What are the main features of modern Russian management. Main features and peculiarities of Russian management. Approaches of modern management in Russia

The system of modern Russian management is not similar to any other system of management relations that currently exists in Europe, Asia and America. It has undeniable specificity and nuances. Let's consider the features of the modern domestic management system.

One of the features is the absence of optimization requirements. This makes the management system infantile; it does not need to change, since it can work with any level of impact. An information base about costs and results becomes unnecessary, and managers are deprived of an important tool for identifying “pain points,” that is, identifying places where there are discrepancies between the components of the system. As a result, changes are random and often do not affect the final result.

The next feature of the Russian management system is related to the fact that it has never identified the main factor of success, the main strategic advantage, without which it is impossible to survive. There is no such tradition, no need, no skills to do such work.

Therefore, it is natural that scattered “improvements” are used that do not give tangible results. Most often they focus on growth in sales volumes, believing that growth in production volumes can always be ensured, that is, the starting point is external in nature, but the real logic is different. Knowing what the consumer values, we ensure the production of products of appropriate quality, which allows us to increase sales if the sales process is properly organized. Thus, internal actions reinforce external ones.

And finally, the last feature of the domestic management system is related to the use of organizational culture. In the socialist economy, organizational culture was actively used, it was a good support for ineffective decisions and actions carried out in the name of future well-being. It allowed us to be proud of our “successes” and our “advanced enterprises.” The rejection of these values led to increased social tension, a decrease in initiative and motivation for highly productive work, and a crisis of confidence.

There are three approaches to understanding Russian management:

First approach— 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. Both the first and second are equally inapplicable. Therefore, Russian management must have its own specific content, forms and methods of management that correspond to the specifics of the Russian mentality.

Second approach— Russian specifics should not be exaggerated; it is necessary to take the management model in its finished form and use it in economic management, since the processes of scientific and technological progress are the same in all countries. He does not take into account the peculiarities of the Russian mentality. To master the theory, you just need to translate Western textbooks and monographs into Russian. Then, without changing anything, use these provisions in practice. The likelihood of this concept being realized is very high due to its simplicity and the habit of mindlessly copying Western experience. But it also carries great danger. Suffice it to recall the use of the theory of “monetarism”, which was not adapted to Russian conditions, the concepts of “shock therapy”, voucherization, etc.

AND third approach— 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. In this case, there arises important problem, which Western management theory will we adapt? Control systems of Japan, USA, Western Europe are very different from each other. Which of these options should be taken as analogue? But with any choice we risk using a theory that takes into account specific features, conditions for the functioning of the economy, the level of socio-economic development of these countries, the mentality of their inhabitants. Here it is advisable to recall the words of M. Weber: “Western-type capitalism could only arise in Western civilization.”

As a result, adapted theories that poorly take into account the specifics Russian reality, will not be able to give the Russian economy what is expected of them.

There are many foreign and domestic studies of Russian management. Only by considering these, sometimes diametrically opposed points of view, can we draw meaningful conclusions about the characteristics of Russian management. The most famous foreign study of the characteristics of Russian management, carried out in the mid-90s. Wharton Business School (USA), this is the GLOBE (Global Leadership and Organization Behavior Effectiveness) project. The study is based on empirical data from a theory that explains the influence of national culture on the effectiveness of people’s behavior in an organization, where the same comparison parameters as in G. Hofstede’s model were used as the main characteristics of management and business leadership.

The crisis of the late 90s played a positive role in the development of the managerial class in Russia. An important competitive advantage was the level of professional training of the company's management team. Accordingly, the idea of Russian management has changed somewhat, and among the advantages, the following characteristics have been identified: a penchant for innovation, a taste for risk, play, ambition, self-criticism, a penchant for selfless help, and a love of learning. And among the shortcomings they note the politicization of Russian management, a derogatory attitude towards themselves and their country, squandering and extravagance (in relation to the resource of time), egocentrism and greed; wide-ranging.

Russian projects are characterized by a regional approach to the study of specific features, due to the fact that Russia is a huge, multinational country, and enterprise management differs significantly depending on the region.

