Макроэкономическое обоснование антикризисного управления организациями
The book contains abstracts of papers presented at the 10th congress of the European Union for Systemics (UES2018) "A Systemic Vision of the Crises: From Optimization to Change Strategy?" which took place in Brussels, in October 15-17, 2018.
In article models of carrying out of strategic changes in conditions of financial crisis are considered. The author offers classification of strategic changes in the organization on which basis it is possible to define management types in a crisis situation. We consider four types of strategic management in a crisis situation which are directed on value of business maintenance. The general lines of successful campaigns of overcoming of crisis: fast reaction of management, concentration on the core manufactures, bases of anti-recessionary strategy are developed in advance, and the control of position in business allied industries.
The authors analyze the nature and root causes of the software development crisis which started in the 1960s and, as some researchers argue, is still present. The crisis resulted from a number of factors, which included technological ones and human-related ones. The first group of factors originates from technical complexity, while the second one results from management complexity of the software products. Software production involves multiple sides with clearly different expectations and goals. In a crisis, efficient managing of these human-related factors becomes mission-critical. Communicational misconceptions between the sides often result in a software product which may not meet the clients’ expectations. To manage this software delivery crisis, the authors recommend an optimization strategy for the technical and human factors by means of software engineering models, methods, techniques, practices and tools. This strategy includes risk management models, agile methodologies, system-level architectural patterns, an informing process framework, and a set of knowledge transfer principles. This strategy, if applied systemically, should essentially help to optimize the software development process and to manage the crises of software production.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management