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Features of Russian business culture. Features of management in Russia Features of the European and Russian management system

Modern management has a number of general and specific features depending on the conditions of its formation and development. Common features include the socio-economic formation, the economic model, the level of scientific and technological development.

Specific features are: the national specificity of society, the historical features of its development, natural and geographical conditions, cultural factors and other factors.

The history of Russian management is closely connected with the history of the country itself. National management cannot arise from nowhere, it has developed naturally in the process of development of our country, and its origin is deeply rooted in history. Based on this, blind copying of Western or Eastern experience in relation to Russia brings many intractable problems. The reason for this is that the mentality of the Russian people has always been determined by the polarity, contradictions, bringing to the extreme of each situation.

Features of the modern domestic management system

One of the features is the lack of optimization requirements, which makes the control system infantile, there is no need for it to change, since it can work with any return. Information base about costs and results becomes unnecessary, and the manager is deprived of the main tool for identifying places where there is a mismatch between all components of the system. As a result, changes are random in nature and often final result do not affect in any way.

Another feature of the management system in Russia is related to the fact that it has never established a key success factor, the main strategic advantage, without reaching which it is impossible to survive. There was no such tradition, there was no need, the skills to perform this work were not formed.

It is natural that managers use disparate "improvements" that do not give a tangible result. Often, the focus is on the growth of sales, believing that the increase in production can always be ensured, that is, the starting point has a clear external character, but the logic is different in reality. Knowing what is valued by the consumer, the production of products of good quality is ensured, which proper organization sales and increase sales. So, external actions are reinforced by internal ones.

Last Feature Russian system management is directly related to organizational culture. In the economy of socialism, organizational culture was actively used, it perfectly supported inefficient decisions and actions carried out in the name of well-being in the future. She formed pride in our "successes" and her "leading enterprise". The rejection of these values has led to an increase in social tension, a decrease in motivation and initiative for high performance, and a crisis of confidence.

Approaches in understanding Russian management

There are three approaches to understanding domestic management:

Creation concept Russian theory management, which proceeds from taking into account the specifics of the Russian mentality with the use of aspects of foreign management experience. At the same time, it is impossible to blindly copy Western or Eastern experience, as well as a complete rejection of the achievements of Western and Eastern schools of management. Both the first and the second are equally inapplicable. Based on this, management in Russia should be filled with its own specific content, form and methods of management, corresponding to the specifics of the mentality.
An approach that determines that one should not exaggerate domestic specifics must be taken into ready-made management model and use it in management, since the processes of scientific and technological progress in all countries are the same. This approach does not take into account the peculiarities of the Russian mentality. To master the theory, one only needs to translate Western textbooks into Russian. And then, without changing anything, put into practice their provisions. The probability of putting this concept into practice is quite high due to its simplicity and the habits of thoughtlessly copying the experience of the West. Note that it also carries a serious danger. Suffice it to recall the use of the concept of "shock therapy", theories of "monetarism", voucherization, not adapted to Russian conditions.
The concept of adaptation of Western theories of management, which implies partial consideration of the peculiarities of the Russian mentality, is not blind copying, but precisely the adaptation of Western theories to the conditions of our country. However, the main problem arises which of the Western management theories will be adapted. The control systems of the USA, Japan and Western Europe differ significantly from each other. Note that we run the risk of any choice to apply a theory that takes into account the specific features, conditions of economic and social development these countries, the mentality of their population. The result may be that an adapted theory that poorly takes into account the specifics of reality in Russia will not be able to give the domestic economy what is expected of it.

There are many studies of Russian management conducted by domestic and foreign researchers.

The most famous of them was held in the mid-90s. Wharton School of Business (USA) as part of the GLOBE (Global Leadership and Organization Behavior Effectiveness) project. This study was based on the empirical evidence of the theory that explains the impact on the effectiveness of behavior in the organization of people national culture. At the same time, as key features business leader and management used the same parameters for comparison as in the G. Hofstede model. The result of the study was the “profile of a Russian manager” (Table 1).

