiness sector continues to be low,

especially in the small and medium-sized business (SMB) segment.

Although hit by the economiccrisis, the I market in Serbia isstill largely under penetrated andhas plenty o room or healthygrowth. In the coming years,it will be driven in particularby European Union alignmentand pre-accession processes andannounced investments in thetelecommunications market,

explains Atila Madai, CountryManager, IDC Adriatics Serbia.Demand or I hardware ell the

most as a result o the crisis, mostaected was the HCP market which

decreased by 46.8% year on yearollowed by hardware systems (PCand Server) market that decreasedby 26.3% year on year. As a result,hardware distributors and retailerstook particularly hard hits, andcompetitive pressures have orced

ai, Country Manager,ics Serbia

16


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Research

Economic Crisis Delayed Growth

of IT Market in Serbia 2009

According to a recentIDC report, the SerbianI market contracted by

20.3% year on year in U.S. dollarsto $711.00 million in 2009.Measured in local currency, dueto dollar appreciation, the marketdecreased 3.5% compared with theprevious year. Tis was the rstyear or which IDC recorded anannual drop on the Serbian Imarket since tracking began.

he global inancial crisisnegatively inuenced Serbias Ispending, slowing the healthygrowth the I market experiencedin previous years. Serbiasgross domestic product (GDP)decreased in 2009 as a result

prices to bottom out.IT equipment constituted 70.1%

o the total value o Serbias Imarket in 2009. I servicesplaced second, with approximately17.1%, and sotware captured theremaining 12.8%.

he liberalization o thetelecoms market and the arrival othe second (and announcement othe third) xed-line operator willurther drive the I market in2010. Te healthcare sector willpositively inluence the growtho the I market, as it undergoesinrastructure expansion andupgrades and systems integration.

Also, the public sector willcompletely integrate its institutes,

which will urther drive I inSerbia, said Madai.

IDC expects I spending inSerbia to increase at an averageannual rate o 8.2% over the nextve years to surpass $1.05 billionin 2014.

he study Serbia I Market2010-2014 Forecast and 2009Vendor Shares (IDC #ESQ03S)presents the I market in Serbiaand orecasts total IT expenditures

by technology through 2014.Te study contains market size,vendor market shares, and growthprojections or hardware andpackaged sotware shipments, as

well as or the provision o Iservices.

o the nancial crisis and othereconomic developments. hecrisis hit all vertical markets. Tebanking and telecom sectors eltthe efects o the crisis less thanothers. I penetration in Serbiasbusiness sector continues to be low,

especially in the small and medium-sized business (SMB) segment.

Although hit by the economiccrisis, the I market in Serbia isstill largely under penetrated andhas plenty o room or healthygrowth. In the coming years,it will be driven in particularby European Union alignmentand pre-accession processes andannounced investments in thetelecommunications market,

explains Atila Madai, CountryManager, IDC Adriatics Serbia.

Demand or IT hardware ell themost as a result o the crisis, mostafected was the HCP market which

decreased by 46.8% year on yearollowed by hardware systems (PCand Server) market that decreasedby 26.3% year on year. As a result,hardware distributors and retailerstook particularly hard hits, andcompetitive pressures have orced

Atila Madai, Country Manager,IDC Adriatics Serbia

16


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Interview: PhD Isaac Adizes

Decision

ConductingPhilosophy

PhD Isaac Adizes is a founder and the president of Adizes Institute, creator of managementmethods carrying his name, the eminent consultant of many governments and corporationsof the world. PhD Isaac Adizes is, also,a professor at the postgraduate stud-ies of management within CaliforniaUniversity, as well as on Stanford Uni-versity, Columbia University, Universi-ty of Tel Aviv and Hebrew University in

Jerusalem.He is well known for his unique approach tomanaging organization changes based on processof building mutual respect and trust. PhD Adizessmethod has been successfully applied in more than

ve hundred world known companies. He is, besidesthis, an author of the books: "Tendency towardsTop Shape", "Culture management", "Adizess

guidebook for beginners", "Managing chang-es", "Life circles of a company", "Man-aging Styles Diagnosis". All of thesebooks have been translated in almostall major world languages.


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Your management theory is considered

to be one o the simplest and easiest to un-

derstand. According to this theory you de-

termine the essence o management as ateam process o making decisions and e-

ective decisions conducting in order tosolve the problems caused by changes. How

would you determine the boundaries of ap-

plying it?

I you dont mind I would like to startrom the beginning.You have excellent-

ly noticed the essence o my view on

the world o organisations and compa-

nies to make it simple: a democratic

decision making and dictatorial deci-

sion conducting in order to solve prob-

lems caused by changes. It is important

to create new space or the new chang-

es, and consequently, or the new prob-

lems, more "quality" problems. It is the

same situation we have in our lives

small children, small problems bigchildren, big problems. Tat it exactly

what my associates and I have been do-

ing all over the world, that is something

we do not like to call consulting (I get

mad with my associates when they rep-

resent themselves as consultants), to me

it is an organisation therapy. o make

the dierence between these two things

I learned long time ago at the begin-

ning o my working career, sometime

during the seventies. Namely, I was not

satised with the consulting work I did.

I complained to some o my collegues

about the things happening to me, and

rom time to time, when I elt pesimis-

tic about my work, I would say that I am

not good at what I do. Tey would laugh

at me, and said: "Dont you know that

people never listen to their consultants

advice?" "Why?", I asked them. Andtheir answer was that it is completely

normal for a consultant to write a reportand it is normal that aterwards nothing

happens! It was then when it dawned onme that I am more interested in conduct-

ingthe changes, not making them!

He Who Rows,

Doesnt Make Waves

Would you be so kind to explain this?

It is excatly what I have already said the point is in conductingnot creating

changes! Tat means that one should

not only think about the strategy, but

about the way to conducts the changes,

since consluting companies have huge

problems in realising the changes they

have suggested, even those that havebeen accepted by the client.

