{"id":1443,"date":"2021-09-10T12:11:00","date_gmt":"2021-09-10T09:11:00","guid":{"rendered":"https:\/\/www.cigdemguven.com\/genel\/wind-of-change\/"},"modified":"2022-08-11T15:22:55","modified_gmt":"2022-08-11T12:22:55","slug":"kurumsal-degisim-ruzgari","status":"publish","type":"post","link":"https:\/\/www.cigdemguven.com\/tr\/genel\/kurumsal-degisim-ruzgari\/","title":{"rendered":"Kurumsal De\u011fi\u015fim R\u00fczgar\u0131"},"content":{"rendered":"

{“main-title”:{“component”:”hc_title”,”id”:”main-title”,”title”:””,”subtitle”:””,”title_content”:{“component”:”hc_title_empty”,”id”:”title-empty”}},”section_QvNqz”:{“component”:”hc_section”,”id”:”section_QvNqz”,”section_width”:””,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”vertical_row”:””,”css_classes”:”section-color no-padding-bottom no-padding-top “,”custom_css_classes”:”containerblog”,”custom_css_styles”:””,”section_content”:[{“component”:”hc_column”,”id”:”P1FCZ”,”column_width”:”col-md-12″,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”css_classes”:”boxed-area align-items-center “,”custom_css_classes”:””,”custom_css_styles”:””,”main_content”:[{“component”:”hc_title_tag”,”id”:”5ZtkF”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”text”:”Kurumsal De\u011fi\u015fim R\u00fczgar\u0131”,”tag”:”h1″},{“component”:”hc_image_box”,”id”:”P92Nk”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”image”:”https:\/\/www.cigdemguven.com\/medias\/2021\/09\/cigdem-guven-kurumsal-degisim-lider-1024×714.jpg|753|1080|491″,”link_type”:”lightbox”,”lightbox_animation”:””,”caption”:”Kurumsal De\u011fi\u015fim R\u00fczgar\u0131”,”inner_caption”:false,”new_window”:false,”link”:”https:\/\/www.cigdemguven.com\/medias\/2021\/09\/cigdem-guven-kurumsal-degisim-lider-1024×714.jpg”,”link_content”:[],”lightbox_size”:””,”scrollbox”:false,”icon”:””,”image_animation”:””,”icon_animation”:””,”thumb_size”:”full”,”icon_hidden”:true,”caption_img_box”:””,”alt”:””}]}],”section_settings”:””},”section_aSGAU”:{“component”:”hc_section”,”id”:”section_aSGAU”,”section_width”:””,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”vertical_row”:””,”css_classes”:”no-padding-bottom no-padding-top “,”custom_css_classes”:”blogtext”,”custom_css_styles”:””,”section_content”:[{“component”:”hc_column”,”id”:”column_0qrhK”,”column_width”:”col-md-12″,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”main_content”:[{“component”:”hc_wp_editor”,”id”:”gE6EW”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”editor_content”:”De\u011fi\u015fim t\u00fcm seviye \u00e7al\u0131\u015fanlar i\u00e7in y\u00f6netilmesi gereken \u00f6nemli bir kavramd\u0131r. De\u011fi\u015fim t\u00fcm \u00e7al\u0131\u015fanlar i\u00e7in beraberinde stres getirir. \u00c7al\u0131\u015fanlar, kendi bildikleri rahat alandan, belirsizli\u011fe do\u011fru ge\u00e7i\u015f yaparlar. Dolay\u0131s\u0131yla da kar\u015f\u0131la\u015ft\u0131klar\u0131 belirsizlikleri y\u00f6netmek durumundad\u0131rlar.