Table 1 - Russian manager profile

The crisis in the late 1990s played a positive role in the development of the Russian managerial class. Main competitive advantage was the level of professional preparedness of the management team of the company. Therefore, the idea of domestic management has changed a little, and its advantages are:

a propensity to innovate,
taste for risky activities and games,
self-criticism,
ambition,
disinterestedness in helping,
desire to learn.

The disadvantages of management in Russia are its politicization, derogatory attitude towards their country and themselves, wastefulness and squandering in relation to time, greed and self-centeredness; wide scale. Domestic projects are inherent in the presence of a regional approach to the study of features, due to the fact that Russia is a huge and multinational country, and depending on the region, the management of the company differs significantly.

Domestic researchers highlight the main features of Russian management:

participation of regional administrations in the formation management teams firms;
semi-legal regulation of activities;
the power of informal relationships;
widespread use of force methods;
diversification of activities and high risk appetite;
lack of skills for regular and painstaking work;
craving for unique and large-scale projects involving a large number of human and material resources;
desire to exclude the practice of delegation of authority from top level to the lowest;
indifference to career values;
high level of centralization managerial functions(clan in business).

On this moment this is not a complete list of factors that characterize modern Russian management. Note that domestic researchers look at the problems of Russian management differently than foreign ones.

Modern management in Russia is still far from the parameters set by globalization at all levels: from an individual enterprise to society as a whole. But the years of market reforms have laid positive prerequisites for the formation of market principles of management and another generation of managers with new attitudes and views. They can establish and organize a business, sign deals, manage wisely, know ways to reduce the cost of production and volume of goods, look for suppliers and consumers. They care about their own image and reputation. Usually, this is a highly educated class, where two higher education or a PhD is not uncommon. Most of them have studied at prestigious universities abroad and internships in a successful company. This class has its own associations, associations, unions and through them initiates the solution of local, regional and national problems, the state is obliged to reckon with the new class, and society is obliged to comprehend this new phenomenon of life.

Conclusion

So, in conclusion, it can be noted that management in Russia at the present stage is characterized by a creative understanding of foreign experience, taking into account the specifics of our country, that is, it is a synthesis of international experience in effective management and domestic experience that exists on the basis of the national historical specifics of our culture.

Specific features are: the national specificity of society, the historical features of its development, natural and geographical conditions, cultural factors and other factors.

Features of the modern domestic management system

One of the features is the lack of optimization requirements, which makes the control system infantile, there is no need for it to change, since it can work with any return. The information base on costs and results becomes unnecessary, and the manager loses the main tool for identifying places where there is a mismatch between all components of the system. As a result, changes are random in nature and often do not affect the final result.

Another feature of the system of governance in Russia is related to the fact that it has never established a key success factor, the main strategic advantage, without which it is impossible to survive. There was no such tradition, there was no need, the skills to perform this work were not formed.

It is natural that managers use disparate "improvements" that do not give a tangible result. Often, the focus is on the growth of sales, believing that the increase in production can always be ensured, that is, the starting point has a clear external character, but the logic is different in reality. Knowing what is valued by the consumer, the production of products of good quality is ensured, which, with the right organization of sales, will increase sales. So, external actions are reinforced by internal ones.

The last feature of the Russian management system is directly related to the organizational culture. In the economy of socialism, organizational culture was actively used, it perfectly supported inefficient decisions and actions carried out in the name of well-being in the future. She formed pride in our "successes" and her "leading enterprise". The rejection of these values has led to an increase in social tension, a decrease in motivation and initiative for high performance, and a crisis of confidence.

