Управленческое Евангелие от Константина и Александра
Historically, in the doctrine of religious dogmas there were numerous versions of the Gospels. Of these, the official church recognized only four (from Matthew, Mark, Luke and John), declaring the other Gospels either heretical or associating their authors' names with dubious activities (as is the case with Mary Magdalene). But even between the four most popular canonical works there is no complete agreement in the interpretation of moral laws. So, Luke wrote his Gospel, because in many ways he did not agree with Mark. In the title of our book, the word "Gospel" has a double meaning. Firstly, this is a new management approach as a disagreement with previous approaches. And secondly, it is an approach based on the values and disputes surrounding them, reminiscent of the struggle against competing managerial tracts for the most productive business philosophy.
The results of cross-cultural research of implicit theories of innovativeness among students and teachers, representatives of three ethnocultural groups: Russians, the people of the North Caucasus (Chechens and Ingushs) and Tuvinians (N=804) are presented. Intergroup differences in implicit theories of innovativeness are revealed: the ‘individual’ theories of innovativeness prevail among Russians and among the students, the ‘social’ theories of innovativeness are more expressed among respondents from the North Caucasus, Tuva and among the teachers. Using the structural equations modeling the universal model of values impact on implicit theories of innovativeness and attitudes towards innovations is constructed. Values of the Openness to changes and individual theories of innovativeness promote the positive relation to innovations. Results of research have shown that implicit theories of innovativeness differ in different cultures, and values make different impact on the attitudes towards innovations and innovative experience in different cultures.
Organizational culture presents an interest for research and practice of social psychology. This article is intended to discuss the problem of managing the organizational structure on two levels that contain most topical problems: general methodological level and technological level. Organizational culture is a system with its distinct features that consists of units and sub-systems with their specific features. An organizational-culture system comprises several levels: leader’s personality level (as well as the personality level in general), level of executive team (as well as of a small group in general), level of organization in general (level of a large group).
This paper presents the evaluation method, which allows analyzing both static and dynamic parts of the effectiveness of the enterprise organizational culture. Static assessment is provided by analysis of the personal and organizational effectiveness. Meanwhile dynamic assessment is based on "Mood Scale" by calculating three indicators - "Expectations Index", "Index of Motivation" and "Index of Cohesion".
Management action is examined as a part of organizational change models. Running of the organization depends on external and internal environment changing. Organizational behavior management is considered to bean important factor or organizational adaptation.
Traditionally, the effectiveness of the organizational culture is viewed in the context of the overall effectiveness of the company. However, this approach makes it possible to determine the share of the existent organizational culture in productivity of the company only hypothetically. The article presents authors approach based on the concept of «focal points» reflecting the degree of efficiency and stability of the organizational culture of the company.
The concept of entrepreneurial university and role of culture in its formation is analyzed. The understanding of academic entrepreneurial culture, as culture integrating the academic and entrepreneurial values is offered. The article reveals that methods for diagnosis organizational culture in enterprises are not suitable for an assessment of university culture. The suggestions are made for development an adequate technique for the diagnosis organizational culture of entrepreneurial university.
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.
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