The start of the academic year is approaching, and the tenth class in "Human Resource Management, Management and Organizational Consulting" is about to begin. The registration deadline is September 25 for Sofia and September 30 for Plovdiv.
WHY THREE IN ONE?
When it comes to "Human Resource Management, Management and Organizational Consulting," the most frequently asked questions are: "Why does it have to be three in one?"; "I'm only interested in human resource management." There are other inquiries too: "only management" or "only consulting."
Unnecessary and harmful modesty!
The answer is simple: because the human resources drama is played out on the stage of the hierarchically structured organization, and unless that organization is understood and controlled, no management is possible. The human resource management specialist manages and should be able to develop strategies, plan, regulate and control within the scope of their functions. In other words, to build the organizational environment, i.e. to manage through the conditions (Dzhonev, S. and Pl. Dimitrov. (2014-5) Organizational Consulting, Management, Human Resource Management, Vol. 3. NGB Consulting). And, in the most successful case, to head and lead the Human Resources department.
On the other hand, any changes to organizational constructs that affect the human factor – motivation, career, professional development, performance appraisal, etc., etc. – require them to be, to the highest degree, an effective consultant as well. To be able to influence the organization, to transform it, to work with the entire apparatus of managers and staff, and to bring the human resources perspective into management. This effectively makes them a consultant and an essential link in the upper echelons of power, together with the General Manager, the CEO, the Heads of Departments, etc.
For their part, the manager who neglects the human factor and thinks about business only as an economist, technologist or salesperson, obsessed with profit, has forgotten about the meaning that the organization must have for their subordinates (See my article on LinkedIn –https://goo.gl/hZDZKP). In this way, they lose the support, loyalty and responsiveness of their staff and are left working with hostile and "ungrateful" employees. A familiar and painfully insurmountable situation for many directors and managers. In other words, the manager not only needs to cooperate with the Human Resources department, but must also personally carry out their share of these HRM functions with the staff.
In addition, the manager, whoever they may be, stands at least one level higher than their subordinates both in the hierarchy and in technical knowledge, which often requires them to act as a mentor, coach and consultant. Or to organize these activities for their staff. The consultative approach brings the manager to a higher level of influence over the staff and to transformational leadership as an ideal in managing and changing people.
As for consulting, besides being an element of both positions – the HRM specialist and the manager – it is also a specialized managerial activity in the very same environment (people and management), outside of which the organization has no other existence. Without theoretical and practical knowledge of the "anatomy" (structure), "physiology" (functioning) and "nervous system" (human factor) of the organization, the consultant is illiterate and helpless.
But consulting is also the art of training, diagnosing and organizing an extremely delicate matter with a great deal of resistance, one that requires apostolic charisma to succeed – something not everyone is born with, but which can and must be developed within oneself if one wants their work to leave a mark.
That is why in our training programs we work to prepare professionals who organically combine the three fields and are able to succeed with equal ease in all three careers. Because three is always more than one!
Prof. S. Dzhonev