\\n\\nKurumsal alanda de\u011fi\u015fimlerle s\u0131k\u00e7a kar\u015f\u0131la\u015f\u0131l\u0131r. \u00d6ncelikle tepe y\u00f6netim olmak \u00fczere her seviyede y\u00f6netim ba\u015far\u0131s\u0131, organizasyonlar\u0131n i\u015f performans\u0131n\u0131 do\u011frudan etkilemektedir.\\n\\nDe\u011fi\u015fimi y\u00f6netime ba\u015far\u0131s\u0131, cesaret ve g\u00fc\u00e7 gerektirir. Kar\u015f\u0131la\u015f\u0131lan konular\u0131 masaya yat\u0131rmak, do\u011fru bir analiz yapmak ve gereken ad\u0131mlar\u0131 \u00f6zenle belirleyerek atmak y\u00f6netim ba\u015far\u0131s\u0131n\u0131 etkilemektedir.\\n\\nLider ve y\u00f6netici tak\u0131mlar\u0131n\u0131n, daha \u00f6nce ya\u015fam\u0131\u015f olduklar\u0131 de\u011fi\u015fim y\u00f6netimleri, kriz y\u00f6netimleri ve s\u0131n\u0131r zorlamalar\u0131; ilgili gruplar\u0131n kaslar\u0131n\u0131 g\u00fc\u00e7lendirmektedir. Daha \u00f6nceki tecr\u00fcbelerden elde edilmi\u015f \u00f6\u011frenim, y\u00f6netim gruplar\u0131n\u0131 g\u00fc\u00e7l\u00fc k\u0131lar. Bu konuda herhangi bir tecr\u00fcbe ya\u015fanmam\u0131\u015f olmas\u0131 durumunda y\u00f6netim ekiplerinin; rakiplerde, sekt\u00f6rde, ve kurumda ge\u00e7mi\u015fte ya\u015fanan de\u011fi\u015fim deneyimlerini incelemesi ve \u00e7\u0131kt\u0131lar\u0131 iyi analiz etmesi ve \u00f6\u011frenmesi, y\u00f6netim ba\u015far\u0131lar\u0131n\u0131 etkileyecektir.\\n\\nMerak etmek, \u00f6\u011frenmek, deneyimlemek efor ister. Stratejik lider i\u00e7in olduk\u00e7a \u00f6nemli yetkinliklerdir.\\n\\nY\u00f6netim kademelerinde tahmin eden, piyasay\u0131 ve rekabeti ara\u015ft\u0131ran, t\u00fcm bilgi kaynaklar\u0131na a\u00e7\u0131k olan, farkl\u0131 bak\u0131\u015f a\u00e7\u0131lar\u0131n\u0131 de\u011ferlendiren, yorumlayan y\u00f6netici elbette ki de\u011fi\u015fim y\u00f6netimini ba\u015far\u0131yla ger\u00e7ekle\u015ftirecektir. Fark\u0131ndal\u0131k seviyeleri y\u00fcksek y\u00f6neticiler, de\u011fi\u015fimin olu\u015fturdu\u011fu stresi kabul etme ve y\u00f6netme becerisini geli\u015ftirmi\u015ftir. Fiziken, ruhen ve zihnen sa\u011flamd\u0131rlar. Hatta bu duru\u015f, i\u015f ya\u015fam\u0131nda \u00e7evrelerinde hi\u00e7 yard\u0131ma muhta\u00e7 olmayan ki\u015filer olmalar\u0131n\u0131 sa\u011flar. (ger\u00e7ekte b\u00f6yle olmasalar da)\\n\\nDe\u011fi\u015fime direnen liderler ve y\u00f6neticiler, zamanla mevcut organizasyonlar\u0131n i\u00e7erisinde ba\u015far\u0131s\u0131z olmaya mahkumdurlar. \u00c7\u00fcnk\u00fc de\u011fi\u015fime uyum, hatta de\u011fi\u015fimlerde f\u0131rsatlar\u0131 g\u00f6rme ve f\u0131rsata \u00e7evirebilme, \u00f6nemli ba\u015far\u0131 kriterleri olarak say\u0131labilir. Bunlara, de\u011fi\u015fimle a\u00e7\u0131\u011fa \u00e7\u0131kan stres y\u00f6netimini de eklemek gerekir. T\u00fcm bu y\u00f6netim kademelerinde al\u0131nmas\u0131 gereken stratejik kararlar ve bu kararlar\u0131n sorumlulu\u011funu almak gerekir. Sorumluluk almadan y\u00fcr\u00fct\u00fclmeye \u00e7al\u0131\u015f\u0131lan bu kademelerdeki pozisyonlar, \u015firket ortaklar\u0131n\u0131n hedeflerine ba\u011fl\u0131 olmakla birlikte, yine de zaman i\u00e7erisinde g\u00fc\u00e7s\u00fczle\u015fecektir kanaatindeyim.