Russian researchers highlight the main features of Russian management:

— participation of regional administrations in the formation of management teams of enterprises;

— semi-legal regulation of activities; use of force; the power of informal relationships;

— excessive diversification of activities and increased risk appetite;

- lack of inclination to regular and painstaking work; a penchant for large-scale, unique projects involving a huge number of material and human resources;

— the desire to avoid the practice of delegating authority from the highest level to the lowest;

— indifference to the values of an individual career; centralization of management functions - clan approach to doing business, etc.

This is far from full list features that characterize management currently existing in Russia. It should be noted that Russian researchers look at the problems of Russian management differently than foreign ones. And knowledge of some problems will help to properly organize the work of companies on Russian market.

Modern management Russian Federation 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. As a rule, this is a highly educated class, where it is not uncommon to have two higher education, candidate and doctoral degrees. Many of them have completed training at prestigious foreign universities and internships in successful companies. This class has its own associations, unions, associations and even political organizations and through them initiates the solution of important local, regional and national problems, the state is obliged to take this new class into account, and society is obliged to comprehend this new phenomenon of Russian life. Their business philosophy, high professional education and pronounced intellectual and voluntaristic talent, coupled with patriotic thoughts and high responsibility for the fate of the fatherland, are the key to the high competitiveness of Russian business and rapid adaptation to the conditions of globalization.

Thus, in conclusion, we can say that Russian management at the present stage is a creative understanding of foreign experience taking into account Russian specifics, i.e. synthesis of world experience effective management and existing domestic experience based on the national-historical characteristics of our culture.

Literature:

1. Hunt I., Suvorova I., Ageev S. Russian management: between past and future // Management in Russia and abroad. 2008. No. 2. pp. 23-25.

2. Kartavyi M., Nekhamkin A. Methodological principles of formation of Russian management // Management in Russia and abroad. 2006. No. 3. pp. 17-21.

3. Gorbunova M. Specifics of business management systems in Russia and abroad // Management in Russia and abroad. 2004. No. 3. pp. 13-16.

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

Specific features are: the national specifics of society, historically established 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 out of nowhere; it developed naturally in the process of development of our country, and its origin has deep roots in history. Based on this, blindly copying Western or Eastern experience in relation to Russia poses many intractable problems. The reason for this is that the mentality of the Russian person has always been determined by polarity, inconsistency, and taking every situation to the extreme.

Features of the modern domestic management system

One of the features is the absence of optimization requirements, which makes the control system infantile; it does not need to change, since it can work with any output. The 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 have no effect on the final result.

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 which it is impossible to survive. There was no such tradition, there was no need, and the skills to do this work were not formed.

It is natural that managers use disparate “improvements” that do not produce tangible results. Often the focus is on increasing sales volume, believing that an increase in production volume can always be ensured, i.e. the starting point is clearly external, but the logic in reality is different. Knowing what is valued by the consumer, we ensure the production of products of appropriate quality, which, with proper organization of sales, will allow us to increase sales. So, external actions are reinforced by internal ones.

The last feature of the Russian management system is directly related to organizational culture. In the socialist economy, organizational culture was actively used, it perfectly supported ineffective decisions and actions carried out in the name of well-being in the future. She developed pride in our “successes” and her “advanced enterprise.” The rejection of these values has caused an increase in social tension, a decrease in motivation and initiative for high productivity, and a crisis of confidence.

Approaches to understanding Russian management

In understanding domestic management, there are three approaches:

The concept of creating a Russian management theory, which is based on 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 completely reject 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 management methods that correspond to the specifics of the mentality.
An approach that determines that one should not exaggerate 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, you only need to translate Western textbooks into Russian. And then, without changing anything, use their provisions in practice. The likelihood of this concept being put into practice is quite high due to its simplicity and the habit of mindlessly copying the experience of the West. Note that it also carries serious danger. Suffice it to recall the use of the concept of “shock therapy”, theories of “monetarism”, and voucherization, which are not adapted to Russian conditions.
The concept of adaptation of Western management theories, which involves partial consideration of the peculiarities of the Russian mentality, is not blind copying, but rather the adaptation of Western theories to the conditions of our country. However, the main problem that arises is which of the Western management theories will be adapted. The management systems of the USA, Japan and Western Europe differ significantly from each other. Let us note that with any choice we risk applying a theory that takes into account the specific features, conditions of economic and social development of these countries, and the mentality of their population. The result may be that the adapted theory, which 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 Business School (USA) within the framework of the GLOBE (Global Leadership and Organization Behavior Effectiveness) project. This study was based on empirical data of a theory that explains the influence on the effectiveness of behavior in the organization of people of national culture. At the same time, the same parameters for comparison as in G. Hofstede’s model were used as the key characteristics of a business leader and management. The result of the study was the “profile of a Russian manager” (Table 1).

Table 1 - Profile of a Russian manager

The crisis at the end of the 90s 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. Consequently, the idea of domestic management has changed a little, and its advantages are:

having a penchant for innovation,
taste for risky activities and games,
self-criticism,
ambition,
tendency to be unselfish in helping,
desire to learn.

The disadvantages of management in Russia are its politicization, derogatory attitude towards one’s country and oneself, wastefulness and squandering of time, greed and self-centeredness; wide-ranging. Domestic projects are characterized by 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 a company differs significantly.

Domestic researchers highlight the main features of Russian management:

participation of regional administrations in the formation of management teams of companies;
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;
desire for unique and large-scale projects involving large number human and material resources;
the desire to eliminate the practice of delegation of authority from the highest level to the lowest;
indifference to career values;
high level of centralization of management functions (clanism in business).

At the moment, this is far from a complete list of factors characterizing modern Russian management. Let us 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 preconditions 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 the volume of goods, look for suppliers and consumers. They care about their own image and reputation. Typically, this is a highly educated class, where two higher education degrees or a PhD are not uncommon. Most of them studied at prestigious universities abroad and completed an internship in a successful company. This class has its own associations, associations, unions and initiates through them the solution of local, regional and national problems, the state is obliged to take into account 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 of effective management and domestic experience that exists on the basis of the national-historical specifics of our culture.

Features of Russian management

Today in Russia there have been significant changes in many public areas, including in the economic sphere. Particularly important are those transformations in management areas that occurred due to changes in the socio-economic system, the emergence of new requirements for the management of organizations, determined by market relations. At the same time, competent and qualified management is the basis for the success of the enterprise.

Features of modern Russian management

From the perspective of management today in Russia, three approaches to its application and understanding have been identified. The first approach is based on the intuition of entrepreneurs, since most managers of fairly large companies previously worked as programmers, teachers, doctors or engineers. Such managers did not study management theory and then apply it in practice. That is why all management decisions are made based on one’s own ingenuity and intuition. Therefore, such features of Russian management are typical for small and medium-sized businesses, which are characterized by simple financial and business transactions. Absolutely all innovations in this case come down to optimization or even minimization of taxation. Also in such enterprises there is rapid adoption of management decisions, high flexibility of economic policy, in which marketing comes down to finding the only right move.

Experience of Western management and the possibility of its application in Russia

Using the experience of Western firms that operate in the Russian market represents a second approach to understanding and applying domestic management. Features of Russian management can be presented within the framework of this approach in the form of the presence of design and technological delights (a specific type of office interiors, communications and computers, emphatically polite treatment on the part of managers).

"Soviet" management

This name is usually understood as management used in the management of fairly large Russian enterprises that were created back in Soviet times. The peculiarities of Russian management with this approach lie in the exact copying of methods and decision-making procedures for industrial enterprises, similar to Germany and the USA. They remain unchanged today (for example, joint stock companies).

Problems of Russian management

One of the most pressing problems of our time is low-quality management, as well as the lack of highly qualified managers. Therefore, in modern conditions, it is advisable for Russia to use fundamental training and retraining of personnel. Also, great importance must be given to the development and implementation in practice of specialized programs aimed at anti-crisis management, which will allow the enterprise not to lead to bankruptcy.

Specific features are: the national specifics of society, historically established features of its development, natural and geographical conditions, cultural factors and other factors.

