pace. To achieve values ​​- goals, each corporation chooses its own system of values ​​- means, the most common are honesty, respect, improvement, innovation.

Using information about corporate values, management can formulate a list of value orientations that are fixed in the value portrait of the "ideal" employee and in the best possible way to achieve corporate goals. All identified elements must be presented in the form of a value system: values ​​- goals; - values ​​- means - value orientations of the ideal worker.

The need to improve the efficiency of the functioning of a corporation in modern conditions requires the identification of real value orientations that its employees possess. Value orientations ensure the stability of the individual, the continuity of a certain type of behavior and activity and are expressed in the direction of needs and interests, act as a measure of the sociality of the individual, due to these features they have a major impact on the value system of the company.

Consistency of value orientations determines such personality traits as integrity, reliability, loyalty to certain principles and ideals, the ability to make strong-willed efforts in the name of these ideals and values, and an active life position; the inconsistency of value orientations gives rise to inconsistency in behavior. Value orientations set the general direction for the interests and aspirations of the individual; a hierarchy of individual preferences and patterns; targeted and motivational programs; level of claims and prestige preferences; understanding of appropriate behaviors. Value orientations, being the mechanism of personal growth and self-development, are themselves developing and dynamic. If their existence is not supported by the environment, then they are gradually lost. Acceptance and development of corporate values ​​is a long and lengthy process: the awareness of corporate values ​​generates value ideas, and value orientations are created on their basis.

Literature

1. Groshev I.V., Yuriev V.M. Management of organizational culture. - M.-Voronezh: Ed. NPO "MODEK", 2010.

2. Nezamaykin I.V. Value Management and Modernization // Bulletin of the University. - M.: GUU, 2012. - No. 17.

Z.P. Rumyantsev

ON APPROACHES TO UNDERSTANDING THE ESSENCE OF STRATEGY AND STRATEGIC MANAGEMENT

Annotation. Some results of scientific research on the topic "Evolution of the key concepts of management" carried out in 2012 are summed up. The study of the evolution of concepts associated with the keyword "Strategy" was carried out in the following areas: the essence of the strategy; economic foundations of the strategy; problems of strategy formulation; strategic planning and strategic management.

Keywords. Strategy, economic fundamentals, strategic planning, strategic management.

© Rumyantseva Z.P., 2013

Consideration of the essence of the strategy, which determines its composition and content, made it possible to identify definitions that are consistent with the opinions of a large number of management theorists and practitioners who study these issues in the context of a market economy.

According to M. Porter, strategy is a difficult choice that determines how a company will achieve high results in a competitive environment. The essence of strategy is defined by him as the choice of what the organization should not do. The strategy should show how the organization in a competitive environment will be able to get better results compared to competitors. Strategy is the positioning that a company chooses and the result of which is the achievement of its goal. Positioning becomes a reality by carrying out appropriate actions (activities).

In accordance with the definition given by W. Peterson, a strategy is a set of an organization's choices about where it will compete, how it will create higher value for consumers and how it will provide an appropriate return on invested capital.

In the work of W. Peterson, key questions are highlighted that the strategy should answer:

Where will the company compete (in which markets, to satisfy which customer groups, what value does it offer to customers);

Target setting of the strategy (what parameters will be used to evaluate the result);

Approaches to achieve goals (differences compared to competitors);

Key priorities of the company (concentration of resources in order to achieve results).

Competition as the economic basis of strategy is the subject of research by many authors, emphasizing the peculiarity of competition in modern conditions. According to M. Porter, this is one of the most important factors causing the need to develop a strategy. Competition encompasses not only relationships between competing organizations, but also between a company and its customers, suppliers, substitute manufacturers, and new potential competitors.

Competitive advantage - in the definition of M. Porter - is inextricably linked with the economics of competition. For commercial organizations, this is profit and results. To determine them, it is recommended to analyze the factors that led to the increase in profits (higher prices, low costs, or a combination of both), as well as clearly formulate the parameters by which the results of the strategy are evaluated. Attention is drawn to the fact that such statements as “to get better results”, “to be the best company”, etc. cannot be taken as the basis for evaluating the results. The goals of the strategies of commercial companies are not to defeat opponents, but to maximize the return on the resources used (first of all, to earn as much profit as possible).

For non-profit organizations, competitive advantage means producing more value for society for every dollar spent, or producing the same value at less cost.

The basic elements of competitive advantage are the types of activities a company performs and the entire value chain.

M. Porter's position is questioned by a number of authors who believe that the idea of ​​competition in the new business environment is outdated, as it reflects the manic pursuit of return on equity capital. Under the new conditions, Christopher Meyer and Julia Kribi note in the article "Failure in the Evolution of Capitalism":

it is necessary to create other rules for capitalism. In their opinion, it is necessary to develop and maintain cooperation as a very promising source of innovation in our newly connected world. Capitalism will be able to develop in evolution, having found new guidelines for itself, coinciding with the main goals of society. If innovation and projects are taken as the economic basis, then competition recognizes the advantages of cooperation, and the mission of the company (and this is its soul) can be defined as the creation of the greatest good for the greatest number of individuals. The idea of ​​profitability, the authors believe, remains, but not in the first place.