It is well known that those companies

prepare thoruogh, good reports, with

analyses and charts, or which they take

a great deal o money. However, those

suggestions, even if they are accepted of-cially, nobody conducts or applies!

I have realised that the crucial advan-

tage is participating management, which

states that people who row do not shake

their boat. Tence, he who rows, doesnt

The companys business can always be copied no mat-

ter how well you protected your original ideas and au-

thors rights. The essence of what you really are is far

more difcult to be copied. It is easy to copy the busi-

ness of any successful company, but try to copy its or-

ganization culture and soon you will realize on your

own how impossible that is. It is that organization cul-

ture that is a source to become a great competition of

the organization.

Interviewed by: Vesna [email protected]


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2

make waves. Tereore, I have decided

to conduct the changes in a democratic

way non hierarchical centre-plannigway. I have come to the conclusion that

we need to make our companies to be

more democratic based and to conduct

all the necessary changes, done by the

people who live with those changes. I

want open-minded people to talk andconsult with and I want them to be dic-

tatorial when conducting those changes.o sum it up, democracy in making anddictatorship in conducting decisions.


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22

I have asked you about the boundaries

o applying this philosophy; are there anycultures which cannot accept this way odoing business?

No, Im sure there arent any. Tere

is a saying that you can get horse to the

water but you cannot force him to drinkit. I believe it is not true, since if you ride

a horse for hours around a desert when it

is hot and aterwards get it to the water

it will drink it, you can bet on it. o get

back to my previous sentence, it means

that you have to create an atmosphere inwhich what is best or the company can

happen. Tat is excatly what we do. Te

only problem one can have is the timeand eort one has to put into realising

our methodology. It is possible to come

across a problem with some cultures like

Chinese, in that case it takes time to "sof-

ten" them and to explain them that theyshould eel ree to express their opinions

and that by doing that they do not work

against their superior, on contrary, they

work or their superiors benet. Who

knows what is the best or a company

than its employees? Tey are the ones

who depend on it, share the same inter-

ests with it and the more they express

their views the better decisions can be

made. At least, that is how I eel.

You have mentioned the interests. Inwhat way can dierent interests becomesimilar?

Tis would be very interesting to see

as an example o marriage. A compa-

ny is some kind o marriage. Marriage

is successul only when it is based on

mutual respect and trust. First o all,spouses need to have a mutual vision

marriage. One o the spouses can be-

lieve that marriage allows a great ree-

dom, while the other can think it isthe opposite, that in marriage one can

only behave responsibly, not reely. Be-

sides the act that marriage needs to be

based on the spouses vision, it needs

to have a mutual system o values o

how to raise children, what to believe

in or what not.

Te same can be applied to a compa-

ny. All involved around the company

need to have a mutual vision o how the

company should develop and on which

moral values, which means that there

have to be rules o what is allowed and

what is not allowed.


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23

The Most Important

Companys Treasure

Key words in your lectures, books andinterviews are "mutual respect" and "mu-

tual trust". Unfortunately, in some regions

such big words have been used so manytimes that they lose their greatness, they"get shabby". Tereore, can this key mes-

sage o yours be considered as your phrase

or proverb?

And what is the greatest and the most

important treasure one company can

have? It is not the money. If there is mar-

ket money will come with it. It is not

the market itsel. I you have technol-ogy, you will easily nd and secure the

market. I have to say that it is, also, not

the technology itsel. Since, i you have

the money you can easily buy the tech-

nology. What is it then? It is the man-agement that has the time and money

to search and nd the market, money

and technology and to t them to work

successully together. Te management

needs time and energy to ulll that. I

organization culture is burdened with

disrespect and distrust, most of that nec-

essary energy will be spent on internal

problems, instead o bonding the m

ey with the technology and market. Tis why the culture o mutual trust

respect is the greatest treasure one co

pany can have. Even the best indivi

als cannot achieve results in disresp

ul and distrustul atmosphere.

Te companys business can alw

be copied no matter how well you p

tected your original ideas and auth

The culture is a business which is most difcult to

build and the easiest to lose. The most important are

culture of people, culture of the company, family and

culture of each individual person! Only when the cul-

ture of mutual respect and trust is established can

prosperity be seen.


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24

rights. Te essence o what you really

areis ar more difcult to be copied. It

is easy to copy the business o any suc-

cessul company, but try to copy its or-

ganization culture and soon you will re-

alize on your own how impossible that

is. It is that organization culture that is

a source to become a great competition

o the organization.

Te culture is a business which is most

difcult to build and the easiest to lose.

Te most important are culture o peo-

ple, culture o the company, amily and

culture o each individual person! Only

when the culture o mutual respect and

trust is established can prosperity beseen

In your opinion what part should politi-

cians have in the economy o a country?

Te role o politics, which are politi-

cians, towards the society and the coun-

try itsel in my opinion should be sim-

And what is the greatest and the most important

treasure one company can have? It is not the money.

If there is market money will come with it. It is not

the market itself. If you have technology, you will eas-

ily nd and secure the market. I have to say that it

is, also, not the technology itself. Since, if you have

the money you can easily buy the technology. What is

it then? It is the management that has the time and

money to search and nd the market, money and tech-

nology and to t them to work successfully together.


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2

ilar to this o a parent to a child. Te

most important thing or parents is that

they need to change as the child grows

up. When the child is still a baby, par-

ents should do everything or him/her,

since the child depends on them. Whenthe child starts growing up, then par-

ents role is to teach him/her to behave

properly, to tell the child what is al-lowed and what is not, and to give the

child clear instructions. Ten when the

child becomes a teenager parents shouldhelp him/her to adopt the system of val-ues. Aterwards children leave home,

get married and become parents them-

selves. So, what you have managed to do

as a parent you have done. All you can

do now is be a good grandparent! You

should keep the amily together.

