Personnel Management in the Period of Transformation: Study of the Organizational Case

Management of transformation of the organization is considered one of highlights of effective formation of the organization in general. It is built according to approaches, models and methods of management of various projects and internal clients. It is impossible to carry out organizational changes in lack of a configuration in behavior of personnel. And on the contrary, changes in behavior of employees will always lead to changes in the organization. These are two indissoluble actions. The leader of changes has to react to maintenance of organizational flexibility and adaptability of personnel always. In the course of changes qualities, skills, competences and zones of responsibility which the personnel have to possess are formulated. The leader of changes has to create conditions of career advance of employees, motivate them, keep and increase activity and an inclusiveness of personnel, to keep loyalty of employees. Effectiveness of the carried-out changes is in big dependence on as far as the leader of changes is capable to interact with the employees and to use various methods and ways, rather various, on the behavior, personnel.During changes can be key difficulties: resistance to introduction of changes (as well as innovations) from employees; lack of uniform vision of what has to be result of changes / strategy of their realization; the conflicts between "reformers" and "conservatives"; inefficient communication between employees in the course of introduction of changes; absence of leaders and agents of changes, as management team In the master's thesis the analysis of domestic and foreign literature which is connected with already existing theories, models, methods and approaches of the famous authors in relation to organizational changes and the behavioural strategy of personnel is carried out.Keywords: PERSONNEL, ORGANIZATIONAL DEVELOPMENT, MANAGEMENT of CHANGES, LEADERS AND AGENTS of CHANGES, MANAGEMENT TEAM.