Legal basis for expert activities is developing in Russia. Concepts of the development of the civil law legislation and information society, regulations for strategic management have given a new impulse to it. Expert procedures are shifting to network space. Their quality and efficiency are increasing due to the usage of Intelligent Information Technology and situation centers.
In the paper the matters of development of corporate governance and strategic management information support systems are considered. For management purposes related with development of such systems a methodological approach is proposed. The approach stipulates three management levels: upper (the level of the system in whole), middle (the level of subsystems) and lower (the level of development projects). General management functions such as design, planning and control are considered within the managerial scheme. Feedforward and feedback relations between certain management functions, including functions of different hierarchical levels, are described.
The book examines the use of the corporate structure for different types of enterprise and the relationships, rights and duties of the various parties involved in the corporation. Consideration is given to many of the important legal issues that arise from the daily operation of companies. The book considers the legal regulation of business organizations, concentrating on private limited companies. It explores the differences between companies and other business organizations, considers the formalities involved in establishing a company; the processes through which a company is administered and financed; and the allocation of responsibilities and powers among company personnel. It covers a selection of the main topics of English company law: types of business association;introduction to companies and company law; separate personality and lifting the veil of incorporation; company formation and constitutional documents; disclosure; shares and their transfer; organs and officers; management and meetings; binding the company; director's duties; shareholder remedies; control of maladministration; criminal responsibility of companies; corporate governance; history and reform. The text is designed for use in Business Law courses and double-degree Bachelor's programmes. It may also be readily adapted to specially designed courses in Business English.
The aim of the paper is to develop a methodological approach to conceptual modeling of performance management systems. For these purposes such systems are considered as means of information support of corporate governance and strategic management and include such components as analytical methods, management processes, information systems and personnel competences. As a result, a modeling approach based on functional blocks, modules and information flows is proposed, and a conceptual model of a generic performance management system is developed. The model consists of four aggregative functional blocks (strategic analysis and strategic choice, management by key performance indicators, corporate planning and budgeting, consolidated financial reporting) and may be considered as a reference model for different types of organizations.
In the paper integrated information systems for corporate planning and budgeting are considered. Four groups of practical tasks exceeding the bounds of typical functionality of special-purpose planning and budgeting information systems are allocated. Several classes of information systems (simulation, statistical analysis, financial analysis and modeling, group decision making, business intelligence), which may provide the completeness of corporate planning and budgeting are denoted as solutions complementary to special-purpose planning and budgeting systems.
Continuous turbulence in external environment has resulted in significant change of company’s long-term goal: from traditional to value-based management system. This article discloses advantages and disadvantages from corporate strive to use balanced score card for maximizing stakeholder’s value (welfare).
To compete on value providers must embrace a series of strategic and organizational imperatives. How can health care providers create more effective strategies and improve their performance? The starting point for strategy is to define the right goal. For every health care provider, the primary goal must be excellence in patient value. Value is the health outcomes achieved per unit of value compared to peers. A provider's size, range of services, reputation, and whether it earns a comfortable operating surplus are secondary. Unless a provider is delivering value to the patients it serves, it is failing at its fundamental mission even if it is financially successful. A provider that delivers superior patient results will be in a position to prosper even in the current system.Patient value can only be measured at the level of medical conditions, and assessed relative to peers. Competence alone is not enough. A provider must be able to achieve results that compare favorably to others that provide similar services.Excellent value in some services does not offset mediocrity in others. Patients, not to mention the entire health care system, are not well served if providers maintain even one service line in which they do not achieve results equal to or better than peers. In value-based competition, excellence, not breadth or convenience, should shape the choice of services by providers and the overall configuration of the health care system. While the goal of patient value may seem self-evident, goal definition in health care delivery has been clouded by a variety of factors. Financial viability often appears as an important goal. But financial results are an outcome, not the goal in and of itself. A comfortable operating surplus cannot offset mediocrity in serving patients. In a value-based system, as we will discuss, excellent results will lead to more patients, greater efficiency, and higher margins.The starting point for developing strategy in any field is to define the relevant business or businesses in which an organization competes. Health care delivery is no different. Health care providers do not think of themselves as businesses, but they are in the business of providing services to patients.
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.
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.