Suinteresuotųjų grupių vadybos problemos privatizacijos ir tarptautinio verslo kontekstuose: "Lietuvos telekomo" atvejis

LTStraipsnyje pateikiamas suinteresuotųjų grupių teorijos konceptas, per kurio prizmę nagrinėjami AB „Lietuvos telekomas“ privatizavimo procesai bei įmonės politika. Straipsnyje suinteresuotųjų grupių vadyba pristatoma kaip ekonomikos humanizacijos procesų veiksnys, kartu ir jų rodiklis. Pasirinktos įmonės praktika patvirtina šios teorijos pagrįstumą ir atskleidžia papildomą verslo riziką, kylančią dėl suinteresuotųjų grupių interesų ir tarptautinio verslo etinių standartų minimumo nepaisymo. Jos pavyzdžiu įrodoma būtinybė verslui atsižvelgti į suinteresuotuosius, didinti socialinę atsakomybę, vadybininkų moralinę kompetenciją, papildyti verslo etikos žinias, formuojant įmonės strategiją bei tikintis ilgalaikės verslo sėkmės. [Iš leidinio]Reikšminiai žodžiai: Ekonomikos humanizacija; Socialinė atsakomybė; Suinteresuotieji; Tarptautinis verslas; Verslo etika; Business ethics; Economics humanization; International business; Social contract; Social responsibility; Stakeholders.

ENThe paper dwells upon social ethical dimensions of business in today's economy and the consequences when they are disregarded. Stakeholder theory and its application to organization management are considered crucial for establishing social responsibility and humanizing economics in today's world. The analysis of the activity of Lithuanian telecom company, which was privatized by a foreign investor and received a monopoly licence to provide telephony services in the light of stakeholders' theory proves that disregard of strategically important groups' interests, absence of social contract, responsibility and accountability to the local community result in public distrust, lack of their loyalty and, gradually, in financial losses. The authors begin the case study by analyzing the privatization process of "Lietuvos telekomas". It is shown that stakeholders' disapproval and hostility towards the company and the government were created at the beginning when the privatization process started and monopoly licence to the corporation was granted. Lack of transparency, secrecy between the Lithuanian government and the company owners, lack of knowledge about the advantages of free market by the public, negative emotions promulgated by the media erected barricades between the society and the company with the government. It explains why even positive social programmes that "Lietuvos telekomas" started afterwards have been met with skepticism. Even more, negative attitudes towards one economic subject affected attitudes towards market system in general and the government's decisions regarding the integration processes to the EU. The exploration of consequences is continued by analyzing four stakeholders' groups, i.e. employees, customers, competitors and small shareholders.It explains why loyalty and trust are not associated with the company and what - both macro and micro - losses have been incurred because of the orientations towards fast profit and absence of purposive stakeholder management. Naturally, positive changes have been made in organization management: parasite structures, fictitious workers which were created and who were "employed" by former managers were eliminated. Yet, in depth, strategic changes have not been made. "Renewal" of human resource politics has been reduced to routinized work processes and no signs of contemporary human resource management have been noticed so far. Lack of attention to ethical principles which enable companies to humanize economics or, in other words, combine positive financial performance with social moral imperatives, had an effect on the company's financial indicators, e.g. its net profit decreased by more than 100 times. Though large investments into technological infrastructure have been made, the analysis raises a question, i.e. whether a company which renewed the technological and technical equipment from the income gained from the local society can be termed as an investor. Today the company, whose monopoly licence expired December 31, 2002, is making efforts to stop running clients and withstand the competition of the mobile operators. It has started several client-friendly programmes and payment plans, ideas (at least they are expressed in the company's official website) of creating social welfare are promoted. These are the first steps which might evolve into politics of social responsibility, rehabilitate the firm's image in the market and pave the path to successful performance in the future. [From the publication]

• Vadyba / Management
• Ekonomika / Economics