Higher Education As a Tool to Build the Cultural and Intellectual Potential of Managers
Abstract
The article reveals the methodological aspects of training a new generation of managers in universities. In modern conditions in higher education theoretical and practical education of managers is required, as well as formation of their professional culture demonstrated in developed soft skills. However, in Russian society the traditional type of managerial culture prevails, which is demonstrated in spontaneous recruitment. As a scientific-theoretical and methodological basis of this research, the authors use system, dialectical, activity, phenomenological approaches, methods of applied sociological research. The article justifies that the effectiveness of management is associated with the level of development of intellectual potential of managerial personnel and its improvement is carried out through the implementation of professional, innovative, moral, information sub potential. Modern university training of managerial personnel reflects the contradiction between the traditional model of education and new requirements of the society, connected with modernization processes. Growing public intellectual activity requires managers to create new forms, methods and mechanisms of management. In these conditions, one of the mechanisms of management is a purposeful construction of managerial culture of young people as a future subject of management in the system of higher education. The development of the ability to improve internally is an important task of modern Russian management. The principle of subject-subject vertical and horizontal relations in knowledge management implies a shift of emphasis to self-organization. Therefore, it is necessary to take into account not only learning opportunities, but also self-learning. Academic training for management activities includes a combination of research and applied activities supplemented by the study of disciplines with a social and humanitarian orientation. In this connection, there is a need to train a new generation of professional managers capable of innovations, creative, constructive management activities, which are based on a fundamentally different culture of education management and personnel policy.
Keywords: intellectual potential, culture, knowledge, management, higher education, professional training of managers
References
[1] Al-Alawi, A. I., Nayla, Y. Al-M. and Yasmeen, F. M. (2007). Organizational Culture and Knowledge Sharing; Critical Success Factors. Journal of Knowledge Management, vol. 11, issue 2, pp. 22–42.
[2] Argote, L. and Miron-Spektor, E. (2011). Organizational Learning: From Experience to Knowledge. Organization Science, vol. 22, issue 5, pp. 1123–1137.
[3] Bikmetov, E. Y. (2014). Kultura Upravleniya kak Obyekt Sotsialnogo Poznaniya [The Culture of Management as the Object of Sociological Cognition]. Sotsiologicheskie Issledovaniia, vol. 9, pp. 69–72.
[4] Bontis, N. (2001). Assessing Knowledge Assets: a Review of the Models Used to Measure Intellectual Capital. International Journal of Management Reviews, vol. 3, issue 1, pp. 41–60.
[5] Gillies, D. (2017). Human Capital Theory in Education. In: Peters M.A. (Eds.). Encyclopedia of Educational Philosophy and Theory. Singapore: Springer, pp. 1–5.
[6] Grandori, A. and Kogut, B. (2002). Dialogue on Organization and Knowledge. Organization Science, vol. 13, issue 3, pp. 224–231.
[7] Husserl, E. (2000). Logicheskie issledovaniya. Kartezianskie razmyshleniya. Krizis evropejskih nauk i transcendentalnaya fenomenologiya. Krizis evropejskogo chelovechestva i filosofii. Filosofiya kak strogaya nauka [Logical investigation. Cartesian reflections. The crisis of the European Sciences and transcendental phenomenology. The crisis of European humanity and philosophy. Philosophy as a strict science]. Minsk, Moscow: Harvest, AST. P. 752.
[8] Kalkan, A., Bozkurt, Ö. Ç. and Arman, M. (2014). The Impacts of Intellectual Capital, Innovation and Organizational Strategy on Firm Performance. Procedia-Social and Behavioral Sciences, vol. 150, pp. 700–707.
[9] Kogan, L. N. (1984). Cel i smysl zhizni cheloveka [Purpose and Meaning of Human Life]. Moscow: Mysl, p. 252.
[10] Kogan, L. N. (1992). Sociologiya kultury [Sociology of Culture]. Ekaterinburg: URGR, p. 120.
[11] Kungurtseva, G. F. (2014). Intellektualnyi Potentsial Sovremennoi Organizatsii: Problema Razvitiya i Ispolzovaniya [The Intellectual Potential of a Modern Organization: Problems of Development and Use]. Sotsiologicheskie Issledovaniia, vol. 9, pp. 63–67.
[12] Leitner, K. H. (2004). Intellectual Capital Reporting for Universities: Conceptual Background and Application for Austrian Universities. Research Evaluation, vol. 13, issue2, pp. 129–140.
[13] Lukicheva, L. I. (2007). Upravlenie intellektualnym kapitalom [The management of intellectual capital]. Moscow: Omega-L, p. 551.
[14] Mabey, C. and Zhao, S. (2017). Managing Five Paradoxes of Knowledge Exchange in Networked Organizations: New Priorities for HRM? Human Resource Management Journal, vol. 27, issue 1, pp. 39–57.
[15] Matlay, H. (2005). Entrepreneurship Education in UK Business Schools: Conceptual, Contextual and Policy Considerations. Journal of Small Business and Enterprise Development, vol. 12, issue 4, pp. 627–643.
[16] Muscio, A., Quaglione, D. and Ramaciotti, L. (2016). The Effects of University Rules on Spinoff Creation: The Case of Academia in Italy. Research Policy, vol. 45, issue 7, pp. 1386–1396.
[17] Ramezan, M. (2011). Intellectual Capital and Organizational Organic Structure in Knowledge Society: How are These Concepts Related? International Journal of Information Management, vol. 31, issue 1, pp. 88–95.
[18] Sánchez, P. M. and Elena, S. (2006). Intellectual Capital in Universities: Improving Transparency and Internal Management. Journal of Intellectual Capital, vol. 7, issue 4, pp. 529–548.
[19] Senge, P. M. (1990). The Fifth Discipline: Art and Practice of the Learning Organizations. New York: Doubleday Currency, p. 423.
[20] Sparrow, J. (1998). Knowledge in Organizations: Access to Thinking at Work. Thousand Oaks, Chicago: Sage Publications, p. 260.
[21] Swart, J. (2006). Intellectual Capital: Disentangling an Enigmatic Concept. Journal of Intellectual Capital, vol. 7, issue 2, pp. 136–159.
[22] Tsoukas, H. (2009). A Dialogical Approach to the Creation of New Knowledge in Organizations. Organization Science, vol. 20, issue 6, pp. 941–957.
[23] Wilkins, A. and Holtham, C. (2012). Organisational Creativity: Building a Business Ba-Haus? Creative Education, vol. 3, pp. 737–745.
[24] Youndt, M. A. and Snell, S. A. (2004). Human Resource Configurations, Intellectual Capital and Organizational Performance. Journal of Managerial Issues, vol. 16, issue 3, pp. 337–360