home / Business from scratch/ The main features of modern Russian management. The main features and characteristics of Russian management. Characteristic features of Russian management

The main features of modern Russian management. The main features and characteristics of Russian management. Characteristic features of Russian management

At present, we often hear the word “management” that came to us from Europe, today there are a very large number of definitions for this word, and all of them are correct.

Marketing is a special kind of professional activity of a person, which is focused on achieving the set goals. Marketing is a system of modeling, planning, organizing the production of products or services aimed at making a profit in the future.

Like any type of work, marketing has its own specifics, no doubt, the domestic management system differs from the European one, due to a large number of reasons. In Russia, management arose relatively recently, its basis is a human resource, i.e. business activities, employees. Today in Russia, marketing that meets high standards is in the development stage.

Modern Russian management is guided by the fact that our country pays special attention to carrying out market reforms that ensure the well-being and freedom of citizens, the country's economic.

The process of movement of the Russian Federation to a market economy is irreversible, Russia is now going the way that countries with developed economies went half a century ago. In the Russian Federation, there is no appropriate long-term experience in managing an enterprise in a market economy. At the moment, Russia is in the form of a catch-up, and is forced to go in a revolutionary way to the study of marketing methods. The Russian Federation does not have such a rich skill in managing enterprises in terms of independent competition, which is available in the West, in connection with which these difficulties of Russian management are noted, such as: the lack of knowledge of demand. The demand for a particular product is oriented only towards the achievement of the final result of the work; unavailability of long-term business development goals; unavailability of self-assessment of the work of Russian managers; the unavailability of the reserve manager school, corruption, the inability to achieve the desired effect of one's own entrepreneurial activity in the absence of connections in high circles, money, etc.

Distinctive features of domestic management are: a very high speed of socio-political and socio-financial actions in the state, which cannot but show a significant impact on all areas of human activity without exception; combinations of conditions that contribute to the formation and strengthening of the concept of marketing or, on the contrary, hinder it; special features of the mindset of the Russian personality.

The specificity of Russian management is also the fact that the concept of "manager" in our country is very vague. If in European countries a "manager" is a manager, head of a company, a large enterprise. In Russian firms, a secretary, an administrator in charge of small paperwork, is also called a manager, which is not true.

Modern Russian management, based on where it develops and forms, has a number of specific and common distinctive features.

We refer to specific features:

national characteristics of society;
historical. features of development;
geographical.conditions;
culture and other such factors.

Also, the state of development of Russian society, the formed industrial relations, mentality and other reasons allow us to single out 4 main distinguishing features of Russian marketing:

Priorities in issues, emphasis of attention and efforts. The most significant management issues in Russia are anti-crisis management, employment management, informative technological processes, assistance to entrepreneurship and small businesses, motivation for economic initiative in the production sector, and banking management. Although, the main difficulty is not in finding them, but in constructing ranked priorities. It is here that the maximum difficulty arose in presenting management and its significance in the Russian Federation.
Management infrastructure, socio-economic and political conditions of its existence. Here it is essential to understand and construct the concept of infrastructure itself. It involves a complex of a huge number of factors that are fundamental to the social and financial sphere in which all-Russian marketing is formed, namely:
- causes of mentality (values, national traditions and culture);
- factors of public consciousness, that is, an understanding of the practice of foreign and Russian trends (manager training system);
- reasons for the level of scientific thinking, methodological culture, the formation of socio-economic knowledge.
A set of reasons that hinder or favor the strengthening of marketing in the Russian Federation. These are the conditions for the degree of scientific thinking, methodological texture, and the formation of social and financial knowledge.
Developed sphere, characteristic features of social consciousness.

These are conditions that cannot be changed overnight and which, as the general historical skill of formation demonstrates, need not be changed.

Comparing Russian management with Japanese and American, it can be noted that it combines the features of both one and the other, something that corresponds to the distinctive features of the Russian market and enables the Russian commercial to operate effectively in difficult, regularly changing circumstances.

Summing up the results, we can conclude that Russian managers are required not only to study the science and practice of marketing, but also to understand the essence of Western and Eastern cultures (the Russian Federation is considered a Eurasian state). In the absence of this, it is impossible to improve your management style, improve your image, organize requirements in order to increase the competitiveness of the company.

Characteristic features of Russian management

Currently, in Russia, management that meets international standards is in its infancy.

One cannot but agree, in general, with the assessment of the level of development of Russian management.

