Success in management is dependent on the culture of the workers and the managers. The best results are realized where the managers and the workers have similar values and therefore approach working in the same way. A US worker or investor may be appalled by the application of movement skills in Russia due to the differences in values (Domsch, 2007). Therefore, the policy of sending US managers to Russia may not achieve the desired effects.

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Appraisals based on individual performance
In Russia, there are significantly difference in organizational culture. Some of the differences are a function of the differences in political ideologies between the US and Russian. For example, the Russian society has been characterized by presence of strong and authoritarian elites who have focused on the achievement of collective goals (Domsch, 2007). For example, the Tsars were the original leaders of Russia before the rise of the communist party. Both had similar ideologies.

Therefore, in Russia, a person who is focused on individual performance is viewed with skepticism and suspicion by the rest of the population. The value if important in personal appraisals because the focus of the society on group performance limits the ability and desire of an individual to perform as individuals. Therefore, individual appraisal of performance must be in the context of the achievements of a person within the confines of a group. Therefore, the US culture of personal ambition to rise through the ranks is not applicable, and neither can it be used to motivate performance because the structure of the classes in Russia restricts mobility (Domsch, 2007). The result is that people perform to fulfil their obligations as opposed to gain an advantage for themselves. Therefore, due to the differences between the US and Russian management styles and values, a US manager may not be able to conduct personal appraisals in Russia. The best way to appraise the performance of the Russian workers is to evaluate the performance of an individual within a group and achievement of short-term objectives (Domsch, 2007).

Systems for gathering suggestions from workers
In the US, management practices, the information derived from the workers is important because it helps in the formulation of workplace policies (Northouse, 2007). For example, employee satisfaction is an important aspect of the workplace because it is used to motivate workers. The feature is a characteristic of the small power difference between the management and the workers. The management is expected to perform tasks for the workers to keep them productive and happy (Northouse, 2007). In Russia, there is a conflicting culture. Due to the exposure to authoritarian rule under social and economic elites, the Russians are not used to giving information to improve their workplace (Northouse, 2007).

The implication of the differences is in the attitudes and the perception of the workers to the exercises (Northouse, 2007). For example, while ion the US, gathering suggestions may be interpreted as good management policy of employee involvement, the same may be interpreted as a weakness by the Russian workers. Therefore, instead of motivating the workers, collection of information may have the effect of relaxing the workers because they may develop a negative perception of the management (Northouse, 2007). Therefore, sue to the differences in culture and values, gathering suggestions in the workplace is not applicable in the Russian context.

Self-managing work teams
One of the only similarities between the cultures in the US and Russian is a tendency by the workers to avoid uncertainty (Lieberman, 2009). They prefer to have a proper chain of command to report to, especially where production is concerned. In self-managing teams, there is uncertainty if all the team members are in the same level in the organizational power structure (Lieberman, 2009). Therefore, unless there is a leader in the group, there is unlikely to be proper application of results.

However, the Russian culture of collective achievement suits the Russians to this style of working provided there is a proper structure in reporting and evaluation (Lieberman, 2009). The difference is a function of the focus on collective performance in the Russian culture compared to the US culture.
In conclusion, there are many differences between the Russian and US cultures. The implication of the differences is that the management practices applicable to successful effect in the US are not applicable in Russia and vice versa. Therefore, successful application of the different management practices requires changes in approach to adopt to the differences in culture.

  • Domsch, M. (2007). Human resource management in Russia. Aldershot, Hants, England: Ashgate Pub.
  • Lieberman, I. (2009). Russia creating private enterprises and efficient markets. Washington, D.C.: World Bank.
  • Northouse, P. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks: SAGE Publications.