{"id":20049,"date":"2026-08-14T23:09:26","date_gmt":"2026-08-14T21:09:26","guid":{"rendered":"https:\/\/pepax.sk\/kniznica\/ludske-zdroje-a-personalistika\/hr-strategia-a-riadenie\/strategicke-hr-planovanie-a-plany-rozvoja\/rast-firmy-a-manazerska-struktura\/"},"modified":"2026-08-17T11:56:54","modified_gmt":"2026-08-17T09:56:54","slug":"rast-firmy-a-manazerska-struktura","status":"publish","type":"page","link":"https:\/\/pepax.sk\/en\/kniznica\/ludske-zdroje-a-personalistika\/hr-strategia-a-riadenie\/strategicke-hr-planovanie-a-plany-rozvoja\/rast-firmy-a-manazerska-struktura\/","title":{"rendered":"Model case: a company grows faster than its management structure"},"content":{"rendered":"<blockquote>\n<p><strong>Modelov\u00fd pr\u00edklad. Nejde o re\u00e1lnu referenciu ani garanciu v\u00fdsledku. \u010c\u00edseln\u00e9 \u00fadaje a okolnosti pr\u00edpadu sl\u00fa\u017eia iba na odborn\u00e9 vysvetlenie sp\u00f4sobu uva\u017eovania.<\/strong><\/p>\n<\/blockquote>\n<p>Technologick\u00e1 firma mala pred \u0161tyrmi rokmi pribli\u017ene 35 zamestnancov.<\/p>\n<p>Zakladatelia osobne poznali v\u00e4\u010d\u0161inu \u013eud\u00ed, rozhodovali o d\u00f4le\u017eit\u00fdch ot\u00e1zkach, seniorn\u00ed odborn\u00edci prirodzene pom\u00e1hali juniorom a t\u00edmy vznikali pod\u013ea aktu\u00e1lnych projektov. Mana\u017e\u00e9rske roly boli sk\u00f4r neform\u00e1lne. Ve\u013ea vec\u00ed sa dalo vyrie\u0161i\u0165 priamo, r\u00fdchlo a bez zlo\u017eitej organiza\u010dnej architekt\u00fary.<\/p>\n<p>Firma bola obchodne \u00faspe\u0161n\u00e1 a vyr\u00e1stla pribli\u017ene na 180 \u013eud\u00ed.<\/p>\n<p>Sp\u00f4sob riadenia sa v\u0161ak menil pomal\u0161ie ne\u017e samotn\u00e1 ve\u013ekos\u0165 organiz\u00e1cie.<\/p>\n<p>Postupne sa objavuj\u00fa sympt\u00f3my:<\/p>\n<ul>\n<li>CEO a zakladatelia s\u00fa zahlten\u00ed operat\u00edvou,<\/li>\n<li>teamleadri vznikali preva\u017ene pov\u00fd\u0161en\u00edm kvalitn\u00fdch odborn\u00edkov,<\/li>\n<li>mana\u017e\u00e9rska pr\u00edprava nebola systematick\u00e1,<\/li>\n<li>jednotliv\u00e9 t\u00edmy funguj\u00fa ve\u013emi rozdielne,<\/li>\n<li>rozhodovanie sa spoma\u013euje,<\/li>\n<li>onboarding z\u00e1vis\u00ed od konkr\u00e9tneho ved\u00faceho,<\/li>\n<li>seniorn\u00ed odborn\u00edci s\u00fa pre\u0165a\u017een\u00ed podporou juniorov,<\/li>\n<li>kari\u00e9rne cesty nie s\u00fa jasn\u00e9,<\/li>\n<li>pojmy \u201esenior\u201c, \u201elead\u201c a \u201emanager\u201c sa pou\u017e\u00edvaj\u00fa nejednotne.<\/li>\n<\/ul>\n<p>Vedenie s\u00fa\u010dasne uva\u017euje o \u010fal\u0161om raste pribli\u017ene smerom k 250 a\u017e 300 \u013eu\u010fom.