\\n\\nLider ve y\u00f6netim tak\u0131mlar\u0131n\u0131n ger\u00e7eklik ilkesi ile y\u00f6netimi verimlidir. Ger\u00e7eklerden uzakl\u0131k yani \u201cm\u0131\u015f\u201d gibi y\u00f6netimler, de\u011fi\u015fim r\u00fczgarlar\u0131nda savrulma sonucunu do\u011furur. Kurumsal yap\u0131n\u0131n sa\u011flad\u0131\u011f\u0131 sistem, ekiplerinde olu\u015fturmak istedi\u011fi fark\u0131ndal\u0131k, ki\u015filerin bireysel \u00e7abalar\u0131 olmamas\u0131 halinde uyumlanmay\u0131 getirir. Yani makro \u00f6l\u00e7\u00fctte korunan de\u011ferler ve makro sistem t\u00fcm kurumsal iklim a\u00e7\u0131s\u0131ndan ana belirleyecidir.\\n\\nCesaret, ba\u015far\u0131n\u0131n bir par\u00e7as\u0131d\u0131r. \u00d6l\u00e7\u00fcl\u00fc risk alma, korkmadan ad\u0131m atabilme, risk alabilme ve y\u00f6netim becerisi, de\u011fi\u015fim y\u00f6netim ba\u015far\u0131s\u0131n\u0131n bir par\u00e7as\u0131d\u0131r. Durgun sular i\u00e7inde \u00e7ok f\u0131rt\u0131nalar, dalgalar bar\u0131nd\u0131r\u0131r. T\u00fcm bu a\u015famalar sonras\u0131, \u00f6nemli bir ba\u015far\u0131y\u0131 elde etmek m\u00fcmk\u00fcnd\u00fcr.\\n\\nYa\u015fad\u0131\u011f\u0131m\u0131z \u00fclkede; insana, ya\u015fama, do\u011faya ve canl\u0131ya sayg\u0131 \u00f6zel ya\u015famda oldu\u011fu gibi i\u015f ya\u015fam\u0131nda da motivasyona etki eder. Motivasyon konusu kurumsal hayatta \u00f6nemli bir ba\u015fl\u0131kt\u0131r. Yap\u0131lan t\u00fcm geli\u015fim ve dan\u0131\u015fmanl\u0131k \u00e7al\u0131\u015fmalar\u0131, liderler ve y\u00f6neticilerin kendi etki alanlar\u0131 i\u00e7erisinde m\u00fcmk\u00fcnd\u00fcr. Sayg\u0131 ve motivasyonun i\u00e7ersinde bulunulan sistemin ana de\u011ferleri olmas\u0131 halinde, ilaveten organizasyonel \u00e7abalara \u00e7ok ihtiya\u00e7 olmayacakt\u0131r.\\n\\nUluslararas\u0131 rekabet eden kurumlar\u0131n, sistem a\u00e7\u0131klar\u0131n\u0131 gidermek i\u00e7in ola\u011fan\u00fcst\u00fc \u00e7aba g\u00f6sterdiklerini s\u00f6ylemek yanl\u0131\u015f olmaz. Bu kurumlar ekiplerini evrensel de\u011ferlere ta\u015f\u0131mak i\u00e7in ilave b\u00fct\u00e7eler ay\u0131rmaktad\u0131rlar. \u00c7al\u0131\u015fma evresine gelen gen\u00e7lerin liderlik ve y\u00f6netim becerileri konusunda \u00e7al\u0131\u015fm\u0131\u015f olmalar\u0131, kurumsal hayat\u0131n performans\u0131n\u0131 artt\u0131racakt\u0131r. Bu yetkinlikler, \u00e7al\u0131\u015fanlar\u0131n de\u011fi\u015fim y\u00f6netimini, stres y\u00f6netimini daha y\u00fcksek fark\u0131ndal\u0131kla yapmas\u0131n\u0131 sa\u011flayacakt\u0131r.