As for respondents' age and sex, the prevailing majority is young ladies aged less than 18 years old. There are no young people elder than 22 years old. It basically can be explained by the fact that youngsters after graduation are no longer interested in this voluntary since they start finding a permanent job at this age. And it is most likely that they cease their activities in Youth council for this reason.



The cross-tabulation analysis has revealed that young people who are working for Youth council less than a year are more satisfied with overall organizational culture than people who are working for already 1-3 years. Thus, 22 respondents who are working less than a year answered that they are highly satisfied and satisfied with existent working conditions, climate and atmosphere (five on a scale - 8 respondents, four on a scale - 14 respondents). That is to say that the majority of responses were highest level of satisfaction. On the contrary, 17 respondents who are working for 1-3 years noted that they are rather satisfied and middle of a scale (four on a scale - 10 respondents, three on a scale - 7 respondents). It means that we can assume that the level of satisfaction depends on the duration of young people participation in this work: the longer they work, the lower the level of satisfaction. The chairperson also noticed this tendency during Youth council organizational meeting: “Вы ведь были такие активные и инициативные, когда только пришли в совет. Что случилось сейчас?”/ “You were so active and enterprising when you just came in the council. What happened now?” During my observation I noted that there is a discontent on the part from the chairperson regarding this issue of Youth council - inactivity of members of organization.

As for future plans of young people regarding their continuation of Youth council activities and the level of satisfaction, the respondent' answers were distributed in this way: 31 respondents who are planning to stay as long as it is possible are rather satisfied or highly satisfied with overall organizational culture (five on a scale - 12 respondents, four on a scale - 19 respondents). It makes perfect sense that young people who are satisfied with the existent working conditions are willing to stay for a long and indefinite period.

The correlation and regression analysis has showed the relationships between several variables. Thus, questionnaire results indicate that the level of satisfaction of young people depends on the recognition and acknowledgement from the chairperson of the organization. The correlation coefficient is 0.6, which means that there is a relationship that appears to exist between these two variables. Although these variables are moderately correlated, they do move in the same direction together, so when the recognition of the chairperson increases, so does the level of overall satisfaction. Moreover, the relationship between performance evaluation system and level of satisfaction also appears to exist. Thus, the correlation coefficient is 0.6, which means that there is same moderate correlation as with the previous variables. However, the results of the questionnaire have indicated a relatively low correlation between level of satisfaction and `good relationships and support from other volunteers' variable. This correlation coefficient is only 0.4, which implies that there is almost no dependence of satisfaction on personal relationships with other members.

2.3 Youth Included case

The survey has received responses from 31 members of Youth Included organization. Data were collected much slower than expected: almost two weeks. The questionnaire results showed that young people who work for this organization for the most part are engaged in these activities for less than a year (21 respondents). The rest of the respondents work as volunteers in Youth Included for 1-3 years (10 respondents). Same way that Youth council respondents, there are no members of this organization who work for more than 3 years. As the President of this organization mentioned during the organizational meeting: “I know how initiative you are right now. It's because you've just joined our team. Further after a couple of months your enthusiasm will go down. I know it for sure”. She said it to the newcomers while my observation. Likewise, Youth Included has the challenge of people leaving their organization after a certain period of time. Same tendency can be observed in the Youth council case.



However, the same situation with the future plans can be examined in Youth Included organization as it was with the Youth council case: long-term perspectives regarding their voluntary work in the organization. Thus on the question “What are your future plans for working as a volunteer in this organization?” more than a half of respondents answered that they would like to stay in the organization as long as it is possible (22 respondents). At the same time 5 respondents chose the option “I want to stay for one more year” and 4 respondents do not know yet about their plans regarding this aspect. Moreover, one the core team members said in his interview that this is a typical thing for the organization of this type: “Это совершенно обычное явление, что ребята уходят после нескольких лет. Но на моей памяти никто не уходит просто так, обычно на то есть весомая причина: будь то переезда в другую страну или свадьба, например”/ “It's quite common that guys leave organization after a few years. But in my memory no one leaves just like that, usually there is a good reason: whether it's moving to another country or a wedding, for example”. Therefore, it means that young people do not leave this organization without any reason or with a lack of motivation.