<\/p>\n<p>Prv\u00e1 reakcia m\u00f4\u017ee znie\u0165:<\/p>\n<blockquote>\n<p>\u201ePotrebujeme viac mana\u017e\u00e9rov.\u201c<\/p>\n<\/blockquote>\n<p>T\u00e1to veta v\u0161ak e\u0161te nie je strategickou diagn\u00f3zou.<\/p>\n<p>Je iba prvou interpret\u00e1ciou vidite\u013en\u00e9ho probl\u00e9mu.<\/p>\n<p>Presnej\u0161ia ot\u00e1zka znie:<\/p>\n<blockquote>\n<p><strong>Ak\u00fa mana\u017e\u00e9rsku a organiza\u010dn\u00fa schopnos\u0165 mus\u00ed firma vybudova\u0165, aby dok\u00e1zala \u010falej r\u00e1s\u0165 bez permanentnej z\u00e1vislosti od zakladate\u013eov a jednotliv\u00fdch seniorn\u00fdch \u013eud\u00ed?<\/strong><\/p>\n<\/blockquote>\n<p>Pr\u00e1ve na tejto ot\u00e1zke sa d\u00e1 uk\u00e1za\u0165 rozdiel medzi operat\u00edvnou reakciou a strategick\u00fdm HR uva\u017eovan\u00edm.<\/p>\n<h2 id=\"firma-moze-rast-rychlejsie-nez-jej-sposob-riadenia\">Firma m\u00f4\u017ee r\u00e1s\u0165 r\u00fdchlej\u0161ie ne\u017e jej sp\u00f4sob riadenia<\/h2>\n<p>P\u00f4vodn\u00fd model fungovania nemusel by\u0165 chybn\u00fd.<\/p>\n<p>Pri 35 \u013eu\u010foch mohol by\u0165 dokonca ve\u013emi \u00fa\u010dinn\u00fd.<\/p>\n<p>Zakladate\u013e mohol osobne pozna\u0165 v\u00e4\u010d\u0161inu z\u00e1kazn\u00edckych aj intern\u00fdch probl\u00e9mov. Rozhodnutia sa robili r\u00fdchlo. Seniorn\u00ed \u013eudia vedeli, komu pom\u00f4c\u0165. Inform\u00e1cie sa \u0161\u00edrili neform\u00e1lne. Organiza\u010dn\u00e1 vrstva bola tenk\u00e1.<\/p>\n<p>Probl\u00e9m vznik\u00e1 vtedy, ke\u010f sa zmen\u00ed mierka.<\/p>\n<p>Pri v\u00e4\u010d\u0161om po\u010dte \u013eud\u00ed rastie:<\/p>\n<ul>\n<li>po\u010det t\u00edmov,<\/li>\n<li>po\u010det rozhodnut\u00ed,<\/li>\n<li>po\u010det mana\u017e\u00e9rskych situ\u00e1ci\u00ed,<\/li>\n<li>potreba koordin\u00e1cie,<\/li>\n<li>mno\u017estvo onboardingu,<\/li>\n<li>objem rozvoja,<\/li>\n<li>po\u010det miest, kde mus\u00ed by\u0165 know-how dostupn\u00e9,<\/li>\n<li>po\u010det situ\u00e1ci\u00ed, ktor\u00e9 u\u017e vrcholov\u00e9 vedenie nem\u00f4\u017ee osobne obsiahnu\u0165.<\/li>\n<\/ul>\n<p>To znamen\u00e1, \u017ee rovnak\u00fd sp\u00f4sob fungovania m\u00f4\u017ee by\u0165 pri jednej ve\u013ekosti primeran\u00fd a pri inej sa stane \u00fazkym miestom.<\/p>\n<p>Preto rast po\u010dtu \u013eud\u00ed nemo\u017eno zamie\u0148a\u0165 s rastom schopnosti organiz\u00e1cie t\u00fdchto \u013eud\u00ed vies\u0165, rozv\u00edja\u0165 a koordinova\u0165.<\/p>\n<h2 id=\"symptomy-este-nehovoria-kolko-manazerov-firma-potrebuje\">Sympt\u00f3my e\u0161te nehovoria, ko\u013eko mana\u017e\u00e9rov firma potrebuje<\/h2>\n<p>V modelovej firme vid\u00edme viacero pr\u00edznakov.<\/p>\n<p>Ka\u017ed\u00fd z nich v\u0161ak m\u00f4\u017ee ma\u0165 viac pr\u00ed\u010din.