An important factor in formation an organizational culture is the analysis of motivational factors that have impact on organizational culture. This paper aims to determine motivational indicators that have a significant impact on the organizational culture of the enterprise. Implementation of the motivational function of organizational culture implies the use of monetary and non-monetary motivational indicators. Motivation of employees in a listed way allow to develop effective organizational culture. The use of the suggested motivators for increasing efficiency of organizational culture makes it possible to significantly increase the effectiveness of personnel management in the company. For competent formation of the organizational culture in Ukraine together with monetary indicators companies should implement non-monetary indicators and specific motivators which have significant impact on the organizational culture. In the future, the list of motivational indicators will allow to develop a list of effective measures to improve the organizational culture of the company.

Gen Z representatives from one Western and one Eastern European country were the subjects of an empirical study investigating leadership style preferences and effects of motivation and performance on leader preferences. Data from 131 Ukrainian and 157 Austrian Gen Z representatives were analyzed. Different dimensions of leadership were examined, including transactional/transformational leadership and production/employee/change orientation of leaders. The results show significant differences in expectations between cultures, and within different leadership styles. Generation Z representatives from collectivist cultures with high power distance, long-term orientation, and high uncertainty avoidance have higher expectations of their future leaders than those from individualistic countries with lower power distance, less long-term orientation, and low uncertainty avoidance. A higher level of work motivation leads to a higher relevance of transformational, transactional pecuniary, and transactional non-pecuniary leadership styles in a collectivist, uncertainty-avoiding country with high power distance (Ukraine), while there is no effect in an individualistic country with low uncertainty avoidance and low power distance (Austria). Also, higher levels of work motivation lead to more appreciation of employee / production / change orientation in Ukraine, but only to higher levels of employee orientation in Austria. High performers in Austria tend to accept transactional sanction-based leadership, while this is not the case in Ukraine. In general, generations that may be described as universally similar have different perceptions depending on the culture they grew up in. For business leaders, the study provides insights into Gen Z employees and their leadership expectations. Managers from different business sectors working with employees from different cultural backgrounds should be aware of their employees’ different expectations. Recruiters will eventually have a better understanding of which arguments regarding leadership their future employees prefer and can adjust their recruitment messages accordingly.

Ñòàòòÿ пðèñâÿ÷åíà ðîзðîбëåííю ìàòðèö³ ñóì³ñíîñò³ ì³ae îðгàí³зàö³éíîю êóëüòóðîю òà ñòðàòåг³ºю п³äпðèºìñòâà. Бóëî пðîâåäåíî àíàë³з îñòàíí³х äîñë³äaeåíü òà пóбë³êàö³é, íà îñíîâ³ ÿêèх ñфîðìîâàíî íåîбх³ä-í³ñòü пîäàëüшèх äîñë³äaeåíü ö³ºї òåìàòèêè òà âèä³ëåíî îñíîâí³ пðîбëåìè. Дëÿ б³ëüш пîâíîї хàðàêòåðèñòèêè бóëî ðîзгëÿíóòî òèпè îðгàí³зàö³éíîї êóëüòóðè, ÿê³ зíàéшëè â³äîбðàaeåííÿ â б³ëüш ðàíí³х ðîбîòàх òà пðåäñòàâèëè òèпè ñòðàòåг³é, ÿê³ âaeå бóëè óзàгàëüíåí³ ó пîпåðåäí³х пóбë³êàö³ÿх àâòîð³â. Цå äàëî зìîгó пîбóäóâàòè бàзó äîñë³äaeåííÿ òà âèÿâèòè зâ'ÿзîê ì³ae öèìè äâîìà пîíÿòòÿìè. Яê ðåзóëüòàò, бóëî пðåäñòàâëåíî ìàòðèöю ñóì³ñíîñò³, ÿêà äåòàëüíî äåìîíñòðóº зàëåaeí³ñòü ðåзóëüòàòó âпðîâàäaeåííÿ ò³ºї ÷è ³íшîї ñòðàòåг³ї â³ä хàðàêòåðèñòèê íàÿâíîї êóëüòóðè. Îêð³ì òîгî, äàíî пîÿñíåííÿ äî êîaeíîгî бëîêó, âèхîäÿ÷è з ðåзóëüòàò³â пðîâåäåíîгî íàìè àíàë³зó, òà îбґðóíòîâàíî пðàêòè÷íó зíà÷óщ³ñòü äîñë³äaeåííÿ. Ключові слова: îðгàí³зàö³éíà êóëüòóðà, ñòðàòåг³÷íå пëàíóâàííÿ, ñóì³ñí³ñòü ñòðàòåг³ї, п³äпðèºìñòâî, êóëüòóðà.

Abstract. Over the past decade, foreign investors have become more interested in Mongolia because it was recognised to be one of the Global Growth Generators or «3G» countries. One of the issues of doing business internationally is the effect of the characteristics of national management models in the context of cross-cultural management. Every country's culture has its key values which predetermine the behaviour of its bearers. This is the reason why leadership in every country has its own cultural ground and different ideas related to the authority and management hierarchy. Numerous research works on cross-cultural management identify national models of management and leadership which are inherent to certain countries. Yet, not all of the characteristics of the Mongolian management model in the context of cross-cultural management have been researched as Mongolian culture differs significantly from national cultures of other Asian countries such as Japan and China. This research emphasises the significance of national culture which makes management style unique in every country. The authors of the article analyse characteristics of the Mongolian management model in cross-cultural context, as well as common features typical of Mongolian and other Asian management models in the context of national culture. The results of the research show the main characteristics of the Mongolian leadership model and its most significant differences from the Japanese and Chinese models of the Asian Group, which are the aim to live in harmony with the environment (nature), preservation of traditional and agrarian lifestyle, dominance of a democratic management style with the huge authority of the chief over subordinates. The results of the research will be the basis for the development of practical recommendations to maximise the synthesis of the Mongolian leadership model with other models in case of their interaction. Keywords: Leadership; National Leadership Models; Asian Leadership Model; Mongolian Leadership Model; Mongolia JEL Classification: M12; Z10 DOI: https://doi.org/10.21003/ea.V165-04 Лепейко Т. І. доктор економічних наук, професор, завідувач кафедри менеджменту та бізнесу, Харківський національний економічний університет імені Семена Кузнеця, Харків, Україна Батхуу Г. Віце-голова, Великий Народний Хурал, Монголія; аспірант кафедри менеджменту та бізнесу, Харківський національний економічний університет імені Семена Кузнеця, Харків, Україна Азійська модель лідерства на прикладі Монголії Анотація. У дослідженнях, присвячених проблемам лідерства, підкреслюється важливість врахування впливу національної культури, яка робить стиль менеджменту в кожній країні унікальним. Oсобливості монгольської моделі лідерства в контексті крос-культурного менеджменту досліджені ще не в повному обсязі, оскільки монгольська культура значно відрізняється від національних культур інших азіатських країн (Японії, Китаю). У статті проаналізовано особливості монгольської моделі менеджменту в крос-культурному контексті. Загальною характеристикою...

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