Interim Management9587927

In the business world, around 1970, an incredibly specialized breed of managers begun to emerge, the Interimsmanagement. When managers weren't up to their task, or each time a manager fell ill for a long period of energy, or when there is no manager intended for an exclusive project in the organization, companies resorted to hiring interim managers to fill the gap. They are mostly ex-managing directors or experienced consultants.

During times of an urgent crisis, senior management resorts to hiring interim managers externally and saddle them the unpleasant task of creating drastic changes that this present executives hesitate to generate. To thrive in times of crisis, drastic measures need to be taken such as divestment, many redundancies, selling parts of the corporation or closing factories. The interim manager can often be instructed to achieve a quick turnaround and sometimes is forced to employ changes haphazardly and without eye for the consequences to others, which in turn undermines morale and alienates many employees. The effective use of interim managers in such cases is generally caused by insensitivity to signals through the environment that spell the requirement for change or unwillingness to leave the actual basis. A vital characteristic of a great leader is his/her ability to adapt his/her management style for the circumstances and constantly change and adapt the corporation, preferably detail by detail. This requires vision and a lasting view on early forebodings of change. Should there be no adequate early warning system in place, then adjustments to environmental surroundings in many cases are seen being sudden and unexpected and therefore are often seen far too late.