Ideal – the manager, was thoroughly dismantled in the purpose and procedure of the change, he is in discussions with its employees both individually and with groups. The task of director of human resources – to make sure that the explanations of the control available and understandable to all. His role at this stage is to prepare the manager to talk with subordinates. Every senior manager has ever faced with the introduction of changes in the company and, therefore, is the bearer of a unique experience in terms of change. His point of view can be useful and to influence events, if it is supported by knowledge of the industry and production processes, as well as features of a particular group.
Specialist with a similar experience automatically becomes a "perfect conductor" of change. If his authority in the company's strong enough, then we can say that the problem of influencing public opinion is half solved. In large holdings for this purpose are sometimes sent to the field management team to create groups among line managers and affiliates working with them and through them – with all plant personnel. These are necessary measures that support innovation on the part of the head office through their heads. Such groups are "implementing change" in its subsidiaries. Management influence on the team and the recognition of merit – the main aspect of the motivation of top management in the conduct of global change. Proper direction of this effect head of the organization for senior managers is its trump card in building a strong team, "tops." Incorrect redistribution of power may lead to "fall authority, "the head of the management team respectively to the loss of confidence in him by his subordinates. Ordinary workers are sensitive to changes in the situation of power at the top, and negative findings that they do, not very soon be turned into positive, leading to demotivation and resistance to the decisions of the director.