Features of Russian management: main approaches to their application in practice. Features of management in Russia What are the main features of modern Russian management
We all very often hear what comes to us from English language the word “management”, literally translated as “administration, management”. Today there are a huge number of definitions of this term, and all of them are correct.
Management is a special kind professional activity a person who is focused on achieving his goals.
Management is a specific system of forecasting, planning, and 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 management system 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, (employees) and
Features of Russian management are:
- extremely high speed the course of political and socio-economic processes in the country, which cannot but have a significant impact on all spheres of 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, large company. In our country today this term means different type activities. In Russian companies, the secretary, administrator, who is responsible for minor paperwork, is also called a manager, which is not entirely correct.
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 went through several decades ago. In Russia there is no such rich experience in managing enterprises in conditions of free competition as there is in the West, and therefore such problems of Russian management are noted as:
- insufficient knowledge of demand. The demand for a particular product is determined only by achieving the final result of the activity;
- lack of long-term business development goals;
- lack of independent performance assessment Russian managers;
- lack of a leadership reserve school, corruption, inability to achieve the desired result entrepreneurial activity without connections in high circles, cash etc.
The peculiarities of modern Russian management are most evident 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 social consciousness, the change of which requires a very long period of time.
Today, many managers of Russian enterprises are trying to adopt the management experience of Western companies, which does not always end well. It should be understood that some laws and management rules that work successfully in Europe are completely unsuitable for working in Russian conditions. The peculiarities 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 a Russian education has his own approach to solving this or that problem, reacts in his own way to various situations, which creates certain difficulties in following the Western one. This does not mean that one should completely abandon experience developed countries in the field of management and look for new ways from scratch. Taking into account all the main features of Russian management, thoroughly studying the experience of a country that has leapt far ahead in the field of management, one can be very successful in many areas of activity available to a Russian entrepreneur and manager.
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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:“FEATURES OF RUSSIAN MANAGEMENT”
Completed by: Medvedkina V.O.
student of group D410 B
part-time education
Faculty of Distance Learning
Scientific supervisor: Ph.D., 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, 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 the American, Japanese, and, of course, Russian models of management.
The process of Russia's movement towards a market economy is irreversible. Russia is now going through that evolutionary path, which advanced economies passed 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 catching-up position and is forced to take a revolutionary path to mastering the methods of modern management.
Russian managers must not only study the science and practice of management, but also know the essence of Western and oriental cultures(Russia is a Eurasian country). Without this, it is impossible to improve your own leadership style, improve your image, and create conditions for increasing the competitiveness of the enterprise.
1. Historical development Russian management
management management Russian
Management in Russia has 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 rapid process of eliminating feudal fragmentation and uniting markets into a single national market. Moreover, along with the strengthening of central power, the development of management occurred primarily “from top to bottom.” This distinguishes Russia from the countries of Europe and the USA, where it came from the bottom up.
The reforms of Peter I affected many areas of social life, both at the state level and at the level of economic organizations and were associated with the formation of large-scale industry, the development of small craft production, agriculture, the financial system, foreign and domestic trade.
Under Alexander I, ministries were established to streamline the administrative apparatus. Alexander II in 1861 began to implement peasant reforms, and in 1864 - zemstvo and in 1870 - urban reforms. Economic management was manifested in the organization of artels, savings and loan partnerships, lending 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 government administration in the districts, creating Russian zemstvos in the Western Territory, etc., but they were not implemented.
During the transition to large machine production(industrialization) and collectivization in rural areas in the second half of the 20s. public administration again began to prevail.
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 major material damage agriculture. In fact, the policy of collectivization was carried out using 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 until the early 90s, that is, until the recognition of the diversity of forms of ownership.
The legal basis for freedom of enterprise is the Constitution Russian Federation, adopted on December 12, 1993, which established the diversity of forms of ownership, state support competition and protection of private property rights.
A fundamentally new approach to local management (in cities, districts, rural settlements) was the introduction of local self-government, organizationally separate from state bodies.
Freedom economic activity opens up new opportunities for improving the management of an organization (enterprise). However, in Russia the effectiveness organization management depends largely on external factors and, above all, government management.
2. 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 years of reforms, authoritarian management at enterprises remained and even strengthened its position. Unfortunately, changes in political system country had no impact on enterprises - decision-making is based on general director, who is endowed with almost dictatorial power. Such an enterprise management system, of course, makes it possible to solve current problems, but, at the same time, deprives them of prospects, since it does not allow workers to be fully involved in the production process and to reveal their potential.
In Russia, any education, including managers, is built on knowledge of theory. The practice of management is considered secondary to theory. It is a priori assumed that a manager well versed in theory will always find a way out in a practical situation. In the West, the approach is completely different. There technical knowledge managers are not considered obligatory for the manager, even if he manages technical department or a manufacturing plant.
The terms manager and leader are so often used together that many Russian leaders They are considered absolute synonyms. However, this is not true.
In the West, the concept of a manager is somewhat broader. If in Russia a manager 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 the manager (cash funds, information, equipment, materials , labor force) are considered equally valuable.
A serious shortcoming of the Russian higher education The West considers the concentration on the technical and information side, rather than on communication and decision-making.
In addition, the differences between Russian and Western management consist not only in the knowledge that managers have as a result of their education, but also in their approach to the people and circumstances around them.
Very often, managers 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 esprit de corps is just beginning to be introduced into the work of companies.
In Russian companies, the leadership style is almost always tough and authoritarian. Starting from discussing the problem that has arisen and ending with the implementation of decisions made by 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.
A manager may face pressure from local authorities in his activities. In the actions of some leaders individual regions In Russia there is a desire: for autonomy, economic independence; the formation of a closed cycle of production and consumption, import and export of goods; independent foreign economic activity; financial self-sufficiency; accurately measure your own income and expenses.
