Bekzhigitova Z.S., Kim A.T., Knysh A.I., Zhuravlyeva
S.A.
E.A. Buketov Karaganda State University
The problems of modern management in the Republic of Kazakhstan
Modern management
it is an area of professional activity. It is a function,
indicates the social and official position, but at the same time is the name of
the relevant academic discipline and field of research. It contributes to
economic management and social development. Wherever cared only about the
development of the economic factors of production, particularly capital, did
not achieve proper development. In the few cases when energy of management
found application, there was a prompt development.
Now, when the
Kazakhstan enterprises, the organizations and firms, being transformed to world
economic system of managing, get to severe conditions of the competitive
environment of producers of production and services, systemacity of actions of
managers which decisions have to be guided by the analysis of results of a
condition of all components entering object of management is required.
That the people
functioning in the organization directed the efforts to achievement of its
purposes, managers are obliged to interact constantly with them, to create
conditions for the fullest disclosure of workers’ potential.
Despite huge
value of revolutionary changes, management development it is, first of all, the
evolutionary process which is characterized by a continuity and sensitive
reaction to the changes happening in economy in all system of the social and
economic relations.
Current worldwide
business schools and a large number of publications on the problems of
management can not obscure the fact that the "management science" is
on the eve of the crisis. Increasingly, replace each other "ideal"
concept of corporate governance and strategy, advertising is becoming more and
more insistently the "best" methods of doing business, but also, and
more only increases the feeling of impending impasse.
The business
schools existing in many countries of the world and big flow of publications on
problems of management can't cover that the fact that "the management
science" is in anticipation of crisis. Even more often replace each other
"ideal" concepts of corporate management and strategy, everything
becomes more persistent advertizing of the "best" methods of
business, but also that, and another only strengthens feeling of the
approaching deadlock.
In such
circumstances, a manager in the first place requires creative thinking, the
ability to quickly and original solutions, and even more so - the ability to
anticipate, to eliminate problems before they manifest themselves.
Preparation of
managerial human recourses considerably lags behind economic development;
respectively in the majority of self-educated person's managers now work and
operate. If to exclude from a field of vision of the company with foreign
participation, from a bigger share of confidence it is possible to carry our
companies to the self-training companies.
A huge influence
on the specifics of management decisions has a culture of the people. In order
to analyze the influence of this parameter in the administrative process, we
used the five-factor model of G. Hofstede. Hofstede's model includes five dimensions
of culture:
1) Power
distance– inequality degree between people which the population considers
normal or admissible. In Kazakhstan authoritative style and centralization of
management is most often traced. Therefore, in Kazakhstan a high power distances.
2) Individualism
it is a collectivism. Degree with which people of this country prefer to act as
individuals or as members of group. In Kazakhstan a lot of things depend on in
what region there is a company.
3) Masculinity -
femininity. In the Kazakh companies dominate "male values". Leaders
make decisions based on rational thought, dominated by values
such as opportunity recognition, success, career, material
well-being, the implementation of ambition.
4) The ratio of
uncertainty. In the Kazakh companies are a high degree of uncertainty
avoidance. Leaders make decisions with a low degree of risk managers more
focused on the performance of tasks.
5) Long-term -
short-term orientation. In Kazakhstan, are important values such
as respect for tradition, the performance of public duty and observance of
accepted social conditions. Due to the constant pressure from society there is
a strong desire to live no worse than others, even if it is beyond their means,
and never lose self-esteem. An example may make this fact is the large number
of lawyers and economists in our country.
Summarize the
main issues in the Kazakh management. The Kazakh companies pressing problem is
the lack of strategic thinking and imperfect human resources management system.
Companies seek to maximize profits by using aggressive and intrusive
advertising, neglecting the quality of their products and services. Kazakhstan
is characterized by management that entrepreneurs want to get "all at
once", which leads to negative consequences in the long term.
There are more
minuses than pluses in the management. The main reason is a low level of
management training. In education, reforms are needed in the preparation of
managers of practical direction. The theoretical basis of the staff is usually
high, but many employees are not able to implement this knowledge in practical
activities of the company. This raises the need for close cooperation of
educational institutions and businesses. It is necessary to introduce modern
tools of effective management, but taking into account national and cultural
settings of the country. Kazakhstan has achieved good results thanks to the
wealth of natural resources, macroeconomic stability and effective
international response. The current stage requires the development of human
resources, their innovative capacity. A notable will be the experience of
Japan, poor in natural resources of the country in which cultivated the
principle of "our wealth is human resources."
Literature:
1) Peter Drucker -
"Encyclopedia of Management"
2) Alexander Egorshin - "Human
Resource Management"
3) Alexander Luzin key concepts of
modern management: the management of a revolutionary Dictionary