Vadovavimas darbuotojams sparčiai besikeičiančioje aplinkoje
STAFF MANAGEMENT IN RAPIDLY CHANGING ENVIRONMENT

Summary/Abstract: In a rapidly changing environment where organizations are competing with each other for the faster development and use of commercially relevant knowledge, it is crucial to be able to quick change (Foss, Ericsen, 1997). Obviously, this is impossible to achieve by promoting a conventional staff management model based on external empowering to carry on decisions taken by others as described in papers or in behaviour regulating instructions and rules. To manage an organization which operates in a rapidly changing environment, the managers are frequently forced to behave unconventionally by declining the actions planned ahead, procedures or other tasks and delegating the responsibilities to the staff. Practically, it implies that managing the staff has to be more dynamic and aimed at creating and managing a diverse area knowledge synergy. This is particularly relevant nowadays when clients are requiring unique and innovative services, which encourages managers to focus on assuring a favourable environment for their staff so that they can build up new knowledge by cooperating and sharing the available unexpressed knowledge (Nonaka, Kono, 1998). Thus, the managers have to give up the conventional roles of administrators and take upon themselves the knowledge manager roles, which is actually a responsibility for the development of staff's competences. The first part of the paper discusses the assurance of theoretical possibilities for a dynamic management of an organization with particular emphasis on the strategy of organization's competence which promotes the maintenance of a balance in an unstable environment where unique and individual customer demands confront the organization's ability to satisfy them. The paper analyzes the ways the managers of an organization can choose to create an environment that empowers the use of available base of competences and promotes its extension. The second part of the paper discusses the mechanism of the staff's self-management development in an organization and its benefits in improving the human capital management. It is recommended that managing the staff by promoting self-management development should be considered as organization's possibility to use more effectively the human capital, i.e. the wholeness of individual staff and team competences. The model was designed by modifying the so-called knowledge improvement model suggested by S. P. Lauritsen and B. Sorensen (2003) based on the prerequisite that progress of organization is predetermined by its ability to assure conditions promoting knowledge building and knowledge usage processes. It provides for the self-management promoting activities which predetermine the break off of staff's self management and allow management decentralization. In discussing the benefits of staff self-management model in an organization in the context of the human capital management improvement possibilities, the following aspects are recommended to take into consideration: a) e

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