\\n\\nBununla birlikte, dijital ve teknolojinin h\u0131zla ya\u015fama girmesi ile, \u00f6\u011fretim kurumlar\u0131n\u0131n h\u0131zla yeni derslere adapte olmas\u0131 gerekmektedir. Aksi halde, ayr\u0131ca bu konularda kurumsal hayat\u0131n e\u011fitim \u00e7al\u0131\u015fmalar\u0131 i\u00e7erisinde yer alma mecburiyeti do\u011far.\\n\\nKurumsal alanda stres y\u00f6netimi, zihin sa\u011fl\u0131\u011f\u0131, beden sa\u011fl\u0131\u011f\u0131 ve ruh sa\u011fl\u0131\u011f\u0131 gerektirir. De\u011fi\u015fimle birlikte a\u00e7\u0131\u011fa \u00e7\u0131kan stresin y\u00f6netimi konusunda, t\u00fcm y\u00f6netim ekibi ve \u00e7al\u0131\u015fanlar\u0131n bu konularda bilgili olmas\u0131, dayan\u0131kl\u0131l\u0131\u011f\u0131n\u0131 artt\u0131racakt\u0131r. Zihin s\u00fcrekli \u015farj edilmelidir. G\u00fcnl\u00fck i\u015f ya\u015fam\u0131n\u0131n getirdi\u011fi yorgunluk, \u00e7\u00f6p d\u00fc\u015f\u00fcnc\u00fclerden ar\u0131nmay\u0131 gerektirir. \u00c7al\u0131\u015fanlar\u0131n kendilerine uygun \u015farj y\u00f6ntemlerini bulmas\u0131 \u015fartt\u0131r. Di\u011fer yandan beden sa\u011fl\u0131\u011f\u0131, de\u011fi\u015fim ve stresi y\u00f6netme konusunda en kritik konulardan biridir. Beden sa\u011fl\u0131\u011f\u0131n\u0131n korunmas\u0131 i\u00e7in gereken egzersizlerin, hareketli ya\u015fam\u0131n ve di\u011fer konular\u0131n ki\u015filerin hayat\u0131nda mutlaka bir d\u00fczene oturmu\u015f olmas\u0131 b\u00fcy\u00fck \u00f6nem arz eder. Kurumsal alanda dan\u0131\u015fmanl\u0131k yapt\u0131\u011f\u0131m lider ve y\u00f6netici ekiplerinde, s\u0131k\u00e7a kar\u015f\u0131la\u015ft\u0131\u011f\u0131m ve geli\u015fmesi gereken konu; zihin, beden ve ruh sa\u011fl\u0131\u011f\u0131na gerekli \u00f6zenin g\u00f6sterilmemesidir. Bu konular\u0131n teorik bilgi seviyesinde de\u011fil, davran\u0131\u015f olarak benimsenmesinin hem \u00e7al\u0131\u015fanlar, hem y\u00f6neticiler ve liderler, hem de organizasyonlar i\u00e7in say\u0131lamayacak kadar faydas\u0131 bulunur. \u00d6zetle; ki\u015fi \u00f6ncelikle kendini tan\u0131r ve kendine iyi bakar ise, kendi potansiyelini performansa \u00e7evirebilir. Ko\u015fullar\u0131n\u0131, i\u00e7inde bulundu\u011fu makro ortam\u0131, etki edebileceklerini ve edemeyeceklerini iyice de\u011ferlendirerek de\u011fi\u015ftiremeyecekleri \u00fczerinde zaman kaybetmeyecektir.\\n\\nLider ve y\u00f6netici tak\u0131mlar\u0131 t\u00fcm bunlar\u0131n yan\u0131nda, ana sorumluluklar\u0131 olarak tan\u0131mlanan ekip y\u00f6netim ve motivasyon konusunda, kendi etki alanlar\u0131n\u0131 \u00e7ok iyi tan\u0131mlarlar, zaman kaybetmezler. Makro sistemi ger\u00e7ek\u00e7i bir \u015fekilde analiz eder ve toplam insan kayna\u011f\u0131n\u0131 verimli bir \u015fekilde de\u011ferlendirirler. D\u00fcnyan\u0131n i\u00e7erisinden ge\u00e7ti\u011fi bu d\u00f6nemde, de\u011fi\u015fimin fark\u0131nda olup kendi ekiplerini bu de\u011fi\u015fim i\u00e7erisinde y\u00f6netirken, kendilerini de y\u00f6netmeyi ihmal etmezler.