Page 205 - Crossing Cultural Boundaries - Cees den Teuling

did not determine in a significant levels the managers’ attitude towards the transferred knowledge and learning ability during the internship within the framework of the Presidential Programme.
The analysis of the online surveys’ results suggested that different factors that had potential to affect the culture in the manager's organisation (i.e. influence of Russian culture, male/female composition, etc.) did not seem to determine the dominant style of management and communication in the organisations. The overall readiness to accept and implement innovations in organisation was not determined by aforementioned factors as well. The participants of the in-depth interviews and the focus group session stressed that in general, management styles in organisations, existing attitudes, norms and behaviours are severely influenced by the Russian NC and contain totalitarian elements as prevalent in the overall Russian society, direction and development strategy and the style of communication.
Based on the approach proposed by Triandis (1995) it was assumed that the Russian OC was rather closed. In contrast, analysis revealed that it is gradually open to other employees from own and other departments. The conducted research presented deviation of the findings from literature, obviously caused by the fact that the surveyed population in average is younger of age and more internationally oriented and experienced than the overall population of employees and managers in Russian organisations
The effects of NC on management and communications styles in Russian organisations
Management and communication styles
As argued by Woywode (2002) and Smith (2011), organisations are struggling to survive and increase their competitive edge. Style of management and style of (internal) communication are relevant issues in the improvement of organisational performance. The majority of employees and managers perceive the management style in their home-organisation as consultative, participative and “by delegation”. The style of the internal communication in the majority of cases is selective (with a selective number of employees only) or representative (only through the heads of departments / managers). In the meantime, the communication in the home-organisation is fully transparent only in the minority of cases. Organisations are mostly open for implementation of new ideas and innovations generated from external and internal sources.
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