Approaches in understanding Russian management

There are three approaches to understanding domestic management:

The concept of creating a Russian management theory, which proceeds from taking into account the specifics of the Russian mentality using aspects of foreign management experience. At the same time, it is impossible to blindly copy Western or Eastern experience, as well as a complete rejection of the achievements of Western and Eastern schools of management. Both the first and the second are equally inapplicable. Based on this, management in Russia should be filled with its own specific content, form and methods of management, corresponding to the specifics of the mentality.
An approach that determines that it is not worth exaggerating domestic specifics, it is necessary to take a ready-made management model and use it in management, since the processes of scientific and technological progress are the same in all countries. This approach does not take into account the peculiarities of the Russian mentality. To master the theory, one only needs to translate Western textbooks into Russian. And then, without changing anything, put into practice their provisions. The probability of putting this concept into practice is quite high due to its simplicity and the habits of thoughtlessly copying the experience of the West. Note that it also carries a serious danger. Suffice it to recall the use of the concept of "shock therapy", theories of "monetarism", voucherization, not adapted to Russian conditions.
The concept of adaptation of Western theories of management, which implies partial consideration of the peculiarities of the Russian mentality, is not blind copying, but precisely the adaptation of Western theories to the conditions of our country. However, the main problem arises which of the Western management theories will be adapted. The control systems of the USA, Japan and Western Europe differ significantly from each other. It should be noted that in any choice we run the risk of applying a theory that takes into account the specific features, conditions for the economic and social development of these countries, and the mentality of their population. The result may be that an adapted theory that poorly takes into account the specifics of reality in Russia will not be able to give the domestic economy what is expected of it.

There are many studies of Russian management conducted by domestic and foreign researchers.

The most famous of them was held in the mid-90s. Wharton School of Business (USA) as part of the GLOBE (Global Leadership and Organization Behavior Effectiveness) project. This study was based on the empirical evidence of the theory that explains the impact on the effectiveness of behavior in the organization of people's national culture. At the same time, the same parameters for comparison were used as the key characteristics of a business leader and management, as in the G. Hofstede model. The result of the study was the “profile of a Russian manager” (Table 1).

Table 1 - Russian manager profile

The crisis in the late 1990s played a positive role in the development of the Russian managerial class. The main competitive advantage was the level of professional preparedness of the company's management team. Therefore, the idea of domestic management has changed a little, and its advantages are:

a propensity to innovate,
taste for risky activities and games,
self-criticism,
ambition,
disinterestedness in helping,
desire to learn.

Domestic researchers highlight the main features of Russian management:

participation of regional administrations in the formation of management teams of firms;
semi-legal regulation of activities;
the power of informal relationships;
widespread use of force methods;
diversification of activities and high risk appetite;
lack of skills for regular and painstaking work;
craving for unique and large-scale projects involving a large number of human and material resources;
striving to eliminate the practice of delegation of authority from a higher level to a lower one;
indifference to career values;
high level of centralization of management functions (clan in business).

At the moment, this is far from a complete list of factors that characterize modern Russian management. Note that domestic researchers look at the problems of Russian management differently than foreign ones.

Modern management in Russia is still far from the parameters set by globalization at all levels: from an individual enterprise to society as a whole. But the years of market reforms have laid positive prerequisites for the formation of market principles of management and another generation of managers with new attitudes and views. They can establish and organize a business, sign deals, manage wisely, know ways to reduce the cost of production and volume of goods, look for suppliers and consumers. They care about their own image and reputation. Usually, this is a highly educated class, where two higher educations or a Ph.D. are not uncommon. Most of them have studied at prestigious universities abroad and internships in a successful company. This class has its own associations, associations, unions and through them initiates the solution of local, regional and national problems, the state is obliged to reckon with the new class, and society is obliged to comprehend this new phenomenon of life.

Conclusion

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

The old management paradigm in Russia was based on Marxist ideology for 70 years 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. Criterion for social orientation, on public property and a fair division according to the results of labor.

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

4. Centralization and bureaucratization of management.

IN new paradigm management in Russian management develops such processes 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 methods government controlled and market regulation.

