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Appendices

_{Appendix 1}

_{Expert interviews}

_{Bank “A”}

_{1) What are the means of corporate communication used in your company?}

_{Bank “A” uses several means of corporate communication: in addition to instant messengers, computers have a program for personal and group conference calls, which provides organized virtual interaction, and I'm not breaking away from the work process and workplace. The bank's system also has an alpha job information portal, which allows you to find out a specific set of professional information about an employee.}

_{2) Is there an analysis of the success of using these means of communication?}

_{There are no specific studies on this subject, but there are several factors that determine the benefits of using these tools: the speed of interaction can both improve operational activities, since quickly received information helps to get to work earlier, but at the same time, at an increased decision-making speed, options are sometimes lost for consideration.}

_{3) What changes would you like to make in the area of ??interaction between employees and departments?}

_{Bank ”A” currently has well-developed inter-unit interaction between departments, without unnecessary formalities in the form of bureaucratic costs. A more important aspect is the functional interaction of client departments and customers directly. An important point is the process of developing and transferring clients between blocks. Are there any information costs in this process, is the entire amount of necessary information coming from department to department, from employee to employee. Is there a personal relationship between employees and the client. If so, does this relationship interfere with the process. It is possible that an employee or an entire department may become isolated on one client due to personal connections, which leads to squanders in working with other clients.}

_{4) Who can be the leader of change? Who is the congestion? In which departments located structurally nearby can we observe communication problems?}

_{As for the organizational structure, Bank “A” uses a dual / matrix management system - functional and administrative. This system allows you to use all possible control and potential departments in internal and external interaction. Thanks to the automation of HR and IT processes, many organizational issues that arise during the work of employees are resolved thanks to the coordinated interaction of the accompanying departments.}

_{Bank “P”}

_{1) What are the means of corporate communication used in your company?}

_{In Bank “PP, the main means of internal communication is a corporate mail. Also, third-party communication tools can be used to solve current work processes, if this does not contradict corporate ethics and does not affect confidential issues regarding internal and external relations.}

_{2) Is there an analysis of the success of using these means of communication?}

_{This is a classic corporate communication tool that does not require specific analysis.}

_{3) What changes would you like to make in the area of ??interaction between employees and departments?}

_{Bank “P” has several key aspects regarding employee interactions that can be modified to improve them. This applies to access speed on key and third-party issues, when employees do not quite understand who they can contact to solve a specific problem. Heads of departments do not always have information about who is the main actor in individual projects. There is also a certain conflict in the interaction between the heads of departments, as this interaction occurs through the bank manager, which sometimes leads to the resolution of optional problems.}

_{Interaction with the head office (Moscow) also takes place with the knowledge of the manager, which is sometimes an information jam. As for the work of employees on individual projects, employees often know their responsibilities and the qualifications of those with whom they are familiar. The exchange of professional information can also be improved through the direct interaction of employees. Often there is a superiority of personal trust over qualifications for solving professional tasks, and this raises the issue of false delegation.}

_{4) Who can be the leader of change?}

_{The leadership often directly depends on the achievements of personal charisma, which are manifested through non-working events. In this vein, the question arises whether the fact of leadership depends more on qualifications and professional merit or on personal achievements.}

_{The leader of the changes can also be employees who are chosen as a mediator.}

_{5) How do structural units interact with each other and how do employees from different departments interact with each other?}

_{In the banking structure, offices located geographically far from making major decisions can be closed units, since the process of exchanging information is not always effective.}

_{6) Who is the congestion?}

_{An information congestion can be either a person / employee or established rules. One of these recommendation rules is the desire of the manager to see as a strong leader who can keep strong employees close to him.}

_{Appendix 2}

_{Russian translation of the survey}

_{Уважаемый коллега!}

_{Просим Вас принять участие в исследовании.}

_{Целью исследования является выработка более эффективных управленческих инструментов в вопросах кросс-функционального взаимодействия.}

_{Обратите внимание, Ваши ответы останутся конфиденциальными. По результатам исследования, будут обнародованы только обобщенные выводы.}

_{Процедура заполнения анкеты займет у Вас не более 20 минут.}

_{Пожалуйста, не пропускайте ни одного вопроса, и внимательно читайте пояснения к ним.}

_{После ответа на последний вопрос нажмите на кнопку “Готово”.}

_{Большое спасибо за Ваше участие в исследовании!}

_{The questionnaire for the organization with the scales}

Appendix 2

_{Continuation of the questionnaire}

Appendix 3

_{Visualization by the help/ information}

Appendix 4

_{Visualization by the project participation preferences}

Appendix 5

_{The demographical characteristics of respondents}

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