| Abstract [eng] |
The current business environment, characterised by rapid change, technological advances and increasing uncertainty, is forcing organisations to look for more flexible and adaptive management models. Traditional hierarchical structures often no longer meet the need to react quickly to change, and more and more companies are turning to decentralised management approaches, including the self–organising organisation. In this context of transformation, the role of the manager is changing from that of a traditional controller to that of a facilitator of processes, who creates and maintains the operating systems of a decentralised organisation. However, despite the growing interest, there remains significant theoretical and empirical uncertainty about the specific functions and competences of the manager necessary for the successful functioning of the organisation in innovative decentralised management structures, particularly in the Lithuanian context. Therefore, the aim of this paper is to identify the specificities and implications of the role of managers in an innovative decentralised management structure organisation, based on the practical experiences of managers and expert insights. The aim of this paper is to identify the role of managers in an innovative decentralised management structure organisation. Object of work. The role of the manager in an innovative decentralised management structure organisation. Objectives: 1. to reveal the problems of management in organisations based on decentralisation principles; 2. to analyse the concept and principles of decentralisation and to identify the role of managers in managing innovation in organisations with a decentralised management structure; 3. to develop a methodology for the analysis of the role of managers in an innovative organisation with a decentralised management structure; 4. to carry out an empirical analysis of the role of managers in an innovative decentralised management structure organisation and make recommendations. Research methods. In the theoretical part of the analysis the analysis of scientific literature is carried out. The study applies a phenomenological approach, data is collected through the preparation and conduct of expert interviews, and a qualitative thematic empirical methodology is used for their analysis. The results of the empirical study were partially valid in comparison with the theoretical conceptual model of the managerial role. It was found that the role of the manager undergoes a fundamental transformation in the transition to a decentralised management structure, becoming that of a manager-facilitator. Five main categories of this role are identified: Initiating strategic change (including initiating the ideas and the necessary structures), creating and maintaining space (including aspects of collaboration, culture of openness, emotional background, raising ambitions and adult-adult relationships), fostering learning and development (including dissemination of knowledge and learning through empowerment), supporting organisational processes (including monitoring processes, developing a culture of responsibility and decision-making), and the manager's newly emerging role of reflection. It also reveals that other scenarios of managerial action are possible - managing through strengths, becoming part of the team, stepping back - but that facilitation functions remain core. Based on the results of the study, recommendations for managers and organisations are made, including a conscious shift to a facilitative role and the need to learn this competency, active initiation of strategic change and the creation of structures, the creation of an enabling space, the encouragement of learning, the effective support of processes through the development of responsibility, the practice of continuous reflection and flexibility in the choice of leadership expression, always ensuring facilitation functions. |
