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Improving the quality of leadership is one of the levers for improving the competitive position of the business. Leaders are people whom the employees follow – due to their knowledge, experience, influence and above all their good example and right decisions. Leaders are masters of controlling change, of communication, adapting, innovating and above all of the entrepreneural spirit and leading people at work.  The strengthening of the role of leadership is an obligatory practice in companies - especially on the operative level and in key processes.

The advising is directed to the following areas:

  • role of the top management,
  • role of the middle management and operative leaders,
  • role of the top-level experts,
  • change management,
  • reorganizing business,
  • organizing work and management,
  • successful business communications,
  • creating conditions for effective leadership,
  • ethical business decision making,
  • strengthening desired values of the company,
  • leading by an example,
  • leadership of groups,
  • dealing with »problematic« individuals.



Establishing the desired culture is a long term and less evident process of spreading values, needed for the achievement of appropriate business effects and well being of the employees at work. The desired culture of an economic organization is based on its mission, vision and strategy. The stack of values, opinions, customs, rules of behaviour, symbols and acceptable ways of work in many ways affect the business success of a company.

The advising is directed to the following areas:

  • defining the desired groups of values of employees,
  • detecting the differences between the prevailing and desired values of the employees (performing an employee survey  that includes the majority of the employees at the company location),
  • proposing measures to improve the support of people at business activities,
  • proposing measures to increase the degree of  employee satisfaction at work,
  • creating a proposed employee booklet,
  • acquainting the leaders and the employees with their respective roles at strengthening the partnership between work and capital.



Defining and ascertaining competences at work is one of more important areas of human resource management. Defining ideal (desired) work skills can affect the success and the satisfaction of employees at work and is at the same time one of the foundations for the creation of a favourable organizational climate in the company. By introducing an adequate model of work competences we can often influence faster professional development of employees.

The advising is directed to the following areas:

  • linking  the model of competences with actual business objectives of the company,
  • defining the list of competences,
  • defining the competences for key areas of leaders, experts, performers (work positions),
  • connecting the model of competences with the activities of the human resources development in the company,
  • connecting the defined competences with the model and practice of performing annual employee appraisals,
  • input information for the creation of individual employee development plans,
  • assessing the actual implementation of the desired competences.



The acceleration of growth of small and middle sized  organizations often is not a simple task for the founder who is emotionally and materially connected to the company from the start, creation and the initial developing phases of company’s growth. An external view often reveals a multitude of opportunities that appear as problems but may also be called opportunities for development. The combining of external and internal views allows for faster solving of normal problems and the prevention of abnormal problems in the activities of the organization.

The advising is directed to the following areas:

  • diagnosis of the company activities (investigating by means of opinion surveys,  consultations with leaders, experts and performers),
  • defining developmental opportunities in key areas of business (products, clients, competitors, sales, production, work resources, purchases, employees, company organization, development, leadership, financial control, procedures),
  • advance preparation of the company prior to the implementation of the official certification process according to the ISO 9000:2000 standard,
  • defining key measures at the transition to the next period.