Go Back
| 16-Mar-2005 |
CONFERENCE IN MOSCOW,
RUSSIA
|
|
"The impact of management style and team composition on the success of companies"
with the participation of:
|
|
|
 Raymond Meredith Belbin
- graduated in Classics and Psychology at Clare College, Cambridge and gained his second degree for his doctoral dissertation on Older Workers in Industry.
After training at the Institute of Engineering Production at Birmingham and a Research Fellowship at Cranfield, he became a management consultant working in a wide range of industries.
Later he returned to Cambridge to become, in turn, Chairman of the Industrial Training Research Unit, Director of the Employment Development Unit, the first lay member in Cambridgeshire
of the Lord Chancellor's Advisory Panel on the Appointment of Magistrates and Senior Associate of the Institute of Management Studies in Cambridge. After three years as Visiting Professor in Leadership at Exeter,
he is currently External Examiner for the Department of Engineering Management in the University of Bristol. In a consulting capacity
Dr Belbin has advised the OECD,
the US Department of Labor, the Commission of the EEC and many manufacturing companies and public service organizations.
"...Strong and powerful leaders surrounded by weak followers have dominated human history.
The evolutionary pattern had much success during the era when territory was won through war. That pattern has become obsolete..."
"...The cult of the personality as it was termed in Russia prejudices the opportunity to deploy the full talents of a team and to create a dynamic and interacting network.
Now the high technology society is introducing a major change in human organization..."
Dr Meredith R. Belbin outlined the nature of these changes, the benefits they bring and what managers could do to bring them about.
Also refer to Belbin Associates Ltd website.
|
|
|
 Bob Kievits
- Formerly a Manager of Royal Dutch Shell, Managing Director EMEA of Ogden Aviation and CEO of Budget Rent-a-Car BeNeLux and Scandinavia.
Currently Change Management Consultant and Executive.
"...Many have observed that change is the only constant in today's dynamic environment. Therefore no manager should be without a basic knowledge of how to deal with changes in his own environment and organisation.
Although revolutionary change generally gets most publicity (especially its failures), most change programs in organizations follow an evolutionary pattern..."
"...Achieving successful evolutionary changes generally are not dependent on sophisticated management techniques.
Clear objectives, a good plan, top management support, a dedicated implementation team and close monitoring are building blocks of a sound change management approach with a high likelihood of success..."
Bob Kievits Msc used a number of examples from his own and other people's experiences with major change projects to illustrate this practical approach to the management of change.
|
|
|
 Elena K. Zavialova
- Doctor of Psychology, Professor of the HRM Chair of the
School of Management, St Petersburg State University,
honoured teacher of the higher and professional education, the author of 72 scientific works.
She worked in Austria, Germany and Sweden and is a EU TACIS expert in the women adaptation to the new social conditions of the transition period in Russia.
"...In the late 1980s organizations in Russia were closed systems. The enterprise management system was a reflection of the unified pattern of ownership - that is, state ownership.
All enterprises had the identical organisational culture based on linear-functional structure and authoritarian management style.
Nothing else could exist under those conditions..."
"...It was precisely in the Soviet psychology where the notion of "informal leader" emerged.
An informal leader is a person capable to influence management processes without being authorized to do this.
It often happened that formal and informal leaders conflicted with each other whereas organization problems remained unresolved..."
"...The change of environment conditions and ownership patterns and the need to respond to these changes brought forward the issues of various styles of leadership & management and managers'
roles linked to their personal features and group peculiarities.
Stereotypes of authority relationships embedded in the previous system were - and still are - hardy and ready to shoot forward any moment,
if we do not use technologies enabling to restrain them.
Belbin's system is one of these technologies..."
|
|
