SET OF CRITERIONS USED BY RUSSIAN MANAGERS FOR CONTROL AND ASSESSING EFFECTIVENESS OF THEIR PROFESSIONAL ACTIVITIES AS AN OBSTACLE FOR THEIR LIFE-LONG LEARNING

F. Ismagilova, G. Miroliubova

Ural Federal University named B.N.Yeltzin (RUSSIAN FEDERATION)
The learning results of experienced managers would be more successful, if managers measure the effectiveness of their work changes after each learning program. To do this, the managers should have a personal set of measurable criterions used for controlling and assessing effectiveness of professional activities. This study aims at investigating the Russian managers’ set of measurable and immeasurable criterions of their professional activities effectiveness. After the Corporative Program, named “How to improve managerial skills”, delivered at large industrial enterprises for managers with experience of management (more than 3 years at line or top manager’s position) all participants (n=85) were asking to write the list of the criterions which they use for control and assessing effectiveness of professional activities. The content analyses and statistical analyses were applied. First, all criterions were divided on two groups: measurable and immeasurable. Second, all criterions were divided on three groups concerning what its measure: the objectives, the process and the behavior. The results of this study demonstrated that Russian experienced managers use the similar number of measurable and immeasurable criterions to control and asses the goals’ achievement. Furthermore they use more often immeasurable than measurable criterions for control and assessing effectiveness either of process, either of behavior (the differences are statistical significant). The practical implications of this study are that to provide effective life-long learning for experienced managers, the mentor should present and discuss with them the set of minimum 3 lists of measurable criterions for control and assessing effectiveness of professional activities, concerning: 1) managing process, 2) managing relationships and employees’ behavior, 3) the substitutions and neutralizes of leadership. Owing to the set of these criterions experienced managers would receive more opportunities to apply the learning content into their work and would be more motivated to do this as well.