The main features and characteristics of Russian management. Features of management in Russia 1 main features and features of Russian management

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MINISTRY OF EDUCATION AND SCIENCE

RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER EDUCATION

"RUSSIAN ECONOMIC UNIVERSITY

NAMED AFTER G.V. PLEKHANOV"

Faculty of distance learning

Department of Management Theory and Business Technologies

ABSTRACT

in the discipline "Management"

on the topic of:"PECULIARITIES OF RUSSIAN MANAGEMENT"

Completed by: Medvedkina V.O.

student of group D410 B

part-time education

faculty of distance learning

Scientific adviser: PhD in Economics, Associate Professor.

Kholod M.V.

Moscow, 2016

Introduction

Conclusion

Introduction

Management is a type of human activity that has general and specific features. Common features reflect the stages of development of civilization, the level of scientific and technological progress and are described in various scientific approaches. Specific features reflect national and historical characteristics, geographical conditions, the level of socio-economic relations, and culture. That is why there is a concept not only of management in general, but also an understanding of the existence of American, Japanese, and, of course, Russian model management.

The process of Russia's movement towards market economy irreversible. Russia is now going through the same evolutionary path that advanced economies went through half a century ago. In Russia, there is no long-term experience in managing enterprises in a market economy.

The impact of external and internal environment gave Russian management specific features. Russia is now in a position of catching up and is forced to take a revolutionary path to mastering the methods modern management.

Russian managers should not only study the science and practice of management, but also know the essence of Western and Eastern cultures (Russia is a Eurasian country). Without this, it is impossible to improve your own leadership style, improve the image, create conditions for increasing the competitiveness of the enterprise.

1. Historical development Russian management

management management russian

Management in Russia has been developed since ancient times. The intensification of the development of views on the management of Russia has been noted since the 16th century, when there was a turbulent process of eliminating feudal fragmentation and unifying markets into a single national market. Moreover, along with strengthening central government The development of management took place, first of all, “from top to bottom”. In this, Russia differs from the countries of Europe and the USA, where it went “from the bottom up”.

The reforms of Peter I affected many areas of public life, both at the state level and at the level of economic organizations and were associated with the formation big industry development of small handicraft production, agriculture, financial system, foreign and domestic trade.

Under Alexander I, ministries were established to streamline the links of the administrative apparatus. Alexander II in 1861 began to carry out the peasant, and in 1864 - the Zemstvo, and in 1870 - the city reforms. Management of the economy was manifested in the organization of artels, savings and loan associations, lending to peasant farms, which formed the basis of economic life.

In 1909, Stolypin put forward a bold project of reforms in the field of zemstvo self-government, which suggested the possibility of using various election systems, eliminating the class hierarchy in state administration in the counties, creating Russian zemstvos in the Western Territory, etc., but they were not implemented.

During the period of transition to large-scale machine production (industrialization) and collectivization in the countryside in the second half of the 20s. public administration again prevailed.

Cooperatives in any field of activity have positively established themselves as an organizational and economic formation. In the USSR, the method of transition to them caused a major material damage agriculture. In fact, the policy of collectivization was carried out by organizational and administrative methods of management to the detriment of economic and socio-psychological ones.

Management continued to be carried out from top to bottom, in fact, until the beginning of the 90s, that is, until the recognition of the diversity of forms of ownership.

The legal basis for freedom of enterprise was the Constitution Russian Federation, adopted on December 12, 1993, fixing the diversity of forms of ownership, state support competition and the protection of private property rights.

A fundamentally new approach to local government (in cities, districts, rural settlements) was the introduction of local self-government, organizationally separate from state bodies.

Liberty economic activity opens up new opportunities for improving the management of the organization (enterprise). However, in Russia the effectiveness of organization management depends to a large extent on external factors and, above all, state management.

