Diskursas – organizacijos ir darbuotojų vertybinio suderinamumo pagrindas

LTStraipsnyje nagrinėjama diskurso prasmė, derinant organizacijos ir jos darbuotojų vertybinius interesus. Atliktas tyrimas Lietuvos verslo organizacijoje atskleidė, kad vadovai, bandydami suderinti organizacijos ir jos darbuotojų vertybes, taiko tokius vadybos metodus, kurie nesuderinami su tikrąja diskurso praktika. Nepakeitus vertikalaus valdymo metodo į horizontalų, nesudarius galimybių visiems darbuotojams dalyvauti sprendimų priėmimo procese, diskurso vadovui neturint šios srities žinių, organizacijos vadovybė lieka su savo vertybiniais tikslais, kurių žemesniosios grandies darbuotojai nesupranta. Tai lemia nesusikalbėjimą, konfliktines situacijas ir bendro tikslo nematymą. Visų organizacijos darbuotojų mokymasis ir kasdienis žinių taikymas praktinėje veikloje padėtų lengviau priimti pokyčius, kurie yra būtini siekiant susiformuoti naują vertybinę orientaciją. [Iš leidinio]Reikšminiai žodžiai: Darbuotojai; Diskursas; Organizacija; Vertybės; Discourse; Employees; Organisation; Values.

ENThis article seeks to examine the meaning of discourse in reconciling the interests of the values of an organisation and its employees. The aim of the work is to present an analysis of discourse as a basis for value compatibility between an organisation and its employees. The work consists of three parts. The first part acknowledges the purpose of discourse and the conditions for its effective application. The second part explains the methodology of the empirical research. The third part is an analysis of the results of the empirical research. A study conducted in a Lithuanian business organisation showed that managers try to reconcile the values of the organisation and those of its employees by applying management methods that are incompatible with the actual practice of discourse. Without changing a vertical management approach for a horizontal one, without enabling everyone to participate in decision-making processes, without the discourse leader having knowledge of this area, the value goals of the organisation’s management are not understood by lower-level employees. This leads to poor communication, conflict situations, and a lack of common purpose. Discourse should raise and resolve problems, so there should be no room for conflict, as it should be replaced by compromise. It is not enough to agree on commonly agreed value goals. It is necessary to establish a new approach to values in daily activities. Periodical or one-off discussions between specialists in certain fields, or among a certain number of employees, cannot be considered a discourse.If not all employees are involved in decision making, then any management measures become only supportive of declarative slogans. An employee as an individual is not capable of growing and improving in an organisation that does not have a unified direction of goals of values. As a result, an organisation that does not have employees who are dedicated to its value goals suffers both financial and moral losses. The participation of all employees in the discourse should be linked to processes of identifying and solving problems, to a systematic review of the values of the organization, in order to achieve coherence for the individual employee, the organisation and society. It is recommended that all employees in an organisation learn and apply knowledge in practice on a daily basis. This would facilitate the acceptance of changes that are necessary for the formation of a new value orientation. [From the publication]