Features of the modern domestic management system

Approaches to understanding Russian management

In understanding domestic management, there are three approaches:

The concept of creating a Russian management theory, which is based on 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 completely reject 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 management methods that correspond to the specifics of the mentality.
An approach that determines that one should not exaggerate 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, you only need to translate Western textbooks into Russian. And then, without changing anything, use their provisions in practice. The likelihood of this concept being put into practice is quite high due to its simplicity and the habit of mindlessly copying the experience of the West. Note that it also carries serious danger. Suffice it to recall the use of the concept of “shock therapy”, theories of “monetarism”, and voucherization, which are not adapted to Russian conditions.
The concept of adaptation of Western management theories, which involves partial consideration of the peculiarities of the Russian mentality, is not blind copying, but rather the adaptation of Western theories to the conditions of our country. However, the main problem that arises is which of the Western management theories will be adapted. The management systems of the USA, Japan and Western Europe differ significantly from each other. Let us note that with any choice we risk applying a theory that takes into account the specific features, conditions of economic and social development of these countries, and the mentality of their population. The result may be that the adapted theory, which 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 Business School (USA) within the framework of the GLOBE (Global Leadership and Organization Behavior Effectiveness) project. This study was based on empirical data from a theory that explains the influence of national culture on the effectiveness of behavior in organizations. At the same time, the same parameters for comparison as in G. Hofstede’s model were used as the key characteristics of a business leader and management. The result of the study was the “profile of a Russian manager” (Table 1).

Table 1 - Profile of a Russian manager

having a penchant for innovation,
taste for risky activities and games,
self-criticism,
ambition,
tendency to be unselfish 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 companies;
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;
desire for unique and large-scale projects involving a large number of human and material resources;
the desire to eliminate the practice of delegation of authority from the highest level to the lowest;
indifference to career values;
high level of centralization of management functions (clanism in business).

Conclusion

Introduction

management market economics management

The concept of management first began to be used in the 30s. It was used to characterize managerial workers to achieve their goals using the labor and intelligence of other people.

Management is the process of planning, organizing, motivating and controlling in order to formulate and achieve the goals of the organization through other people.

Management is the use and coordination of resources such as capital (production, financial, human) to achieve goals with maximum efficiency.

Relevance of the topic course work due to the fact that the features of Russian management are determined by: the extremely high speed of socio-economic, political and other processes that determine the environment of existence of Russian management; a set of factors that hinder and facilitate the strengthening of management in Russia; cult environment, features of public consciousness, etc.

The impact of external and internal environmental factors has given Russian management specific features. Russian managers must not only study the science and practice of management, but also know the essence of Western and Eastern cultures. Without this, it is impossible to improve your own leadership style, improve your image, and create conditions for increasing the competitiveness of the organization.

The object of study is modern Russian management.

The subject of the study is management features in modern Russia.

The purpose of the study is to explore the features of modern Russian management.

To achieve this goal, the following tasks are expected to be solved:

Consider the concept and main functions of management.

Identify the specifics of Russian management.

Reveal modern problems of management in Russia.

Conduct a comparative analysis of management models in Sweden, Finland, France and modern Russia.

The methodological guidelines were the works of the authors A.S. Bolshakov, A.V. Gorbunov, O.P. Korobeinikov, A.M. Loginov, M.P. Pereverzov and others.

In this work, the author will try to solve the problems on the basis of a general scientific search method: collection, study and analysis of educational and methodological literature, periodicals and electronic information tools; a descriptive method and a generalization method were also used.

The purpose and objectives of the study determined the structure of the work, consisting of an introduction, two chapters, a conclusion, and a bibliography.

Chapter 1. Theoretical aspects of management in Russia and their features

1 Concept and main functions of management

Management is a special type of management of an organization in a market economic system, which is characterized by:

Market mechanisms of economic development, which presuppose the presence of competition, freedom of entrepreneurship and business decision-making, migration mechanisms during the movement of capital, labor, free pricing, which, in turn, leads to necessity.

Flexibility and adaptation in the behavior of the company in the market, which is impossible without:

focus on the human factor;

high professionalism;

creativity of the manager.

