Facilitating organizational learning in the Russian business context
Purpose: the paper identifies particular traits of the Russian context which condition two key enablers of organizational learning: organizational culture and transformational leadership. Design/Methodology: drawing on a literature review, the study determines management challenges by implementation of organizational learning in the Russian business context. Taking this into account the authors suggest specific model of organizational learning which contains organizational learning processes, organizational culture oriented towards learning and transformational leadership. Empirical justification of this model is provided using a sample of more than 100 respondents. PLS-analysis is applied to define structural relationships between the elements of proposed model. Findings: the study reveals the positive and significant influence of transformational leadership and an organizational culture on organizational learning processes. Moreover, transformational leadership is shown to have a positive impact on an organizational culture, confirming the hypothesis regarding the pivotal role of leaders in the Russian business context. Practical implications/limitations: the findings of this study can assist managers doing business in Russia to improve organizational learning processes. The size of the sample appears to be the main limitation of this study. Questions that might also be addressed in additional research concern the influence of organizational learning on the performance of Russian companies. Originality/value: the paper contributes to a better understanding of the barriers and stimuli exacted on organizational learning and provide empirical evidence of organizational learning practices of Russian companies.
Organizational culture presents an interest for research and practice of social psychology. This article is intended to discuss the problem of managing the organizational structure on two levels that contain most topical problems: general methodological level and technological level. Organizational culture is a system with its distinct features that consists of units and sub-systems with their specific features. An organizational-culture system comprises several levels: leader’s personality level (as well as the personality level in general), level of executive team (as well as of a small group in general), level of organization in general (level of a large group).
This paper presents the evaluation method, which allows analyzing both static and dynamic parts of the effectiveness of the enterprise organizational culture. Static assessment is provided by analysis of the personal and organizational effectiveness. Meanwhile dynamic assessment is based on "Mood Scale" by calculating three indicators - "Expectations Index", "Index of Motivation" and "Index of Cohesion".
Management action is examined as a part of organizational change models. Running of the organization depends on external and internal environment changing. Organizational behavior management is considered to bean important factor or organizational adaptation.
Traditionally, the effectiveness of the organizational culture is viewed in the context of the overall effectiveness of the company. However, this approach makes it possible to determine the share of the existent organizational culture in productivity of the company only hypothetically. The article presents authors approach based on the concept of «focal points» reflecting the degree of efficiency and stability of the organizational culture of the company.
Historically, in the doctrine of religious dogmas there were numerous versions of the Gospels. Of these, the official church recognized only four (from Matthew, Mark, Luke and John), declaring the other Gospels either heretical or associating their authors' names with dubious activities (as is the case with Mary Magdalene). But even between the four most popular canonical works there is no complete agreement in the interpretation of moral laws. So, Luke wrote his Gospel, because in many ways he did not agree with Mark. In the title of our book, the word "Gospel" has a double meaning. Firstly, this is a new management approach as a disagreement with previous approaches. And secondly, it is an approach based on the values and disputes surrounding them, reminiscent of the struggle against competing managerial tracts for the most productive business philosophy.
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