2. The main features of modern Russian management

One of the fundamental features of Russian management is the alienation of workers from participation in production management. It was a consequence of the fact that, despite the years of reforms, the enterprises maintained and even strengthened their positions of authoritarian management. Unfortunately, changes in the political system of the country did not affect enterprises in any way - decision-making is closed to CEO, which is endowed with almost dictatorial power. Such an enterprise management system, of course, allows solving current problems, but, at the same time, deprives them of prospects, since it does not allow them to fully engage employees in the production process, to reveal their potential.

In Russia, any education, including managers, is built on knowledge of theory. Management practice is considered secondary to theory. A priori, it is assumed that a well-versed in theory manager will always find a way out in a practical situation. In the West, the approach is completely different. There, the manager's technical knowledge is not considered mandatory for the manager, even if he leads technical department or manufacturing plant.

The terms manager and leader are so often used together that many Russian leaders consider them to be absolute synonyms. However, it is not.

In the West, the concept of a manager is somewhat broader. If in Russia a leader is a person who primarily manages human resources, and sometimes uses financial (bonuses), technical (transport, equipment), information, then in the West all these resources of a manager (cash funds, information, equipment, materials , work force) are considered equally valuable.

A serious shortcoming of the Russian higher education the West considers the concentration on the technical and informational side, and not on communication and decision-making.

In addition, the differences between Russian and Western management are not only in the knowledge that managers have as a result of their education, but also in their approach to the surrounding people and circumstances.

Very often, the leaders of Russian companies adhere to the rule "The boss is always right!"

Russian companies value efficiency, the ability to find an approach to different people and quick wits. Collective thinking or corporate spirit are just beginning to be introduced into the work of companies.

IN Russian companies leadership style, almost always tough and authoritarian. Starting from the discussion of the problem that has arisen and ending with the implementation of the decisions made by the management.

3. Problems of modern Russian management

Among the features of management in Russia, one of the leading places is occupied by the problem of regions.

The manager may face pressure from outside in his activities. local authorities authorities. In the actions of the leaders of a number of individual regions of Russia, one can trace the desire: for autonomy, independence in economic relations; formation of a closed cycle of production and consumption, import and export of goods; independent foreign economic activity; financial self-sufficiency; accurate comparison of their own income and expenses.

There are also significant opportunities for Russian management in the area of territorial rationalization of production and marketing. Various enterprises located in the same region unite the possibilities for jointly solving the problems of technical re-equipment and increasing production, and implementing territorial social programs.

During the years of formation in modern Russia a lot of problems have accumulated, without the solution of which it would be pointless to talk about further integration of our business into the global community.

1. Training of managers in accordance with international standards.

This is a difficult process, largely complicated both by the lack of highly qualified management teachers and the lack of appropriate equipment and tools.

2. Understanding the essence of management by Russian leaders.

Leaders who have gone through the old, Soviet school often do not see the difference between management and management. Calling themselves in a new way - managers, they use the old methods of management in practice. However, if the manager cannot correctly and completely define management, there are fears that in practical activities some important directions will be missed by him.

3. Inability to make decisions.

Leaders and managers are not able to make the right decisions in a timely manner, which can lead to sad consequences: loss of profits, customers, bankruptcy.

4. Inability of managers to delegate authority.

Because of my mentality Russian leader often prefers to do everything himself, loading himself with those chores and responsibilities that could be safely delegated to subordinates.

5. Low professionalism.

There is not a sufficient number of professional managers or professional professionals that professional managers should lead.

6. Inability to use the services of independent consultants and consulting firms.

We can talk not only about the inability, but also about the fear of such specialists. Managers are concerned that independent consultants find out a trade secret and sell it to competitors.

7. Lack of sufficient attention to corporate culture.

Only at the end of 2000, at the state level, it was decided to develop the Code corporate culture Russian entrepreneur and manufacturer.

8. Lack of specialists in crisis management and bankruptcy.

Such specialists are able to predict and warn, according to certain data, the approach of the crisis, and if one has come, then with the least losses to bring the enterprise out of it.

9. Inability to use risk management techniques, fear of innovation.

Many Russian managers do not know how to correctly use the methods and techniques of risk management, including determining the risk qualitatively and quantitatively, they are afraid of innovation, because, in their opinion, this poses a threat to their existence as leaders.

