School Principals as Agents of Reform of the Russian Education System
The paper is based on the results of a study of secondary school principal decision-making style conductd in eight regions of the Russian Federation (one per federal district) in 2014 using the methodological approach developed by Alan J. Rowe. The study aimed to assess the reformist potential of Russian school principals. Authors suggest that two types of leaders may be most effective in terms of their ability to enact reforms: (1) those who mainly exhibit a conceptual decision-making style and secondarily make recourse to an analytical style; (2) those who mainly exhibit an analytical decision-making style and secondarily make recourse to a conceptual style. Only 12% of school principals fall into the first category. There are, however, 11% of principals that are likely to change their transactional leadership style for a transformational one.
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.
La finalité de l’article est de présenter et d’analyser certaines tendances dans la manière d’enseigner l’histoire et “l’immobile” du “religieux”, du Christianisme et de la culture orthodoxe aux elèves des classes terminales des lycées (sredniaïa chkola) de Russie. Les valeurs de la laicité, de la liberté religieuse et du sécularisme, auquel point restent-elle présentées comme valeurs et comment traite-t-on des rapports entre le religieux et le non-religieux, en expliquant aux élèves les grandes tendances de l’évolution de l’humanité au début du troisième millinaire ? quels traits et quelles spécificités de la tradition byzantino-orthodoxe sont mis en relief dans les manuels et quel rôle dans l’histoire de la Russie et de l’Europe attribute-t-on à l’Orthodoxie? comment sont présentées les traditions et les partcularités du Catholicisme et du Protestantisme dans les manuels scolaires russes? le système scolaire de Russie de l’an 2015, contribue-t-elle à la prétendue “cléricalisation” de la société russe, dont ont parle bien souvent dans les médias? Les lieux de “la mémoire orthodoxe”, dans le parcours scolaire, éloignent-ils la Russie de l’Europe?
The article discusses the results of the study of the management decision-making styles of secondary school principals, which was held in 2014 in eight regions of the Russian Federation (one region of each federal district) basing on the methodology of A. Rowe. The objective of the study was to assess the Russian principals’ reform potential, which in the present conditions, according to the authors, is based on the ability to build a partnership with teachers in decision-making and to preserve the ability to solve problems in a situation of uncertainty, which was so characteristic of the era of change. Based on the findings of the research on the management decision-making styles, comparison of the two reforms in the recent history of Russian education was made: the financial reform that includes certain financial freedom for schools willing to switch to a form of the autonomous institution, and the substantial reform that offers schools to claim to a lyceum and gymnasium status with wider opportunities to organize the educational process. The comparison reveals that the substantial reform has attracted a greater number of principals-reformers than the financial one, which characterizes a formal and directive side of the latter.
The report traces the development of the transformational leadership concept. Emphasizes that the interaction between leader and subordinates is constructed in such a way that the satisfaction of the needs for self-actualization and professional fulfillment contributes to the achievement of organizational goals.
The author analyzes the most widely applied risk management standards in Russia, emphasizing the lack of a clear system for operational risk management. Reviewing the challenges emerging on European markets due to the introduction of the Solvency II directive, he suggests approaches to the solution of possible problems for Russian insurers.
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