A Comparison of Leadership and Supervision Training Between the United States and Russia

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Compares leadership and supervision training in American multinational and consulting companies; and Russian consulting, new and established companies. Current obstacles in providing leadership and supervision training in Russia and United States and Russia through foreigners’ eyes are also analyzed.

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A Comparison of Leadership and Supervision Training Between the United States and Russia

  1. 1. A Comparison of Leadership and Supervision Training Between the United States and Russia Adelina Womack
  2. 2. Current economic conditions in Russia  Recession  Jobs have been reduced  The unemployment rate in Russia reached 8.5% as of February.  High inflation and turnover  Most companies have stopped hiring  Unpaid vacation or fire employees  No raises and bonuses  Big layoffs in retail, construction and heavy industry sectors
  3. 3. Current economic conditions’ influence on training Cut their training expenditures entirely Restrict their training budgets
  4. 4. The Russian government’s influence on training.  No interference into the creation and execution of training programs in companies  Between 1997 and 2007- a nine-month program for training midlevel managers and executives  Five thousand participants annually took part in this program  Focused on developing successful business management and learning English, German and French languages  Topics as economics, general management, marketing, business planning, English and financial and strategic management
  5. 5. Offering leadership training programs USA Russia  80 -100%  Only those companies which face competition.
  6. 6. Style of leadership American Russian  Americans apply the same rules and values for all situations  Americans consider that only good leaders have this skill  Such things are intolerable  Use different standards for “personal and impersonal relationships  Think that only weak people will try to resolve conflicts peacefully and compromise  Unlike the new generation, old Russian managers are very unlikely to be decisive, responsible and take initiative  It is normal not to care about honesty in business, to not guard proprietary information, and to approve of bribery
  7. 7. Challenges caused by its Soviet heritage  Existence of blat and blatters in the companies.  Blat is when companies rely on personal networking with influential people from the government while doing business.  People who have those connections are known as blatters.
  8. 8. Consulting companies (c.c.) USA Russia 4,996 HR c.c. 1175 c.c. and 883 of them are in Moscow.  Find it difficult to meet organizations’ needs Face reduced demand for training programs Started reducing prices for their seminars by spending less time in classrooms and moving to distance learning
  9. 9. Consulting companies USA Russia  Offer separate leadership and supervision seminars while only a few companies combine those skills. Only a few c. c. offer separate leadership training, which usually includes supervision training. Leadership skills are often introduced under different names:  coaching for managers  management training  corporate development program for managerial staff  effective manager
  10. 10. Leadership skills USA Russia  Problem solving  Conflict management  Decision-making  Project management  Communication  Effective meetings  Delegation  Responsibility  Empowerment  Coaching  Critical thinking  Persuasion  Managing teams  Motivation  Communication  Influencing people  Assessment of employees  Overcoming fears  Time management  Managing teams  Coaching  Delegation
  11. 11. Russian consulting companies These skills are taught separately.  Empowerment  Persuasion  Effective meetings  Negotiation  Conflict management
  12. 12. Russian consulting companies (cont.) Consulting companies use the following formats:  Lectures  Case studies  Role-playing games  Discussions  Teamwork.
  13. 13. New Russian company TNK-VR is one of the leading oil companies in Russia. Offers three leadership corporate programs known as “Horizons”, “Perspective” and “Ascent”.  “Horizons” is aiming to develop technical and business skills among university graduates. “Perspective” is focused on teaching supervisors and managers how to manage affectively subordinates. “Ascent” is designed to develop high potential employees. Lectures, mentoring and assignments.
  14. 14. Established Russian company  Mir is one of the largest shopping centers in Russia.  The executives take marketing, management basics, strategic managing in changing conditions, effective manager, strategic planning, time-management, organizational development, the managing of subordinates, psychology of influence, mutual partnership and unusual management styles.  Mir uses lectures, business games, and cases to train executives.  The high potential middle-level employees participate in an “action learning” program offered by an outside consulting company.
  15. 15. Multinational company Alcoa is a global producer of primary aluminum, fabricated aluminum, and alumina. In Russia, Alcoa is implementing a leadership succession plan to replace employees from other countries by Russian ones. For example, in the beginning of 2007 the company had 52 expatriates and at the end of the same year 31 of foreign employees were replaced by Russian managers.
  16. 16. Russia through Robert Pucelik’s eyes  Russian companies started to focus on quality, effectiveness and professionalism in their activities.  A few companies manage their personnel on a high level.  Russian organizations accepted that they cannot know everything and they need help, and started to learn through inviting outside trainers and providing their employees with internships.  Russian managers do not know the basics of doing business in areas like how to create business plan, how to conduct a meeting and how to resolve conflicts.  Russian consulting companies do not have enough seminars for developing the basics of doing business in Russia, while there are a lot of workshops focused on more complicated topics.  The western market can still learn a lot from Russia.
  17. 17. Russia through Reino Routamo’s’ eyes Reino Routamo’s advise:  To be patient, because in Russia it takes more than two years to establish a sub-contracting relationship  Forget your previous ideas and be ready to be shocked because Russia is in the transition period from communist system to open market economy  Combine the knowledge of Russian and Western managers  Progress step-by-step and do not be too slow
  18. 18. Russia through Kimberly Blanchard- Cattarossi’s eyes Russians tend to divide all people into insiders and outsiders. Kimberly Blanchard-Cattarossi’s recommendations:  Show that you are informed about Russian life  Stay away from “West is best" attitude  Request participant’s views  Learn such basic Russian phrases as "Dobroe utro" (good morning) and "Spasibo" (thank you)

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