Organizational culture of management: adhocracy, competence and leadership

Sherstiuk, Roman
Stoyko, Igor

Palyanytsya, Viktor

Ternopil Ivan Puluj National Technical University, 56 Ruska str., 46001, Ternopil, Ukraine

Sherstiuk, R., Stoyko, I. & Palyanytsya, V. (2022) Organizational culture of management: adhocracy, competence and leadership. Socio-Economic Problems and the State (electronic journal), Vol. 26, no. 1, pp. 37-45. URL: http://sepd.tntu.edu.ua/images/stories/pdf/2022/22srpkil.pdf

may-2022

21-jul-2022

Ternopil Ivan Puluj National Technical University

https://orcid.org/0000-0001-6253-9421

https://doi.org/10.33108/sepd2022.01.037

658.3

L23

management
organizational culture
adhocracy
competence
leadership

9

37-45

37

45

The article substantiates the directions for solving the problems of organizational culture of production through adhocratic management style. In high-tech and fast-growing industries, organizations have emerged that show signs of organizing the future. In the scientific literature, these organizations are called adhocratic, which are based on knowledge and competence, rather than on positions in the hierarchy. In adhocratic organizations, in contrast to bureaucratic structures, there is a shift from entrenched schemes, standardization, division of functions and methods of activity (the desire for a rigid division of labor, excessive formalization of behavior and interaction, total use of planning and control systems, etc.). The article connects the issue of adhocratic management with competence and leadership. The competence of the employee is seen as the degree of his qualification, which allows him to successfully solve the tasks facing him. The greatest organizational effect for this management system will be if there are leaders in different positions of managers. The basic features of leadership are highlighted: ability to make responsible and complex decisions, willingness to take proper responsibility for them; concern for the common good and benefit of people, not for personal gain; the ability to lead people on a completely voluntary basis; possession of charisma and natural power of influence; trust in the leader of the group and strong authority; the ability to admit mistakes and the desire to take responsibility for defeats, to look for personal miscalculations. The advantages (participation of all the organization’s members, continuous learning, solving problems according to the capabilities of each team member) and disadvantages (possible problems of communication during decision-making process; if the organization is not used to working “adhocratically”, it is constantly looking for a boss; long decision-making process due to taking into account the points of views of many people) of adhocratic management are identified.

The authors received no direct funding for this research.

http://elartu.tntu.edu.ua/handle/lib/38572

2223-3822

Socio-Economic Problems and the State

http://sepd.tntu.edu.ua/images/stories/pdf/2022/22srpkil.pdf
https://www.researchgate.net/profile/Quan-Tran- 21/publication/340234615
https://slovnyk.ua/

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Article

Scientific Journal "Socio-Economic Problems and the State", Vol.26, No.1