Te same goes or the country a

politicians. Te role o a politician

pends on how developed the country

If our forefathers have had to make life changing de-

cisions once in every ten or twenty years, we have to

make them every three to ve years, while our chil-

dren will have to do that in every six months. That

produces very intriguing results. When changes are be-

coming stronger and more frequent, conicts also be-

come stronger and deeper. That is why we need sys-

tems of values to survive.


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26

At the beginning o development o a

society, especially with under developed

countries, politicians have a crucial role

they control everything, start acto-

ries, banks, support the economy. Tat

means that the country and its economyare very connected, since people do not

know how to start business, and at that

time, as it is said, you cannot tell whos

buying and whos paying. Te country

should be the power which initiates de-

velopment.

Ten I get back to parent child rela-

tionship. Te biggest mistake a parent

can make is when he/she does not un-

derstand that a child has developed and

grown up. Just imagine parents whotake care o their children as i they are

babies, even though their children are

orty. Tat means that the parents get

involved in the thing they are supposed

to, as well as, those they are not sup-posed to. He same goes or developed

countries. Lets say that or examplethat we have a highly developed coun-

try with good economy, stock exchange,

etc., and the government o that coun-

try still controls it every segment, that

would mean that the government isstanding on the way o that countrys

development. Tus, the governments

role should change.

In many societies that are at the begin-

ning o their development, or are at thebeginning again, there is a problem with

corruption. What is you opinion on that

matter?

It is very dangerous when politicians

gain personal economic benet o a

country, which creates collision. Polit-ical power should only be used or en-

larging the countries welare. In Amer-

ica that kind o attitude and wrongdo-

ing is highly orbidden. When someone

becomes a politician he/she cannot haveany shares on the stock exchange mar-

ket. Tat is why we must separate econ-

omy and politics. Until that separation

is completed there cannot be progress.

People Lack Consciousness

Let us nish our interview with thechanges we have mentioned in the be-

ginning. You say that they lead to con-fict and that skillulness o a manager is

needs to turn that confict into construc-

tive work. Would you agree with me that

there are more and more destructive con-

ficts in the world?

he changes have always existed.

Since the beginning o the world therehave been changes. It is true that the

specic thing about the twenty-rstcentury is that the changes have be-come more requent. I our oreathers

have had to make lie changing deci-

sions once in every ten or twenty years,

we have to make them every three to

ve years, while our children will have

to do that in every six months. Tat

produces very intriguing results. When

changes are becoming stronger andmore requent, conficts also become

stronger and deeper. Tat is why we

need systems of values to survive. Now-adays people can witness decapitationo someones head by terrorists live on

television they use new technologies

while they kill people as i we were in

My opinion is that the Earth is moving too fast towards

the worst Armageddon we can imagine. It was Gandhi

who said that science without consciousness will de-

stroy us!


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27

Stone Age. Te conclusion to that can

only be that technology has gone ur-ther than the humankind values have.

Tat is the reason we have such a wide

gaps between the two.

My opinion is that the Earth is mov-

ing too ast towards the worst Arma-

geddon we can imagine. It was Gan-

dhi who said that science without con-

sciousness will destroy us! I am worried

by the act that many echnical Univer-sities dont teach literature, art philoso-

phy, ethics, etc. At one o the univer-

sities there was a question in the exam

o how much blood can go through a

pipe in one hour, but nobody asked whythere was blood in the pipe in the be-

ginning! Tat is the very thing that will

destroy us. Tere should be science

there should be consciousness, as wEconomics sciences lack consciousn

too. Tey often know the price of evething, but they dont know the valu

anything. We need to teach our eco

mists the value systems. Consciousn

that is humanistic view on the world

what we all lack.


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30

Research

Professor Mirjana Radovic Markovic, [email protected]

There are numerous theoretical

opinions about what exactly are

ranges o managers business du-

ties, what are his responsibilities and

competencies. However, in most cases

they are just "myths" which have noth-

ing in common with real working de-

mands and expectations o everyday

business requirements o a manager.

Myths

Te most common ones are those in-

tertwined around this prestigious occu-

pation - a manager is a systematic plan-

ner, an efcient manager has no ordinary

everyday duties to perorm, older man-

agers need more inormation than the

younger ones, a manager spends more

time planning then in contact with cli-

ents and customers.

Reality

However, various researches haveproven the opposite. Teir results have

showed that managers activities are epi-

sodic and strictly action oriented. Man-agers come to work rst and leave last.

Furthermore, according to diaries lead

by more than 160 examined managers

in England, it is obvious that they work

at least hal an hour more up to twoday more than other employees. Also,

about 93% o their time every day they

spend on business activities communi-

cating with clients or business associ-

ates. Tey use analytical approach odetermining the needs o clients, ofer

expenses, researching market, compe-

tition, protability and nancial ore-

casting. Considering that, a manager is

expected to provide rational business

decisions.

Providing rational business decisions

is always based on precise problem di-

agnosing, trying the largest number o

possible solutions, comparing those al-

ternative solutions and selecting the bestas the basis or perorming business ac-

tions. Majority o experts have stated

What Does a


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Manager Do?

3

that providing rational business deci-

sions is at the same time the most di-

cult managers business activity.

Researches have proven that manag-

ers preer verbal media, phone calls and

business meetings. Lately, that most im-portant inormation or the work is re-

ceived through the Global network, andinormation is equally essential to all

managers regardless o their age.

Work o a manager includes a great

deal o duties, together with ceremonial

business activities. Besides, above men-

tioned research has showed that man-

agers in small companies are engaged

in routine everyday work since many o

those small companies cannot aford to

gather groups o experts or individual

projects. Managers work, also, includes

gathering important inormation, al-

though, many o the necessary inorma-

tion are only available to them due to

their status. ogether with their associ-

ates managers create companys business

strategy, plans; they determine compa-

nys policy and act by it. Simultaneously,their business strategy and plans are their

"guides" o how to do the best selection

o many ofered business solutions and

to reach the predetermined goal. More-over, one o their essential jobs is analyz-ing the surrounding market. Tey per-

orm their analysis rom an internal and

external point o view. Internal analysis

has to be ocused on organizational ad-

vantages and disadvantages. Tis analy-

sis covers quality o products, diferent

kind o expenses, business shares in the

market, management, organization, hu-man resources, innovating abilities and

loyalty o customers. Whilst, with the

external analysis a manager has to be

able to cover the surroundings o a com-pany, market trends, economic and po-

litical situation.