<\/p>\n<div class=\"pepax-table-wrap\">\n<table>\n<thead>\n<tr>\n<th>Pozorovan\u00fd jav<\/th>\n<th>\u010co m\u00f4\u017ee signalizova\u0165<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>CEO zost\u00e1va hlboko v operat\u00edve<\/td>\n<td>centralizovan\u00e9 rozhodovanie, nedostato\u010dn\u00e9 delegovanie, ch\u00fdbaj\u00faca mana\u017e\u00e9rska kapacita<\/td>\n<\/tr>\n<tr>\n<td>teamleadri s\u00fa st\u00e1le hlavn\u00ed odborn\u00edci<\/td>\n<td>nejasn\u00e1 rola, kapacitn\u00e9 pre\u0165a\u017eenie, rozdielna pripravenos\u0165<\/td>\n<\/tr>\n<tr>\n<td>t\u00edmy funguj\u00fa ve\u013emi rozdielne<\/td>\n<td>u\u017eito\u010dn\u00fa auton\u00f3miu alebo ch\u00fdbaj\u00face spolo\u010dn\u00e9 mana\u017e\u00e9rske minimum<\/td>\n<\/tr>\n<tr>\n<td>onboarding z\u00e1vis\u00ed od ved\u00faceho<\/td>\n<td>slab\u00fd syst\u00e9m transferu know-how alebo nedostato\u010dne \u0161tandardizovan\u00fd onboarding<\/td>\n<\/tr>\n<tr>\n<td>seniori s\u00fa pre\u0165a\u017een\u00ed juniormi<\/td>\n<td>kapacitn\u00fa z\u00e1\u0165a\u017e, koncentr\u00e1ciu know-how alebo ch\u00fdbaj\u00faci syst\u00e9m rozvoja<\/td>\n<\/tr>\n<tr>\n<td>kari\u00e9rne cesty s\u00fa nejasn\u00e9<\/td>\n<td>ch\u00fdbaj\u00facu architekt\u00faru odborn\u00e9ho a mana\u017e\u00e9rskeho rastu<\/td>\n<\/tr>\n<tr>\n<td>rozhodovanie sa spoma\u013euje<\/td>\n<td>nejasn\u00e9 pr\u00e1vomoci, centraliz\u00e1ciu, kapacitn\u00fd probl\u00e9m alebo leadershipov\u00fd probl\u00e9m<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p>Tabu\u013eka nie je diagn\u00f3za.<\/p>\n<p>Ukazuje iba, \u017ee rovnak\u00fd sympt\u00f3m m\u00f4\u017ee vies\u0165 k viacer\u00fdm analytick\u00fdm ot\u00e1zkam.<\/p>\n<p>Ak firma presko\u010d\u00ed t\u00fato f\u00e1zu, \u013eahko za\u010dne rie\u0161i\u0165 sympt\u00f3m n\u00e1borom alebo \u0161kolen\u00edm bez toho, aby vedela, \u010do m\u00e1 nov\u00e9 opatrenie vlastne zmeni\u0165.<\/p>\n<h2 id=\"strategicka-otazka-nie-je-kolko-manazerov-ale-aku-riadiacu-schopnost-potrebujeme\">Strategick\u00e1 ot\u00e1zka nie je \u201eko\u013eko mana\u017e\u00e9rov\u201c, ale \u201eak\u00fa riadiacu schopnos\u0165 potrebujeme\u201c<\/h2>\n<p>Predpokladajme, \u017ee firma chce \u010falej r\u00e1s\u0165.<\/p>\n<p>V takom pr\u00edpade potrebuje pomenova\u0165, \u010do mus\u00ed by\u0165 v\u00e4\u010d\u0161ia organiz\u00e1cia schopn\u00e1 robi\u0165 bez neprimeranej z\u00e1vislosti od zakladate\u013eov.