Overall level of satisfaction with organizational culture is almost 5 (4.58). It is considered to be the most impressing fact that nobody in this organization chose the options less than four on a scale. Thus, 18 respondents chose five on a scale and 13 respondents chose four on a scale. Such a level of satisfaction can be confirmed and illustrated by observation notes which were made during organizational meetings: “I can feel a friendship atmosphere in this organization. I think that these new guys feel a bit uncomfortable to speak aloud about themselves. However, those experienced people were trying to support them by starting the conversation”. Accordingly, no pressure, no angry, no dislike exists in this organization. The core team is always trying to be polite and supportive towards all other members of the organization. It may also be confirmed by the answers of respondents on the question “What do you like most about your work in this organization?” Impressively, that the answers were divided almost equally: 14 respondents noted treatment as equals and 13 mentioned that they like best friendship atmosphere in the organization. Only 4 respondents chose an option “New acquaintances”. Communication as equals is believed to be the basic feature of Youth Included work since it is a voluntary based organization. Thus, in the interview with the President of Youth Included she said: “We have people from 16 to 30-35 years old. But within the organization we never say “I'm older, you're younger, so you do a dirty job”. So we all are equal”. Equality is the thing from which they benefit since new people keep joining the organization. I counted 6 newcomers who came for the first time on one of the meetings which I observed. They do not have a real hierarchy in the organization since they believe that it will not lead to positive outcomes in members' performance. The President of Youth Included mentioned in her interview: “We don't have hierarchy, which brings us to the side that there is no usual division of labor and also leads to the situation when you don't know who would do the dirty job and so on. But when you work with volunteers, this is just not possible, because if at the moment you treat volunteer like that, next day you won't have this volunteer. If the person is smart, he will leave”. She considers this aspect of their work as both challenge and strength at the same time. Another core team member also emphasized this aspect of their work and structure: “Да, у нас нет какой-то иерархии, позиций директора или его заместителей. Просто те люди, которые стоят у нас в органе как руководящие, на них просто больше административной ответственности падает. Вот и все”/ “ Yes, we do not have any hierarchy, positions of the director or his deputies. Simply, those people who stand in our body as leading, they have more administrative responsibility. That's it”. Although they do have almost the same position regarding hierarchy as Youth council, they indeed do not prefer to build their work and communication on the hierarchical structure. They just have it rather for administrative work duties than for the construction of communication processes and organizational atmosphere.

Furthermore, the respondents mentioned that good relationships and support from other members of the organization assists them in being highly motivated. Thus, the average scale number for this statement is 4.1 which mean that they do believe in the significance on interpersonal relationships during their work for this organization. More than a half of respondents agree with the statement “Good relationships and support from other volunteers is helpful to get motivated” (five “strongly agree” on a scale - 9 respondents, four “agree” on a scale - 16 respondents). It is confirmed by identified factors during interviewing with the core team members: `non-formal communication and support', and `opportunity to become friends with other members of the organization'.

Meanwhile, Youth included members believe that the President of their organization is interested in motivating other volunteers. Thus, the average scale number for the question “How do you evaluate the statement “The core team/president of the organization is interested in motivating other volunteers”?” is 4.52 which means that they consider the behavior of the leader of their organization as motivating and inspiring to do their job. The Youth Included members admit efforts which are made in order to motivate them. Hence, almost all respondents agree with this statement (five “strongly agree” on a scale - 18 respondents, four “agree” on a scale - 11 respondents). This survey result can be confirmed by my observation notes as well. During one of organizational meetings I noticed that Katya (the leader of organization) is trying to keep all members excited and passionate during the conversation and discussion. That is a note from my observation diary regarding my feelings about what was happening: “Katya is only suggesting the idea concerning different topics. Her main objective is to navigate other team members so that they can participate in the whole discussion. They look passionate while expressing their opinions”.