Peter Drucker has added to the man-

agers duties the one he compared with

that o a conductor o a symphonic or-

chestra, owing to whose eforts, visi

and leadership, a pleasant musical

mosphere is created. He is the one

keep every unction o a company b

anced.

It Is More Complex

than Considered

Destroying the myth about conte

porary managers duties and obligati

has its purpose in better understand

o the complexity o this prestigious

cupation. Better understanding o b

ness tasks and obligations o nowad

managers and their work, should p

vide them with more realistic goals a

expectations o their work. In that w

any kind o discrediting this proess

is avoided, as well as, inappropriate

ning o this proession in contrary

its title and competencies, oten ruin

its reputation.


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32

Human Resources

Recruitment of

Personnel


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MA Tatjana [email protected]

Every GM knows that all processes for successfully runnia business are tightly connected and with the failure ofsingle one the whole system collapses. To prove it, you ctake an example of production company where if you donreceive raw material on time, you will not be able to ma

ufacture the necessary amount of products in time, orsomeone does not pay you for your products on time yget into a cash fow problem, which causes the delays in odering supplies or employee payments. This very rule go

for the process of recruiting personnel which is connectto other activities in running a business. However, to comto the main topic, we have to comprehend its relations wiother activities.

33

Hence, the purpose o this "dry

and theoretical lecture" is theprocess o personnel recruit-

ment which demands thorough plan-

ning and orecasting o ALL uture busi-

ness activities o a company and its goals.

Te determined goals, then, are submit-ted to a, so called, SWO analysis and

personnel recruiting which are the two

most important processes in a develop-

ing company, since the personnel repre-

sents people who are crucial to ullling

the companys goals.

Te purpose o planning personnel

recruitment is essential since it deter-

on looking or the applicants, or a

cant position, within existing person

in the company and aterwards ocuson retraining, educating or promoti

While the external recruiting depe

on looking or the applicants throu

job casting, "lobbing" the person

rom other companies or through "hhunting". Te choice o the type o

cruiting can be determined by the e

ployees in charge, demand o the ption itsel, business image o the comny, the nances, and other actors.

Next stage is inorming the innal/external applicants o the com

nys needs or a certain personnel ty

Tis requires planning and deciding

the announcement source, designand creating an advertisement, its

sitioning on a certain page in a ma

zine, deciding on a size or the publ

ing date.

3. Screening, preliminary fltrating

candidates solely on their CV and ap

cation letters; A successully perorm

screening phase saves time o HR

partment, thus saves companys mon

since in the process o selecting en

only the best candidates.

mines the number o executives at a cer-

tain time, the necessary education or

each employee and the dynamics o in-

volving the personnel into the business.

Furthermore, a personnel planning be-

comes a model or other HR plans, suchas guiding, developing and promoting

the personnel or solving the problem o

surplus labour.

Recruiting, which comes rom per-

sonnel planning, is a complex and wideHR process consisted o determiningnecessary personnel, internal and exter-

nal recruiting, providing the necessary

number o candidates and choosing the

best applicant.

The Process of Recruiting

1. Determining the need to ulfll a

certain position in a company; It is very

important to already have a developed

personnel plan, which is in accordance

with companys goals, since that is the

only way to choose "the right people or

the right position at the right time".

2. Deciding on internal o external re-

cruitment. Internal recruitment refects


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34


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3

Te process o selecting candidates is

consisted o a number o activities, such

as gathering relevant candidates data.

Besides the interview, as the best known

technique or selecting personnel, some

developed companies have grading cent-ers. Te type and the number o tests

used or this purpose are dened by the

position or which the selection is be-

ing perormed. Tus, or the position

o a manager a candidate has to havethe ability to solve problems, to com-

prehend complex situations, and there-

ore, the tests or such a candidate would

be those like Wonderlic test, 3M CCC,

MMPI, 16PF or case studies. For lower

positions in the company these kinds o

tests would not provide desired and ac-curate results.

In order to choose the right candidate

one has to perorm numerous analysesusing all available data. Tis process can

sometimes be prolonged because thegreat number o phases needs to be pre-

ormed. So, i it is a higher position o

a manager in question, only those can-

didates with an adequate prole are ac-

cepted into the second round o inter-

viewing, then third and into the last

round where the most suitable candidateis given a contract to sign.

HR Contribution

With this kind o attitude and work

o HR department, successul business

is guaranteed. For example, i a compa-

ny does not dene the questions stated

in point one above ("determining the

need or ullling a certain position in a

company") there are two possible conse-

quences, hiring without thorough inter-

viewing or "quick" hiring. Nevertheless,the result o both is the same wasting

time and money on inadequate inter-

viewing and the working process within

the company would be disturbed.


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36

Corporative Culture

Lack of Respect,About Lack of Trust,

and About Trust and Respe


39/73

Boris [email protected]

Please keep reading this text after the introductory sentenes, which will seem familiar. As long as we exist there wbe changes, and changes will always bring problems. Prolems will demand solutions. As we look for solutions we w

get into conicts of style and conicts of interest, but the

conicts are unavoidable and they can be constructive if wresolve them in a climate of mutual respect and trust. Aso on, phrase after phrase. But...

