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Details for article 5 of 10 found articles
| Title: |
Can former Soviet Union top managers of large industries become successful leaders of privatized corporations? |
| Author: |
Adamson, Ivana |
| Appeared in: |
Human resource development international |
| Paging: | Volume 2 (1999) nr. 1 pages 41-58 |
| Year: |
1999-03 |
| Contents: |
Management training as a facilitative process in organizational change is a complicated undertaking even in the most innovative companies in the West. The Russian context adds problems of cultural and management unfamiliarity with the socio-business and the political environment within which Western management trainers operate. In the early 1990s 180 Russian senior managers from four large state corporations participated in a training-needs analysis, which was to estimate the level of knowledge of how market economy concepts work in the West. They were asked to 1) state their organization's training objectives, 2) indicate their understanding of the process, and 3) indicate the level of their personal ownership in carrying out the training objectives. The results showed that Russian top industrial management had no experience of top decisionmaking processes, and individually they felt disorientated by the collapse of the former Soviet Union. Their historical understanding of their professional roles and distrust of the present changes left them demotivated and without any constructive personal aspirations. By 1998, after a period of focusing solely on financial auditing training, large Russian companies began to be interested in management training and development programmes. These findings have some basic cultural implications for Western trainers working with Russian management. |
| Publisher: |
Routledge |
| Source file: |
Elektronische Wetenschappelijke Tijdschriften |
Details for article 5 of 10 found articles
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