As for recognition and acknowledgement of the core team, on average, respondents do agree with the statement “The organization (core team/president) recognizes and acknowledges my work” (4.58 on a scale from five). Likewise, the President of Youth Included highlighted that they do appreciate each member's contribution: “but it doesn't make them less valuable for us. So, yes there are more active people, but all the rest also have this feeling that they are belonging to this group”. So, we can assume that the core team of this organization also uses extrinsic motivators such as words of gratitude and appreciation. She (the President) mentioned in the organizational meeting that “this is a merit of all members of organization”. The core team never holds the stage, the do prefer to emphasize the significance of all participants of the organization. However, the respondents do not agree fully that Youth Included has an effective performance evaluation system for its members. The average scale number for this statement is 3.81 which mean that there are still people in this organization who do not believe in the effectiveness of current performance evaluation system (three on a scale - 6 respondents, two on a scale - 1 respondent, one on a scale - 1 respondent).

As for division of responsibilities, on average, the members of this organization do feel that they are assigned for being responsible from time to time. Thus, 8 respondents mentioned that they have responsibilities too often, 11 respondents - often and 9 are in the middle. Only three members of Youth Included noted that they are responsible for some task or organization of event not often enough. There are no people who are assigned for being responsible not at all. The evidence of that was also observed during organizational meetings. The fundamental question of `how work should be organized' has its solution in the group discussion and matrix of responsibilities which is being posted in their Facebook group. This discussion starts with the ideas offer and then with the identification of people who are going to be responsible for the parts of the events organization. I observed it, for instance, on several meetings. Moreover, the President of the organization emphasized this aspect of their work in her interview: “So, generally, when we organize something, we first of all, ask who wants to be responsible for what, and then we (the core team), we just helping out. So basically we just facilitate, and young people themselves organize things. And they always have the possibility of mistake, so it's not a problem, we will be there for them. And also it's a good experience”.

Again one of the most important questions in the questionnaire was about motivation factors which stimulate young people for working in this voluntary organization. Interestingly, that the most motivational factor for them is `Gained experience and professional skills' (overall average scale number is 4.71). Almost the same average scale number is for `interesting work' and `incredibly friendly team' factors (in the first case it is 4.68, while in the second - 4.65). It turns out that improvement of their skills is slightly more important than socializing with other members. Hence, life experience is of great importance for them.



Motivation factors	Average scale number
Gained experience and professional skills	4.71
Interesting work	4.68
Incredibly friendly team (I have a lot of friends here)	4.65
Recognition from the core team/president	4.52
Open communication and feeling of being involved in the whole working process	4.13
Career perspectives and establishment of valuable contacts	3.32
Incentive awards (tickets to the concert, theatre or others)	2.74
Appreciation letters, certificates of honor	2.03

The most intriguing result for this question is the fact that incentive awards and appreciation letters almost do not matter for young people working in this organization in terms of their motivation. Such a small average scale number indicates that extrinsic motivators do not play a huge role for these young people. Likewise, on the question “Do you think that incentives and other benefits might influence your performance?” 9 respondents chose four on a scale (yes, it will), 12 respondents - three on a scale, 6 respondents - two on a scale, and four respondents - one on a scale.

As for respondents' age and sex, the prevailing majority is also young ladies (22 respondents) but aged more than 18 (9 respondents - between 18-22 years old, 9 respondents - between 22-25 years old, and 13 respondents - between 25-30 years old).

As cross-tabulation analysis has revealed there is a ratio between several variables. Likewise, it became clear that young people who are working for Youth Included less than a year are almost same satisfied with overall organizational culture as people who are working for already 1-3 years. Hence, 12 respondents who are working less than a year answered that they are highly satisfied with the overall organizational culture and 9 respondents working for the same period of time answered that they are rather satisfied with existent working atmosphere and conditions. In the same way, there are 6 people working for already 1-3 years who answered that they are highly satisfied with organizational culture and 4 respondents working for the same period of time said that they are rather satisfied. We can assume that in this organization the level of satisfaction might not depend on the duration of young people participation in this work: despite the duration of volunteering activism young people in this organization are same level of satisfaction regarding existent working culture. Furthermore, it has to be noted that there is no answers lower than four on a scale. It is one of the most appealing results in this case. Everybody in this organization chose the answers either five on a scale or four. Consequently, it means that every person in Youth Included is rather satisfied with the existing atmosphere and working conditions. It was also noticeable during my observation since there was no discontent from the activists or confrontation between them and the core team.

