The creation of fertile innovative ecological environment in the country is constrained by barriers of a conceptual nature. The article identifies four groups of such barriers. The authors propose a strategy for overcoming them based on a comparison of functions necessary for the innovative development of social practices and the natural mechanisms of a new life birth. This allows us to formulate a number of pragmatic recommendations for creating an innovative eco-environment for a wide range of industries. By analogy with natural dynamics of obstetrics, the approach is called placental.
Based on the analysis of the main performance indicators of the Russian agro-industrial complex (AIC) in 2016, the authors of the article conclude that the main driver of positive changes in the agro-industrial complex of Russia in recent years are mainly political decisions, and not institutional changes in the agro-industrial complex itself. It is noted that agrarian companies of Russia are evidently missing “capable management”, despite the presence of “very high level of formal education” among agrarian employees, which in turn determines the lack of receptivity in agrarian organizations for innovations, primarily in the sphere of agricultural management. The authors pay attention to the need to increase the “abilities” level of corporate agrarian management by creating in Russia a training system for namely “capable managers” and through forming a forward-looking Russian business culture in educational and agrarian organizations.
This article is devoted to analysis the problems of modeling the development of the energy services market in the Republic of Tatarstan, on the basis of the analysis of the bankruptcy of basis enterprises, considered techniques of the following models: two-factor Altman’s model, five-factor Altman’s model, the model of R. Taffler and G. Tisshaw, Lisa’s model. There were made calculations according to financial indicators for each company, and also there were considered the situation in which the energy service company is (whether bankruptcy is facing or not), there were written conclusions about indefinite situation. The concentration and monopolization of the energy service market in RT was analyzed, and also the state regulations of energy service activity were considered.
The article carries out the OTSW-analysis of the rabbit farming, identifies its main competitive advantages and formulates a mission reflecting the strategic idea. At the final stage, the main strategic idea of the industry development is decomposed to the level of strategic priorities, provided by competitive advantages.
This article discusses development of a strategy for banking risks management, aimed at ensuring the economic security of a bank in the current economic conditions. Banks influence functioning of large enterprises, whose successful operation provides the country’s economic security.
Modern foreign policy and external economic situation raise the need for forming an internal integrated economic system (IES). The basic parts (enterprises) constitute the basis of the IES, and the integral efficiency of the IES functioning largely depends on the methodology of forming the system for their internal management. The article dwells on the factors that influence formation of the internal system of the enterprise management. The authors conclude that the basis for creating an optimal internal management system is the effective resolution of a natural-technological contradiction, which requires classification of enterprises by production-technological feature. This classification allows to establish the optimal ratio and practical forms of implementing the principles of centralism and democracy in the enterprise management. The possibility of realizing the principle of democratic centralism on the basis of organizing internal contractual relations in the form of “horizontal” and “vertical” contracts is considered. The article shows the possible influence of the system of internal contractual relations on the efficiency of the enterprise’s functioning and the cardinal growth of the quality of the goods produced.
The article dwells on some issues of forming an integrated economic system (IES) on the basis of its fundamental structural and hierarchical parts, combined by vertical and horizontal connections. Integrity conditions both of basic parts and the system as a whole on the basis of solving the basic socio-economic and structureforming contradictions are formulated. The article describes some cases of social and economic strains, leading to disruption of the system integrity. Possible goals and objectives, which can be put before IES and solved by it, are proposed.
The article emphasizes the relevance of developing economic and mathematical tools based on a systemic approach and allowing to evaluate the objectives consistency of energy sales organizations (ESO) with the objectives of electric power industry in the process of strategic programs development. The paper considers the available methodological basis in the field of systemic research in the energy sector, on the basis of which co-ordination was selected as the most appropriate method for addressing questions of coordinating industry objectives with those of its subjects. The proposed structural model for assessing consistency of industry goals with the ESO’s goals comprises objectives of different levels: formation of energy-efficient economy; objectives of the state economic policy in the energy sector; electric power industry objectives; goals of a power sales organization. Its application will reduce contradictions in the ESO’s interaction with other subjects of electric power industry.
The authors propose a theoretic-multiple approach to modeling the enterprise’s human resources potential. They construct and discuss the classification and functionalhierarchical models of the enterprise’s personnel and substantiate feasibility of their application in HR management. The article dwells on the objectives system of an enterprise operation, the purposes tree of the personnel management is identified and discussed. It is shown that one of the third level purposes is creation and effective use of the specific tools of HR management and the composition of such a toolset is discussed. Methodology for evaluating employee’s potential and enterprise’s HR potential is presented and discussed.
Article recalls the history of appearance and development of the “business model” concept since the 50s of the last century. Separately is presented classification of the “business model” concepts existing today among foreign management theorists. Based on the analysis of the comprehension varieties of this term the definition that transmits its fundamental meaning is set forth.