Organizational Psychology

The article is an attempt to understand the reasons why the abroad recognized and effective technology of personnel management do not work in a Russian companies. The reasons are considered: 1) ignoring the basic conditions for personnel management; 2) attempts to speedup and simplify the process; 3) simulation technology in favor of the persons concerned; 4) lack of necessary skills management personnel; 4) non-comlementary technology used in relation to the dominant ideology of the organization management. Introduced an operational definition of thec oncepts “technology” and “ideology”, as well as the “ideology of management”. Substantiates the close relationship between efficiency of technologies and the dominant ideology in the organization of management, especially management representations of a typical employee. The author shows some surface markers (symptoms) that appear in the course of consulting projects can serve as indicators behind them managerial ideology, and describes how these characteristics affect the quality of theproject. The author cites the example of the successful transformation of the ideology of the company’s management through the phased development of the new technology work with the staff. At the same time as the model uses the Litwin&Stringer’s concept of organizational growth. It concludes with recommendations for the introduction of advanced technologies of personnel management, which can be useful for professionals working in the field of organizational psychology.