As for future plans of young people regarding their continuation of Youth council activities and the level of satisfaction, the respondent' answers were distributed in this way: 14 respondents who are willing to stay in this organization as long as it is possible are highly satisfied with organizational culture (five on a scale from five) and 8 respondents who are willing to stay same as long as it is possible are rather satisfied (four on a scale from five). This result is quite logical again since if young people are satisfied with the existent situation in their organization they will keep working whenever it is possible.

The correlation and regression analysis has showed the relationships between several variables as well. Hence, there is a moderate correlation between level of satisfaction and recognition from the core team: correlation coefficient between these two variables is 0.6 which mean that there is a slight dependence of level of young people's satisfaction on whether they are being recognized by their superiors or not. Moreover, the relationship between the presence of good relationships and level of satisfaction occurs as a result of the survey. Thus, young people who believe that good relationships and support from other volunteers are helpful factors for motivation maintenance are more satisfied with working culture in Youth Included. The correlation coefficient in this case is 0.6 as well. In relation to performance evaluation system it was discovered there is low correlation between this variable and level of satisfaction. Correlation coefficient is only 0.3. It would mean that young people's attitude towards existent evaluation system in the organization does not influence their level of satisfaction.



Conclusion

In the final chapter of this paper it has to be concluded that this multidisciplinary research has revealed several important features of work in youth organizations. These features have implications for motivation aspect, work satisfaction, management styles, and organizational learning. First of all, key overall conclusions will be deduced and the connections between first and second chapters will be provided. Thereafter, the limitations of this research will be specified and discussed.

Motivation aspect

Considering that motivation is the key aspect of this research, I will start overall conclusion with it. Thus, since the process of motivation depicts the subject of motivation as a puzzle, I explored this indispensable element of organizational behavior from several perspectives: job characteristics, instincts, needs, cognitions, and rewards, as such a mental image of this concept was developed by Robert Kreitner in his book “Organizational behavior” (1989). The most important thing is that leaders of youth organizations learn significant lessons regarding activists' behavior and motivation from each piece of this puzzle. These five pieces of puzzle provide them with different explanation of young people behavior in accordance with either internal factors (instincts and needs) or person-environment interaction (job characteristics, cognitions, and rewards). I grounded this research on both content and process theories since I wanted to disclose the full picture of the management effectiveness in youth organizations in terms of proper motivational approach. Content theories of this research have its focus on the actions to satisfy young people needs that influence their behavior. In other words, needs which make contribution for energizing purposeful behavior of young people. Process theories focused on young people's perceptions regarding their working environment and their interpretations and understandings of this issue.

In this manner, young people in both organizations were driven by mostly social, esteem and self-fulfillment needs. It was revealed that in both parts of the research (interviewing+observation and questionnaire) young people follow the ideas of communication circles establishment, feeling of acceptance and belonging, and long-term perspectives regarding their future. All motivational factors which were identified in both cases of this research clearly demonstrate the presence of these driven forces inherent to young people working for these organizations. Motivation is indeed an intrinsic force operating inside youngsters, persuading them to choose one action over another. As one of the assumptions of theory Y claims that commitment to objectives is a function of the individuals' rewards associated with their achievement (The Human Side of Enterprise, Douglas McGregor, 1960). That is, the most significant of such rewards for young people are the satisfaction of their ego and self-actualization needs. This can be direct products of effort aimed at the organizational objectives.