4. Use of market and administrative methods management of enterprises of various activities and forms of ownership.

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

Compared to the old control system that existed for many years on Russian enterprises, in the new conditions, new functions appear: the development of a strategy and development policy, the search for the necessary material and labor resources, improvement of production and organizational structures 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 to marketing research to explore these needs. For the implementation of the production of competitive products in conditions of minimizing production costs, issues related to the management of personnel, which in new Russian realities becomes the main resource.

Management at Russian enterprises places high demands on professionalism management personnel and management style. In a deficit monetary resources there was a need to use the methods of motivation developed by the world practice of management. Russian experience in area 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 plants, trying to work in the market conditions, meet many problems and restrictions in the field environment their economic activities. Therefore, it is important for Russian managers to study foreign management experience and creatively use it in new Russian conditions in order to build an organization of a new type for our country, including modern methods corporate and 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 public consciousness, which 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.

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 cannot be changed.

There are two approaches to understanding Russian management:

First approach - complete denial of the possibility and necessity of management in Russia due to the peculiarities of the historical and national-cultural nature.

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- 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.

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 economic and management reforms, as well as the role individual areas management of socially active groups and individuals.

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.

Working shareholders are aware of the dilemma that arises when demanding dividend payments, wage increases, on the one hand, and additional tax in the form of payments to non-working shareholders, on the other.

Such a mixture occurs due to the fact that the separation of interests between management and workers has not completely passed. Where the division has occurred, control becomes managerial, and workers become a cost element in the activities of the enterprise.

On the other hand, one can note an increase in the number of retrained workers, a non-conflict resolution of dismissal issues, a reduction in production and administrative and managerial personnel.

The active role of workers-shareholders manifested itself and facilitated the change of the management team at the enterprise.

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. It's about 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 goal. 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 the administrative-command economy, but who are forced to manage in market conditions, in my experience.

"Mistakes "in such training, they acquire a great price for the enterprise. Moreover, a different qualitative certainty of management in a market economy largely determined the small share successful leaders. These are senior leaders 50-65 years old) they are replaced by more young ( 30-40 years old) who have management experience in this enterprise. These include workers who left their positions 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.

Brief review of Russian experience

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 an effective management system

(management), which could allow the company to achieve a competitive and sustainable position in the market.

Compared with 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 demands on Russian managers for the timeliness and quality of decisions made have sharply increased. Strengthened role scientific and technical progress that enables innovation to meet the needs of the market. 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.

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 a centralized command and control 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 prerequisites for the formation of market management principles and a new generation of managers with new views and attitudes. They know how to establish and organize a business, conclude deals, manage rationally, they know how to reduce the cost of production and the volume of goods, find a supplier and consumer. They care about their own reputation and image. They are prosperous, they are engaged in philanthropy. A cautious, lengthy 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 task of society, on which Russia's place in the world community depends. Understanding Russian management has great importance For contemporary practice 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 features of Russian management is very relevant at the present time.

This work is a theoretical review of the problems, development and features of management in Russia.

The object of the research is the model of Russian management.

Subject of study: features of the model of Russian management.

The goal is to identify the features of Russian management, contemporary problems Russian management.

The main objectives of this term paper are:

Reveal the main stages of development of Russian management;

To 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 of 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. Stolypin, 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 references.

1. History of management development in Russia

.1 Russian management during the 18th century

The beginning of the development of management in Russia was laid in the 18th century, when the process of merging regions, lands and principalities began. There was a merger of fragmented regional markets into a single nationwide market.

A.L. played an important role in the development of public administration systems. Ordin-Nashchokin (1605 - 1680). He tried to introduce urban self-government in the western border towns of Russia. Thus, A.L. Ordin-Nashchokin is considered one of the first Russian managers who raised 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 managerial actions is very wide from changing the chronology to creating a new state administrative apparatus.