<\/p>\n<p>M\u00f4\u017ee \u00eds\u0165 napr\u00edklad o schopnos\u0165:<\/p>\n<ul>\n<li>delegova\u0165 operat\u00edvne a vybran\u00e9 taktick\u00e9 rozhodovanie,<\/li>\n<li>vies\u0165 viac t\u00edmov bez ka\u017edodenn\u00e9ho z\u00e1sahu CEO,<\/li>\n<li>pripravova\u0165 bud\u00facich mana\u017e\u00e9rov sk\u00f4r, ne\u017e vznikne urgentn\u00e9 vo\u013en\u00e9 miesto,<\/li>\n<li>udr\u017ea\u0165 primerane konzistentn\u00e9 mana\u017e\u00e9rske o\u010dak\u00e1vania naprie\u010d t\u00edmami,<\/li>\n<li>pren\u00e1\u0161a\u0165 know-how bez nadmern\u00e9ho za\u0165a\u017eenia nieko\u013ek\u00fdch seniorov,<\/li>\n<li>vytvori\u0165 zrozumite\u013en\u00e9 odborn\u00e9 aj mana\u017e\u00e9rske kari\u00e9rne mo\u017enosti.<\/li>\n<\/ul>\n<p>Toto s\u00fa pracovn\u00e9 hypot\u00e9zy vypl\u00fdvaj\u00face zo scen\u00e1ra.<\/p>\n<p>V re\u00e1lnej firme by ich bolo potrebn\u00e9 overi\u0165.<\/p>\n<p>D\u00f4le\u017eit\u00fd je v\u0161ak sp\u00f4sob uva\u017eovania:<\/p>\n<pre class=\"pepax-code\"><code class=\"language-text\">rast\n\u2192 \u010do prest\u00e1va \u0161k\u00e1lova\u0165\n\u2192 ak\u00fa schopnos\u0165 mus\u00ed organiz\u00e1cia vybudova\u0165\n\u2192 a\u017e potom ak\u00e9 roly a \u013eud\u00ed na to potrebuje<\/code><\/pre>\n<p>\u010c\u00edslo 250 a\u017e 300 \u013eud\u00ed samo osebe neur\u010duje, ko\u013eko riadiacich vrstiev alebo mana\u017e\u00e9rov m\u00e1 firma ma\u0165.<\/p>\n<p>Je iba parametrom modelov\u00e9ho scen\u00e1ra.<\/p>\n<h2 id=\"najprv-treba-rozhodnut-ktore-rozhodnutia-maju-prestat-koncit-u-zakladatelov\">Najprv treba rozhodn\u00fa\u0165, ktor\u00e9 rozhodnutia maj\u00fa presta\u0165 kon\u010di\u0165 u zakladate\u013eov<\/h2>\n<p>Ak je vrcholov\u00e9 vedenie pre\u0165a\u017een\u00e9 operat\u00edvou, prvou ot\u00e1zkou nemus\u00ed by\u0165:<\/p>\n<blockquote>\n<p>Kde vytvor\u00edme nov\u00fa mana\u017e\u00e9rsku poz\u00edciu?<\/p>\n<\/blockquote>\n<p>Presnej\u0161ia ot\u00e1zka m\u00f4\u017ee by\u0165:<\/p>\n<blockquote>\n<p><strong>Ktor\u00e9 rozhodnutia dnes kon\u010dia u zakladate\u013eov a ktor\u00e9 z nich by mala v\u00e4\u010d\u0161ia organiz\u00e1cia vedie\u0165 robi\u0165 inde?<\/strong><\/p>\n<\/blockquote>\n<p>To je z\u00e1sadn\u00fd rozdiel.<\/p>\n<p>Mana\u017e\u00e9rska rola m\u00e1 zmysel a\u017e vtedy, ke\u010f je jasn\u00e9:<\/p>\n<ul>\n<li>za \u010do zodpoved\u00e1,<\/li>\n<li>ak\u00e9 rozhodnutia m\u00f4\u017ee robi\u0165,<\/li>\n<li>\u010do mus\u00ed eskalova\u0165,<\/li>\n<li>ak\u00fd v\u00fdsledok m\u00e1 nies\u0165,<\/li>\n<li>ako sa jej zodpovednos\u0165 prep\u00e1ja s ostatn\u00fdmi rolami.<\/li>\n<\/ul>\n<p>Ak firma vytvor\u00ed nov\u00fd mana\u017e\u00e9rsky titul, ale v\u0161etky v\u00fdznamn\u00e9 rozhodnutia zostan\u00fa hore, vznikne zvl\u00e1\u0161tna situ\u00e1cia:<\/p>\n<pre class=\"pepax-code\"><code class=\"language-text\">nov\u00fd mana\u017e\u00e9rsky titul\n+\nstar\u00e1 centralizovan\u00e1 moc<\/code><\/pre>\n<p>\u010clovek m\u00f4\u017ee by\u0165 ozna\u010den\u00fd za mana\u017e\u00e9ra, ale re\u00e1lne zost\u00e1va koordin\u00e1torom alebo seniorn\u00fdm odborn\u00edkom, ktor\u00fd st\u00e1le \u010dak\u00e1 na schv\u00e1lenie.