Its low efficiency seems to be a fact.

That is why the problem of training specialists in the field of management, especially economists-managers, is so urgent in our country.

The characteristic features of the modern Russian management model are:

striving for the integration of various models and approaches to management;

individualism of the second type and "strict collectivism";

polychronic perception of time;

a clear delineation of duties and powers, a fairly rigid management structure, while allowing for the delegation of power;

hierarchical management with the concentration of enormous power at the very top of the organization, the almost complete dependence of employees on the arbitrariness of management;

the existence of a huge power distance, the acceptance by employees of inequality in the distribution of powers, decision-making, remuneration;

non-transparency, secrecy of decisions made;

mixed relations with subordinates - formal-informal;

striving for a corporate culture of tolerance, equality;

focus on narrow specialization of employees and managers;

stepwise, specialized, both interorganizational and intraorganizational career;

conditionality of a career by personal relationships with management and personal results; .

responsibility is usually collective;

method of control, as a rule, according to collective indicators;

method of hiring - mixed (according to business qualities and after graduation);

employment for an indefinite period;

low guarantees for workers;

the ideal of a manager is a strong personality capable of taking risks;

Russian business and management is not isolated from the world. For the Russian practice of management, the condition for further successful development is not blind copying, but adaptation and a gradual transition to modern foreign management models, without denying the country's previous development experience, making the most of the potential of the national cultural and ethical factor, without creating a conflict with other factors.

Features of Russian business culture

The Russian experience in the field of business management is reduced only to the use of methods of planning and control over the execution of plans.

Russia's so-called "new commercial structures" are still non-business, but purely speculative enterprises. Manufacturing enterprises trying to operate in market conditions face many problems and restrictions in the field of their business environment.

Therefore, it is important for Russian managers to study foreign management experience and creatively use it in the new Russian conditions in order to build an organization of a new type for our country, including modern methods of corporate and anti-crisis management, focused on diversification, competitiveness and financial stability.

The approach from the standpoint of the human factor for Russia, which has many years of experience in administrative-bureaucratic, overly formalized management, is very important today.

Thus, the Russian business culture is in the process of formation. The constant rotation of the composition of entrepreneurs, the absence in most cases of stable close-knit circles of communication slow down this process. At present, we can talk not about the established culture, but about certain behavioral features that have a chance to gain a foothold as cultural traits, but may not be fixed.

In recent years, many comparative studies have been conducted to identify the characteristics of the emerging Russian business culture. These studies note its characteristic features, as well as the psychological and behavioral characteristics of Russian entrepreneurs. With a large degree of conventionality, these features can be divided into positive and negative.

Positive features include:

High adaptability to non-standard situations and the ability to find a way out of the most impasse. This feature was developed in the most active part of the Russian superethnos in the course of centuries of extensive development, when both nature and society itself systematically created the least predictable situations. It was this feature that allowed, for example, within a few months of 1941-42. to create a military industry in the eastern regions of the country on the basis of ultra-modern, for that moment, technologies, and then, within 10 years after the Great Patriotic War, restore the almost completely destroyed national economy.

The ability to concentrate on achieving a specific goal in force majeure situations and to do the impossible, working 16 - 18 hours a day.

A high level of professional training of a certain part of entrepreneurs, a broader and more diversified general culture, compared to most Western colleagues. First of all, this applies to that part of the entrepreneurs who left the ranks of engineers and intellectuals. The history of recent decades has clearly confirmed what was clear before.

The presence of a significant contingent of people with a versatile general humanitarian culture, that is, familiar with many classical domestic and translated literary works, having some idea of painting, music, theater, interested in the problems of national and world history. This tradition came from engineers (junior researchers) of the Soviet era.

At the same time, the same factor - the extensive nature of development - also gave rise to the main negative features of Russian entrepreneurship, which also largely stem from the peculiarities of the Russian mentality. These include:

Failure to comply with the clauses of the contract; orientation to momentary conjuncture, to the detriment of achieving strategic goals; unpredictability of behavior for partners.

The priority of interpersonal relations over the requirements of the law; the desire to “get around” unsatisfactory legislative acts. This applies to both relationships within the firm and relationships with partners.

Focus on ultra-high profits and unwillingness to invest money and efforts in promising, but at first low-profit enterprises.

The inability to comply with the "corporate rules of the game", which ultimately ensure the collective success of the entire class of entrepreneurs.

