The article examines the impact of scientific and technological progress and changes in politics and economics on management in organisation. The effectiveness of contemporary governance systems can be assessed using well-known criteria: average gain; a cautious observer (Wald’s criterion); Laplace criterion; maximax et al. The use of the VUCA-world philosophy has predetermined the search for a solution to the problem of developing new requirements for the knowledge and skills of managers and specialists in the organisation, the availability and formation of competences. In line with the aim of the work – to find new approaches and requirements for management decision-making and organisation management – new requirements for assessing the changing environment, the business response to these changes, and new aspects of managerial and personnel behaviour in organisations have been identified. It has been revealed that in business training it is necessary to pay more attention to the formation of the desire for self-improvement and the development of the ability to overcome difficult situations, to divide goals into subgoals, tasks into stages. The methods of analysis and synthesis, induction and deduction have been used. Applying the results of the study in practice will improve the management of contemporary organisations.
The article presents the results of studying the employment of the graduates of the first in the Russian Federation HR (human resource) management department at the State University of Management (Moscow). Questioning former students showed that the majority of respondents works in their specialty in organizations of various forms of ownership and economic domains. The positions of the graduates and the duties they perform reflect the whole range of types of the professional activity of HR specialists, ranging from the general management of personnel in specific organizations to narrow positions. Simultaneously, respondents, as professionals, indicated the "weak points" of their training at a higher educational institution, mostly related to the limited practical orientation of training, namely the formation of competencies in the use of relevant personnel management tools. The survey among the graduates also revealed the variability of the professional interests of graduates, reflecting the current HR trends. The practical focus of the study is the possibility of studying the real state of the practice of personnel management through the professional experience of the graduates; as a resource for improving the educational process of the department to achieve scientific, educational, methodological and educational purposes; for the organization of career guidance among students enrolled in the department and the formation of their professional culture; for the development of a community of educators, graduates and students of the department through the development of trusting mutually beneficial relations.
Many users think that functional cost analysis (FCA) is quite diffi cult to understand. Perhaps this is due to the fact that there is too little information explaining what it actually is. The aim of this work is the essence of functional-cost analysis, ease-of-use. FCA is a method for a systematic study of functions, the functionality of various objects and their costs. Advantage of FSA is the presence of a fairly simple computational and graphical methods to give a dual quantitative assessment of the identifi ed causal relationships. This advantage puts the FSA in a number of the most eff ective methods of the analysis which are not only technical, but also socio-economic systems, structures, methods of organizing and planning production management and scientific research. However, the work of the FSA is carried out in isolation from the economic calculations of the enterprises and unions. Therefore, the economic standards of existing production are not covered by the functional approach, based on substantive economic analysis, planning from the achieved level. Value analysis management system allows to perform the following activities: definition and implementation total cost analysis of business processes at the enterprise (marketing, production of goods and provision of services, marketing, quality management, warranty maintenance, etc.); functional analysis associated with the establishment and justification carried out by structural subdivisions of an enterprise functions in order to ensure production of high quality products and services; definition and analysis of basic, additional and unnecessary cost functional; comparative analysis of options for reducing costs in production, marketing and management by streamlining the functions of the structural divisions of the enterprise; analysis of integrated improved results of the company.
The purpose of this article a comparative analysis of the features and patterns of development of virtual teams and competencies required to work in real and virtual teams. To achieve this goal, the author of the article conducted a study aimed at studying the activities of virtual teams in Russia. To achieve this goal, the author of the article conducted a study aimed at studying virtual teams in Russia.Several questions were posed in the study: Keywords: Virtual work Á Real teams Á Virtual teams Á Digital economy Á Synergy Á Stages of team building Á Team competencies JEL Code: J 24 Á M 54 Á M59 1. What are the fundamental differences between virtual teams from real ones? 2. How to distinguish virtual (remote) work from the work of virtual teams? 3. How do the features of team interaction and functioning in the virtual space affect team building processes and staff competencies?
The use of digital technologies in personnel management is a leading competitive advantage in today’s business space. The article examines the impact of the introduction of digital systems on the management of the organization. New features of the behavior of HR specialists of organizations are determined. The directions for improving HR analytics are investigated. It is noted that the introduction of digital technologies leads to the emergence of new and changes in previously solved tasks in the HR system. Digital technologies give HR specialists the opportunity to change their role and raise their status in the organization. The digital technology platforms used in business practice are considered, their advantages are shown. The focus is on promising digital HR practices, such as the use of chatbots and social networks, big data analysis, the use of applications and analytics based on artificial intelligence, the use of cloud technologies in software, the use of machine learning.
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