There are also significant opportunities for Russian management in the area of territorial rationalization of production and sales. Various businesses located in the same region, combine capabilities to jointly solve problems technical re-equipment and increasing production, implementing territorial social programs.
During the formative years in modern Russia Many problems have accumulated, without solutions to 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 by both the lack of highly qualified management teachers and the lack of appropriate equipment and tools.
2. Understanding of the essence of management by Russian managers.
Managers who went through the old, Soviet school often do not see the difference between management and management. Calling themselves in a new way - managers, they use old management methods in practice. However, if a 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 do not know how to make the right decisions in a timely manner, which can lead to dire consequences: loss of profit, loss of clients, bankruptcy.
4. Inability of managers to delegate authority.
Due to his mentality, a Russian leader often prefers to do everything himself, loading himself with those tasks and responsibilities that could be safely delegated to subordinates.
5. Low professionalism.
There is not a sufficient number of either professional managers or professional specialists for professional managers to supervise.
6. Inability to resort to the services of independent consultants and consulting firms.
We can talk not only about inability, but also about fear of such specialists. Managers are concerned that independent consultants will discover trade secrets and sell them to competitors.
7. Lack of sufficient attention corporate culture.
Only at the end of 2000, at the state level, it was decided to develop a Code of Corporate Culture for Russian Entrepreneurs and Manufacturers.
8. Lack of specialists in crisis management and bankruptcy.
Such specialists are able to predict and warn, based on certain data, the approach of a crisis, and if one occurs, then lead the enterprise out of it with minimal losses.
9. Inability to use risk management techniques, fear of innovation.
Many Russian managers do not know how to correctly use risk management methods and techniques, including determining risk qualitatively and quantitatively, and are afraid of innovation, since, in their opinion, this poses a threat to their existence as managers.
10. Insufficient implementation of information management elements into the management process.
Most Russian enterprises suffer from a lack of computer and office equipment. The lack of specialized computer programs makes it impossible to build effective system information management.
11. Lack of product sales skills.
Managers do not master modern marketing tools.
12. Inability to effectively manage the company’s financial resources and use them in practice modern methods motivation.
Emergence and implementation of the system financial management at Russian enterprises caused by market transformations and market formation securities. More and more enterprises are coming to the need to create special financial services or hire financial manager for managing financial resources using special tools.
13. Awareness social responsibility management.
In the pursuit of profit, managers sometimes forget about the social responsibility they must bear. Such managers believe: “It’s either profit or social responsibility.” Purchasing industrial goods and food products that are harmful to health abroad, such as tableware made from melanin or expired food, selling spoiled products in orders for veterans of the Great Patriotic War, or Chinese toys containing harmful chemical compounds for children from orphanages is not considered a crime. in the minds of such managers.
14. Problems of tax pressure and uncertainty of pricing mechanisms.
Until now, our country lacks regulated and effective taxation. It is easier for business leaders to find ways to circumvent laws than to comply with them.
15. Weakness of the legislative framework.
The laws contradict each other. Regional laws sometimes conflict with federal legislation, etc.
16. Lack of ability to form a team and select personnel.
A manager must have a technique for determining people's characters and their temperament. He must be able to select and train workers, place them in appropriate places, and, if necessary, fire them.
Conclusion
IN modern conditions restructuring the economy on the basis of market relations, one of its priority areas is the development of basic theoretical and methodological positions on the use of management in practical activities Russian organizations. The main feature of the management thought of Russian managers is the search for new specific and real ways to improve the management system, developing a position on various problems management in relation to market conditions and on the basis of creative understanding of advanced foreign experience.
Russian managers need to adopt some Western aspects of studying management, taking into account that these are not only management aspects, but also decision various tasks, a vision of the future and an adaptive approach to solving emerging problems. A modern manager is a person who is capable not only of being a leader, but also of being 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 capable of constantly multitasking (see Figure 1).
Rice. 1. The main tasks of a manager.
List of used literature
1. Bakhur A. B. Features of national management // Management in Russia and abroad. 2007. No. 5. P. 23-35.
2. Klyuchko V. N. Participation of workers in enterprise management. // Management in Russia and abroad. 2007. No. 1.
3. Koritsky E. Scientific management: Russian history: Textbook. SPb. : Peter, 2009.
4. Kostin V. A. History of management Ural. acad. state services. Ekaterinburg, 2007. 28 p.
5. Kravchenko A. I. History of management: training manual for universities M.: Academic project: Triksta, 2008. 555,
6. Semenova I. I. History of management: Textbook for universities..: UNITY-DANA, 2009. 222 p.
7. Honda S. Features of Russian and Western management. // quality. eup. ru
8. Tsypkin Yu. A. Personnel management. M.: UNITY-DANA, 2009. 446 p.
9. Yurasov I. A. Features of managing Russian social and labor relations on modern stage// Management in Russia and abroad. 2007. No. 2.
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Modern Russian management was formed under conditions of transition from an overly centralized, planned economy to a market economy in a short time. It largely inherited the features of the previous administrative-command system. And this is quite natural. Many modern organizations using new organizational and legal forms were formed on the basis of former Soviet enterprises. Many key positions in them are occupied by managers raised in Soviet times.
At the same time, organizations - economic entities have been functioning for more than a decade in the conditions of a market, although still very inefficient, Russian economy and have acquired some of the most important features characteristic of subjects of market relations.