10. Insufficient introduction of elements of information management into the management process.

Most Russian enterprises suffer from a lack of computer and office equipment. Lack of specialized computer programs does not allow building effective system information management.

11. Lack of sales skills.

Managers do not own modern marketing tools.

12. Failure to manage effectively financial resources companies to put into practice modern methods motivation.

The emergence and implementation of the system financial management at Russian enterprises caused by market transformations and market formation valuable papers. More and more enterprises come to the need to create special financial services or hiring financial manager For driving financial means using special tools.

13. Awareness of the social responsibility of management.

In pursuit of profit, managers sometimes forget about the social responsibility they should bear. Such leaders believe: “Either profit, or Social responsibility". Purchasing unhealthy manufactured goods and foodstuffs from abroad, such as melanin dishes or expired food, selling spoiled food in orders for WWII veterans, or Chinese toys containing harmful chemical compounds for children from orphanages are not considered a crime. in the minds of these managers.

14. Problems of the tax pressure and the uncertainty of pricing mechanisms.

Until now, there is no regulated and effective taxation in our country. It is easier for business leaders to find ways to circumvent laws than to comply with them.

15. Weakness of the legislative framework.

Laws contradict each other. Regional laws sometimes conflict with federal laws, etc.

16. Lack of ability to form a team, select personnel.

The manager must own the methodology for determining the characters of people, their temperament. He must be able to select and train workers, put them in the appropriate places, and, if necessary, fire them.

Conclusion

IN modern conditions restructuring the economy based on market relations, one of its priority areas is the development of basic theoretical and methodological positions on the use of management in practice Russian organizations. The main feature of the managerial thought of Russian managers is the search for new specific and real ways to improve the management system, the development of a position on various problems management in relation to market conditions and based on the creative understanding of advanced foreign experience.

Russian managers need to adopt some of the Western aspects of the study of management, taking into account that these are not only managerial aspects, but also solving various problems, a vision of the future and an adaptive approach to solving emerging problems. A modern manager is a person who is able not only to be a leader, but also able to find a common language with any representative of society in order to get out of any situation. This is a person who is able to constantly work in multitasking mode (see Fig. 1).

Rice. 1. The main tasks of the manager.

Bibliography

1. Bakhur A. B. Features of national management // Management in Russia and abroad. 2007. No. 5. S. 23-35.

2. Klyuchko VN Participation of workers in the management of enterprises. // Management in Russia and abroad. 2007. No. 1.

3. Koritsky E. Scientific management: Russian history: Tutorial. SPb. : Peter, 2009.

4. Kostin V. A. History of Ural management. acad. state services. Yekaterinburg, 2007. 28 p.

5. Kravchenko A. I. History of management: textbook for universities M.: Academic project: Triksta, 2008. 555,

6. Semenova I. I. History of management: Textbook for universities.: UNITI-DANA, 2009. 222 p.

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Features of modern Russian management

The most important feature of modern Russian management is the lack of optimization requirements, which gives the management system an infantile character. At the same time, the information base of costs and results becomes unnecessary, and management loses the main tool for identifying the degree of mismatch of all components of the system. As a result, the changes are random, often without affecting the final result.

Features of modern Russian management also lie in the fact that it has never been established a key success factor, which is the main strategic advantage. There is no such tradition, there is no need, the skills to perform this work have not been formed.

It is natural that managers use isolated “improvements” that sometimes do not give a tangible result. More often than not, companies are focused on increasing sales volume, while believing that production growth can be achieved.

Thus, the starting point is obviously external, but the real logic is different. Knowledge of the main priorities of consumers, the production of goods (services) is ensured good quality what with proper organization implementation and would increase sales.

Organizational culture as a feature of modern management

Features of modern Russian management are more related to organizational culture. In a socialist economy organizational culture used actively, it was well supported by ineffective decisions and actions that were carried out for the well-being of the future.