In Russia, public administration reforms carried out by Peter the Great (1672 - 1725) played an important role in the development of organizational activity. The reforms of the state apparatus were an important step towards the transformation of the Russian autocracy into a bureaucratic-noble monarchy with its bureaucracy and service classes. In particular, Peter 1 carried out an administrative reform.

In 1708 - 1709. instead of counties, voivodeships and governorships, 8 (later 10) provinces headed by governors were established. In 1719 the provinces were divided into 47 provinces.

Promoting the development of domestic industry, Peter 1 established central bodies (boards) that were in charge of industry and trade, began to transfer state-owned enterprises to private hands and issue subsidies to their owners. In addition, he introduced a tariff that shielded new branches of domestic industry from foreign competition.

Detailing and concretizing the administrative aspects of the period of the reign of Peter I, we can distinguish the following transformations in the central and local government:

development big industry and state support for handicraft industries;

promoting the development of agriculture;

strengthening the financial system;

activation of the development of external and domestic trade.

Well-known legislative acts of Peter I regulated various areas the activities of the state. The publication of decrees, regulations, instructions and control over their implementation is nothing more than state management of the era of Peter I.

We can single out the managerial ideas of I.T. Pososhkov (1652 - 1726). TO original ideas I.T. Pososhkov should attribute the division of wealth into real and immaterial.

Under the first he meant the wealth of the state (treasury) and the people, and under the second - the effective management of the country and the existence of fair laws. Principles of I.T. Pososhkov about improving economic management proceeded from 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 the period of Peter the Great reforming the management of the economy, both at the macro and micro levels. The control system created by Peter I was irreversible.

The administrative system of Ivan the Terrible, which for the first time was based on the "territorial-sectoral" principle ("orders" by regions and spheres 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 vitality of many institutions created by Peter. The colleges existed until 1802, that is, 80 years, the per capita taxation system, introduced in 1724, was abolished only in 1887. Synodal Administration of the Russian Orthodox Church remained unchanged for almost 200 years, from 1721 to 1918, the ruling 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). VN Tatishchev (1686 - 1750) was a consistent ideologist of serfdom. In the field of economic affairs management in Russia, V.N. Tatishchev attached particular importance to the management of 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 Administration of the Provinces of the Russian Empire” was published.

Actual leader domestic policy from the beginning of the 1750s there was P.I. Shuvalov, whose activities are associated with the abolition of internal customs and the organization foreign trade (1753) .

During the reign of Catherine II in Russia, the Free economic society”(1765), a “general survey” was begun to streamline the landowner's land ownership.

Catherine II convened the Commission on the Code and drew up a mandate for it, widely borrowing the ideas of leading Western thinkers in terms of organizational activities.

By the beginning of the 19th century, the impossibility of governing the Russian state by the old methods, the need for its transformation was also recognized by the highest authorities.

1.2 Russian management during the 19th century

The main transformations in economic management at the beginning of the 19th century took place during the reign of Alexander I (1777 - 1825). In 1860, a manifesto was issued on the establishment of ministries, which were based on the principles of sole power and responsibility.

A special role in the development of management in Russia is assigned to M. M. Speransky (1772 - 1839). He saw the purpose of the transformations in giving the autocracy an external form of a constitutional monarchy based on the force of law. Speransky proposed to divide the system of power into three parts:

legislative,

executive,

judicial.

Those. questions of legislation would be under the jurisdiction of the State Duma, questions of the court would be under the jurisdiction of the Senate, state administration would be under the jurisdiction of the ministries responsible to the Duma.

A number of moderately 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 state reform, including the "Note on the structure of the judicial and government institutions of Russia" (1803). In 1809, he prepared a plan for state reforms, in which he recommended that the autocracy be given 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 managerial transformations were carried out under the leadership of such personalities as S.Yu. Witte and A.S. Stolypin. A.S. Reform Program Stolypin affected all branches of public administration and was designed according to the intention of its author 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) carried out a number of measures, the main of which were the following:

the introduction of workers' control;

creation of the Supreme Council of the National Economy;

education local authorities economic management.