The following have had and continue to have a significant influence on the formation of Russian management: socio-economic factors:
economic and political instability in the country;
resource and raw material orientation of the economy;
degradation of production, scientific, technical and human resources potential;
the ongoing process of primitivization of production;
complex system and high level of taxation of business entities;
high level of inflation;
high unemployment;
generally low levels of remuneration for workers and specific gravity it in the final price of the goods produced and sold;
lack of proper dependence of wages for many categories of workers on the quantity and quality of their work;
low level and life expectancy of the population, deteriorating demographic situation;
significant polarization of income levels of different categories and groups of the population;
the ongoing process of deintellectualization of labor;
degradation of the social sphere;
low levels of democratization of society and the economy, underdevelopment of democratic institutions;
low and continuing to decline human development index (HDI) in Russia, including levels of education, mortality, income, birth rate and migration, as well as citizen participation in government, etc.;
an increase in crime and the number of offenses;
low economic efficiency the activities of many organizations and the Russian economy as a whole;
low solvency of many economic entities and the population;
imperfect and unstable legislative and regulatory framework for the functioning of business entities;
the use by state and local authorities of models and solutions that are not adequate to the current conditions. In some cases, they reflect the experience of a stagnant period and the excessive rigidity of vertical hierarchies, administrative and bureaucratic structures, in others, on the contrary, they are characterized by excessive, unjustified liberalization;
ignoring by authorities and management the obvious primacy of horizontal system formation, self-government and thereby horizontal management, their insufficient consideration of modern trends in the development of socio-economic systems, inhibition of recognition of the bifurcation of development trajectories of organizations;
low professional level of organ workers public administration all levels and local government;
distrust of the population in representatives of government bodies at all levels and local self-government;
corruption of employees of state administration bodies and local self-government;
the presence of significant disparities in the levels of development of regions and municipalities;
chronic asymmetry of the information space, business information, which makes it extremely difficult to formulate purchase transactions and supply of goods, increases economic risk;
underdevelopment of market relations, market infrastructure, information environment;
high level of uncertainty and risks in the market for goods and services;
low quality and competitiveness of domestic goods and services;
high level of criminalization of the economy, vulnerability of entrepreneurs and the population from criminal structures.
At the same time, in recent years there have been some positive trends in the socio-economic development of Russia, in particular the formation of market relations in the presence of a variety of forms of ownership, some growth in industrial production, the emergence of an entrepreneurial class, overcoming dependency complexes by entrepreneurs and the population, etc.
All this, of course, influenced and continues to influence the formation Russian management, the main features of which are:
the predominance in organizations of vertical, formal connections and relationships, pyramidal, hierarchical organizational structures. Underestimation of horizontal connections and relationships, soft structures. Poor consideration of modern trends in the development of organizations and the use of new types of organizations: ehocratic, participatory, network, market-oriented, etc.;
the presence of a command system in many organizations, whose leaders still suppress the initiative of subordinates. Such a system prevents organizations from adapting to new economic conditions, and they are forced to mark time or go through bankruptcy proceedings;
management's desire to control its entire business, subordination of sales (its own trading house), settlements (pocket bank), supplies (up to all previous redistributions and component production). The more complete the vertical integration, the more complete the set of related productions, the more confident the manager of the central business feels, because everything is under control. Recently, this trend has spread to power - the largest corporations are actively promoting their people to government bodies;
managers' reluctance senior management delegate powers and responsibility to the second echelon of management, the desire to do everything ourselves, to personally control. The reasons for this: distrust of subordinates, insufficient qualifications of the latter, but most importantly - the inability to effectively motivate hired managers. However, research shows that best way similar motivation - involvement in the business, allocation of shares in the business, managerial block of shares, and where this is impossible, the use of bonuses and payments of interest on profits. It is also important to draw perspective career growth, and be sure to combine this with a refresher course, especially since many Russian managers love to learn;
poor involvement of employees by managers in the management of organizations and departments. This does not allow us to adequately take into account the knowledge and experience of workers, who often know problems better than managers and see ways to solve them directly in production (commerce);
blindly copying Western methods of doing business and managing an organization, formally transferring their ideas to Russian soil unacceptable. Much of what is good in the USA or Germany is unacceptable for Russia. It is necessary to use only the best, taking into account the characteristics of the national economy;
lack of flexibility senior management. Directors of many organizations tend to act out of habit, do not know how to respond flexibly to changes in external and internal factors affecting the position of organizations, and therefore cannot take effective measures and decisions and adapt to new conditions;
shifting responsibility to the government, the habit of relying on state assistance, which has survived to this day. Many managers of organizations blame the president, the prime minister, or anyone else for their failures, but themselves, believing that the state should be responsible for their helplessness and ignorance, for their inability to adapt to the new situation;
poor knowledge and consideration by managers in economic activities of Russian, regional and local legislative and regulatory acts, legal nihilism;
the absence of the necessary established norms of business ethics, violation by entrepreneurs of basic ethical rules when carrying out business operations, failure to fulfill their obligations, violation of agreements, the desire to sometimes solve their problems at the expense and to the detriment of the interests of the other party;
lack of established rules of business etiquette and culture of behavior;
the effectiveness of the activities of many organizations and its specific indicators - labor productivity, efficiency of use and savings of certain resources - are not yet objects of management;
lack of interest among many organizations in implementing systems quality management, insufficient attention to the quality of goods produced and services provided;
lack of deep knowledge among managers of all ranks about the market, economics and management itself as a science of management. A small part of managers have this knowledge, and not all strive to obtain it in order to use it in practice. Most of them work on the principle: the main thing is to earn as much as possible at any cost more money Today. This leads to the emergence of a huge number of fly-by-night companies that provide nothing to society;
significant dependence of the conditions and remuneration of employees on relationships with managers, and not on their qualifications and work results - “feudalism of relations.” There is a lack of rights for hired workers, their “slave behavior” and the arbitrariness of management and officials. This is due to unemployment and low managerial culture and is most pronounced in small towns;
the prevalence in the relations of subordinates to managers of servility, sycophancy, flattery and servility, and therefore a biased assessment of their activities and loyalty (where certain demands should be made on managers);
disrespect for people and disregard for management ethics. It is no secret that people working in public and private organizations are considered by management to be “cogs” that can be thrown out at any time and replaced with new ones. Employees at all levels in many organizations are powerless and defenseless against the arbitrariness of management. Each of them can be fired without explanation or payment of earned money. Deception and rudeness have become the norm of behavior for some leaders;
low level of mechanization, automation and computerization of management processes, although in recent years it has noticeably increased.
