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Definition of „Interim management“

Interim management (Latin: ad interim: „temporary”) is the temporary provision of management resources and skills.

Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organization. In this situation, a permanent role may be unnecessary or impossible to find on short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.


0-List of contents (of the following chapters-the author)

       1 – sectors
       2 – personnel
       3 – market
       4 – criticism
       5 – literature
       6 – links


1- sectors

Interim managers are often called in crisis management to overbridge shortage of personnel and at times as division manager to re-structure a part of a company. For that reason interim manager are often regarded as “fire fighter” or “trouble shooter” of management taking over undesired restructuring or closing and clearing of companies (so called “dirty jobs”). Recently interim managers increasingly are being used in the scope of project work if its own capacity is insufficient. The same applies to implementation of specialized topics so that a company does not have to hold out staff capacities on a long-term basis for these projects which include Basel II, CMMI or software installations such as SAP R/3.

In different phases of the company´s development as well as in the case of problems and assignment of tasks in which specific know-how is needed more than a couple of consultancy days or if the existing management is not able or willing to solve the upcoming tasks itself, interim management represents the best supplement for the management. It is in particular in the area of company transition and succession that interim management offers the support which the management needs.

Due to an increasing lack of qualified staff where top-management is effected, more interim manager act as a buffer until suitable personnel is found.


2 personnel (background interim manager-the author)

Senior managers often act as interim managers who have already been successfully working in different companies in a leadership position. Nevertheless junior staff in their mid-thirties are represented as well.

The entire spectrum of interim management goes much further and includes specialists or generalists with many years of practical experience in industry and proof of handling difficult situations. Furthermore it remains to see that interim managers become younger and that women break into this male domain more and more.

The managers´ fees generally depend on scale and responsibility of the task and sometimes are below 1,000 Euros daily rate plus expenses and eventually include profit sharing. International successfully working managers probably are more expensive and highly qualified interim professionals earn at least 1,250 Euros compared to those acting in leadership positions with a salary of 1,500 Euros (expenses and VAT included).


3-market (organisation of interim management in Germany-the author)

Interim management mainly is located in the field of larger medium-sized and industrial companies. Most of interim jobs are arranged via personal networks and only 20% via interim management provider.

In Germany there are two organizations in order to represent the interests of interim management: DDIM refers to interim managers and AIMP to interim management providers. Both organizations arrange annual information meetings like the „International Interim Management Meeting“ of DDIM. AIMP organizes diverse forums every year and has already invited to the 6th Munich Forum of Interim Management.

In Switzerland, an umbrella organization units includes Swiss Interim Manager (DSIM) and the interim management field. The members of DSIM are interim manager as well as all well-known interim providers.

Furthermore, some individual Chambers of Handicraft offer such contacts for their members as well. Their aims are company succession and EU-orientation.

As the interim management becomes more widespread the number of companies increases using the interim managers repeatedly. In addition, companies that have already acquired experience are more willing to choose this kind of cooperation.


4-criticism (challenges for the interim manager-the author)

There can be the following problems in interim management:

  • The manager needs too much time to familiarize himself with the working methods.
  • The existing management team does not accept the manager.  
  • Banks do not take part in investment and recapitalisation decisions.
  • The management „supports“ the manager´s decisions in his sector.
  • New structures are still prone and a control which is focused on the aim of a new structured organization does not occur accordingly after the end of the mandate.


5-literature

  • Groß / Bohnert, Interim Management: Den Unternehmenswandel erfolgreich gestalten - mit Managern auf Zeit, Verlag Vahlen München 2007, ISBN 978-3-8006-3312-8
  • Tiberius, Victor A. (Hrsg.): Interimsmanagement : Management auf Zeit - in der Praxis, Bern, Stuttgart, Wien (Haupt Verlag), 2004, ISBN 3-258-06718-X.
  • Bloemer, Vera: Interim-Management : Top-Kräfte auf Zeit. Aufgaben - Auswahl - Kosten, 3., neu bearbeitete Auflage, Regensburg (Walhalla Fachverlag), 2008, ISBN 978-3-8029-3261-8
  • Tiberius, Victor. A.: Interimsmanager als Eliteführungskräfte, in: Wirtschaftspsychologie, 6. Jg., Nr. 3, 2004, S. 23-29.
  • Haag, Oliver/Tiberius, Victor A.: Interimsmanagement : rechtliche Aspekte und Einordnung, in: Neue Zeitschrift für Arbeitsrecht, Nr. 4, 2004, S. 190-194.
  • Kabst, R./Thost, W./Isidor, R.: Interim Management : Partner für mehr Wachstum, in: Personalwirtschaft, 3/2008, 52-54.
  • Kabst, R./Thost, W./Isidor, R.: Interim Management : wenig bekannt, selten genutzt? in: Personalführung, 3/2008, 66-69.
Note: The content on this page were partly borrowed from Wikipedia (as of 08/2010).