\\n\\nS\u0131k\u00e7a ileti\u015fim kanallar\u0131n\u0131 \u00fcst- ast ve payda\u015flar\u0131yla a\u00e7\u0131k tutarlar, oldum demez, merak eder, \u00f6\u011frenir ve geli\u015firler. Farkl\u0131 bak\u0131\u015f a\u00e7\u0131lar\u0131n\u0131 inceler, yorumlar, de\u011ferlendirir ve tahmin etme yetkinliklerini artt\u0131r\u0131rlar. Vizyonlar\u0131n\u0131 g\u00fc\u00e7lendirir, uyumlu olur, farkl\u0131 fikirlerle uzla\u015fma sa\u011flarlar. \u0130tirazlar\u0131 dinleyip, a\u00e7\u0131k ileti\u015fim kanallar\u0131n olu\u015ftururlar. Ele\u015ftirileri dinlerler. her ko\u015fulda meydan okur, kurum i\u00e7erisinde kabul g\u00f6rm\u00fc\u015f varsay\u0131mlar\u0131 zorlar ve tart\u0131\u015fmaya a\u00e7arlar.\\n\\n\u0130\u015fte t\u00fcm bu \u00e7al\u0131\u015fmalar lider ve y\u00f6netici tak\u0131mlar\u0131n\u0131 g\u00fc\u00e7lendirir, de\u011fi\u015fimi hem kendilerinde hem de ekiplerinde y\u00f6neterek de\u011fi\u015fimin bir par\u00e7as\u0131 olmalar\u0131na yard\u0131m ederler. De\u011fi\u015fim y\u00f6netimi, sakin kalabilmek, durumu de\u011ferlendirmek, y\u00f6netebilmek ve gerekirse de\u011fi\u015fimin kendisi olabilmek; kurumlar\u0131 dinamik ve yenilik\u00e7i k\u0131lar. 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De\u011fi\u015fim t\u00fcm seviye \u00e7al\u0131\u015fanlar i\u00e7in y\u00f6netilmesi gereken \u00f6nemli bir kavramd\u0131r. De\u011fi\u015fim t\u00fcm \u00e7al\u0131\u015fanlar i\u00e7in beraberinde stres getirir. \u00c7al\u0131\u015fanlar, kendi bildikleri rahat alandan, belirsizli\u011fe do\u011fru ge\u00e7i\u015f yaparlar. Dolay\u0131s\u0131yla da kar\u015f\u0131la\u015ft\u0131klar\u0131 belirsizlikleri y\u00f6netmek durumundad\u0131rlar.<\/p>\n","protected":false},"author":1,"featured_media":1181,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12,19],"tags":[],"class_list":["post-1443","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-genel","category-yazilar"],"yoast_head":"\nKurumsal De\u011fi\u015fim R\u00fczgar\u0131 | \u00c7i\u011fdem G\u00fcven Management Consulting & Coaching & Mentoring Services<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.cigdemguven.com\/tr\/genel\/kurumsal-degisim-ruzgari\/\" \/>\n<meta property=\"og:locale\" content=\"tr_TR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Kurumsal De\u011fi\u015fim R\u00fczgar\u0131 | \u00c7i\u011fdem G\u00fcven Management Consulting & Coaching & Mentoring Services\" \/>\n<meta property=\"og:description\" content=\"De\u011fi\u015fim t\u00fcm seviye \u00e7al\u0131\u015fanlar i\u00e7in y\u00f6netilmesi gereken \u00f6nemli bir kavramd\u0131r. 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