At the same time, there are a number of factors that have a direct positive impact on the development of Russian management:
creative approach of Russian managers and specialists to solving emerging problems;
denial of monocultural management models;
orientation towards harmonization in relationships;
communal, collectivist way of life and activity, groupism;
stamina, endurance, efficiency and energy of Russians;
the desire for innovation, searching for new ways to achieve the goal;
the ability to quickly restore physical and spiritual strength, to adapt to rapidly and radically changing conditions external environment;
increasing the social significance and assessment of management, its professionalization, the desire for training and advancement professional qualifications managers;
the desire of business entities of all forms of ownership to improve their performance by reforming organizational and management systems, implementing, first of all, two types of processes:
reorganization;
restructuring.
Despite the listed characteristics, Russian management is still in the development stage.
Japanese management.
Characteristics:
1) Intercompany relations are built on trust, mutual understanding, family and friendly relations between company leaders.
2) A fairly high level of education for all categories of personnel, constant training, advanced training, a sense of complicity in the relationship of subordinates with the manager
3) Trust of partners in each other
4) Confidence in the success of the company's long-term plans
5) Understanding the joint contribution to the development of the company.
In Japan, companies not only provide employment and income to people, but also always give them the opportunity for self-development and self-expression. There are known cases in Japanese companies when a special department was created for a gifted specialist to develop his proposals and bring them to life, and the company could change or expand its profile.
The basis is the creation of friendly teams using a combination of formal labor organization factors with informal ones.
The difference from the American management style is the way Japanese businessmen conduct negotiations, who discuss all issues slowly, intermittently, gradually approaching the very essence of the issue. The goal is to first achieve mutual understanding and trust, and only then move on to solving business problems. There are times when lawyers may not be involved in negotiations.
Japanese management includes activities such as:
1) morning exercises for all employees,
2) it is customary for all employees to dress in uniform during business hours;
3) at meetings of managers that end with decision-making, the consensus method is used;
4) fostering loyalty to the company
5) mandatory remuneration for achievements achieved
6) the functioning of “quality circles”, which include workers, managers and company executives
7) the presence of one canteen for both managers and workers; periodic family dinners for all company employees.
8) In remuneration and promotion highest value has experience as an employee of the company.
9) Lifetime employment
10) Correct treatment of managers with their subordinates
11) Practice of just-in-time deliveries
12) Keep work interruptions to a minimum
13) Providing pension benefits to all family members of the worker after his retirement.
Features of management in the USA
Characteristic features are:
1) Individual responsibility
2) Self-affirmation of the heads of individual departments in the enterprise
Management participants: managers, owners, shareholders, government organizations, stock exchanges, consulting firms.
Does not allow banks or investment funds as key investors.
Distinctive features:
1) Businessmen act straightforwardly
2) They resort to pressure and orders in the process of agreeing on decisions during negotiations.
3) They do not make long digressions, but immediately go to the very essence of the issue, pragmatically classifying them, solving the issues one by one.
The main goal is a comprehensive agreement. One of the most important conditions is compliance with all laws, regulations, regulations, and not profit and agreement between partners. The American delegation at the negotiations must include an authorized representative who has the right to make decisions, a lawyer. American managers do not welcome their colleagues being interrupted during discussions or leaving to discuss their decision before making a decision.
features of management in Russia
There is no national model or concept of management in Russia. Management in Russia is a symbiosis of European and Asian management styles.
Reasons for the lack of a model and concept in the field of management:
1) a short period of existence of market relations in our country compared to foreign countries
2) Russian managers for the most part do not have knowledge that meets international requirements and market conditions
3) the functioning of enterprises on kickbacks
4) criminalization of the most profitable areas of activity
5) high taxes on the activities of individuals and legal entities
6) multinationality of the country, the size of its territory and differences in legislation territorial bodies authorities complicate the work of organizations
Characteristic control features:
1) Disrespect and non-compliance with one's own laws
2) Attitude towards the state as a body that bears responsibility for the failures of entrepreneurs and is therefore obliged to provide constant support
3) Insecurity of property relations from the legislation
4) Focus on obtaining short-term benefits rather than long-term functioning due to the instability of the economy.
Main groups of Russian leaders:
1) People from Soviet governing structures. Basically, people do not have an economic education and work on the basis of old dictatorial methods based on coercion. For them, workers are cogs whose personality is not particularly important. Stimulation of activity occurs on the basis of penalties and constant intimidation. Such managers see the causes of their problems in unfortunate circumstances or poor quality work of their subordinates. Such hands shift responsibility for mistakes to subordinates
2) “New Russians” The main goal is to quickly make a profit, while the legality of the methods used for this is not given much importance. Subordinates are treated with disdain and are openly rude to them. The main way motivation – economic. This method of management allows you to receive colossal profits in short term, but the long-term existence of such an enterprise is impossible.
3) Hands of the “new generation”. A high level of knowledge and education, in practice they apply modern information in the field of management, regardless of whether they belong to the European or Asian style of management, the main thing is that they put human relations at the forefront. Incentive methods are predominantly socio-economic.
26. In-house planning, during which proposals for individual alternatives are developed economic activity, is organized according to different schemes. As is known, the most preferable is a combination of “top-down” (break-down) and “bottom-up” (building-up) approaches. This scheme is implemented in the form of “goals down”, “plans up”. The management of the enterprise determines goals and objectives. Proposals are formed in the divisions of the enterprise. The planning process is coordinated by management. The functioning of this system is supported by the involvement of personnel in economic management. The involvement of personnel in management necessitated their participation in income, profits and property. In fact, in business practice, a system arises of involving personnel in the entrepreneurial activities of firms.
