Open AccessCompany top-managers’ ideologies as a mental protection from environmental uncertainty
Author(s) -
Petro Vlasov,
AUTHOR_ID,
Anna Kiseleva,
AUTHOR_ID
Publication year - 2021
Publication title -
organìzacìjna psihologìâ. ekonomìčna psihologìâ
Language(s) - English
Resource type - Journals
ISSN - 2411-3190
DOI - 10.31108/2.2021.4.24.1
Subject(s) - negotiation , psychology , social psychology , value (mathematics) , interpretation (philosophy) , cognition , disengagement theory , organizational conflict , conflict management , political science , computer science , law , gerontology , medicine , machine learning , neuroscience , programming language
. At the beginning, entrepreneur creates his own concept of organization – value-cognitive-actional pattern, which is socialized, coming into conflict with CEOs’ individual interests. For this purpose, they use various distortion styles of organizational reality in their interpretations of values, cognitions and actions, thereby destroying organizational productivity. Aim. We have aim to explore wide-spread distortion styles in interpretations of organizational reality (CEO). We obtained 95 organizational self-descriptions of companies (from 50-1500 individuals) and classified them (key topics, actors, intention). Then we discovered interpretation styles and have grouped them according to a specially developed hierarchical model of organizational self-descriptions on several levels (formal: procedures and rules of behavior; content (statics: objects, agents and their attributes; dynamics: processes, algorithms and technologies); sense-logical: purposes, causes, values and beliefs). Results. We identified the following distortion styles of the entrepreneur’s value- cognitive-actional pattern: procedural (formal) - formal following of rules, norms, and instructions; personnel follow formal rules. Authoritarian (static) – the power of guarantor, authority and enactor of rules; personnel are obedient and loyal; participative (dynamic) – interaction, rules and hierarchies are the result of negotiations; the head of organization is a moderator; personnel are a part in negotiations. Conclusions. Destructive distortion styles lead organizations to: moral disengagement – avoidance of values in relationships, decisions and actions; guilt instead of responsibility – feeling guilt or self-justification; narrow-mindedness – insisting on one’s own vision and ignoring feedback.