Management, being a social institution, is especially concerned about the productivity of resources. It is he who is responsible for organizing economic development, so he reflects the basic spirit of the modern era. Management is actually necessary, which is why it, having arisen, developed so quickly and practically without any opposition.

Basic functions of management.

The most important goal of management: economic efficiency. The most important function: business management. Despite the colossal importance, obviousness and ubiquity of management, it remains the least studied and poorly understood institution. modern society. Employees of enterprises often do not quite understand what their managers do (and what they should do), how their enterprise is managed and why it is carried out this way and not otherwise, and how successfully managers cope with their tasks. Indeed, a typical picture of what is happening in the offices of the company’s management, in the heads of completely normal, educated and informed people (many of whom, by the way, themselves perform certain managerial functions). What exactly is management and what are its functions? .

Management is the dynamic element that maintains the viability of every enterprise. Without this element, "productive resources" remain just that, resources and never become production. In a competitive environment, the viability of any enterprise and, moreover, its success especially depend on the experience and effectiveness of management. Experience and the ability to act correctly are the only advantages that an enterprise has in a competitive economy. .

Management should always focus on ensuring the cost-effective operation of the enterprise. In other words, the very existence of management and the power it exercises are justified only if its activities provide the required economic results.

The main function of management: business management. This statement, which at first glance is completely obvious, leads to far from so obvious and familiar conclusions. It not only imposes fairly strict restrictions on the actions of management, but also implies a creative approach. First of all, it means that the qualifications, competence and practical experience of management cannot be transferred “in their pure form” and applied both to the organization and to ensuring the activities of other institutions. In particular, the successful activity of one or another individual in the field of management does not at all promise the same success when working in government. The career of a manager in itself cannot in any way be considered as preparation for a political career, for work in command posts in the Armed Forces, for activity in the church hierarchy or, for example, at a university. Qualifications, competence and practical experience in analytical and administrative work, which are universal in nature and therefore can be useful in any field of activity, are of course extremely important, but from the point of view of the main goals of various non-profit institutions, their importance is still subordinate, secondary.

Classification of management functions.

Management functions, depending on the objectives of the study, are divided according to the following criteria: content of the management process; belonging to the spheres of production and economic activity; content of work performed and operations within the management function (general management, specialized activities, Maintenance); belonging to various types managerial work (production, economic, technological, organizational, etc.).

In social production, the functions of industrial management are distinguished, agriculture, transport; in the sphere of circulation - management of finance, trade, material and technical services, management functions are divided into general (universal), which are suitable for various management processes because they express the essence of management, as well as specific (special) functions that convey the content of management. The carriers of general functions: there is the entire control system as a whole, and specific ones - parts of the system that have a local, specific character.

General management functions - planning, organization, motivation, control, coordination, accounting and analysis are mandatory for all enterprises. Each of these functions is vital to an organization. At the same time, planning as a management function provides the basis for other functions and is considered the main one, and the functions of organization, regulation, motivation, control and accounting are focused on the implementation of tactical and strategic plans.

Planning is the main function of management, which involves forecasting, determining goals, strategies, policies and tasks of a particular formation; means a conscious choice to decide what work, how, to whom and when

Organization as a management function is aimed at the formation of control and managed systems, as well as connections and relationships between them, ensuring the orderliness of the technical, economic, socio-psychological and legal aspects of the activities of each business entity.

Motivation is the process of encouraging employees to perform highly productive activities to satisfy their needs and achieve the goals of the organization.

Organizing - in general terms, is the process of allocating resources; taking actions to implement plans.

Organizing involves creating structures, connections, searching for performers, and providing performers with what is necessary to complete the work.

Control is a system of monitoring and verifying compliance of the functioning of an enterprise with established standards and other regulations, identifying deviations from decisions made and determining the reasons for their non-compliance.

The interconnection and cyclical nature of the management process are manifested in the fact that movement from the planning stage to control is possible only through organization and motivation. In turn, the results of control provide the basis for correction and planning of activities related to organization and motivation.