Strategic planning- this is the process of determining the mission and goals of the organization, finding specific strategies for selecting and acquiring the necessary economic resources, their distribution and use in order to ensure the effective operation of the organization in the foreseeable future.
Meaning strategic planning is the process of modeling the future, in relation to which goals must be defined and the concept of long-term development must be formulated.
Stages of strategic planning:
· formation of mission and goals;
· carrying out strategic analysis;
· assessment and selection of strategic alternatives;
Operational management carried out on the basis of the organization's strategy(s) and involves the development of operational (tactical) goals and action plans, which must be strictly executed and constantly monitored.
Operational management is carried out in five main areas:
finance(financial planning);
logistics and product sales;
staff(hiring, selection, training, retraining, performance assessment, advanced training, staff rotation);
information support activities of the organization(analysis of internal and external environment, marketing research etc.);
temporary work management(construction of network diagrams, Gantt charts, scheduling of resource movements).
Operational planning, as a rule, is carried out for a period of up to 1 year.
Target operational management- implementation planned tasks and combating deviations from them. In the event of an unexpected deviation of performance results from planned targets, the organization's management turns to adaptive management.
Introduction
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 and administrative system that functioned in Russia throughout the Soviet period.
This topic is relevant due to the fact that management in Russia is still far from the parameters set by globalization at all levels: from an individual company to society as a whole.
However, the years of market reforms have laid positive preconditions for the formation of market principles of management and a new generation of managers with new views and attitudes. They know how to establish and organize a business, conclude deals, manage rationally, know how to reduce the cost of production and the volume of goods, and find a supplier and consumer. They care about their own reputation and image. They are prosperous and are engaged in philanthropy. A cautious, long-term approach to the formation of Russian management, taking into account the peculiarities of the Russian mentality, the diversity and breadth of Russian conditions, is the most important strategic objective society, on which Russia’s place in the world community depends. Understanding Russian management is of great importance for the modern practice of management development in our country.
Today the Russian Federation is at an important stage in its development. It is necessary to restore and strengthen Russia's position in the world. In accordance with this, the topic of the characteristics of Russian management is very relevant at the present time.
This work is a theoretical overview of the problems, development and features of management in Russia.
The object of the study is the model of Russian management.
Subject of research: features of the Russian management model.
The goal is to identify the characteristics of Russian management, modern problems Russian management.
The main objectives of this course work are:
Identify the main stages of development of Russian management;
Explore the factors influencing the formation of Russian management.
Consider the main problems of management in Russia in comparison with foreign management models.
The methodological basis for this course work was the works of the following authors: I.T. Pososhkova, M.M. Speransky, O.A. Yermansky, A.P. Volynsky, P.I. Shuvalova, A.S. Stolypina, A.L. Ordin-Nashchokina, VN. Tatishcheva, A.G. Aganbegyan and others.
The course work consists of an introduction, three chapters, a conclusion and a list of sources used.
1. History of management development in Russia
.1 Russian management during the 18th century
The development of management in Russia began in the 18th century, when the process of merging regions, lands and principalities began. There was a unification of fragmented regional markets into a single national market.
A.L. played an important role in the development of public administration systems. Ordin-Nashchokin (1605 - 1680). He tried to introduce city self-government in the western border cities of Russia. Thus, A.L. Ordin-Nashchokin is considered one of the first Russian managers to raise the issue of developing not only strategic, but also tactical (at the micro-level) management.
Economic management is a special era in the development of Russian management. The range of his administrative actions is very wide, from changing the calendar to creating a new state administrative apparatus.
In Russia, a large role in the development organizational activities played a role in the reforms of public administration carried out by Peter 1 (1672 - 1725). The reforms of the state apparatus were an important step towards transforming the Russian autocracy into a bureaucratic-noble monarchy with its bureaucracy and service classes. In particular, Peter 1 carried out administrative reform.
In 1708 - 1709 instead of counties, voivodeships and governorships, 8 (later 10) provinces were established, headed by governors. In 1719, the provinces were divided into 47 provinces.
Promoting development domestic industry, Peter 1 established central bodies (collegiums) in charge of industry and trade, began to transfer state-owned enterprises into private hands and issue subsidies to their owners. In addition, he introduced a tariff that protected new domestic industries from foreign competition.
Detailing and specifying the managerial aspects of the reign of Peter I, we can highlight the following transformations in central and local government:
development of large industry and state support of handicraft industries;
promoting agricultural development;
strengthening the financial system;
intensifying the development of foreign and domestic trade.
Famous legislative acts Peter I was regulated various areas activities of the state. The issuance of decrees, regulations, instructions and control over their implementation is nothing more than state management of the era of Peter I.
We can highlight the management ideas of I.T. that appeared during this period. Pososhkova (1652 - 1726). TO original ideas I.T. Pososhkov should include the division of wealth into material and immaterial.
By the first he meant the wealth of the state (treasury) and the people, and by the second - effective management country and the presence of fair laws. Principles of I.T. Pososhkov’s idea of improving economic management was based on the decisive role of the state in managing economic processes. He was a supporter of strict regulation of economic life.
The first quarter of the 18th century was a period of Peter the Great's reform of economic management, both at the macro and micro levels. The control system created by Peter I was irreversible.
The administrative system of Ivan the Terrible, which was first based on the “territorial-sectoral” principle (“orders” for regions and areas of activity), was replaced only by the next wave of reforms carried out in conditions of instability - under Peter I. Time has shown the amazing viability of many institutions created by Peter. The colleges existed until 1802, that is, 80 years; the capitation tax system, introduced in 1724, was abolished only in 1887. Synodal Administration of Russian Orthodox Church remained unchanged for almost 200 years, from 1721 to 1918, the governing Senate was liquidated only in December 1917, 206 years after its formation.
