Darbuotojų įtraukimas į organizacijos pokyčių valdymą kaip veiksnys, gerinantis aukštosios mokyklos dalyvaujamąjį valdymą

LT2016 m. atliktas vadybinę krizę išgyvenusio Lietuvos universiteto darbuotojų įtraukimo į pokyčių valdymą tyrimas padėjo atskleisti atskirus, moksle mažiau akcentuotus, vidinius veiksnius (nepakankamas dalyvaujamasis valdymas, vadybinių gebėjimų vertės organizacijai suvokimas, horizontalių valdymo struktūrų veiksmingumas, projektų vertė didinant darbuotojų įsitraukimą į pokyčius, nevienodos vidurinės grandies administracijos darbuotojų galimybės dalyvauti priimant aukštosios mokyklos sprendimus ir kt.), prisidėjusius prie institucijos dalyvaujamojo valdymo gerinimo. Darbuotojų dalyvavimo valdant pokyčius veiksmingumas ir dėl to kylančios problemos, taikomi darbuotojų įtraukimo į sprendimų priėmimą formalūs ir neformalūs būdai ir aukštosios mokyklos valdymą galinčios pagerinti priemonės analizuotos pasitelkus mokslinės literatūros ir teisės aktų, aukštosios mokyklos dokumentų turinio analizę, struktūruotą individualų kokybinį interviu. [Iš leidinio]Reikšminiai žodžiai: Aukštosios mokyklos valdymas; Dalyvaujamasis valdymas; Dalyvaujantis valdymas; Darbuotojų įtraukimas į pokyčių valdymą; Formos; Horizontalios valdymo; Pokyčių valdymas organizacijoje; Change management; Employee involvement; Horizontal governance; Management of a higher education institution; Participatory management.

ENResearch carried out in 2016 in a higher education institution is presented in this article. Its aim was to analyse staff involvement in change management as a means of promoting participatory management. A Lithuanian university that survived a management crisis was chosen. The paper focuses on specific aspects of participatory management of this university. The following research methods were used: scientific literature review, qualitative content analysis, structured individual interviews. Respondents: university staff involved in decision- making and management. A review of participatory management and public management theories showed that: 1) good governance (legitimacy, transparency, efficiency, accountability, flexibility, integrity, etc., Principles of Good Governance at the University of Guelph, 2014) facilitates staff involvement in decision-making, encourages them to take responsibility; 2) the management system has a huge impact on change regarding staff development, cooperation promotion, leadership facilitation, stakeholder involvement; 3) regularly provided information on change in progress promotes staff involvement. EU and Lithuania’s legislation on higher education governance places emphasis on participatory management. During 2013-2016, Šiauliai University introduced a legal framework for employee involvement in decision-making. Seeking to implement innovations in governance and facilitate staff involvement horizontal governance was introduced; it was a non-traditional approach to dealing with a management crisis. An empirical research confirmed theoretical insights that although participatory management, staff involvement in governance and strategic management are set in the strategic documents of the institution a culture of participation should be built and necessary structures and strategies created.The respondents named the following factors as barriers to participation: a lack of understanding of its benefits and leadership skills, insufficient involvement of middle and low-level administrative staff. Several aspects of staff involvement in the governance of this institution were identified: • A gap between management layers exists; that leads to a lack of trust between management and the staff. • Not all working group members delegated by the academic and administrative staff are responsible and experienced. • Management lacks knowledge of and responsibility for staff motivation and development, communication; that leads to staffing and financial problems. • Seeking systemic change in management and governance the main drivers of employee engagement are external evaluation and an increasing competition. • Information about ongoing changes and their results provided formally and informally, through various channels increases employee engagement. Analysis of interview data revealed that: • Participatory management improves the image of the institution. • Project work facilitates employee involvement, helps find creative solutions • Employees gain and/or developed strategic planning, document management, project, programme development, leadership, teamwork, networking, collaboration, other skills. [From the publication]