Lecture
Under present-day conditions, one of the main problems of Russian society is the crisis of governance, manifested above all:
-in the absence of a clearly worked-out and legitimately adopted program for building a market economy and a democratic law-governed society;
-in confrontation between the representative and executive branches of power at all levels;
-in the growing tendency of a number of subjects of the Russian Federation to distance themselves from the federal center;
-in the corruption of state and municipal officials, which contributes to a deepening crisis of trust in the authorities;
-in the sharp growth in the numbers of the administrative apparatus and the ever-greater alienation of broad strata of the population from power and governance.
The crisis that has come to a head was caused by profound transformations of the system of property and power, which in turn became the cause of changes in the practice of governance.
The most important condition for resolving this problem is raising the level of management culture of state and municipal employees through the formation of a new culture of governance that reflects current trends in the development of social relations.
In the modern literature there are many definitions of the concept of «management culture». Most often, management culture is regarded as a set of values, norms, points of view and ideas of a leader, expressed in the style of management, in methods of motivating employees, in the organization of work, and also in the set of norms and rules of those who carry out the work.
Management culture includes the following elements: the culture of the manager, the culture of subordination, as well as the methods and techniques of management. The main one of these is the first element, since it is precisely the leader who is the bearer of a particular management culture, a kind of standard for subordinates. It is therefore worth singling out the elements of a manager's culture: the manager's personality, values, norms, roles in the organization, style of management, and knowledge of management disciplines. A leader participates directly or indirectly in the formation of a management culture, instilling in subordinates those values and norms of behavior that he considers important for himself and for the organization's field of activity.
Given contemporary approaches to management, a high level of management culture among state and municipal employees should be characterized by a situational style of leadership, predominantly democratic; by openness and awareness in all spheres of activity, excluding matters connected with state secrets; by broad use of the means of management technique and technology; by a favorable moral-psychological climate in the work collective, and a high degree of job satisfaction.
Proceeding from this approach, the contemporary management culture of state and municipal employees is characterized by a low level. What remains dominant is a command-administrative style of leadership, under which the involvement of subordinates in the decision-making process is low, a focus on economic results predominates, and there is a high degree of resistance to change. Often the moral-psychological climate within the apparatus is not taken into account, nor are people's moods, which breeds tension among personnel, formalism, careerism, and bureaucratism in the form of an imitation of vigorous activity. The management culture of state and municipal employees is characterized by low motivation, which causes general dissatisfaction with work.
The professional training of state and municipal employees – has a whole series of substantial shortcomings. 24% of the leading officials of government bodies and administrations surveyed noted that they lack knowledge of the theory of market relations and management, 23% – of law and public administration, 20% - of sociology and social psychology. Quite a significant share also note a lack of knowledge in the field of personnel work, the art of business communication, and social psychology.
+A great deal has already been done at present to overcome the negative tendencies indicated, in particular, on the matter of reforming the civil service. On March 10, 2009, the then President of the Russian Federation D.A. Medvedev issued a decree approving the federal program «Reform and Development of the Civil Service System of the Russian Federation (2009-2013)».
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