Absence of the habit of rational planning of resource use, colloquially known as “Russian “maybe”. By resources, we mean not only finances, fuel or equipment, but also time resources, employee qualifications, and administrative resources.

Insufficient skill in accounting and formation of demand for manufactured products.

Insufficiency or absence of the skill of independent formation of "horizontal" connections, because under socialism all subcontractors were "appointed" from above.

Low ability for class self-organization and upholding collective interests, both at the political and everyday levels (opposition to crime and the state).

The low level of development of social responsibility, which is manifested in low and irregular charity.

Features of business culture, as well as any culture, in general, are most clearly manifested when compared with other cultures. From this point of view, of particular interest are comparative studies carried out by people who are quite familiar with both interacting cultures.

At the same time, a business person who enters into intercultural contacts is obliged, if possible, to overcome these qualities in himself, that is, to a certain extent, he must rise above the narrow limits of his own ethnic culture.

In Russia, the word "management" as management in a market economy is a new term, the essence of which differs from the traditional management of the centralized command-administrative system that functioned in Russia throughout the Soviet period.

The old management paradigm in Russia for 70 years was based on the Marxist ideology of economic development, which was characterized by the following features:

1. The closeness of the economic complex of the country and the focus on national economic efficiency.

2. A criterion for social orientation, for public property and a fair division based on the results of labor.

3. Extreme politicization, which caused the monopolization and concentration of production.

4. Centralization and bureaucratization of management.

In the new paradigm of management in Russian management, such processes are developing as:

1. Integration of the Russian economy into the world economy.

2. Formation and functioning of market economic entities as open systems.

3. Flexible combination of public administration methods and market regulation.

4. The use of market and administrative methods of managing enterprises of various activities and forms of ownership.

A Russian enterprise, becoming an independent object of commodity-money relations, fully responsible for the results of its economic activity, must form a system of effective management (management) that could allow the enterprise to achieve a competitive and sustainable position in the market.

Compared to the old management system that has existed for many years at Russian enterprises, new functions appear in the new conditions: developing strategies and development policies, finding the necessary material and labor resources, improving the production and organizational structures of enterprise management.

Under these conditions, the requirements for Russian managers for

timeliness and quality of decisions made. The role of scientific and technological progress, which makes it possible to satisfy the needs of the market through innovations, has increased. In Russian business, there is an urgent need for marketing research to study these needs. For the implementation of the production of competitive products in the conditions of minimizing production costs, issues related to the management of personnel, which in the new Russian realities becomes the main resource, are becoming increasingly important.

Management at Russian enterprises places high demands on the professionalism of management personnel and management style. In the conditions of a shortage of financial resources, it became necessary to use the methods of motivation developed by the world practice of management. The Russian experience in the field of business management is reduced only to the use of methods of planning and control over the execution of plans.

The Russian so-called "new commercial structures" are not yet business enterprises, but purely speculative enterprises. Manufacturing enterprises attempting to operate in the market environment face many challenges and constraints in the environment of their operations. Therefore, it is important for Russian managers to study foreign management experience and creatively use it in the new Russian conditions in order to build an organization of a new type for our country, including modern methods of corporate and anti-crisis management, focused on diversification, competitiveness and financial stability.

The approach from the standpoint of the human factor for Russia, which has many years of experience in administrative-bureaucratic, overly formalized management, is very important today.

Features of Russian management

Priorities in issues, acceptance of attention and efforts;

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

A set of factors that hinder and facilitate the strengthening of management in Russia:

Cultural environment, features of public consciousness that are impossible

change.

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 the world experience of effective management and the existing domestic experience based on the national and historical features of our culture.

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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 habit of thoughtlessly copying 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? The control systems of Western Europe, the USA, and 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 creating the Russian theory of 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 the social behavior of an individual and a nation. The manifestation of the biopsychological program of people's behavior affects various spheres of human activity: everyday life, communication, production. It has a significant impact on management. Thus, when analyzing the forms and methods of government in different countries, we cannot but take into account German punctuality, English conservatism, American pragmatism, Japanese paternalism, and 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 system of production, smoothes 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 the balance of social systems characterized by the absence of 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.

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 of 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, pursuing a new financial policy and changing the internal organization, while strengthening 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 a more rational use of 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. We are talking 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 of this category are characterized by a quick perception of the norms of economic behavior of 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, there are managers of 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 definition of management in a market economy largely determined the small proportion of 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;