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Organizational Development at Yandex (Leading Service Provider in Russia)

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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go …

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-development-at-yandex-leading-service-provider-in-russia-555


Yandex is one of the leading internet service providers in Russia, with Yandex search engine currently the largest in Russian language. It is also the most popular search engine in Russia as it attracted more than 60% of traffic in August 2012 with about 49 million users (Yandex, 2012). Since, its inception in 1990, Yandex has grown rapidly and had a market share of 56% in 2009 as compared to that of Google's 23% in Russia (Schenker, 2007). Following its goal of providing easy access to the online information to Russian speaking people, Yandex has entered several other service segments such as online news, market information, traffic monitoring, social networking, online payments and others. Moreover, by not entering into content creation field and just redirecting users to several pages of information online it has maintained a harmonious relationship with its several partners.
One of the key reasons attributed to Yandex's fast growth is its human resources policy and its investment in the human capital. Driven by an open communication, innovation led and creation enhancing atmosphere Yandex has been able to instill a sense of team spirit in all its employees (Latuha, 2010). Yandex's HR strategy can be defined as a paradox as on one side Yandex is a structured company working with Western investors and expanding globally, but at the same time the team structures are very loosely defined and decisions can be contested, altered or aborted after open discussions. In the words of American Research D. Hock, Yandex's philosophy can be described as "Chaordic Leadership" where chaos and order are entwined in the basic corporate culture (Latuha, 2010).

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  • 1. Organizational Development at Yandex Introduction & Background Yandex is one of the leading internet service providers in Russia, with Yandex search engine currently the largest in Russian language. It is also the most popular search engine in Russia as it attracted more than 60% of traffic in August 2012 with about 49 million users (Yandex, 2012). Since, its inception in 1990, Yandex has grown rapidly and had a market share of 56% in 2009 as compared to that of Google’s 23% in Russia (Schenker, 2007). Following its goal of providing “easy access to the online information to Russian speaking people”, Yandex has entered several other service segments such as online news, market information, traffic monitoring, social networking, online payments and others. Moreover, by not entering into content creation field and just redirecting users to several pages of information online it has maintained a harmonious relationship with its several partners. One of the key reasons attributed to Yandex’s fast growth is its human resources policy and its investment in the human capital. Driven by an open communication, innovation led and creation enhancing atmosphere Yandex has been able to instill a sense of team spirit in all its employees (Latuha, 2010). Yandex’s HR strategy can be defined as a paradox as on one side Yandex is a structured company working with Western investors and expanding globally, but at the same time the team structures are very loosely defined and decisions can be contested, altered or aborted after open discussions. In the words of American Research D. Hock, Yandex’s philosophy can be described as “Chaordic Leadership” where chaos and order are entwined in the basic corporate culture (Latuha, 2010). Objectives of Organizational Development at Yandex
  • 2. Figure 2 : Practitioner styles Characteristics (Brown, 2011) Figure 3: Practitioner Mode Characteristics (Neilsen, 1984) Stage 3 The Diagnostic Process The Diagnostic process stage is where the major required organizational changes are identified. The Practitioner has a multifaceted role in which he has following macro level tasks (Applegate et al., 2005) – • Understand the internal structure and system dynamics of the organization • Understand the boundaries and the existing relationships in the current system • Create an atmosphere where the client can participate in the change process by open flow of ideas • Suggest the changes in the processes and relationships required to achieve the strategic goals In case of Yandex following improvements have been identified – Corporate and HR culture – The dichotomy for Yandex is to imbibe the modern techniques of human resources management that are suitable for an international organization but at the same The Apathetic Mode The Gamesmanship Mode The Charismatic Mode T The Consensus Mode Consensus Mode Characteristics for Yandex • Client shares perceptions and feelings openly • Personal viewpoints considered relevant • Decisions made by sharing and discussion • Client realizes the OD process as a part of the organizational strategy This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-development-at-yandex-leading-service-provider-in-russia-555
  • 3. • Mariappanadar, S., 2005. An Emic Approach to Understand Culturally Indigenous and Alien Human Resource Management Practices in Global Companies. Research and Practice in Human Resource Management, 13(2). • Neilsen, E.H., 1984. Becoming an OD Practitioner. Englewood Cliffs Prentice-Hall. • Pettigrew, A., Woodman, R. & Cameron, K., 2001. Studying organizational change and development: challenges for future research. Academy of Management Journal, 44(4). • Schenker, J.L., 2007. Yandex Is Russian for Search—and More. [Online] Available at: http://www.businessweek.com/stories/2007-11-29/yandex-is-russian-for-search-and- morebusinessweek-business-news-stock-market-and-financial-advice [Accessed 21 Nov 2012]. • Tiong, T.N., 2005. Maximising Human Resource Potential in the Midst of Organisational Change. SINGAPORE MANAGEMENT REVIEW, 27(2). • WHELAN-BERRY, K.S. & SOMERVILLE, K.A., 2010. Linking Change Drivers and the Organizational Change Process: A Review and Synthesis. Journal of Change Management, 10(2). • Yandex, 2012. Yandex Company Information. [Online] Available at: http://company.yandex.com/ [Accessed 20 Nov 2012]. • Zain Books, 2012. The Organization Development Practitioner. [Online] Available at: http://www.zainbooks.com/books/management/organization-development_10_the- organization-development-practitioner.html [Accessed 23 Nov 2012]. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-development-at-yandex-leading-service-provider-in-russia-555
  • 4. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com