However, I have to emphasize that the dominant factor in Youth council case was `Open communication and feeling of being involved in the whole working process'. It may be connected to the absence of such feature in the working processes in this organization: not all young people are involved in the whole discussion of organizational tasks, objectives or even goals. It was observed as a result of both interviewing and observation data collection. On the contrary, Youth Included leaders consider an open discussion as one of their fundamental features: they always firstly put forward either the issue of discussion or the task ahead and reckon it with all members of the organization. As techno-structural organizational development intervention highlights that all decisions made in the organization should be rational and logical; both advantages and disadvantages of the outcomes must be taken into account while decision making processes (Dynamics of organizational change and learning, Jaap J. Boonstra, 2004). When a lot of members of the organization make a decision together, the chances for objectivity and rationality are growing. And thereby, the key motivational factor for the members of this organization is turned out to be `Gained experience and professional skills'.

As for job characteristics, it has to be mentioned that one of the key objectives of superiors of youth organizations is to provide their members with the feelings of acceptance and recognition by enabling them to experience responsibility and maturity while doing their job. In Youth Included organization the division of responsibilities comes at the expense of open discussion as well. By delegating and assigning every time different people to be responsible for the event organization, the leaders of Youth Included provide their members with a feeling of self-esteem. While young people in Youth council do not feel that they are assigned for being responsible for event organization quite often, according to questionnaire results. As job redesign assumptions recommend, job rotation can lead to reemergence of individual's interest and eagerness to contribute more in his work (Human Resource Management, Manmohan Joshi, 2013). In this respect job rotation indicates practice of assignment diverse tasks to different people, which Youth Included superiors apply into practice unlike Youth council leaders. In this way, task identity and task significance play an important and influential role in the meaningfulness of young people's work, as it was argued by Hackman and Oldham in their job characteristics model (Motivation through the design of work: Test of a theory, Hackman J. R., Oldham G. R., 1976). It generally means that members of Youth Included feel that they are able to complete the task from the beginning up to the end and to determine task as the one which is leading to something wider and beyond oneself. Hence, the outcome of this accomplished work will enable more pride for young people. Moreover, the core team members of Youth Included do believe in the importance of autonomy as a degree of volunteers' freedom and their ability to be independent workers. And therefore, they contribute to satisfaction of members of this organization since they value freedom and opportunity for being responsible for what they are doing.

As job characteristics model states, if the worker experience self-direction and self-control, it can lead to such positive outcomes as high internal work motivation, high quality work performance, high satisfaction with work, low absenteeism and turnover (Motivation through the design of work: Test of a theory, Hackman J. R., Oldham G. R., 1976). By applying job enrichment practice into Youth Included work, the leaders of this organization follow the ideas of young peoples' growth and satisfaction of their own needs. That is precisely why this organization succeeds and has effective results of cooperative work between superiors and other members of the organization.

The failure to comply with these important features of effective work in the organization, Youth council encountered a problem with the lack of integration among all members of the organization and organizational objectives. As theory Y assumptions propose, organization will perish unless integration is achieved there (The Human Side of Enterprise, Douglas McGregor, 1960). And this is where this principle does not work very well and thus, it is obvious that young people working for this organization do not recognize both their own and organizational needs. Therefore, since the achievement of organizational objectives depends on the commitment of young people to those objectives, there must be some strategy developed in terms of adjusting of all young people to the requirements of organization they work in.

Young people who are engaged in the volunteering participation in youth organizations basically seek for their personal growth. Thus, questionnaire results have revealed that this factor is also rather influential with regard to motivation. The leaders of youth organizations also emphasized the significance of future perspectives and achievement of young people's potential opportunities during interviewing. However, as it is was stated in the organizational development assumptions, most individuals are driven by the need for personal growth and development as long as their environment is both supportive and challenging (A Handbook of Human Resource Management Practice, Michael Armstrong, 2006). Then again, a boring and routine job prevents young people's motivation and thus, volunteers are not willing to perform well. While a challenging and entertaining job conversely enhances motivation. Intrinsic motivation implies interesting and challenging work and opportunities for advancement as well.