1.2 Specifics of Russian management

IN modern literature It is customary to describe several concepts of Russian management.

The concept of copying Western management theory does not take into account the specifics of the Russian mentality - you need to take the Western management model in its finished form and implement it in management. It is only necessary to translate Western monographs and textbooks into Russian. Then, without changing anything, put it all into practice. The likelihood of this concept being realized is very high due to its habit of thoughtlessly copying Western experience and simplicity. But there is a great danger in this. Suffice it to recall the use of the theory of “monetarism”, which is not adapted to Russian conditions, the concepts of “shock therapy”, voucherization, etc. It is possible to predict new shocks that await Russia when implementing this concept.

The concept of adaptation of Western management theory is the adaptation of Western theory to modern Russian conditions. The question arises: which theory should be adapted? The management systems of Western Europe, the USA, and Japan are strikingly different from each other. With any choice, there is a risk of using a theory that takes into account the specific conditions and features of the functioning of the economy, and the mentality of the inhabitants of these countries.

In Russia in the late 80s, being late for work, leaving work early, poor quality products, and petty theft became normal and have persisted to this day. Based on this, amendments will have to be made to the national management system to combat delays and delays, and introduce new methods of improving quality.

And as a result, theories adapted to Russian reality, which poorly take into account its specifics, will not be able to give the Russian economy what is expected of them.

The mentality of a nation has a huge impact on the specifics of management.

The concept of creating a Russian management theory takes into account the peculiarities of the Russian mentality using aspects of global management experience. Here it is impossible to completely deny the achievements of the Eastern and Western schools of management, nor to blindly copy foreign experience. It should be noted that A. Marshall also argued that: “Economic science is not a body of concrete truth, but only a tool for the discovery of concrete truth.” This statement fully applies to management as a science. Therefore, Russian management must have its own specific content, methods and forms of management, taking into account the specifics of the Russian mentality.

The predominance of frugality, hard work, punctuality, etc. will also determine management forms and methods, shape the actions and behavior of managers.

It follows that management is a form of manifestation of a deep, internal socio-psychological program inherent in a person. Mentality in this capacity is the basis of behavioral management, its essential side. This is where management’s compliance with the mentality is demonstrated.

It is now generally accepted that national and regional mentalities are the most important factor influencing the forms, functions and structure of management. However, stating this fact is not enough. There is a deeper essential relationship between management and mentality. There are a number of definitions of mentality. These definitions speak not only of the psychological, but also of the socio-psychological nature of mentality. A.P. Burtenko and Yu.V. Kolesnichenko, based on the research of L.S. Vygotsky, note the genetic, historical, natural and climatic sources of this phenomenon, highlighting mainly mentality as a “code” that determines social behavior individual and nation. The manifestation of the biopsychological program of human behavior affects various spheres of human activity: everyday life, communication, production. It has a significant impact on management. Thus, analyzing the forms and methods of management in different countries ah, we cannot ignore German punctuality, English conservatism, American pragmatism, Japanese paternalism, Russian laxity. Thus, management is a form of manifestation of the internal, deep socio-psychological program inherent in a person. In this capacity, mentality is the universal basis of behavioral management, its element, its essential side. This demonstrates the compliance of management with the mentality. So, “mentality-management”, their relationship, correspondence and contradiction appears as content and form, as essence and phenomenon. They are in an inextricable, objectively determined, constantly repeating relationship, which can be qualified as the “law of correspondence between mentality and management.” 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. An example of this is the economic development of the USA, France, England and Germany in the 90s of the 20th century. 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.

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 historical and national-cultural characteristics.

The second approach is that Russian specifics should not be exaggerated; it is necessary to take the management model in its finished form and use it in economic management, 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 global experience of effective management and existing domestic experience based on the national and historical characteristics of our culture.

Features of Russian management:

priorities in problems, acceptance of attention and effort;

management infrastructure, socio-economic and political conditions for its implementation

cultural environment, features of social consciousness that cannot be changed.

Thus, 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.

Chapter 2. Identifying management problems based on comparative analysis

1 Modern problems of management in Russia

The first main problem of Russian management is the problem of quality.