37

I would like to go back about

ten years to the very end o

the last century, to the irst

training session in sunny Caliornia,

which looks even better through a

hotel window. Ater a month o hard

work and discussions about the great

subjects and secrets o management

the pieces o the puzzle ell into place

or me. I was proud that I, like every

true inhabitant o the mountainousBalkans, had uncovered another

conspiracy. Te basic message they

wanted to give us in this training

course about how to make successul

companies was that the success o

any organization, rom marriage to a

whole country, including businesses,

depends on the level o mutual trust

and respect amongst the members o

the organization. I was conused, and

then scared at the same time. I was

earul or my own survival. Boris, my

man, you arent going to pay the bills

with this when you go back home.

Instead o giving you a solution, some

magic pill, those con-men say that

neither Change Management, nor

Balance Score Cards, nor Perormance

Appraisal, nor CRM, nor HRM nor

an integrated inormation system are

the key to establishing an organization

that will be successul. Tey will soon

be telling me that none o the things

Ive listed can be put into efect i thereis not mutual respect and trust between

the members o the management

team. o put it more precisely, you

can create it but it wont work. And

I had to go back ater that to a part

o the world where many meaningless

words have been spoken and to talk

about mutual respect and trust. Where

management is about pulling the wool

over someones eyes; democracy a

deception to enslave proud nations;

transition a way to make a quick buck;transparency is ishing in troubled

waters, and where NGOs are ounded

to get involved in politics, and non-

prot organizations to and i am

being told that in such an environment

we have to put orward the thesis that

successul companies are made through

the establishment o mutual respect

and trust. Can it be done?

Although I passed the exam and

thereby demonstrated that I had

understood and grasped the material

well, I needed many more days and

thousands and thousands o hours

work with clients to begin deending

with my heart what I had previously

only deended with my head. he

ormer is an organ that is located a

little lower down, but it is essential

understanding organizations, at leas

long they are made by people.

From Different Angle

Let us take a look at the wo

o organization rom a complet

dierent angle. Do you know

company that was unsuccessul a

went out o business? Do you know

reasons or its ailure? Te good s

let, anything worth taking was sto

it was asset-stripped, the manag

were all moonlighting, etc. Tey did

trust one another, and didnt resp

each other. And there you have it. Tcommon denominator o all reas

or the ailure o an organization

lack o respect and lack o trust.

what is the key to success? Respect

trust. Tank you!

Apparent Changes

Lets be completely clear about t

You cant introduce respect and t

into an organization by talking

the employees about believing in

another, about enjoying their mut

dierences blah, blah, blah. h

about as eective as billboards tha

government uses to try and change

behaviour o its citizens with slog


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38

like Fasten your seat belts saety

on the roads, Pay your taxes, Buy

domestic products. hat is not a

serious approach. Someone is either

wasting their money or laundering

it.

What billboards are at the macro level,

training courses in which managers

chase around the woods and come

to each others rescue are to business

(or non-business) organizations. Teproblem is believing that people who

dont talk to each other, or talk but

dont listen to each other, or listen

but cant agree on anything or carry


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3

but on Monday they wont have

more respect and trust in each oth

And so why look or a solution in

illusion? Its easier and cheaper. It

costs more or less money.

Real Change

Real change is expensive and

never be achieved one hundred

cent. But that is the only possi

and realistic solution. It takes tim

Especially or those who believe

overnight success, who want it all

want it now. rue change requ

work on what is called organizatio

transormation, or more precisorganizational therapy. It requires

establishment o a clear vision a

company mission, and requires a c

structure that will give a denit

o duties and authority in order

get somewhere near what we c

responsibility, and it requires work

with the managers. And only then

we go o on a day out and play

sorts o games.

Price and Value of Changes

A ew lines back I wrote

genuine change is expensive. I wa

reerring only to money. I was think

primarily o the time and energy wh

managers MUS invest to organ

not only their own work but that

their colleagues. Because that is w

their job consists o. And also

build a climate o respect and tr

on those oundations which will l

to the resolution o conficts o s

and personal interest and increase

probability o taking good decisiand implementing them, in order

solve the problems which arise a

result o change. Amen.

out what they have agreed, that such

people will communicate better,

respect and trust each other more, just

because they have spent two or three

days spraying each other with paint,

or helping each other not to get lost

in the woods. No, they themselves will

have a surer hand, they will have rosy

cheeks rom the resh air and will be

good at not getting lost in the woods,


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40

The Leaders Role

The leader is key in orderfor any employee or team tobecome champions. Cham-pions clearly articulate thedesired end, take initia-tive, and drive toward and

ultimately achieve goals andobjectives. Leadership re-leases and harnesses the tal-ent, energy and potential in

people.

Producing

Champions


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Phil [email protected]

41

Skilled leaders produce cham-

pions by taking their own vi-

sion, enthusiasm, and driveand building that into other peo-ple.

I the people with whom they work

are able to articulate that vision, which

includes more than simply the goal,

those people then become champions.

Imagine you are with a group opeople at the bottom o the moun-tain, and the goal is to get to the top.

You are hal way there, and the lead-er punc-tures a lung and has to be air-

lited away. What will happen to the

group? What discussion will take place?

Proba-bly something like: What do

we do now? Do we continue?.

Some may eel that it would be too

risky to continue. Others may want to

continue. Still others may not be sure

what to do. Tis lack o ocus occurs

because the group was leader-depen-

dent and goal-oriented. Oten when

you only have a goal, that goal easily

changes when you lose the leader.

Te alternative would be or theleader to share both the goal and the

vision beore climbing the mountain.

Te goal may be to get to the top o

the mountain, but the vision is di-

erent. Te leader might express thevision as: When you get there, you

will see ur-ther than you have ever

seen beore! Te experience o reach-ing the moun-tain top will be worth

the eort. Once you get to the topo the mountain, you will look down

and realize what it took to get there.

You realize that despite hurdles, the

cold, and the personal risk, you haachieved something that no person ca

ever take away rom you.