However, the expectancy perspective has been also considered in this paper. The expectancy theory was developed by Victor H. Vroom. Generally, it defines motivation in the way that people make their choices regarding how much effort they will spend on both accomplishment of organizational functions and tasks and performance of their administrative duties (Work and motivation, Vroom Victor H., 1964). Therefore, it can be concluded that young people who are working for youth organizations have certain expectations and beliefs. These expectations are believed to result in possible consequences and outcomes of efforts which were made by young people. And consequently, the decisions which youngsters make about their work and operational efforts and intentions are directly related to these expectations and beliefs. The questionnaire results have demonstrated that incentives play a significant role for young people's motivation working in Youth council. However, Youth Included did not have such confidence that incentives and other benefits will influence their performance. Nevertheless, it has to be mentioned that perspective opportunities and future feedback as one of the factors influencing young people's motivation are considered to be certain expectations as well. Like that, they do believe that their good performance will be in some way rewarded. Consequently, they expect particular payout, even though it could take from different benefits depending on individuals.

Work satisfaction

The correlation analysis between several variables and level of young people's satisfaction with overall organizational culture has demonstrated that indeed there are certain factors in the organizational workplace which generate an individual's job satisfaction (motivators) and another sort of factors which, on the contrary, generate an individual's job dissatisfaction (hygiene factors), as it was stated by Frederick Herzberg in his `Two-factor model' (The Motivation to Work, Herzberg Frederick with research colleagues Mausner Bernard and Snyderman Barbara, 1959). Therefore, as a result of this research it was disclosed that the level of young peoples' satisfaction depends on the recognition from the leaders of organization, performance evaluation system, and interpersonal relationships with other members of the organization.

As I drew a parallel between work attitude and work performance of young people, I based this research on the concept of motivation as a direct descendant of work satisfaction. Therefore, it should be noted that work situation in youth organizations contains elements with separate and distinct clusters of factors which are associated with either satisfaction or dissatisfaction:

Intrinsic motivators (satisfiers)	Extrinsic motivators (hygiene factors)
Achievement, recognition, characteristics of work (stimulating and challenging), responsibility, advancement	Company policy and administration, technical supervision, salary interpersonal relations with supervisors, working conditions

In this way, it has to be concluded that Youth Included organization's members experience no job dissatisfaction and job satisfaction at the same time, which means that they do have motivators/satisfiers while working and discharging their duties. At the same time they do not have frustration with working conditions, interpersonal relationships with superiors, and organization's culture. As a maximum, it might give rise to better and greater performance of young people in this organization if the future.

In the situation of Youth council I have to mention that members of this organization are in the `zero midpoint', as it was proposed by Frederick Herzberg that such situation can be the case (The Motivation to Work, Herzberg Frederick with research colleagues Mausner Bernard and Snyderman Barbara, 1959). That means, according to this two-factor theory, they have no satisfaction and no dissatisfaction at the same time. In general, they are satisfied with overall organizational culture and working conditions, but are not satisfied with the division of responsibilities among all the members. Hierarchical structure also prevents activists' work satisfaction. Moreover, stimulating and challenging work, achievement and advancement components are not really presented in Youth council workplace. All of this leads to no satisfaction point, according to one of the important theories which this paper is based on - `two-factor model'. As it was proposed in this theory, good working conditions are not sufficient factors for strong workers' motivation. It takes rather an enriched job that can offer young people the opportunity for achievement and recognition, stimulation, challenge, responsibility, and advancement (The Motivation to Work, Herzberg Frederick with research colleagues Mausner Bernard and Snyderman Barbara, 1959).

Management styles

As research results have demonstrated, these youth organizations follow opposing managerial styles, which are management by objectives - Youth Included (Management - Tasks, Responsibilities, Practices, Peter F. Drucker, 1986) and management by control - Youth council (The human side of enterprise, Douglas McGregor, 1966). In the first case, it is a question of self-control and ability to direct young people own behavior without pressure from the outside. While in the second case, organization follows the assumptions which imply external control over members' behavior. It might be confirmed by the usage of command-control type of structure in the Youth council. This organization seeks to control members of the organization and to arrange hierarchical structure of authorities. Furthermore, there are prevailing features such as centralized decision-making processes, formal rules and systems, conventional and routine tasks for its members. All these features are relevant to Youth council organizational structure, since it was revealed as a result of empirical research. Management in youth organizations cannot follow the ideas of direction and control; therefore, the leaders of Youth council cannot treat their activists as immature adults even though their workers are predominantly young people.

