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                                                                                                               Eugenia Antonchenko 2605

FINAL PROGRAM
Russia



             
1. A Representative’s Introduction
    Our leadership slogan is "Russians never give up!”

2. Today’s Leadership of the Country: an Expert Analysis
    The art and the theory of leadership are very dynamic, and new "secrets" of success appear constantly. Russians generally value age, rank, and protocol. Leaders and Managers tend to be dictatorial and autocratic. They expect their subordinates to follow established procedures without questions. Subordinates do not publicly challenge their manager, as it would make the manager lose dignity and respect. In my opinion, it is not a very good strategy and position of managers. I think, a good business leadership in this country should be more democratic. It is important to establish your credentials and authority quickly since Russians respect both status and technical expertise.

3. Intercultural Business Leadership Framework:  a Conceptual Model of the Country
    It will be quite interesting to see in the coming years how an intercultural leadership is affected by the strong emergence of countries such as Russia. Even though cross-cultural thinking has been a part of the corporate world for quite some time it will most likely be even more important to establish its own model of leadership, as they just follow Western experience. But this fact can be very useful and helpful for Russia in future communicating and dealing with European countries. Now Russia is moving towards a market economy. Probably, the Russians may initially appear stiff and reserved. Russian companies are setting high ambitious goals, which leads to a new level of development. These facts may show us that Russia will be an irreplaceable part in the world economic leadership in future.

4. The Most Prominent Business Leaders in the Country
    There is a rather widespread classification of leadership on the basis of image features (visual attractiveness of the individual), which were suggested by M. Hermann. She identifies the following images of the leaders: "bearer", "servant", "merchant", and "fireman". Leader-bearer (Lenin) has his own vision of reality, an attractive ideal, capable of carrying the masses. Leader-servant (Brezhnev) always strives to act as spokesman interests of his followers and voters focused on their opinions and act on their behalf. For the leader, merchant (Vladimir Zhirinovsky, Boris E. Nemtsov, G. A. Yavlinsky, the other leaders of modern political parties) is characterized by the ability of appealing to present their ideas and plans, to convince citizens to their advantage, to make "buy" these ideas , to attract the masses to their implementation. Leader-fireman (Boris Yeltsin, Vladimir Putin) is focused on the most urgent social problems. These images of the leaders can also add a leader-puppet (Chernenko), completely dependent on the will and interests of his entourage.
    As for one of the most famous leaders of Russia – Putin, he introduced a new type of political and economical leadership that is pragmatic and rational. He restarted economic reform that had lapsed or stalled under Yeltsen. Margaret Thatcher a former British prime-minister said: "Putin is clearly able to assess international events to respond to them boldly, shrewdly, and effectively. It is not necessary to ascribe to him a tender conscience, nor the liberal instincts of democrat, in order to appreciate his worth as a leader with whom the west can deal”
    Another one bright leader is Chubays. He established economic reforms in 90th, and now he is a strong leader of energetical system. Some Russians do not like him, but most respect him and describe as a self-confident, wise, educated and strong leader, who can easily achieve goals and take economic to the highest level.

5.Discussion-session
    All to often I hear stories of business leadership where a leader burns out after some years in that position. This usually arises from stress of different sorts. Reasons could include the fact that Russian leaders often combine the role of owner of the means of production, serving as an organizer of production, and the role of politics, serving as an organizer of political life. The second reason may be that very often managers are not comfortable empowering employees. That’s why subordinates do not publicly challenge managers, as it would make the leader lose dignity and respect.

6. Closing Session
    Leaders in Russia are very autocratic. They prefer to be dictators and to be real leaders without paying any attention to the will of their subordinates.  I think, managers should be more democratic and friendly. Relationships are often developed in after-hours socializing. Most Russians do not trust people who are "all in business”. In general, many businesses retain a strong hierarchical structure in Russia. Intercultural adaptability is essential when working in Russia and you need to understand the importance of an open and honest approach. Although they value firmness, dignity as it’s advisable to appear approachable and friendly as well. As I’ve been already mentioned, the Russian’s model of leadership is just forming on the western experience.

 
 
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