|Abstract:||We considered transition (in Slovenia and other Central and Eastern European countries) in the economic context, as a shift from a centrally administered to a market-based economy as well as a shift from socialistic to capitalistic economy. The transition process is quite different in different countries in terms of its content, approach and speed of implementing reforms.
In the economic literature, which deals with transition at different levels of analysis (i.e. macro, mezzo, and micro), the macroeconomic viewpoint is prevalent. Less attention is devoted to the transition of working and behavior of organizations and their members, and it is often poorly holistic. The majority of literature has focused on the institutional viewpoint of transition, whereas the viewpoint of structural changes (i.e. real transition) of organizations and their members has been neglected. Further on, the existing literature does not take an adequately holistic approach to address managerial values within transition organizations, particularly in Slovenia, as well as in other transition countries in Central and Eastern Europe.
Slovenia finished its institutional transition upon entering the European Union. Despite a complete institutional transition of the national economy, numerous open questions still remain about the transition process, especially regarding the unfinished process of the necessary real transition (i.e. structural changes) within Slovenian organizations. The unresolved issues importantly hinder their future development.
This research focuses on transitional organizations and their management. Such organizations must notably change their working and behavior, in order to finish their real transition, design and implement their innovative working and behavior. Using a framework of working and behavior of organizations (also transitional organizations) we focus on their management and management values.
Transition importantly influences changing of society members’ values at all levels and in all fields of society. Among possible changes of values, we focus here on: (1) the state of managerial values in Slovenian organizations, and (2) the impact of these values on the desired development of organizations toward their innovative working and behavior. For this purpose, we developed a research model and several hypotheses.
Our research is based on conclusions of various authors that inappropriate managerial values, as important elements of the manager’s model of values/culture/ethics/norms, cause the main impediments to organizational finishing of their real transition. Our main objective is to propose possible solution for innovating the managerial values (and its model), wherein changing of the relative importance of the selected managerial values will influence changing of the important management characteristics, its leadership, and innovativeness. Improved working and behavior could also indirectly influence the organization’s performance.
Developing of our model for innovation of the managerial values includes three important elements: (1) Characteristics of management. This element includes (1.1) the required changes of the managerial characteristics supportive of the desired shift from the traditional to the modern management; (1.2) the managers’ significant personal values linked with single characteristics of the considered management types; and (1.3) the required changes in the relative importance in managerial values aimed to achieve the desired development within management; (2) Characteristics of leadership. This element includes (2.1) the required changes in leadership characteristics aimed to accomplish the desired shift from the autocratic to the democratic leadership type; (2.2) the mangers’ significant personal values linked with single characteristics of considered leadership types; and (2.3) the required changes in the relative importance in managerial values aimed to develop the desired type of leadership; (3) Characteristics of management innovativeness. This element includes (3.|