Abstract:

The problem. The organizational system of criteria of efficiency usually is worked out by top-managers of the company and therefore characterized by certain subjectivity. Moreover, availability of system of criteria does not enough to provide the result, because these criteria could be subjectively interpreted by managers. The other problem occurs from the classical approach to decompose the system of criteria from the level of top-management through the level of middle level management onto level of employee, because of the hierarchical organizational structure. Identifying performance of managers in such approach is not possible, because the effectiveness of managers is not self-sufficient, and is based on the activities of their subordinates. Thus, both problems have as its sources, the managers’ systems of subjective criteria used them to control and monitor the effectiveness of their activities.

Objectives and method. The main objective of our research is to describe the system of subjective criteria which experienced managers use to control and monitor the efficiency of their professional performance. For this objective we developed the Model of managerial system of subjective criteria of efficiency .

All criteria were divided into the following groups:
1) measurable and immeasurable criteria,
2) criteria for the pre-, current and final control,
3) natural and relative criteria.

Our previous studies (Ismagilova F., Mirolybova G.) have identified that Russian managers prefer to apply immeasurable criteria rather measurable and if they apply measurable criteria, they prefer to use simple criteria than relative ones.

Practical implementation. For study, the Questionnaire “System of subjective criteria for self-performance’s control” was developed by F. Ismagilova and G. Miroljubova. This Questionnaire is available to practical use for managers’ life-long learning. Through this Questionnaire the managerial system of subjective criteria of performance can be detected and corrected during lifelong learning.

Avenues for future research. When managers design a system of indicators the integrated approach is needed to apply. This approach should be based on theories of organization, but at the same time it should take into account the psychological aspect of the problem. Decomposition of indicators should be based not only on a hierarchical organizational structure but on process approach as well. It is necessary to develop an algorithm of setting goals and identification of indicators. This algorithm should be based on the theories of organization, but at the same time it should take into account subjective measures used by supervisors. The Questionnaire reveals a system of subjective criteria , which manager uses in his/her professional activity. Thus, we will be able to compare the specified benchmark of organization focused on achieving its objectives and the real profile of manager’s system of criteria. This makes it possible to develop a program of training for managers aimed to develop and correct their personal system of criteria. Furthermore, it enables to use managers with different profiles for different organizational needs. The proposed method must be tested in different companies and identify its specificity for different types of markets and its dependence on other conditions.

Keywords:

Questionnaire “System of subjective criteria for self-performance’s control”.