The ideas of public administration are reflected in the works of A.P. Volynsky (1689 - 1740). A consistent ideologist of serfdom was V. N. Tatishchev (1686 - 1750). In the field of management of economic affairs of Russia V.N. Tatishchev attached particular importance to management financial policy. He believed that the state should not observe economic processes, but actively regulate them in the interests of Russia. In the second half of the 18th century, management thought developed in the spirit of the reforms of Catherine II. In order to improve the management of the Russian economy, at the direction of Catherine II, the “Institution for the management of the provinces of the Russian Empire” was published.
The de facto leader of domestic policy since the early 1750s was P.I. Shuvalov, whose activities are associated with the abolition of internal customs and the organization of foreign trade (1753).
During the reign of Catherine II in Russia, the “Free Economic Society” was established (1765), and “general land surveying” was begun to streamline landownership.
Catherine II convened the Commission on the Code and drew up instructions for it, widely borrowing the ideas of advanced Western thinkers in terms of organizational activities.
By the beginning of the 19th century, the impossibility of governing the Russian state using old methods and the need for its transformation were recognized by the highest authorities themselves.
1.2 Russian management during the 19th century
The main changes in economic management at the beginning of the 19th century occurred during the reign of Alexander I (1777 - 1825). In 1860, a manifesto was issued on the establishment of ministries, which were built on the principles of individual power and responsibility.
A special role in the development of management in Russia is given to M. M. Speransky (1772 - 1839). He saw the goal of the reforms in giving the autocracy the external form of a constitutional monarchy, based on the force of law. Speransky proposed dividing the power system into three parts:
legislative,
executive,
judicial
Those. Legislative issues would be under the jurisdiction of the State Duma, judicial issues would be under the jurisdiction of the Senate, government administration would be under the jurisdiction of ministries responsible to the Duma.
A whole series of moderate liberal reforms, including the establishment of ministries and the cabinet of ministers, were adopted during the reign of Alexander 1. At his suggestion, Speransky developed a draft of government reforms, including the “Note on the structure of judicial and government institutions in Russia” (1803). In 1809, he prepared a plan for state reforms, in which he recommended giving the autocracy the external forms of a constitutional monarchy (election of some officials, organization state control, separation of powers, etc.).
Of particular importance for the social development of Russia was, of course, the peasant reform of 1861, which abolished serfdom and laid the foundation for the capitalist formation in the country.
In 1864, Alexander II approved the “Regulations on provincial and district zemstvo institutions,” which approved all-estate self-government.
3 Russian management during the 20th century
At the beginning of the 20th century management changes were carried out under the leadership of such individuals as S.Yu. Witte and A.S. Stolypin. Reform program A.S. Stolypin affected all branches of public administration and was intended by its author to last for 20 years.
Soviet management dates back to November 7, 1917. In search of non-capitalist forms of management. The All-Russian Central Executive Committee (VTsIK) implemented a number of measures, the main ones of which were the following:
introduction of workers' control;
creation of the Supreme Council of the National Economy;
education of local authorities economic management.
The period of “war communism” is characterized by directive-command management methods from top to bottom. During the period of the new economic policy, three levels were distinguished from a management perspective:
Important role in development scientific organization labor and management in the USSR belongs to the prominent economist O.A. Yermansky, who made a significant contribution to the creation of the theory of socialist rationalization. Yermansky's concept was subjected to sharp criticism, but, despite the criticism, Yermansky's contribution to the development of the theory and practice of labor organization is significant.
Beginning in 1957, a transition was made to the management of industry and construction on a territorial basis through the councils of the national economy of economic administrative regions. The main purpose was to suppress departmental trends in industrial development.
The period of time, from 1965 to the present, is characterized by the implementation of three reforms in the country aimed at improving the national economic management system. These include:
Economic Management Reform (1965)
Management reform (1979)
Acceleration of socio-economic development (1986) and the transition to market relations (from 1991 to the present).
In connection with the serious changes that have occurred in the political system of government, a discussion has developed in the country about the mechanism of transition to the market. A special commission headed by academician A. G. Aganbegyan proposed three alternative options transition to market relations:
introducing individual market elements into the existing command-administrative management system;
rapid transition to the market without any government regulation;
creation of a management system based on a regulated market economy. This option for improving the management system was in line with the government's proposals.
Another commission, led by Academician S. Shatalin, prepared a program called “500 days,” which outlined a whole range of measures necessary for the transition to a regulated market. This program was considered by many scientists as “shock therapy.”
In October 1991, B.N. Yeltsin spoke at the Congress of People's Deputies of the RSFSR with an appeal to the deputies and the people, in which he proposed taking measures to denationalize property, form market environment and the formation of new forms of management at all levels.
The legal basis for freedom of enterprise was the Constitution of the Russian Federation, adopted on December 12, 1993, which established a variety of forms of ownership, state support for competition and protection of private property rights.
A fundamentally new approach to local governance (in cities, districts, rural settlements) was the introduction of local self-government, organizationally separate from state bodies.
Freedom of economic activity opens up new opportunities for improving the management of an organization (enterprise). However, in Russia, the effectiveness of organization management depends largely on external factors and, above all, government management.
And so, above is an overview the most important stages development of management in the period from the 18th century to the present and also considers the unstable state of the management system. It has been revealed that the enormous potential of our country is used to a much lesser extent than was achieved in previous periods. Because the management system is just beginning to be put into operation, management mechanisms have been idle, unable to find worthy use in the new conditions.
2. The formation of modern Russian management
.1 The influence of mentality on the formation of Russian management
The concept of copying Western management theory. It does not take into account the peculiarities of the Russian mentality. Russia “needs to take a ready-made management model and use it in managing the economy...”. To master the theory, you will only need to translate Western textbooks and monographs into Russian. Then, without changing anything, use these provisions in practice.
The concept of adaptation of Western management theory. It assumes partial consideration of the peculiarities of the Russian mentality, i.e. not blind copying, but adaptation of Western theory to modern Russian conditions. But it should be taken into account that adapted theories that poorly take into account the specifics of Russian reality will not be able to give the Russian economy what is expected of them.
