How to improve innovativeness of management in transition

POVZETEK Pri obravnavi tranzicije v Sloveniji (in drugih državah Srednje in Vzhodne Evrope) uporabljamo pojem tranzicija za prehod iz centralnoplanskega v tržno gospodarstvo in v tem okviru za prehod iz socialistične družbene ureditve v kapitalistično. Proces tranzicije se v posameznih državah pomembno razlikuje po vsebini, načinu in hitrosti izvedbe. V ekonomski literaturi, ki vsebinsko obravnava področje tranzicije gospodarstva na različnih ravneh delovanja (npr. makro, mezo, mikro), prevladuje makroekonomski vidik obravnave. Manj celovito je obravnavana tranzicija delovanja in vedenja organizacij in njihovih udeležencev. Večina obravnav je usmerjenih na institucionalni vidik preoblikovanja in ne preučuje celoviteje stvarne tranzicije organizacije in njenih pomembnih udeležencev. V literaturi za naše ciljno raziskovanje ni ustrezno celovitega pristopa za obravnavo problematike vrednot managementa v tranzicijskih organizacijah v Sloveniji. V Sloveniji se je institucionalna tranzicija narodnega gospodarstva končala z vstopom države v Evropsko unijo. Kljub temu so še vedno odprta številna vprašanja, povezana predvsem z nedokončanim procesom potrebnega vsebinskega preoblikovanja slovenskih organizacij, ki pomembno omejuje njihov hitrejši razvoj. Naše preučevanje je usmerjeno na tranzicijske organizacije in njihov management, ki morajo pomembno spremeniti svoje delovanje in vedenje, če želijo dokončati proces stvarne tranzicije in oblikovati želeno inovativno delovanje in vedenje. V okviru delovanja in vedenja organizacij (tudi tranzicijskih) smo preučevanje usmerili na obravnavo managementa in njegovih vrednot. Tranzicija pomembno vpliva na spreminjanje vrednot članov družbe na vseh ravneh in področjih delovanja. Iz celotne problematike spreminjanja vrednot smo raziskavo usmerili na obravnavo: (1) stanja vrednot managementa v slovenskih organizacijah in (2) vpliva teh vrednot na razvoj organizacij v želeno stanje inovativnega delovanja in vedenja. Za opredeljeno področje in problem obravnave smo oblikovali model raziskave in razvili hipoteze. Naše raziskovanje temelji na spoznanjih različnih avtorjev, da so neustrezne vrednote managementa kot pomemben element njegovega spleta vrednot/kulture/etike/norm ključna ovira za dokončanje procesa stvarne tranzicije organizacij. Z raziskavo želimo oblikovati možno rešitev za inoviranje vrednot managementa (in njen model), ki s spremembo relativne pomembnosti izbranih vrednot vpliva na spremembo pomembnih značilnosti managementa, managementskega vodenja in inovativnosti v tranzicijskih organizacijah. Izboljšanje delovanja in vedenja managementa lahko posredno vpliva tudi na izboljšanje uspešnosti poslovanja organizacij. V okviru oblikovanja modela inoviranja vrednot managementa smo preučili: (1) značilnosti managementa (tradicionalnega in sodobnega), potrebne spremembe teh značilnosti za želeni prehod iz tradicionalnega managementa v sodobnega, značilne osebne vrednote managementa, povezane s posameznimi značilnostmi upoštevanih tipov managementa, in potrebne spremembe pomembnosti vrednot managementa za želeni razvoj, (2) značilnosti managementskega vodenja (avtoritativnega in demokratičnega), potrebne spremembe njegovih značilnosti za želeni prehod iz avtoritativnega vodenja v demokratično, značilne osebne vrednote, povezane s posameznimi značilnostmi upoštevanih tipov managementskega vodenja, in potrebne spremembe pomembnosti vrednot managementa za želeni razvoj managementskega vodenja ter (3) značilnosti inovativnosti managementa (nizko in visoko inovativnega), potrebne spremembe značilnosti njegove inovativnosti za želeni prehod iz nizke inovativnosti v visoko, značilne osebne vrednote, povezane s posameznimi značilnostmi upoštevanih tipov inovativnosti, in potrebne spremembe pomembnosti vrednot managementa za želeni razvoj inovativnosti. V teoretičnem delu naloge smo vsebinsko preučili izbrana področja obravnave in oblikovali ugotovitve, ki omogočajo celovitejše razumevanje problWe considered transition (in Slovenia and other Central and Eastern European countries) in the economic context, as a shift from a centrally administered to a market-based economy as well as a shift from socialistic to capitalistic economy. The transition process is quite different in different countries in terms of its content, approach and speed of implementing reforms. In the economic literature, which deals with transition at different levels of analysis (i.e. macro, mezzo, and micro), the macroeconomic viewpoint is prevalent. Less attention is devoted to the transition of working and behavior of organizations and their members, and it is often poorly holistic. The majority of literature has focused on the institutional viewpoint of transition, whereas the viewpoint of structural changes (i.e. real transition) of organizations and their members has been neglected. Further on, the existing literature does not take an adequately holistic approach to address managerial values within transition organizations, particularly in Slovenia, as well as in other transition countries in Central and Eastern Europe. Slovenia finished its institutional transition upon entering the European Union. Despite a complete institutional transition of the national economy, numerous open questions still remain about the transition process, especially regarding the unfinished process of the necessary real transition (i.e. structural changes) within Slovenian organizations. The unresolved issues importantly hinder their future development. This research focuses on transitional organizations and their management. Such organizations must notably change their working and behavior, in order to finish their real transition, design and implement their innovative working and behavior. Using a framework of working and behavior of organizations (also transitional organizations) we focus on their management and management values. Transition importantly influences changing of society members’ values at all levels and in all fields of society. Among possible changes of values, we focus here on: (1) the state of managerial values in Slovenian organizations, and (2) the impact of these values on the desired development of organizations toward their innovative working and behavior. For this purpose, we developed a research model and several hypotheses. Our research is based on conclusions of various authors that inappropriate managerial values, as important elements of the manager’s model of values/culture/ethics/norms, cause the main impediments to organizational finishing of their real transition. Our main objective is to propose possible solution for innovating the managerial values (and its model), wherein changing of the relative importance of the selected managerial values will influence changing of the important management characteristics, its leadership, and innovativeness. Improved working and behavior could also indirectly influence the organization’s performance. Developing of our model for innovation of the managerial values includes three important elements: (1) Characteristics of management. This element includes (1.1) the required changes of the managerial characteristics supportive of the desired shift from the traditional to the modern management(1.2) the managers’ significant personal values linked with single characteristics of the considered management typesand (1.3) the required changes in the relative importance in managerial values aimed to achieve the desired development within management(2) Characteristics of leadership. This element includes (2.1) the required changes in leadership characteristics aimed to accomplish the desired shift from the autocratic to the democratic leadership type(2.2) the mangers’ significant personal values linked with single characteristics of considered leadership typesand (2.3) the required changes in the relative importance in managerial values aimed to develop the desired type of leadership(3) Characteristics of management innovativeness. This element includes (3