Polish Managers’ Ability to Use the Potential of Their Employees

1. Polish Managers’ Ability to Usethe Potential of Their Employees

2. AUTHORS Dr. Dariusz Użycki • Managing Director CEE Deininger Consulting Sp. z o.o. • 12 years in consulting business • Personal experience in the region from Western Europe till Kazakhstan and Siberian part of Russia • www.deininger.de • dariusz.uzycki@deininger.pl • +48 22 695 02 10 ; +48 606 362 934 prof. Jacek Miroński • Professor at Warsaw School of Economics (SGH) • Academic Director CEMS MIM (Master of International Management – top 3 in the world in the Financial Times ranking) • Head of Business Communication Department • Teaching in Executive MBA programs • jm67@sgh.waw.pl • +48 692 119 256

3. SURVEY’S PARTICIPANTS • Daughter-companies of international investors • Companies of pure local origin (Polish capital) • State-owned companies • Owners (entrepreneurs) Statistics and analyzed parameters: • female 19%, male 81% • 18-34 years old 13%, 35-44 years 56%, >44 years 31% • university degree 88%, MBA 48% • size of managed team • size of the company • company location (Mazovia region, rest of Poland)

4. METHODOLOGY McGregor’s theory of managerial X-Y types • Two questionnaires (attitudes & behaviours) prepared and verified by R.E. Kopelman and others in 2008 and 2009 • 52 statements the respondents were asked to comment upon • 5-level Likert’s scale, with 1 standing for “absolutely not” and 5 standing for “absolutely yes”

5. STEREOTYPES - „a Polish manager” • communicating mainly top-down, • closed to other people’s ideas (specifically those placed lower in the hierarchy), • loving hierarchy, power and titles, • having low trust in subordinates' good will or commitment, • leaning toward theory X.

6. GENERAL RESULTS Y BEHAVIOURS ATTITUDES POSTAWY X

7. DIFFERENCES OF OPINION Largest differences of opinion - Attitudes: 1.Employees prefer opportunity to security (32% yes and 35% of no). 2. Most people will not use their own initiative or do things they have not been specifically assigned to do (33% yes and 37% no). • Most people work to eat and pay their bills rather than because they need to solve problems and be creative (34% yes and 35% no). • Most people will try to do as little work as possible (53% yes and 21% no) Largest differences of opinion - Behaviours: 1.You need to constantly check up on employees to ensure they are working as required (31% yes and 39% no). 2.It is important to continually remind people to meet deadlines (33% yes and 30% no). 3.Employees should not be allowed to set standards of performance, or they will be set too low (30% yes and 40% no).

8. FEMALE – MALE MANAGERS BEHAVIOURS Y F M F M ATTITUDES X

9. AGE (LIFE EXPERIENCE) Y BEHAVIOURS 45- 35-44 -34 ATTITUDES X

10. CONCLUSIONS • Importance of manager’s attitudes, expectations and opinions • Polish and foreign managers • Awareness of management styles • Tendency to control • Doubts for deeper, internal motivation of employees • No differences between men and women • Age – the strongest differentiating parameter • Lower X and higher Y together with the size of the company • MBA, team size, company location – no significant impact