Interim Management6484072

In the business world, around 1970, a really specialized strain of managers started to emerge, the Interimmanager. When managers weren't around their task, or each time a manager fell ill for a long time of energy, or if you find no manager designed for a special project in the organization, companies resorted to hiring interim managers to fill the space. These are mostly ex-managing directors or experienced consultants.

In times of an unexpected crisis, senior management resorts to hiring interim managers externally and saddle them with the unpleasant task of making drastic changes which the present executives hesitate to make. To thrive in times of crisis, drastic measures need to be taken like divestment, large numbers of redundancies, selling areas of the organization or closing factories. The interim manager is frequently expected to achieve a quick turnaround and frequently has to employ changes haphazardly and without eye for the consequences to other people, which frequently undermines morale and alienates many employees. The employment of interim managers in such cases is usually a result of insensitivity to signals from the environment that spell the necessity for change or unwillingness to go out of the present basis. A vital sign of a fantastic leader is his/her power to adapt his/her management style for the circumstances and to constantly change and adapt the business, preferably step by step. This involves vision along with a long lasting approach to early forebodings of change. Should there be no adequate early warning system set up, then modifications in the environment are often seen to be sudden and unexpected and therefore are often seen far too late.