The period of "war communism" is characterized by directive-command methods of management from top to bottom. During the new economic policy From the standpoint of management, three levels were distinguished:

Important role in the 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 sharply criticized, 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 according to the territorial principle through the councils of the national economy of economic administrative regions. The main purpose was to suppress departmental tendencies in the development of industry.

The period from 1965 to the present is characterized by the implementation of three reforms in the country aimed at improving the management system of the national economy. These include:

Reform of the economic management system (1965)

Government reform (1979)

Acceleration of socio-economic development (1986) and transition to market relations(from 1991 to the present).

Due to the significant changes that have taken place in political system management, a discussion has begun in the country about the mechanism for the transition to a market economy. Special Commission, headed by academician A. G. Aganbegyan, proposed three alternative options for the transition to market relations:

introduction of individual elements of the market into the existing command and control management system;

fast transition to the market without any state 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, headed 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 addressed 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 government at all levels.

The legal basis for freedom of enterprise was the Constitution Russian Federation, adopted on December 12, 1993, fixing the diversity of forms of ownership, state support competition and the 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.

Liberty economic activity opens up new opportunities for improving the management of the organization (enterprise). However, in Russia, the effectiveness of organization management depends to a large extent on external factors and, above all, public management.

And so, the above shows an overview of the most important stages in the development of management in the period from the 18th century to the present, and also considers the unstable state of the management system. It was revealed that the huge potential of our country is used to a much lesser extent than it was achieved in previous periods. Because the management system is just beginning to get involved in the work, management mechanisms were idle, not finding a worthy application in the new conditions.

2. Formation of modern Russian management

.1 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, it will only be necessary 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 the adaptation of Western theory to modern Russian conditions. But it should be borne in mind 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 creation of the Russian theory of management. Comes from full accounting features of the Russian mentality using aspects of global management experience. At the same time, neither blind copying of the Western and Eastern experience, nor a complete denial of the achievements of the Western and Eastern schools of management is possible. At present, it is generally recognized that national and regional mentality is the most important factor influencing the forms, functions and structure of government.

So, analyzing the forms and methods of management in different countries, we cannot ignore German punctuality, English conservatism, American pragmatism, Japanese paternalism, Russian laxity. A person cannot be free from society, from himself, his mentality. Even in solitude, he directs his actions, deeds, proceeding subconsciously from his mentality.

The correspondence between management and mentality determines a relatively stable production system, smooths 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 balance social systems characterized by the absence of social conflicts. The contradiction in the "mentality-management" system is one of the reasons for the emergence and duration of socio-economic crises. A vivid example is Russia, where the transition to a market economy 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 put them into practice? Traditionally, there were several points of view about 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 Russian mentality. This was especially pronounced among the intelligentsia and entrepreneurs, who adopted some features of a purely Western mentality (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 the only true, dominant and fundamental in the formation new system economic relations.

Slavophiles (A.S. Khomyakov, I.V. Kireevsky, K.S. Aksakov, etc.), on the contrary, believed that Russia has a fundamentally different path of development from the Western European one, its own way of thinking, based on its originality, patriarchy, conservatism and Orthodoxy . The basis of this mentality is a social form of management.

However, extreme points of view are most 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, both west and east. Berdyaev noted: "... The inconsistency of the Russian soul was determined by the complexity of Russian historical fate, the clash and confrontation in it of the eastern and western elements" .

A similar mentality emerged in the 1960s. It turned out to be especially relevant for our country, where an employee without initiative has become the object of management. 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 inefficiency of the Soviet system.