It seems that this problem is the most relevant in the control system, so we will consider it in more detail.

Although this specialty has appeared in Russian universities, the problem of quality remains. This is due to the fact that in Russia there are few people who have real experience management work in a market economy.

One of the main problems of Russian quality management is that the economic conditions in the country differ from those conditions in which the principles of Western quality management were born. In other words, this is a tool for solving problems that our manufacturers have not yet faced. And using a tool for other purposes leads to results other than expected.

To a certain extent, we can say that the growth of business civility is directly related to the increase in external and internal (legislative, internal corporate, social) restrictions on it.

Consequently, the task of the scientific component of management is to develop new approaches that allow the enterprise to remain profitable.

The legislator, consumer and management have not yet imposed on Russian business all the many restrictions under which Western business operates. For example, the situation with financial pyramids and the problems of private investors in construction can serve as very characteristic indicators of “blank spots” in the legislation. And the consumer is not yet so “trained” and persistent in defending his interests, and the influence of public morality on the decisions made by management is not yet so noticeable. But the trend is clear enough that it will force businesses to find ways to survive within growing constraints, one of which is quality management.

In the meantime, the need for this tool is often formed artificially, for example, by the requirements for various types of certificates when conducting tenders. It is obvious that the need for a certificate has nothing to do with quality management as a method of competition, especially taking into account the specifics of the Russian certification industry. But even if there is a need for this tool, it cannot be used to benefit the enterprise if senior management does not know how to use it.

Another serious problem in the dissemination of the principles of modern quality management is the competence of enterprise managers in matters of management itself.

However, the fact is that management is exactly the same separate branch of activity with its own specifics, like communications, chemistry or finance.

2.2 Improving management in Russia based on a comparative analysis of management models in Sweden, Finland, France and modern Russia

The globalization of the economy, the development of communication and information technologies, the internationalization of business, as well as the increasing role of the cultural factor in ensuring the competitiveness of companies make comparative management relevant. The relevance of comparative management for Russia is due to the country’s expanding access to world markets and the strong intensification of the activities of foreign companies in the Russian market, which creates strong competition. In order for domestic companies to “not lose” in the competition with foreign companies, it is necessary to increase their international rating, which, as a rule, requires a qualitatively different, “high” management.

Now it is impossible not to notice that many Russian companies are turning into international corporations, and if you dig deep into such companies, you will find out that in their activities they mainly use elements of the American management model. But it should also be noted that the mechanical transfer of the Western management model, which in turn does not take into account the peculiarities of our mentality, into Russian business does not bring good results. In this regard, there is a need for an in-depth study of foreign management models. Russian managers, knowing their own and foreign history, culture, experience in management activities, must develop a model of effective and high-quality management.

Management in Sweden, Finland, France and modern Russia is very diverse. But the importance of the manager in them is fundamental. And so the position of a manager in a company depends, first of all, on the understanding of the very concept of “manager”. In France, it is customary to consider a manager an “elite” person, because origin, age, and education are the determining factors in obtaining the status of a French manager. In Sweden, managers try to view themselves as something other than a manager, due to the equality they have among the company's employees. The Finns have a manager - "Suomi-kuva", a freedom-loving, honest and reliable person, who differs from the rest in his original thinking.

A manager in Russia is considered to be a person who manages people, but with their help? available resources. We can say that each management model has its own understanding of the manager, because each country has its own historical and cultural characteristics.

The relationship between superior and subordinate is different in each management model. In France, there are formal and distant relationships due to the elitist behavior of the French. In Swedish management, the relationship between a manager and a subordinate is informal, democratic; in Sweden, the person is put first, not his position. In Finland, like in Sweden, the style of relationships is informal. Unlike all the management models considered in Russia, managers are afraid of their top management. The authoritarian leadership style in Russia is similar to the French style.

The ability to work in a team is a key factor in the effectiveness of a country's management. In Swedish management, the ability to think and act in the same spirit with the team is valued above all else. Finnish managers prefer to be alone, so they do not know how to work in a team. French managers are great individualists and do not lack self-confidence, hence they prefer to act alone, but this trait is balanced by a strong central authority. In Russia, collective thinking and team spirit are just beginning to be introduced, but without success.

