Moskva, Moscow, Russian Federation
Moskva, Russian Federation
This article examines trends in reorientation in the management system from the position of managing the company’s development strategy to shorter-term, operational management, the characteristic feature of which is survival in the market and stabilization of the company’s existing position. The scale of geopolitical influence and economic changes, the situation with the demographic crisis, social infrastructure, constant technological innovations, and the latest forms of interaction between organizations and employees force a significant change in the composition of the competencies that the top management of organizations and their management teams should have. The profile of modern key competencies of the top management of the organization can be characterized as anti-crisis with the use of tactics in which the dominant position is occupied by orientation to the final result. To form a profile of competencies and find their necessary balance in the future, with a perspective for the coming years, the following clusters are considered: tasks, strategy, personality, leadership. The article describes in detail the constituent characteristics of each cluster.
leadership management, manager’s competency profile, staff shortage, forms of interaction between organizations and employees, key employee retention programs, professional development towards innovative change
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