The rejection of these values causes an increase in social tension, a decrease in motivation and initiative for high performance.

Approaches of modern management in Russia

Understanding Russian management contains several approaches. The concept of creating a domestic theory of management, based on the specifics of the Russian mentality, applies aspects of foreign management experience.

But blind copying of Western or Eastern experience is not entirely effective, as well as a complete denial of the achievements of the Western and Eastern management schools. For this reason, the features of modern Russian management should be based on the specifics of the mentality using the forms and methods of management of foreign schools.

The concept of adaptation of foreign management theories should involve partial consideration of the peculiarities of the Russian mentality, and not blind copying of foreign theories to the conditions of our state.

The main features of Russian management

Domestic managers identified several main features of Russian management:

Participation of regional administrations in the process of formation of management teams of enterprises,
Semi legal regulation activities;
Major degree informal relationships;
Widespread use of force methods;
The desire to avoid the practice of delegation and the propensity to take risks, etc.

At present, the features of modern Russian management are far from the parameters set by globalization, but the market reforms carried out lay positive prerequisites for the formation management principles new generation.

We all very often hear what comes to us from in English the word "management", literally translated as "administration, management." Today there is great amount definitions of the term, and all of them are correct.

Management is a special kind professional activity a person dedicated to achieving goals.

Management is a certain system of forecasting, planning, organizing the production of goods or services aimed at making a profit in the future.

Like any other type of activity, management has its own characteristics. The Russian system of governance is undoubtedly different from the European one. This is due to many factors. In Russia, management appeared relatively recently, with the emergence of market relations and its development are (employees) and

Features of Russian management are:

extremely high speed of political and socio-economic processes in the country, which cannot but have a significant impact on all areas human activity;
a combination of factors that contribute to the development and strengthening of the management system or, conversely, hinder it;
special traits of a person.

The peculiarities of Russian management also lie in the fact that the very concept of "manager" in our country is very vague. In the narrow sense of the word, a manager is a manager, head of an enterprise, big company. In our country today, this term refers to different kind activities. In Russian companies, a secretary, an administrator in charge of small paperwork, is also called a manager, which is not entirely true.

In terms of the level of development of market relations, Russia lags behind Western countries by at least half a century. Today our country is going through the stage of development of market relations that Europe passed several decades ago. In Russia, there is no such rich experience in managing enterprises in conditions of free competition, which is available in the West, in connection with which such problems of Russian management are noted as:

insufficient knowledge of demand. Demand for a particular product is determined only after the achievement of the final result of the activity;
lack of long-term business development goals;
absence independent evaluation activities of Russian managers;
lack of a leadership reserve school, corruption, inability to achieve the desired result of one’s own entrepreneurial activity without connections in high circles, Money and so on.

The features of modern Russian management are most of all manifested in four main factors:

infrastructure and socio-economic conditions of its existence;
setting priority tasks and directing efforts towards their implementation;
a set of measures aimed at developing the sphere of management in Russia;
a feature of public consciousness, the change of which requires a very long period of time.

Today, many managers of Russian enterprises are trying to adopt the experience of managing Western firms, which does not always end well. It should be understood that some of the laws and management rules that are successfully operating in Europe are completely unsuitable for work in Russian conditions. Features of Russian management are considered as the main distinguishing feature in the management of a company in Russia and in the West. A person who grew up in our country and received Russian education, has its own approach to solving a particular problem, reacts in its own way to various situations, which creates certain difficulties in following the Western one. This does not mean at all that one should completely abandon the experience of developed countries in the field of management and look for new ways of it from scratch. Taking into account all the main features of Russian management, thoroughly studying the experience of a country that has come a long way in the field of management, one can be very successful in many areas of activity available to a Russian entrepreneur and manager.

Russian management management

In modern literature, it is customary to describe several concepts of Russian management.