Te dierence between vision an

goal is that a goal is something towa

which all are working, whereas a vsion is something that res the imag

nation. A vision is something that ca

ries with it a component not only

what needs to be done, but also th

impact o the accom-plishment. Vsion goes beyond mission, mandate,

objective. Vision helps you perseve

when the going gets tough, becauyou are red by the impact o com

pleting the task.

A goal will produce robots an

align behavior, whereas a vision wproduce champions, by providing m

tivation or the goal. Individuals a

bet-ter able to act independently whe

given a long-term vision.

A vision empowers; a goal direc

Both are important, but very dieren

Plant Flags Along the Path

Much o a leaders time is spent a

dressing things that are not going

planned. Tey do, however, need

keep the vision in ocus, and discu

progress not only in light o ailure

hurdles and obstacles, but also in lig

o victories.

People gain a great deal by lookin

back and seeing what they have acom-plished. Looking ahead, the tamay seem dicult, almost overwhelm

ing; but to look back and see how

one has come along that path is mo

vatingand rewarding. Te leader wh

produces champions spends time dicussing the progress made to date, wh

the progress has been made, and wh

can be done to replicate those succes

es.

Victories, successes and mileston


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42

toward the ultimate goal or objectivecontribute toward ullling the vision.

So - plant fags at each milestone.

In stretching toward a vision, espe-cially one that is dicult to obtain, you

will ace discouragements, set-backs,problems, and hindrances. Tese dis-

couragements tend to loom large and

become overwhelming. Planting fags

helps you prepare or these setbacks.

Recognition is a powerul motiva-

tor and one way to plant fags. Recog-

nize people who have achieved, done

well, or worked hard. Tey may not,

as yet, have worked all the way to the

goal or completed the task, but they

are eectively working toward the

goal. Te recognition o both individ-ual and team eort occurs during the

sharing o victories and successes along

the way.

Celebrate victories - on your ownand in your group and organization.

Tis celebration contributes to a win-

ning spirit and shows that the en-tire team is working toward the same

ulti-mate goal. A celebration neednot be a party. It could simply bea hand-shake, written note, or pat on

the back.A winning spirit is something that is

built over time by the sharing o many

successes and victories. It is what con-

tributes to making a team o cham-

pions.

Create Belief

Leaders must believe they can over-

come obstacles and encourage others

to do likewise. Positive attitude is key,

at all times, in all circumstances. Emo-

tions may be at a low ebb, and people

may judge circumstances to be tough,

but the way you react to the situation

is a refection o your atitude.

Believe and persevere, and encourage


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43

others to do likewise. In your attempt to

get rom your starting point to your vi-

sion, you will hit hurdles. Te important

thing is what you believe when you en-

counter these hurdles.

Condence, strength, strong leader-ship, a string o success, a tremendous

inner energy, successul path nding

these things demonstrate that hurdlescan be overcome. o produce champions,

you need to ocus on the things that can

overcome hurdles.

Obstacles must not be seen as road-

blocks, but rather as things to be con-

quered. Tere are many ways to over-come them beyond simply running atthem ull orce and banging into them

until you knock them down. Some-

times obstacles must be climbed over,

walked around, or dug under. Some-

times alternate pathways have to beound, sometimes a guide is neces-sary,

and sometimes patience or dier-enttiming is required. In pursuing a vi-

sion, champions must have an inde-

structible spirit. Tey must have built

within them a sense that nothing can

stand in their way, that all things can

be overcome. It is the aith, rooted in

hope and belie that is so critical.

Producing champions requires in-stilling within others a sense that they

should believe and persevere, and en-

courage their team to do the same.

Nurture and Prune

In the producing o champions, you

must believe that within every indi-

vid-ual there are many dierent seeds.

What develops is a unction o how

the leader prunes and nurtures along

the way. Some seeds will lead to dis-

couragement, despair, lack o comm

ment, lack o contribution to the tea

lack o personal development, andcritical spirit. Other seeds can lead

support, help, encouragement, motiv

tion, commit-ment, innovation, costructive behavior, guidance, and gre

leadership.

Your challenge as a leader is to ma

others into champions; to cultivate

others the seeds you want to nurture

In shaping others, do not neglect

shape yoursel. end your own garde

Develop the things within yoursel th

are important to you. Care or yours

as you care or others; by so doing, y

will set the pace.

You prune and nurture bynudgi- gently helping a person understanwhich behaviors to keep and streng

en and which to eliminate - by provi

ing thoughtul eedback, as suitable o

por-tunities present themselves. Make

champion in the direction o your v

sion by helping people grow stronwith careul pruning done over time.


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44

PR

Complexity of nowadays business emphasizes the very facthat the prosperity and success cannot be measured by undemanding analyzing. Business success depends on realizingadjusting and managing constant changes. Companies, institutions and businessmen themselves are faced with great demands when in question are results, quality of their workand responsibilities. They need to invest their great efforin order to create and enlarge the value of the product themanufacture of present. The only thing we can be sure of ithat good image, internal and media relationships and being

involved with people delivering political and expert changes in the country can contribute achieving business successTherefore, we come to the conclusion that department fopublic relations (Public Relations - PR) has become and is anecessary and crucial element of leading a business to success.

The

Manager'sRight Hand


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MA Slavica [email protected]

45

In order to understand the impo

tance o PR we can present yowith an example o hoe to ove

come thinking that PR is just a too

a simplied marketing tool. Public r

lations need to be seen within a wid

context, it needs to positioned onhigher platorm and sse it as an acti

ity ocused on establishing and mai

taining good relations with target pu

lic.

Strategic Approach

Establishing and maintaining goorelations with target public is a prere

uisite condition or creating an adquate strategic plan o any company,

is, also, a condition to eective mana

ing and accomplishing successul bu

ness results. It is only with this atttude that PR can have a strategic ro

in business.PR is establishing and maintainingood relations with target public,

we already said. However, we have

emphasize that many consider PR be solely media relations activity. T

media is denitely on o the most im

portant target groups, but not the on

one. PR is also refected in establishin

good relations with those target grou

such as the companys employees, th

community, public institutions, etc.

