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The article is devoted to a new model for organizing production activities that is adequate to the challenges of digitalization – virtual organizations. The authors show that the widespread adoption of virtual organizations that have no clear boundaries in space and time over the past decade gives rise to new management problems. Old management models based on hierarchy, authoritarian approach, and punishment / reward as the main motivators are not effective in virtual teams. Traditional transactional leadership should be replaced by transformational leadership, which involves an individual approach, intellectual stimulation, idealized influence and inspiring motivation. The authors indicate the social and psychological difficulties of the spread of transformational leadership. The paper emphasizes the need for the formation of leadership, managerial and digital competencies for effective leadership in project virtual teams.

Different scientific approaches to digital culture have been analysed in the article: digital culture is considered as a special form of being, a special integral design that includes audiovisual, semiotic, technological, logical, communication, network and other subsystems that exists at five levels: material, functional, symbolic, mental and spiritual; and as a set of values ofmodern society based on digital coding; and as a system of changes in practices, products of human activity associated with the culture of the digital age; and as a special level of digital literacy and competency. The anthropological aspect of digital culture has been emphasized. The main causes and stages of the development of digital culture as a modern stage in the development of the information culture of society also have been considered.

The article is devoted to methodological problems of personnel management: the problem of ethical values in the management of an organization, the problem of the relationship between ethics and economics, the problem of synthesizing positive and normative approaches within the framework of economics, the problem of balancing the basic values of the work ethic of an ethnos and socio-economic institutional factors of modern society. A classifi cation of ethical dilemmas in the organization is proposed: dilemmas at the individual level (professional ethics of the personnel manager), at the organizational level (ethics of the organization) and at the social level (economic ethics). The article shows the new ethical problems to which the spread of new information and communication technologies leads. The authors conclude that the humanistic economic theory of a civilized society has been developing.

A relatively new phenomenon in management practice – a virtual team has been considered. Based on a study of a wide range of domestic and foreign sources, it has been shown, what problems arise during the formation and operation of virtual teams. Attention on the problem of mutual trust in the team has been focused. It has been concluded that the lack of common social norms and opportunities for mutual control, the lack of direct personal contacts, cross-cultural problems, and the lack of informal communication impede confidence building. However, the rapid idealization of a communication partner, the ability to create the effect of physical presence with minimal means can contribute to building trust and team spirit. The article is addressed to specialists in the field of personnel management and all interested in modern technologies of labor management.