Ценности российских менеджеров и корпоративные ценности
The article continues a discussion on personal and corporate values in management which was begun in the article "Corporate Values in Management of the Russian Companies". Focus is made on values of managers and their comparison with values of the companies in which they work. The empirical base of research consists of survey data of 83 top, middle and low level managers which were collected in the spring of 2013. Results of the research indicate the potential conflict of values orientations of managers and the companies that calls into question the implementation of management-by-values in the Russian companies. They also point out a need of additional research into a degree of organizational commitment and involvement of the managers who implement the companies’ strategies.
A specific form of informal employment is presented by electronic freelancers, e.g. self-employed professionals working remotely via the Internet. Andrey Shevchuk and Denis Strebkov launched Russian Freelance Survey (RFS) that brought more than 10,000 usable responses in each of two waves in 2008 and 2010, making RFS one of the largest freelance surveys in the world. Using these unique data sets, the authors describe the main groups involved in the Russian-speaking e-lance market and demonstrate how they cope with the high level of informality of institutional arrangements and opportunistic behaviour of market actors.
This study contributes to the literature on heterogeneous self-employment by investigating the diversity of work motivation. Using two samples obtained from freelancers, who participate in online freelance marketplaces, we analyze the relationship between individual work values and self-employment situations. Principal component analysis (PCA) revealed four value dimensions: (1) intrinsic, (2) social, (3) comfort, and (4) security. Using multinomial logistic regression, we found that people who work exclusively as freelancers, moonlighters who also hold regular jobs, and entrepreneurs who also run small businesses have distinct sets of work values. Genuine freelancers ignore security and social values, but seek intrinsic rewards and comfort to balance work and life. Entrepreneurs show the least preference for security, do not appreciate comfort, but seek intrinsic and social job rewards. Moonlighters show the highest preference for security, value social rewards, but ignore intrinsic rewards and comfort. Although the study deals with the self-employed, it also sheds light on the general association between work values and jobs.
Person-organization fit (P-O fit) is often measured by the congruence of a person’s values and the values that he or she ascribes to the organization. A popular instrument used in this context is the Organizational Culture Profile (OCP; O’Reilly, Chatman, & Caldwell, 1991). The OCP uses 54 items that form eight factors in exploratory factor analysis. We investigate the extent to which the OCP can be embedded into Schwartz’s Theory of Universals in Values (TUV) that is formulated in terms of a circumplex in a two-dimensional plane. To address this question, we develop a nonstandard multidimensional scaling (MDS) method that enforces a TUV-based axial regionality onto the solution space together with a permutation test that assesses the consistency of the side constraints with the MDS representation. We find that the OCP can indeed be embedded into the TUV. The practical implication is that P-O fit can be assessed more simply by the congruence of the person’s and the organization’s positions on two value dimensions: risk versus rules and results versus relations.
In which ways has China‘s rapid social change crystallised into differences between its generations’ values? The significance of intergenerational value gaps in values involving work, family, materialism, and individualism is reported based on a mixed-methods approach. A set of qualitative interviews with businessmen and their fathers was conducted in Shanghai in late 2005. Semi-structured interviews with individuals from these two groups are analyzed to see if there may be intergenerational breaks and continuities. The issue is then explored quantitatively through an analysis of the 4th wave (2000) of World Values Survey data in China. Results from both methods indicate the middle-aged cohort, compared to the older, to be less focused on thrift, more materialistic, more individualistic, and less mindful in the parental duty of norm transmission, while the valuation of hard-work is equal within the middle and older cohorts.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management