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Diagnosing the company organization is one of the initial phases of updating the organizational structure of the company. By diagnosing the activities of the organization we define the advantages of the company and by analysing them we determine the possibilities for business improvements. Key leaders, experts and experienced operative performers are included in the execution of the diagnostic procedures.

The advising is directed to the following areas:

  • defining general principles of company organization,
  • remodeling the macro organizational structure,
  • defining the level of leadership or process holders,
  • introducing the radial scheme of connections,
  • defining key areas of business,
  • defining key tasks of the company,
  • defining procedures for supplementing and changing the company organization,
  • defining the role of top, middle and operative leaders,
  • devising a system of co-ordinations and reporting,
  • defining a system of  authorizing and substituting,
  • drawing the limits for authorizations and responsibilities,
  • introducing project and team work,
  • creativity of individuals and groups,
  • managing business with organizational regulations,
  • defining special authorizations and responsibilities,
  • creating the principles for future development of company organization.



Remodelling organizational structures must be closely linked with the vision, mission and strategic developmental objectives of the company. Business objectives essentially affect the selection of the right organizational structure or the decision about combining various organizational structures. Dynamic adaptation to actual change in the business environment must be achieved in practice. That is why one of the more important tasks is to acquaint leaders and experts with various possibilities of organizing the activities of the whole company, its units and processes. The topic is closely connected with the optimisation of business processes.

The advising is directed to the following areas:

  • defining the actual working conditions of separate organizational units or the organization as a whole,
  • defining the suitability of the selected organizational structure,
  • defining key authorizations and responsibilities,
  • implementation of  a remodelled organizational structure.



Initiating project work helps stimulate faster development and bring forward younger experts in cooperation with experienced co-workers in a company. Project work is a challenge and an opportunity for transferring to a qualitatively higher level of business and it also proves effective for achieving a greater degree of the most creative people.

The advising is directed to the following areas:

  • defining the principles of project work,
  • defining the project plan,
  • defining the role of the project team,
  • defining the role of the project leader,
  • defining the role of members of the project team,
  • defining the role of the supervisory decision-making group,
  • defining the role of expert professionals at project work,
  • controlling the costs of the project,
  • providing computer support needed for the implementation of projects,
  • controlling the project documentation,
  • preparing operative instructions for the work of project teams,
  • establishing the demands for implementing the results of projects,
  • rewarding the members of  the project teams,
  • accelerating the results of project work,
  • defining the role of external performers in project work.



The construction of a system of empowerment and responsibilities in a company helps to clear up organizational roles. As a rule, the extent of empowerment is in agreement with the responsibilities that are given to an individual. Along with the system of empowerment we also strengthen the process of delegation and decentralization of the decision making. By clearly defining responsibilities at work we avoid possible misunderstandings and increase the efficiency of work.

The advising is directed to the following areas:

  • defining authorizations for document signing,
  • defining authorizations for directing and leading co-workers,
  • defining authorizations for mediating information to co-workers,
  • defining authorizations  that arise from the work area (job position),
  • defining responsibilities at work (responsibility for leading and professional development of employees, for the achievement of objectives, for incomes, for controlling expenses, for the quality of processes and products, for the development of new products or services, responsibility in the area of health protecting, responsibility for the market situation influence  and the influence on the business of the company etc.)


Initiating teamwork is an important lever to release creative abbilities of effective individuals and teams. Teamwork strengthens the success of business, improves the levels of information of the involved and contributes to active studies of the employees. It allows the transfer of good practices and does not allow for passive behaviour of employees to happen. The initiation of teamwork essentially influences the unleashing of creativity of experts and the quality of work in an organization.

The advising is directed to the following areas:

  • defining the model for initiating team work,
  • defining recommendations for the work of permanent expert teams,
  • defining the contents of activities of permanent expert teams (the team for the development of employees, the team for the quality of business, the team for the controlling of expenses, the marketing team, ...),
  • defining connections between permanent expert teams,
  • initiating team work into the practice of the company.



Ascertaining and improving the satisfaction of employees at work affects the work and business results of an organization. The strengthening of partnership between work and capital is one of the more demanding tasks of leadership which in the long run positively affects the value of an organization. The majority of the employees are involved in the process of improving the satisfaction at work which assures that normal problems are solved promptly and abnormal developmental problems are prevented.

The advising is directed to the following areas:

  • creating a questionnaire for investigating the satisfaction of employees at work,
  • the adaptation of the computer programme for handling the survey materials (the programme passes over to the client),
  • performing the opinion survey of all employees on the client's premises,
  • processing the survey data and providing comments,
  • identifying improvements aimed at raising the satisfaction of employees at work,
  • informing employees about the planned improvements,
  • creating an employee booklet,
  • creating an internet system of communication in the company.