Since good relations and strateg

communication with target groupare both part o companys managment duties the acceptance o pu

lic relations advice is more that neessary. However, when a company a

cepts and expands possibilities o a


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48

Marketing and Brand

Success Comes

InsideFrom the


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A good commercial advertises theuniqueness o a product and oers the

reason why someone should buy it,while the price is created by a customer

who is ready to pay or the products key

diference. Jack Welch has dened a ruleor General Electricwhich has proven to

be universal the winning products are

those that are number 1 or 2 in theircategory, or those that orm a new sub

category by its uniqueness. He consid-

ered that parts o GE Company which

were not able to become number 1 or 2

should be sold. Michael Porter said the

same thing in a slightly dierent way

choose a dierent activity rom your

competition to deliver a unique value.

Te most important things to rememberrom these messages are those - the game

must be played, the team is consisted o

dierent players coordinately playing

and, most importantly, one has to pay

attention to ego, since it is the enemy

number one o successul marketing.

Trough marketing we really try to

sell companys abilities as the chances

or surrounding market. It is possible

that we have abilities that are not neces-

sary to any kind o customers, but then

we have to think about the chances.

Te game is all about the knowledge

o overlapping these two ends,

meaning thatwe have to

have abilities capable to ulll the chanc-

es in the surrounding market. Branding

belongs to both categories; however we

might easily say that it belongs more on

the side o chances.

Saving Energy Law

Integration means creating situation

in which the most suitable things wouldhappen. Tereore, it is crucial to create

the atmosphere in which products are

most likely to be bought. Nevertheless,

integration with clients is very

similar to branding. We can,also, apply this term to in-

ternal actions o a com-

pany (creating situation

in which quality prod-ucts are most likely to be

delivered on time an in

sufcient amounts). Allthese eorts and actions

require great energy. Great

energy is crucial or success,

in general, but energy we have is con-stant and that is why we cannot aord

to waste it.

External marketing is connectedwith external integration, while the in-

ternal marketing isconnected with the

internal integration.he external mar-keting is what you

will nd in market-

ing books, well "sit-

ed" and represent-ing what we have

mentioned above

the amount o en-ergy you spend to

sell your products to the chances osurroundings. It can be presented likethis, as well the amount o energy youspend on pleasing your clients, wheth-

er internal or external it is not impor-

tant.

Te internal marketing representsthe amount o energy we spend

to execute wanted chang-es within a company. Tat

amount o energy depends

on the mutual trust and re-spect in the company it-

sel. For example, i youhave a young competentperson with great educa-

tion, speaking ew languag-es, you tend to think that

this person will denite-ly have a great career. But

i I tell you that the same

person argues with eve-

ryone, cannot co-

50


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5

operate with anyone, likes to drink,has low sel-esteem, and cannot decide

whether to go abroad or notthe per-

spective is quite dierent. I spousesquarrel all night the chances o them to

be successul at work the day ater, arerather small. I sales department quar-

rels with the production, production

with supplies, supplies with adminis-tration, administration with everyone,

then how successul can that company

be? I in a country political parties can-

not agree on major points, how success-ul that country can be in the interna-

tional aairs? Te conclusion is that, i

we spend small amount o energy on

internal marketing, meaning that we

have well organized and balanced situ-ation in our company, we are let with agreat amount o energy to spend pleas-

ing our clients and customers. Other-

wise, a chaotic situation within com-

pany will take us up a lot o energy. In

that case we will have neither time nor

energy to concentrate on clients and theconsequence will be ailure.

Success o a company, amily or soci-

ety comes rom the inside. Organizationis crucial and it cannot be copied. I youare strong inside there will be competi-

tion but solutions will come, too. But i

you are weak rom the inside a slightest

breeze can blow you away.

(Un)obvious Truth

o conclude, even though branding

seems to belong to the external market-

ing, when thought o it more closely it

becomes clear that without good inter-

nal organization (the things we so dis-

like in our creative world o branding)

there is no success. Success comes rom

mutual understanding and respect, rom

eliminating ego, and it comes rom pro-

viding your head with oxygen when fy-

ing high.


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52

Sales

GoodSalesman

The Characteristics

of a


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Vladimir [email protected]

Imagine that in front of youis a candidate who came foran interview for a shop as-

sistant position in your com-pany. What does he/she hasto prove?

53

Isuggest the ollowing characteris-

tics.

Resourcefulness

You will expect o your shop assist-ant to talk and cooperate with various

personalities and to nd the best way

to communicate with them. His/her

task would be to change and to teach

them. Customers can be very diferent,

but all you need o them is to pay or

the service theyve received. All the rest

is on the shop assistant. Tereore, the

possible shop assistants should be test-

ed during interviews. Introduce them

to dierent people rom your compa-

ny and watch the shop assistants behav-

ior and how they adjust themselves to

each client. It would be ideal i the can-

didates already possess the ability to ad-

just their verbal and nonverbal commu-

nication with a client. Tose techniques

are known as tting and copying. And

why would the candidates do that? Isnt

it better or them to be who they really

are? No, and the good thing is that there

are many other occupations or all thosewho think that they should not adjust to

the client. A shop assistant or a salesman

defnitely has to adjust to clients and has

to bear in mind that he/she has to exam-

ine the clients real needs and thorough-

ly explain the advantages o the prod

they are selling.

Appropriate Speech and Attitud

Te act that your employees will c

stantly transer your and companys

titude to the clients is enough or u

emphasize that those attitudes have

be clear and unambiguous (sometim

is necessary or those attitudes to be

clear and ambiguous, but in both ca

it is necessary or shop assistants to w

consciously and with a clear goal-w

do they want to achieve?). Te custo

ers always remember what is import

to them. Tey even record the convsations they have had with a shop ass

ant, so that in this way or another t

have clear memory o the conversati

Tereore, it is extremely importan

be sure that your shop assistants wo

send a clear message.

