Siinviidatu leidis oma koha peamiselt põhjusel, et minuni jõudvad praktikad avalikes organisatsioonides on iseloomulikud pigem juhtimisele 1.0 ja 2.0. Lisaks võiks tekst olla tõsiseks kandidaadiks juhtimiskursuste seminaritekstiks bakalaureuseõppes.


Today, change is the one constant in our lives, including in the case of the business environment. Both professional managers and theorists are focusing more and more of their attention on the increasing dynamics and compldexity of organizations. […] It is widely believed that agile management helps companies build and maintain their competitive advantage by enabling them to respond and adapt immediately to a changing environment as well as through the introduction of flexible organizational models based on shared leadership which stimulate innovation (de Borba et al., 2019; Gaspary et al., 2020).

Agiilne juhtimine:

Agility can be defined as “the ability of an organization to sense or create environmental change and respond efficiently and effectively to that change” (Gartner, 2006) (p. 1). Agile methodologies have been transforming the way in which organizations manage projects for the past several decades (Rigby et al., 2016).

NB! Vt ka Agiilse tarkvaraarenduse manifesti (eesti keeles)

Agiilsus organisatsioonides:

Agility requires a radical change in the way organizations are managed (Hesselberg, 2018) and – in particular – in the way people are managed.

Juhtimine 3.0 (vt ka Jurgen Appelo teedrajavat raamatut):

Management 3.0 (M3.0) was developed by Appelo (2011) on the basis of the concept of agile project management and can be implemented not only in projects, but also in an entire organization. This concept comprises six pillars: (1) energizing people, (2) empowering teams, (3) aligning constraints, (4) developing competence, (5) growing structure, and (6) improving everything. Moreover, many practical tools have been created to help organizations act in accordance with these pillars.

Autorid lubavad:

In particular, it analyzes the internal consistency of the implementation of M3.0 and examines the correlation between the level of M3.0 implementation on the one hand, and the scope of application of agile project management methodologies as well as the competencies of project managers (PMs’) and HR specialists in M3.0 on the other.

Juhtimine 1.0:

The M1.0 concept was developed by engineers and was fairly successful in the early 20th century. Guided by hard data, engineers tried to plan work in such a way as to maximize the efficiency of workers. Workers were also meant to feel that they were being constantly monitored.

Juhtimine 2.0:

M2.0, on the other hand, involves a shift away from leaders exerting strict control of employees towards a greater emphasis on trust and treating people as the most valuable element of a company. Moreover, managers should adopt the perspective. of “servant leaders” and embrace a situational leadership style.

Levinud praktikast …

There is also nothing wrong with the idea of balanced scorecards (Kaplan and Norton, 1996). The problem with such measurements is that one metric easily leads to suboptimization (improving one aspect of work while downgrading another). As a consequence, multiple perspectives are needed to ensure a more holistic view of an organization’s performance.

Juhtimine 3.0 – juhtidele:

In short, it can be said that according to the principles of M3.0 a manager should provide adequate support for the team in which he or she works. Leaders do not have to be the best and the smartest in the technical fields in which they work, but they must be able to support people working in their team and improve the team (McPherson, 2016). The most important aspect of M3.0 is the promotion of interaction between people and allowing them to improve the system.

Lugemishuvi suurendamiseks:

This study revealed that in practice M3.0 implementation is internally consistent, although in most cases it remains at the “defined” level. This indicates that the studied organizations need to aim towards more advanced levels of M3.0.

… projektijuhtimise põhimõtted

Moreover, this study extends the scope of earlier research on the role of PM competencies in a project’s success (e.g. (Aurelio de Oliveira et al., 2012; Grzesik and Piwowar-Sulej, 2018; Podgorska and Pichlak, 2019; Alvarenga et al., 2019)) by highlighting the importance of PMs’ competencies for ensuring the successful implementation of M3.0 in terms of motivating people, developing competencies and growing the structure. […] HR departments are also responsible for providing project managers with knowledge about the most important areas of successful M3.0 implementation (motivating people, developing competencies and expanding the structure). They should develop a systematic approach to the development of the required skills.

Piwowar-Sulej, K., Sołtysik, M., & Różycka-Antkowiak, J. Ł. (2022). Implementation of Management 3.0: its consistency and conditional factorsJournal of Organizational Change Management, (ahead-of-print).