<\/p>\n<p>Tak\u00e1to organiz\u00e1cia m\u00f4\u017ee ma\u0165 viac mana\u017e\u00e9rov na organigrame bez toho, aby mala vy\u0161\u0161iu schopnos\u0165 rozhodova\u0165.<\/p>\n<h3 id=\"manazersky-titul-bez-pravomoci-problem-nevyriesi\">Mana\u017e\u00e9rsky titul bez pr\u00e1vomoci probl\u00e9m nevyrie\u0161i<\/h3>\n<p>V re\u00e1lnej firme by bolo potrebn\u00e9 zmapova\u0165 napr\u00edklad:<\/p>\n<ul>\n<li>ktor\u00e9 rozhodnutia dnes robia zakladatelia,<\/li>\n<li>ktor\u00e9 rozhodnutia sa opakovane eskaluj\u00fa,<\/li>\n<li>pre\u010do sa eskaluj\u00fa,<\/li>\n<li>ktor\u00e9 z nich by mohli by\u0165 bli\u017e\u0161ie k t\u00edmom,<\/li>\n<li>kde existuje zodpovednos\u0165 bez primeranej pr\u00e1vomoci,<\/li>\n<li>kde naopak existuje neform\u00e1lna pr\u00e1vomoc bez jasnej zodpovednosti.<\/li>\n<\/ul>\n<p>A\u017e potom mo\u017eno rozumne uva\u017eova\u0165 o bud\u00facich rol\u00e1ch.<\/p>\n<p>Nie o ich n\u00e1zvoch, ale o ich funkcii v rozhodovacom syst\u00e9me.<\/p>","protected":false},"excerpt":{"rendered":"<p>&gt; Modelov\u00fd pr\u00edklad. Nejde o re\u00e1lnu referenciu ani garanciu v\u00fdsledku. \u010c\u00edseln\u00e9 \u00fadaje a okolnosti pr\u00edpadu sl\u00fa\u017eia iba na odborn\u00e9 vysvetlenie sp\u00f4sobu uva\u017eovania.<\/p>","protected":false},"author":1,"featured_media":20050,"parent":19317,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"pepax-client-article.php","meta":{"pmpro_default_level":"","footnotes":""},"tags":[32,45,42,30,44,36],"class_list":["post-20049","page","type-page","status-publish","has-post-thumbnail","hentry","tag-hr","tag-kariera","tag-leadership","tag-pre-firmy","tag-pre-manazerov","tag-strategia","pmpro-has-access"],"_links":{"self":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/20049","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/comments?post=20049"}],"version-history":[{"count":1,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/20049\/revisions"}],"predecessor-version":[{"id":20616,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/20049\/revisions\/20616"}],"up":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/19317"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media\/20050"}],"wp:attachment":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media?parent=20049"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/tags?post=20049"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}