The decision-making process is a special process that affects the performance and success of the company, therefore in Swedish management there is a special law according to which all important decisions of the company must be discussed by all employees of the company before they are made. In Finland, decisions are made not just like that, but with originality. In French management, when making decisions, particular importance is attached to the rational aspects of action and thinking. In the Russian management model, decisions are usually made quickly, often based on intuition.

As you know, decisions are often made under conditions of uncertainty and high risk. Managers in different countries have different attitudes towards risk and uncertainty. Swedish managers prefer to take risks, while French and Finnish managers try to avoid such situations, and therefore their strategic planning is very developed. In Russia, insufficient attention is paid to risk management, so it is difficult for Russian managers to react quickly and make the right decisions in conditions of uncertainty.

Comparative analysis management models of European and Russian countries shows that there are both similarities and differences between them. It can be concluded that cultural and historical characteristics are important in the formation of each management model.

Today, the global economic crisis, the globalization of the economy, the development of information and communication technologies, and growing competition force us to rethink the essence and role of management. Russian managers themselves have to understand that the main task of any company is to attract talented specialists, retain and motivate them to work with high productivity.

The reality today is that only 20% of Russian managers consider personnel a key factor. As before, material and financial resources are the object of close attention of managers. And this leads to the following results: 23% of hired employees in Russia are thinking about changing jobs because they experience rude treatment from a manager, and 24% of employees quit because they do not see prospects for career growth in the company. As they say, an employee comes to work for a company, but leaves the manager.

The effectiveness of Russian management depends on the quality of management. I would like to highlight the word “quality”, because in Russia we have many people who call themselves managers, but there are very few real professional managers. It is assumed that improving the quality of management at all levels of management will change the quality of our lives. To do this, Russian managers need, first of all, to learn how to make high-quality management decisions based on modern methods of collecting and analyzing information, abandon the existing authoritarian management style, learn to delegate authority, therefore, learn to create teams, team spirit, constantly motivate their employees and learn to take assume responsibility for the results of activities and mistakes of subordinates.

The unsatisfactory quality of training of Russian managers is one of the reasons for the ineffectiveness of Russian management. In addition, it should be noted that in Russia, as a country of “abundance” of managerial personnel, there is a shortage of highly qualified, effective managers. High level The training, professionalism and skill of managers mainly influence the success of the company.

Regarding the use of Western management experience A.M. Logvinov in his monograph "Management and organizational culture of industrial enterprises 1960-2005." writes that “today’s socio-economic model, implemented by developed countries to achieve their well-being, cannot be further used and recommended to other countries, since this will aggravate the growing catastrophe.” Therefore, he invites Russian managers to conduct their own research into “domestic heritage” and modern management practices more actively and comprehensively. However, there are quite acceptable management models that can be used by Russian companies, but with great caution. Thus, the author of the monograph proposes to use the model of the “Organization of High Achievement” by J. Schermerorn. The model is aimed mainly at achieving high results, namely through intellectual capital. The authors of the model indicate that high results are achieved by increasing the flexibility, skills, knowledge and motivation of company employees. Collective interaction of employees, information exchange, involvement of employees in the affairs of the organization and the development of self-government principles in groups are key factors in achieving the company’s success according to this model.

Thus, today comparative management is especially important for Russian managers, because in the conditions of global changes, the global crisis, and fierce competition, it is difficult to emerge victorious. It must be said that a person who grew up in Russia and received Russian education, has its own approach to solving a particular problem, and reacts in its own way to different situations. This does not mean that we should abandon the experience of 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.

Conclusion

Modern Russian management is more focused on the fact that our country has set a course for carrying out market reforms that ensure the freedom and well-being of citizens, the economic revival of the state, and the growth of the most important technical and economic indicators.

Russian management must take into account the objective needs of the reformed economy and society as a whole; as well as the main, key points, the application of which when building a new management system gives the desired result of the final transition to a market economy and its implementation with the least loss for society as a whole and each citizen individually.

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