On the contrary, the superiors of Youth Included organization bear in mind the idea of sphere paradigm structure as it provides them with both distributed control over members and open platform for youngsters' free minds. Since organizational development has focus on assistance organizations in creating an enabling environment and necessary conditions for encouragement of young peoples' interpersonal competence along with their psychological maturity, it contributes to the effectiveness of this organization, which is considered to be the primary objective of their job. Hence, the core team of Youth Included organization realizes that each member of the organization contributes something different. The core idea of this contribution process is that all efforts should be oriented towards one common goal. That is what happens in this organization.

This theoretical framework which was used in this research proposed the idea that there should be structured and coordinated management by objectives in the organization. In the best possible way workers should be involved in the whole process of goal-setting (Management - Tasks, Responsibilities, Practices, Peter F. Drucker, 1986). That is what the leaders of Youth Included keep in mind while organizing and structuring their work. Then young people might fulfill their responsibilities headlong since these goals could be common for both superiors and young people themselves. In that case when people are directed, controlled and manipulated, they are willing to find satisfaction for their social, ego and self-fulfillment needs somewhere away from their job. It is a good thing that it still does not happen to Youth council. Their members are still willing to satisfy their social and self-fulfillment needs while working in this organization. The main principle of management by objectives is to facilitate and assist workers in this satisfaction of needs process. The best way for achieving it, as I mentioned above while analyzing the work of Youth Included, is to provide workers with the opportunity to participate in the whole discussion of goals and objectives during organizational meetings.

There is a need to reiterate another important result which was observed during the research. It concerns the decentralization and simplification of organizational structure. There are certain negative consequences of hierarchy in organizations which can lead to low productivity, poor performance, absence of respect for the managers and superiors, and, finally, deprivation of confidence in the whole management system of organization (Management - Tasks, Responsibilities, Practices, Peter F. Drucker, 1986).). Thereby, one of the most appealing results was obtained after questionnaire: only one respondent said about treatment as equals as the most pleasing thing in their work for Youth council. While analysis of data collected I made an assumption that it is mostly connected with the hierarchical management system which this organization has. This is a well-known fact that organization should have board members for signing the papers or negotiating with other authorities, for instance. Yet this shouldn't affect the relationships among all the members of the organization. In the best possible way, organization like this should have a division of responsibilities, but all members must be treated as equals. Since this is an organization, where young people can join voluntarily, there should be no pressure and “superior-subordinate” relationships. Moreover, while observation it was noted that there was not so pleasant atmosphere during their meetings and events. I also observed that there were sometimes debates, interpersonal conflicts, or disagreements during organizational meetings.

However, it has to be mentioned that work team plays a remarkable and decisive role in the satisfaction of young people as well. The atmosphere in youth organizations depends on mostly informal communication among members since they are required not to have specific divisional organizational structure. One of the key factors which influence the behavior of young people in these organizations is the fact that interpersonal relationships are considered to be one of the retaining elements in their work. That is, the questionnaire results have demonstrated a strong agreement of the respondents with the statement regarding good relationships and support as key factors for the maintenance or increasing of motivation. Human processes such as team building, encouragement of interpersonal competence, and conflict resolution are highly important in the work of youth organizations (Dynamics of organizational change and learning, Jaap J. Boonstra, 2004). The apparent reason for that is the fact that all members of youth organizations are firstly willing to communicate and be actively engaged in the society development. So, this organizational development intervention is also of great importance for the leaders of youth organization in terms of their choice of managerial style.

