组织管理文化:民主、胜任和领导

R. Sherstiuk, Igor Stoyko, V. Palyanytsya
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引用次数: 1

摘要

文章提出了通过民主管理方式解决生产组织文化问题的方向。在高科技和快速发展的行业中,已经出现了组织未来的迹象。在科学文献中,这些组织被称为adhocratic,它们以知识和能力为基础,而不是以等级制度中的位置为基础。在专制组织中,与官僚结构相反,从根深蒂固的计划、标准化、职能分工和活动方法(对严格分工的渴望、行为和相互作用的过度形式化、计划和控制系统的全面使用等)转变。这篇文章把民主管理问题与能力和领导力联系起来。员工的能力被视为他的资格程度,这使他能够成功地解决他面临的任务。这种管理制度最大的组织效果是在管理者的不同岗位上都有领导者。突出了领导力的基本特征:做出负责任的复杂决策的能力,愿意为此承担相应的责任;关心公共利益和人民的利益,不谋取个人利益;在完全自愿的基础上领导他人的能力;有感召力的:拥有个人魅力和天生的影响力;对团队领导的信任和强大的权威;承认错误的能力,对失败负责的欲望,寻找个人错误的判断。优点(组织所有成员参与,持续学习,根据每个团队成员的能力解决问题)和缺点(决策过程中可能出现的沟通问题;如果一个组织不习惯“灵活”地工作,它就会不断地寻找一个老板;由于考虑到许多人的观点,冗长的决策过程被确定为民主管理。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Organizational culture of management: adhocracy, competence and leadership
The article substantiates the directions for solving the problems of organizational culture of production through adhocratic management style. In high-tech and fast-growing industries, organizations have emerged that show signs of organizing the future. In the scientific literature, these organizations are called adhocratic, which are based on knowledge and competence, rather than on positions in the hierarchy. In adhocratic organizations, in contrast to bureaucratic structures, there is a shift from entrenched schemes, standardization, division of functions and methods of activity (the desire for a rigid division of labor, excessive formalization of behavior and interaction, total use of planning and control systems, etc.). The article connects the issue of adhocratic management with competence and leadership. The competence of the employee is seen as the degree of his qualification, which allows him to successfully solve the tasks facing him. The greatest organizational effect for this management system will be if there are leaders in different positions of managers. The basic features of leadership are highlighted: ability to make responsible and complex decisions, willingness to take proper responsibility for them; concern for the common good and benefit of people, not for personal gain; the ability to lead people on a completely voluntary basis; possession of charisma and natural power of influence; trust in the leader of the group and strong authority; the ability to admit mistakes and the desire to take responsibility for defeats, to look for personal miscalculations. The advantages (participation of all the organization’s members, continuous learning, solving problems according to the capabilities of each team member) and disadvantages (possible problems of communication during decision-making process; if the organization is not used to working “adhocratically”, it is constantly looking for a boss; long decision-making process due to taking into account the points of views of many people) of adhocratic management are identified.
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