The concept of creating a Russian theory of management. Based on full consideration of the peculiarities of the Russian mentality using aspects of global management experience. At the same time, it is impossible to blindly copy Western and Eastern experience, nor completely deny the achievements of Western and Eastern schools of management. Currently, it is generally accepted that national and regional mentalities - most important factor influencing the forms, functions and structure of management.
Thus, when analyzing the forms and methods of management in different countries, we cannot help but take into account German punctuality, English conservatism, American pragmatism, Japanese paternalism, and Russian laxity. A person cannot be free from society, from himself, from his mentality. Even when alone, he directs his actions, actions emanating subconsciously from his mentality.
The correspondence between management and mentality determines a relatively stable production system, smoothes out contradictions between the managed and the managers, and helps to overcome crisis situations. The correspondence between management and mentality is one of the fundamental features of the equilibrium of social systems, characterized by the absence of social conflicts. The contradiction in the “mentality - management” system is one of the reasons determining the emergence and duration of socio-economic crises. A striking example is Russia, where the transition to a market and the associated need to reform the management system involves bringing it into line with the specifics of the Russian mentality.
The main problem is this: should Russia blindly adopt the theory of Japanese, American, etc. management and apply them in practice? Traditionally, there were several points of view regarding the types of Russian mentality:
Westerners;
Slavophiles;
Eurasianism.
Westerners (P.Ya. Chaadaev, A.I. Herzen, V.G. Belinsky and others) denied the original form of Russian thinking. In their opinion, a transition to Western standards and forms of thinking is necessary. Westernism had a significant impact on the Russian mentality. This had a particularly strong impact among the intelligentsia and entrepreneurs, who adopted some features of purely Western mentalities (the desire for freedom, individualism, pragmatism, etc.). At present, pro-Western sentiments have many convinced supporters in the Russian environment. They consider the Western mentality to be the only correct, dominant and fundamental in the formation new system economic relations.
Slavophiles (A.S. Khomyakov, I.V. Kireevsky, K.S. Aksakov and others) on the contrary believed that Russia has a fundamentally different development path from Western Europe, its own way of thinking based on its originality, patriarchy, conservatism and Orthodoxy . The basis of this mentality is the social form of management.
However, extreme points of view are often wrong. In our opinion, Russia is a bizarre combination of Westernism and Slavophilism. This is reflected in the theory of Eurasianism. The latter does not deny the influence on the Russian mentality of both the West and the East. Berdyaev noted: “...The inconsistency of the Russian soul was determined by the complexity of Russian historical destiny, the clash and confrontation of the eastern and western elements in it.”
A similar psychology was formed in the 60s. It turned out to be especially relevant for our country, where the object of management has become a worker without initiative. Thus, both individualism and collectivism came into conflict with the traditions of the command economy. The latter was one of the most important reasons for the ineffectiveness of the Soviet system.
Currently, the dualism of the Russian mentality, its inconsistency, has moved to a qualitatively different level. There is a new wave of growth of individualism, on the one hand, and the erasure of communal traditions, on the other. However, dualism has been and remains the main feature of the Russian mentality. Moreover, the formation of Russian management should take into account the main trend in the development of mentality towards developing individualism, increasingly focusing on the individual, the implementation of individual control, taking into account individual contribution and payment according to it. This means that promotions based not on acquaintances and family connections, but solely on the personal abilities of each individual, should become increasingly important in enterprises. A modern Russian manager must be flexible in defining management goals and objectives and firm, and when a goal is chosen, in a relentless pursuit of its achievement.
A specific feature of Russian management should be reliance on the hard work of the employee, a focus on diligence and punctuality. These inherent qualities in the people must be encouraged in every possible way. When cultivating these qualities, in the process of becoming national system management, we can make a gradual transition from rigid management decisions to more flexible. In the management system being formed, we must also take into account the relationship between such qualities as perseverance, the desire to achieve the goal and the existing slackness. The latter must be eradicated by a special system of management measures using both collective and individualistic measures of the influence of economic and legal factors.
2.2 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:
the desire to integrate different models and approaches to management;
individualism of the second type and “strict collectivism”;
polychronic perception of time;
a clear delineation of responsibilities and powers, a fairly rigid management structure, allowing for the delegation of power;
hierarchical management with the concentration of enormous power at the very top of the organization, almost complete dependence of employees on the arbitrariness of management;
the existence of a huge power distance, employees’ acceptance of inequality in the distribution of powers, decision-making, and remuneration;
opacity and secrecy of decisions made;
relations towards subordinates are mixed - formal-informal;
pursuit of a corporate culture in the spirit of tolerance and equality;
focus on narrow specialization of workers and managers;
stepped, specialized, both inter-organizational and intra-organizational careers;
career is determined by personal relationships with management and personal results; .
responsibility is usually collective;
control method, usually based on collective indicators;
recruitment method - mixed (according to business qualities and after graduation);
hiring 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 are not isolated from the world. For Russian management practice, the condition for further successful development is not blind copying, but adaptation and gradual transition to modern foreign models management, without denying the previous experience of the country’s development, making maximum use of the potential of the national cultural and ethical factor, without creating a conflict with other factors.
2.3 Features of Russian business culture
Russian experience in the field of business management comes down only to the use of planning methods and control over the implementation of plans.
Russian so-called “new commercial structures» not yet business, but purely speculative enterprises Manufacturing plants trying to work in market conditions encounter many problems and limitations in the field environment their economic activities.
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 a new type of organization for our country, including modern methods of corporate and crisis management, focused on diversification, competitiveness and financial stability.
An approach from the perspective of the human factor is very important for Russia, which has many years of experience in administrative-bureaucratic, overly formalized management.
Thus, Russian business culture is in the process of formation. The constant rotation of entrepreneurs and the absence in most cases of stable, close-knit social circles slow down this process. At present, we can talk not about an established culture, but about certain behavioral features that have a chance to gain a foothold as cultural traits, or may not become established.