1. The concept of copying Western management theory does not take into account the specifics of the Russian mentality - you need to take the model of Western management in finished form and implement it in management. It is only necessary to translate Western monographs and textbooks into Russian. Then, without changing anything, put it all into practice. It is very likely that this concept will be implemented due to its mindless copying habit. Western experience and simplicity. But there is a great danger in this. Suffice it to recall the use of the theory of “monetarism”, not adapted to the conditions of Russia, the concepts of “shock therapy”, voucherization, etc. It is possible to predict new shocks that await Russia in the implementation of this concept.

2 The concept of adaptation of Western management theory is the adaptation of Western theory to modern Russian conditions. The question arises - which of the theories should be adapted? Control systems Western Europe, USA, Japan are strikingly different from each other. With any choice, there is a risk of using a theory that takes into account the specific conditions and features of the functioning of the economy, the mentality of the inhabitants of these countries.

In Russia in the late 1980s, being late for work, leaving work early, poor product quality, and petty theft became normal and have persisted to this day. Proceeding from this, the national management system will have to be amended to combat delays, “nonsense”, and new methods of improving quality will be introduced.

And as a result, theories adapted to Russian reality, poorly taking into account its specifics, will not be able to give the Russian economy what is expected of them.

The mentality of the nation has a huge impact on the specifics of management.

3. The concept of creation Russian theory management - takes into account the peculiarities of the Russian mentality using aspects of world management experience. Here, neither a complete negation of the achievements of the eastern and western schools of management, nor blind copying of foreign experience is possible. It should be noted that even A. Marshall argued that: "Economics is not a collection of specific truth, but only a tool for discovering specific truth." This statement is fully transferred to management as a science. Therefore, Russian management should have its own specific content, methods and forms of management, taking into account the specifics of the Russian mentality.

The predominance of frugality, diligence, punctuality, etc. will also determine managerial forms and methods, shape the actions and behavior of managers.

It follows from this that management is a form of manifestation of a deep, internal socio-psychological program embedded in a person. The mentality in this capacity is the basis of behavioral management, its essential side. This is where the compliance of management with the mentality is manifested.

At present, it is generally recognized that the national and regional mentality is the most important factor influencing the forms, functions and structure of government. However, stating this fact is not enough. There is a deeper essential relationship between management and mentality. There are a number of definitions of mentality. In these definitions, we are talking not only about the psychological, but also about the socio-psychological nature of the mentality. Burtenko A.P. and Kolesnichenko Yu.V., based on the research of L.S. Vygotsky, note the genetic, historical, natural and climatic sources of this phenomenon, highlighting mainly the mentality as a “code” that determines social behavior individual person and nations. The manifestation of a biopsychological program of human behavior affects various fields human activities: everyday life, communication, production. It has a significant impact on management. So, analyzing the forms and methods of management in different countries, we cannot ignore German punctuality, English conservatism, American pragmatism, Japanese paternalism, Russian laxity. Thus, management is a form of manifestation of an internal, deep socio-psychological program embedded in a person. In this capacity, the mentality is the general basis of behavioral management, its element, its essential side. This shows the correspondence of management to the mentality. So, “mentality-management”, their correlation, correspondence and contradiction acts as content and form, as essence and phenomenon. They are in an inseparable, objectively conditioned, constantly recurring relationship, which can be qualified as “the law of correspondence between mentality and management”. The correspondence between management and mentality determines a relatively stable production system, smooths out contradictions between the managed and the managers, and helps to overcome crisis situations. Correspondence between management and mentality is one of the fundamental features of balance social systems characterized by the absence social conflicts. An example of this is the economic development of the USA, France, England and Germany in the 90s of the 20th century. The contradiction in the “mentality-management” system is one of the reasons for the emergence and duration of socio-economic crises. A striking example is Russia, where the transition to a market economy and the associated need to reform the management system presupposes bringing it into line with the specifics of the Russian mentality.

There are two approaches to understanding Russian management:

The first approach is a complete denial of the possibility and necessity of management in Russia due to the peculiarities of the historical and national-cultural nature.

The second approach - one should not exaggerate the Russian specifics, one should take a ready-made management model and use it in managing the economy, since the processes of scientific and technological progress are the same in all countries.

