Roman Abramovich and his principles of management
Almost one in three of the 92 Premier and Football League clubs are now substantially owned and incorporated internationally, including in offshore tax havens. Such ownership structure leads to the English football leagues being accused of allowing ownership structures of clubs that could be used for tax avoidance. What is ignored is the analysis of owners’ management strategies and tactics. This articles uses the example of Roman Abromovish and his Chelsea F.C. for analysis of application of the classic and neoclassic principles of management. It identifies the relative consistency and relevancy of traditional managerial principles in increasingly cross-sectoral and transnational enterprises such as Premier League Football Clubs.
This paper focuses on management issues related with implementation and development of enterprise performance management (EPM) systems. Such systems are used for certain management tasks – strategic analysis, management by objectives, corporate planning and budgeting, corporate reporting. Implementation and development of EPM systems should rely on appropriate methodological approach and supporting technologies. However, at present a holistic approach to EPM systems development management is unavailable. The aim of the research is to determine peculiarities of EPM systems development, basic management principles and management tools applicable on different stages of the development process. Here the management principles proposed are system approach (considering the system as a set of structural components and interrelationships between them), going concern (assumption that an organization intends to continue its activities in the foreseeable future), program-based approach (considering an EPM system development program as a set of interrelated projects), competitive consideration (forming few alternative development programs and selecting one of them for implementation), simulation (modeling of development programs and their consequences taking into account stochastic factors), comprehensive assessment (comparison of alternative programs relying on both quantitative measures and qualitative factors), value for money (comparison of investments with the system’s maturity represented by non-financial indicators), aggregated resources (considering resources in aggregate, as total amounts of related payments) and monitoring (analysis of the system’s changes over time, both historical and forecasted). Appropriate management tools comprise conceptual modeling, maturity assessment, discrete-event simulation and multi-criteria decision making. These management principles and tools are essential for creating comprehensive methodology of EPM systems development.
At present, enterprise performance management (EPM) systems are widely used in practice, because they facilitate strategic decision-making and contribute to improved information transparency of organizations. However, methodological issues related to managing the development of such systems seem to be insufficiently investigated and elaborated. The purpose of the study is to formulate and justify fundamental principles for managing EPM systems’ development. These principles derive from peculiarities of EPM systems themselves and the features of their development management. In particular, the features of EPM systems are complexity and modular structure, large-scale scope, the long-term nature of planning, monitoring and analysis, use of aggregated information – both financial and non-financial. The features of managing development of EPM systems include the implicit nature of the resulting economic benefits, influence of stochastic factors, as well as availability of “complicated” projects (with uncertain outcomes, ability to reexecute and multiple variants of implementation). As a result, the basic principles of managing development of EPM systems can be formulated. There are the principles of a system, the going concern, business alignment, value for money, program management, alternativeness, feasibility, stochasticity, as well as resources aggregation.
The significance of these principles is explained by the fact that they can be used as a basis for an integrated process of managing the development of EPM systems. These principles are also valuable for formalizing certain elements of the management process, such as assessment of the maturity level of EPM systems, the formation of potential development programs, simulation of implementation of the development programs, as well as decision-making regarding selection of development programs for implementation.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
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