Organizational learning

Since organizational learning is the process of creating, retaining, and transferring knowledge within an organization, I decided to focus on this theoretical framework as well (Organizational Learning and Effectiveness, Denton John, 1998). Knowledge should be transferred in the organization between explicit and tacit, between individual and collective. In other words, young people are likely to exchange their ideas explicitly and internalize some fragments of this shared explicit knowledge into tacit one. Then this knowledge can become a part of background information which is necessary for their job and, what's more appealing, it can be usually taken for granted, that will expedite the work of the whole organization (A dynamic theory of organizational knowledge creation, Ikujiro Nonaka, 1994). It is highly important for young people to maintain four components of learning organization on the same level in order to achieve a system thinking perspective.

As a result of my research, I figured out that not all the components of learning organization attended by youth organizations which have been taken as subjects of this research (The Fifth Discipline: The art and practice of the learning organization, Senge Peter, 1990). As for personal mastery, it is obvious to mention that this is an essential part of young people lifestyle. This process of competences and skills proficiency is developed by youngsters in a lifelong perspective. They are considered to have the perspective of lifelong learning as a matter of fact. They do reckon that experienced learning is a meaning of life and necessity for their future work. They acknowledge the fact that even qualifying education is not enough for becoming a high achiever in any activity. With respect to mental models, it has to be noticed that they are relevant to both organizations since these are considered to be driving and fundamental values and principles of an organization. However, the leaders of Youth council are more likely not to be conscious of all members' mental models. Nevertheless, they have to understand it since they are willing to ensure shared understanding of organization's vision. Building shared vision is resulted from the previous component of learning organization. Intrinsically, it highlights the importance of co-operation and a shared vision by team members. That is to say that Youth Included does have this shared vision since they prefer team work, equal division of responsibilities, and open discussion. Youth council, in its turn, does not have this component. Shared vision is a compulsory element for learning organization because it provides focus, direction and energy for learning. And, finally, team learning which is present in these organizations to the same extent: Youth Included members are able to think together as they have dialogue and discussion as a feature of open communication. Youth council does not have this component.

The systems perspective allows youth organizations to look beyond their mistakes and themselves (The Fifth Discipline: The art and practice of the learning organization, Senge Peter, 1990). And here it has to be mentioned that Youth Included core team members are able to diagnose their own strengths and weaknesses. During the interviews I revealed that they are aware of all problems they encounter but they do not call it `issues', they prefer to use the term `challenges'. They do control organizational environment themselves. By that I mean they have a huge challenge in objective evaluation of their job and performance since they are themselves still in the process of human development. But they do analyze their actions from outside so much objectively as it is possible. However, I would like to mention that Youth council chairpersons make an effort in this question as well. They must not rely on fortunate coincidence of circumstances. For the purpose of creation of learning organization there must be people capable of seeing the world as system thinkers. In other words, the chairpersons of Youth council organizations must work on their selves, the enhancement of their personalities. Furthermore, there should be collaborative effort of both leaders and activists of this organization. Hence, this effort will seek to recognize and reconstruct intellectual models of youth organizations.

Limitations of research

The very significant limitation of this research is considered to be the examination of cultural differences. According to, Geert Hofstede theory, an intercultural cooperation plays a crucial role in the organization. Since culture is believed to be a collective programming, it has obvious impact on motivation. Culture influences not only human behavior but also some certain explanations which individuals give for their behavior. Considering that members of Youth Included organization have different cultural backgrounds, this limitation should be eliminated in further research.

It has to be noted that another limitation is the access to research field in the Prague. Apparently, many youth organizations either believe that they do not require any research or simply do not want to cooperate with a person `from the outside'. Consequently, I encountered a substantial challenge in finding a proper organization which can agree to give me an access for data collection. Despite the official types of organizations are quite different, I have to emphasize that this research had its focus on the internal organizational structure and atmosphere. Therefore, the external environment and existent surrounding context did not play a significant role in this research.



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Appendix 1

Research design

Motivation as a key factor of communication and management processes in youth organizations of St. Petersburg and Prague

Topicality: the applied research is based on the request of Presidium of Youth сouncil in Kirovsky district in order to reduce the fluctuation problem with members of their organization. They are willing to change their organizational system in order to maintain the level of motivation and satisfaction among present activists and also attract more new people.

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