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 psychological and behavioral characteristics Russian entrepreneurs. With a large degree of convention, these traits 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 dead-end situations. This trait was developed in the most active part of the Russian superethnos during centuries of extensive development, when both nature and society itself systematically created the least predictable situations. It was this feature that allowed, for example, for several months in 1941 - 42. create a military industry in the eastern regions of the country on the basis of ultra-modern technologies for that moment, 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 do the impossible, working 16 - 18 hours a day.
High level vocational training a certain part of entrepreneurs, a broader and more diverse general culture, compared to most Western colleagues. First of all, this applies to that part of entrepreneurs who came from 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 diverse general humanitarian culture, that is, familiar with many classical Russian and translated literary works, who have some understanding of painting, music, theater, and are interested in problems of national and world history. This tradition comes from engineers (junior researchers) of Soviet times.
At the same time, the same factor - the extensive nature of development - has also given rise to the main negative features of Russian entrepreneurship, which also largely stem from the peculiarities of the Russian mentality. These include:
Non-obligation to fulfill the clauses of the contract; focus on the immediate situation, to the detriment of achieving strategic goals; unpredictability of behavior for partners.
Priority of interpersonal relationships over the requirements of the law; the desire to “circumvent” unsatisfactory legislative acts. This applies to both relationships within the company and relationships with partners.
Focus on ultra-high profits and reluctance to invest money and effort in promising, but initially low-profit enterprises.
Failure to comply with " corporate rules games" that ultimately ensure the collective success of the entire class of entrepreneurs.
Lack of habit of rational planning of resource use, known colloquially as “Russian “maybe”. By resources we mean not only finance, fuel or equipment, but also time resources, employee qualifications, and administrative resources.
Insufficient skills in accounting and generating demand for manufactured products.
Insufficient or lack of skill in independently forming “horizontal” connections, because under socialism all allied partners were “appointed” from above.
Low ability for class self-organization and defending collective interests, both at the political and everyday levels (opposition to crime and the state).
Low level of development of social responsibility, which is manifested in low and irregular charity.
At the same time, a business person entering 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 framework of his own ethnic culture.
3. Problems of modern management in Russia
.1 Main problems of management in Russia
Over the years of formation, many problems have accumulated in modern Russia, without solving which it would be pointless to talk about further integration of our business into the world community. Let's look at some of them in more detail.
Training of managers in accordance with international standards. This is a difficult process, largely complicated by both the lack of highly qualified management teachers and the lack of appropriate equipment and tools.
Understanding the essence of management by Russian managers. Managers who have gone through the old, Soviet school of life often do not see the difference between management and management. Calling themselves managers in a new way, they use in practice old management methods that have nothing to do with management. “Management” is defined only as the management or planning or conduct of a business. However, if a manager cannot correctly and completely define management, there are fears that in practical activities some important directions will be missed by him.
Inability to make decisions. As an analysis of the management experience of a number of Russian enterprises shows, their leaders and managers do not know how to make the right decisions in a timely manner, which can lead to dire consequences: loss of profit, clients, bankruptcy and even death of people (employees or third parties).
Managers' inability to delegate authority. Due to his mentality, a Russian leader often prefers to do everything himself, loading himself with those tasks and responsibilities that could be safely delegated to subordinates.
Low professionalism. There is not a sufficient number of either professional managers or professional specialists for professional managers to supervise.
Insufficient implementation of information management elements into the management process. Most Russian enterprises suffer from a lack of computer and office equipment. The lack of specialized computer programs does not allow building an effective information management system. (Many managers look at the possibility of creating an information management (IM) system at the enterprise as an additional headache.)
Inability to apply modern management methods and techniques in practice. Unfortunately, very few Russian managers are proficient in such management methods and techniques as brainstorming (a brainstorming method used in developing management decisions), moderation (an approach that assumes freedom of opinion, used for effective preparation, conduct and analysis of a workshop, seminar , business meeting), role playing games, presentations, etc.
Lack of product sales skills. Managers do not master modern marketing tools.
Inability to effectively manage the company's financial resources and use modern motivation methods in practice. The emergence and implementation of a financial management system at Russian enterprises is caused by market transformations and the formation of securities<#"justify">Conclusion
management management mentality culture
Currently in Russia, management that meets international standards is in its infancy. 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
In accordance with the previously stated objectives, the following conclusions can be drawn from the work.
The main stages of management development in Russia have been identified. The transition to the market brought forward the task of forming Russian management. Its formation depends, firstly, on the level of development of commodity production. Secondly, on the level of technical and technological development society. Thus, the revolution in the management system that occurred in the 19th and early 20th centuries was caused by the transition from handicraft to machine production. The management system also changed during the transition to conveyor production. It is also changing with the transition to the latest automated and information technologies.
It has been established that Russian companies, as a rule, are well adapted to force majeure situations and are able to concentrate on achieving a specific goal. However, Russian managers find it more difficult to lose established informal connections and relationships with subordinates. This applies to both business partners and employees.
The most important factor influencing the specifics of management is the mentality of the nation. Currently, in the basic concepts put forward for the formation of Russian management, mentality is given different meanings.
A specific feature of Russian management should be reliance on the hard work of the employee, a focus on diligence and punctuality. These qualities inherent in the people must be encouraged in every possible way. By cultivating these qualities, in the process of establishing a national management system, it is possible to make a gradual transition from rigid management decisions to flexible solutions.
The study of advanced and progressive management experience is of great importance foreign countries and using it in analyzing your own management problems. Therefore, studying the history of the development of the theory and practice of foreign management is extremely relevant.
It should be noted that Russian management is still far from perfect at all levels: from an individual company to society as a whole.
However, the years of market reforms have laid positive preconditions for the formation of market principles of management and a new generation of managers with new views and attitudes.
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