Russian management is a creative understanding of foreign experience, taking into account Russian specifics, i.e. synthesis of world experience effective management and the existing domestic experience on the basis of the national-historical features of our culture.

Problems of management in Russia.

The transition from an administrative-command economy to a market economy, on the one hand, and the specifics of the Russian system of values, the Russian mentality, on the other, determined the features of Russian management at the present stage. In the period after 1992, the real direction of the reforms of the economy and management, as well as the role of individual areas of management of socially active groups and individuals, were revealed.

1. Privatization state property as the formation of a mass of owners necessary for a market environment.

Different rates of restructuring of the main groups of business entities: the state, labor collectives (staff, leaders, managers) - complicated the transition processes and their analysis. At the same time, the studies carried out make it possible to single out the following areas of social and economic transformations.

2. A radical departure from a socially favorable economy to a rational one.

The behavior of managers within the framework of a favorable economy is characterized by: maintaining jobs, minimizing the loss of skilled workers while reducing production volumes and diversifying it. Within the framework of a rational economy, this is a rigid distribution of resources within an enterprise: the struggle for sales markets, strengthening its position in the market, conducting a new financial policy and a change in internal organization, with the strengthening of the role of financial capital over productive and human capital.

3. Changing the behavior and goals of the workforce towards a more rational attitude towards oneself.

These are, first of all, proposals coming "from below" and concerning more rational use resources, the production of more profitable and marketable goods.

4. Change in order to survive the enterprise management methods in the direction of openness.

Russian managers at the beginning of the transition period focused on management from the standpoint of the rational use of all internal resources and relied on employees - the owners of this enterprise (owners of large blocks of shares). At present, the emphasis has changed, and management is voluntarily going to increase the proportion of shares held by external owners. In other words, the shift has taken place from "closed" management towards "open". At the same time, the share of "external" share holders often expands in order to attract investors for the reconstruction of production, its re-profiling and diversification. There are also trends of voluntary reduction of the "price" for the transition under "external" control. It's about about the concession by managers of part of their power to "external" management in exchange for guaranteed ownership of a certain share of shares.

5. Changes in the characteristics of the corps of managers in the Russian economy.

The formation of this category of managers took place in two directions. On the one hand, these are workers who took advantage of economic freedom and built their own business. The initial stage of almost all was the creation of small enterprises. As a rule, these are highly educated young people (25-40 years old), capable of quick reorientation, good organizers, willing and able to work hard to achieve their goals. Managers in this category are characterized by a quick perception of norms. economic behavior their "Western" colleagues, the ability to comprehensively see and solve the problems of their business, the rapid development of methods for building business, partnerships with "Western" colleagues. At the same time, earlier these people, as a rule, did not have the experience of managing work, economic facilities, large production teams, since they did not go through the school of economic interaction of the administrative-command economy.

On the other hand, leaders large enterprises, whose managerial experience has developed in an administrative-command economy, but who are forced to manage in market conditions, on their own experience. "Mistakes" in such training acquire a great price for the enterprise. Moreover, a different qualitative certainty of management in a market economy largely determined the small specific gravity successful leaders. These are the leaders of the older generation (50-65 years old) who are being replaced by younger ones (30-40 years old) who have experience in managing work at this enterprise. These include workers who left their jobs and tried to build their own independent business. This category of employees is united by the experience of independent business management in market conditions. In other words, employees of this enterprise come to the positions of the first heads of large enterprises. They bring with them the experience of market management, their capital accumulated in private business and established ties with banks.

Thus, management is a type of human activity that has general and specific features. Common features reflect the stages of development of civilization, the level of scientific and technological progress and are described in various scientific approaches. Specific features reflect national and historical characteristics, geographical conditions, the level of socio-economic relations, and culture.

Features of Russian management:

Priorities in issues, acceptance of attention and efforts;

Management infrastructure, socio-economic and political conditions for its implementation;

A complex of factors that hinder and facilitate the strengthening of management in Russia;

Cultural environment, features of public consciousness that cannot be changed.