At present, the dualism of the Russian mentality, its inconsistency, have moved to a qualitatively different level. Observed new wave the growth of individualism, on the one hand, and the erasure of communal traditions, on the other. However, dualism was and remains the main feature of the national mentality. Moreover, the formation of Russian management should take into account the main trend in the development of mentality towards developing individualism, focusing more and more on the individual, the implementation of individual control, accounting for an individual contribution and payment in accordance with it. This means that in enterprises, promotions based not on acquaintance and family ties, but solely on the personal abilities of each individual, should become increasingly important. A modern Russian manager should be distinguished by flexibility in defining the goals and objectives of management and firmness, and when a goal is chosen, in a steady striving to achieve it.

A specific feature of Russian management should be reliance on the worker's diligence, focus on diligence and punctuality. These qualities inherent in the people must be encouraged in every possible way. When cultivating these qualities, in the process of establishing a national management system, we can make a gradual transition from tough management decisions to more flexible ones. In the management system being formed, we must also take into account the ratio of such qualities as perseverance, the desire to achieve the goal and the existing laxity. The latter should be eradicated by a special system of managerial measures, using both collective and individualistic measures of the impact of economic and legal factors.

2.2 Character traits 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 modern Russian model controls are:

striving for integration various models and management approaches;

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 conflict with other factors.

2.3 Features of the 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.

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 psychological and behavioral characteristics 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. create in the eastern regions of the country military industry on the basis of ultra-modern, for that moment, technologies, and then within 10 years after the Great Patriotic War restore 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.

In the same time business man, 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 limits of his own ethnic culture.

3. Problems modern management in Russia

.1 Main problems of management in Russia

During the years of formation in modern Russia a lot of problems have accumulated, without the solution of which it would be pointless to talk about further integration of our business into the global community. Let's consider some of them in more detail.

Training of managers in accordance with international standards. This is a difficult process, largely complicated both by the lack of highly qualified management teachers and the lack of appropriate equipment and tools.

Understanding the essence of management by Russian leaders. Leaders 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 methods of management that have nothing to do with management. "Management" is defined only as the management or planning or conduct of business. However, if the 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 the analysis of the management experience of a number of Russian enterprises shows, their leaders and managers are not able to make the right decisions in a timely manner, which can lead to sad consequences: loss of profits, customers, bankruptcy and even death of people (employees or outsiders).

The inability of managers to delegate authority. Due to his mentality, the 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 professional managers or professional professionals that professional managers should lead.

Insufficient implementation in management process elements information management. Most Russian enterprises suffer from a lack of computer and office equipment. Lack of specialized computer programs does not allow to build an effective information management system. (Many managers look at the possibility of forming an information management system (IM) in the enterprise as an additional headache.) .

Inability to apply modern management methods and techniques in practice. Unfortunately, very few Russian leaders are proficient in such management methods and techniques as brainstorming (a brainstorming method used in the development of managerial decisions), moderation (a freedom of opinion approach used to effectively prepare, conduct and analyze a workshop, seminar , business meeting), role-playing games, presentations, etc.

Lack of sales skills. Managers do not own modern marketing tools.

Failure to effectively manage financial resources companies, to use modern methods of motivation in practice. The emergence and implementation of the system financial management at Russian enterprises 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 tasks set earlier, the following conclusions can be drawn from the work.

The main stages of development of management in Russia are revealed. The transition to the market put 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 of society. Thus, the revolution in the management system that took place 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.

Determined 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 leaders find it more difficult to lose established informal ties 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 main concepts of the formation of Russian management put forward, mentality is given different meanings.

Of great importance is the study of advanced and progressive management experience foreign countries and use it in the analysis of their own management problems. Therefore, the study of the history of the development of the theory and practice of foreign management is extremely important.

It should be noted that Russian management is still far from perfect at all levels: from an individual firm to society as a whole.

However, the years of market reforms have laid positive prerequisites for the formation of market management principles and a new generation of managers with new views and attitudes.

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Features of Russian business culture. Features of management in Russia Features of the European and Russian management system

Features of the modern domestic management system

Approaches in understanding Russian management

Features of the modern domestic management system

Approaches in understanding Russian management

Features of Russian management

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