Energy

It is your right to expect a certain l

o energy you demand o you empl

ees, since it is the same level they w

show to the customers. Anyhow, t

will need energy. One should only

careul not to conuse energy with

gressiveness, as i aggressiveness gasuccess it is the short-term one. Bu

you have an idea to establish long-te

cooperation with clients then dema

energy and avoid aggressiveness.

Reliability

When someone says that a cert

shop assistant is "reliable" he/she included all wanted characteristics

a shop assistant in one word. And t

means that the particular shop assist

A customer is not obligatedto remember you. It is yourduty to make sure that theydo not forget you.

Patricia Fripp


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54

knows the product and is able to answer

to all questions, to ulll promises, etc.

Nevertheless, no one can expect all that

rom a new shop assistant in the rst

working day. It is necessary or the new

shop assistant to get to know not onlythe products, but the business policies,

as well. It all takes up tome and eort.

Ten, how can an employer recognize

the best candidate, the one he can suc-

cessully train and develop reliability?

Here is the solution! Pay attention to the

level o condence o a candidate dur-

ing the interview. I a candidate can im-

press you he/she will denitely be able

to impress the customers as soon he/she

amiliarizes with the products and the

company.

Enthusiasm

Enthusiasm is a characteristic o a

good salesman. It is very likely or an

enthusiastic shop assistant to trans-

er the enthusiasm onto the custom-

er. Tat means that i the shop as-

sistant lack enthusiasm a custom-

er who came to buy your prod-

uct will have doubts about it.So pay attention to enthusiasm.

Ask your candidates to tell you

about the things they like, such

as hobbies, even i it doesnt have

anything to do with selling or you prod-

uct. I the candidate shows enthusiasm

or his/her hobby, your company can

benet o that enthusiasm.

Independence

I there is a position in a company that

most requires independence that is the

position o a shop assistant/salesman.

Literally, in many cases they work alone.

ravel salesmen are out o their ofc-

es most o the time and they have the

moving ofces going to visit one ater

another customer, constantly on road,

alone (mobile phones and laptops are

not taken into account). From time

to time they visit the company to

make reports, and that is why it isimportant or the employer to be

convinced that the person you

hire is going to be preparedto be independent to in-

dependently make de-

cisions, to per-

orm sel-motiva-

tion, without check in and check out

time cards recording the time he/she ar-

rived to and let the work. In this case

you dont need those employees who

will run around corridors carrying les

under one arm while leading impor-

tant phone call on mobile phone at the

same time, showing everyone how im-

portant they are.

Integrity

How can we recognize or measure

integrity? It can be showed and recog-

nized at the rst interview you had with

a candidate. It all begins with the ques-

tion why this person leaves the current

employer. o be honest, there are some

employers who cant be well and posi-


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5

tively presented even in a commercial;

still, you have to pay attention to what

the candidate has to say about his/her

ormer employer, about customers and

ormer colleagues.

Patience

Patience is one o the nicest charac-

teristics one can possess. Tere is a say-

ing that goes something like this Eve-

rything comes to those who wait. Many

salesmen have earned a patience medal

or waiting to be paid or the job they

have nished. Patience is always use-

ul in any situation. Te sell-

ing process can last or a long

time, and you have to wait

all the time to nd some-

one who needs your product,

to have the necessary condi-tions, laws, or the manag-

er to come back rom hid

medical leave, or holi-

days to be nished, to

get license, or court

to reach the verdict,

or the customer to

provide nances, ex-

port, campaign, ap-

propriate season o the

year, etc. Te truth is

that the process o sell-ing cannot be done at

once. One needs to be

patient to go on severalmeetings in order to hear

the nal YES. And the most

important thing is that patience is

crucial when a shop assistant listens

to a customer. It is only patience thatprevents the shop assistant to nish

sentences or the customer who cant

easily express. Te only way to discover

the customers needs is to careully lis-ten, to listen to the customers requests

and complaints. As Zig Ziglar once said:

"Stop selling, start helping!". But the

only shop assistant who can help the

customer is the patient one who listens.

I the candidate cannot listen to you

careully at the interview or worse inter-

rupts you, then think again beore hir-

ing that candidate.

Honesty

When I say "honesty" I dont think

literally, I consider honesty to be a sin-

cere will o a shop assistant to help a

customer. Tereore, you should watch

the reaction o you candidates and their

comments and try to gure out i t

have let an "honest" rst impress

on you.

Pleasantness

Customers can determine within

ew minutes i the shop assistant

pleasantperson or not. Just in cawould like to make it clear by pl

ant I dont mean pretty. Tat is the

son why I disagree with those who

soon as they see a beautiul woman t

would hire her in sales department. I

not rare or pretty people to develo

sel-deense mechanism. Well, it is h

on them, isnt it? Since rom dawndusk various member o the oppo

sex approach them with identical id

on their minds. Tereore, it is necess

or them to develop a sel-deense me

anism called being "arrogant". Luck

this state does not last more than t

decades. Nevertheless, it is being "ar

gant" that is baleul or the proces

selling. When I say that pleasanceis portant I think okind smile, frm hashake and sincere understanding o

ents needs and problems. Tink abyour candidate, i he/she has impres

you in the frst minutes o the intervi

and you had the impression that he/

is a pleasant person, then, maybe th

the diamond worth shaping in orde

prosper your business.

Is it Mr. Ideal?

It is obvious that a good salesma

expected to possess such a great num

o high-quality characteristics that

can call him "Mr. Ideal". Tere are

ideal people and or that reason try

nd as many o these characteristic

possible in one o your uture empl

ees.


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Speechless Communication

Body

Language


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We live in the world of mo-tion pictures that change in

a split of second. This trendis refected to interpersonalcommunication, as well, es-pecially visual aspects. Manysociety psychologists believethat visual communicationis the most important chan-nel for speechless communi-cation. Most of them claimthat on the basis o

GM in English 1

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