A next crisis situation expects organization, transitory from the stage of intensive growth to the stage of stabilizing. Will name it the crisis of maturity. For the stage of stabilizing specialists, able to create effective technologies, fix (again in flowsheets) the most successful approaches, discovered during intensive growth of organization, are needed. And it means that «salespeople» — favourites of the stage of intensive growth — «technologists» must change (or to complement). And the rules of strict hierarchy must become the environment of their functioning, to subordination, definiteness, determined professional activity. Such type of relations is characteristic for a bureaucratic organizational culture, incoming in contradiction with an enterprise, effective for the previous stage.

A next crisis expects organization in transition of the stage of stabilizing on the stage of slump. Preeminently this crisis can be counted actually by a crisis, and we examined hardly higher than management task preeminently for him. For the survival of organization, appearing on the stage of slump, the quite special specialists, able to unite in itself skills of developers, salespeople and technologists, are needed. It is possible to suppose from the point of view of change of norms and rules, that the personnel of organization will need the quite special style of relations — oriented to the leader. For overcoming of but crisis, presumably, the special value will have that it is accepted to name charisma of leader. Thus depending on the specific of organization it can be charisma of leader, superprofessional.

By another important feature of situation actually crisis, determining ability or inability of organization to survive, there is a desire and oriented of workers of change.

Will consider the types of situations, presented a table more detailed.

Situation 1. The workers of organization do not want to work in new terms, but equipped instrumental.

A situation is characteristic for many enough productions and complicated that preeminently in narrowly specialized, but executing very difficult activity organizations usually there are the highly joined collectives, not oriented to the changes. Understanding the high preparedness, the employees of organization, as a rule, close eyes on changes an external situation at which their products appear unnecessary.

The task of manager, appearing in a similar situation, consists of that, to promote the level of motivation of workers on changes, search of new spheres of activity. For this purpose he can come running to provocation of changing of the valued orientations by conflicts. Strategy of work with a personnel in these terms lies inplane a «compulsion is a conflict — reinforcement». Either a manager succeeds to satisfy the workers of rightness offered to them to the strategic orientation of enterprise and to put right a normal working contact with inferiors or not succeeded and then remains to be only delivered from «ideological resisting» workers.