The idea of ​​new approaches to the essence of strategy in the new conditions of development of capitalism is substantiated by Raizberg B.A., Lozovsky L.Sh. and Starodubtseva E.B. , emphasizing the role of corporate social responsibility. In their opinion, modern capitalism is oriented towards social goals, scientific and technological progress, and is based on achieving the interest of workers in labor and the results of labor. Capital becomes not only a factor in making profit, but also in social progress, and capitalism takes on the features of a socially oriented economy.

The connection between competitive advantage and corporate social responsibility is also recognized by M. Porter in an article jointly with M. Kramer. However, the authors note that the actions of companies in this direction are purely cosmetic in nature, being a response to the opinions of the public and the media. But in practice, companies are most often limited to publishing social responsibility reports that describe what is being done in general, with no obvious connection to the business. According to the authors, it is necessary to integrate social aspects with key business, its practices and strategies, and for this it is necessary to create socially integrated corporations. At the same time, corporations should not be responsible for all the world's problems, and they do not have the necessary resources for this. Each company must identify specific social issues in which it can contribute and, as a result, gain a huge competitive advantage.

Strategy formulation problems arise due to the fact that many managers cannot clearly and unambiguously formulate the company's strategy. This pattern is observed at all levels of the hierarchy - from top to bottom, and this negatively affects not only the development, but also the implementation of the strategy. What is needed is a simple, clear and concise formulation that allows each employee to understand and perceive the strategy, using it as a guide in times of difficult choices.

There are three critical elements of strategy formulation: goals, format (borders) and benefits (benefits, benefits).

When determining the final results (goals) that are supposed to be obtained, it is necessary to accurately determine the period of time required for this. It is recommended to strictly observe a certain hierarchy of statements related to the goals of companies: mission, values, vision and strategic development goals. The latter show what the company's competitive plan will be for a certain period of time.

Establishing the format (framework) of business in the conditions of developed competition involves three dimensions of the boundaries of the company's actions: client or offer, geography and vertical integration. Clearly defining boundaries in these areas shows managers what activities to focus on and, just as importantly, what not to do. The framework of the enterprise does not give a precise prescription of what must be done within the described boundaries. In fact, they encourage experimentation and initiative.

The essence of the strategy is expressed by its competitive advantages. They contain complementary external and internal components: the value proposition,

explaining why your target customers should buy your product from all possible choices, as well as a description of how internal activities will be organized to deliver the value proposition to the customer. How your business will be different from others or what you will do better than others will determine the means by which you are going to achieve your goals. Being clear about what distinguishes a firm from others helps employees understand how they contribute to the successful execution of the strategy.

Strategic planning has played a different role at different stages of strategy development. In the 1960s and 1970s, it was a central element of the scientific approach to management. This was largely facilitated by the work of A. Chandler and I. Ansoff. In them, for the first time, strategy was associated with the organization of the company's activities. According to I. Ansoff, strategy refers to organizational development itself, since the main thing for it is the market and the prospects of the company. This approach to strategy as planning meant that strategies could be developed as a result of the planning procedure, and the strategy of a corporation could be represented as a set of long-term goals and the allocation of resources for their implementation.

This period is characterized by significant changes in the role of specialized strategic planning services, which developed long-term development plans for the organization, its divisions and services. It was they who determined the content of the strategy. In the process of large-scale use of this strategy-forming tool, planning has become a routine, formalized process, carried out annually, time-consuming and costly (the scale of this work, as a rule, required the involvement of consultants) and not always related to the real needs of the organization.

In the 1980s, under the influence of the increasing dynamism and complexity of the environment, companies were forced to frequently revise their development goals and, consequently, their strategies for achieving them. Planning, as an integral part of the strategy formation process, lost its meaning, and companies began to gradually move towards the formation of a strategy, the basis of which is the "vision".

According to W. Peterson, the connection between strategy and strategic planning at the present stage can be expressed by the golden rule: first strategy, then strategic planning.

The differences between these concepts are presented in Table 1.

Table 1

Differences between the concepts of "strategy" and "strategic planning"

Strategy Strategic planning

Determines where to compete and how to win in the competition Ensures order and discipline of execution

Determines the best choices Determines how to translate strategy into action, but does not shape it

Intensifies efforts at vital business positions Creates forecasts, budgets and logistical dependencies

M.: 2007. - 304 p.

The textbook is a further development of the theory and practice of general management of the organization, which were devoted to previously published works of the author. New chapters and additional materials reflect the theory and practice of management in domestic and foreign companies (organizations), which predetermined the name of the textbook.

For students, graduate students, specialists studying modern problems and opportunities of organizations.

Format: pdf/zip

The size: 3.08 MB

/ Download file

Table of contents
INTRODUCTION 10
CHAPTER 1. GENERAL MANAGEMENT: CONCEPTS, EVOLUTION
Learning objectives 12
1.1. CONCEPT OF GENERAL MANAGEMENT 12
1.1.1. General management and management 12
Definition of “general management” 12
“Management” and “management” are interchangeable concepts 14
1.1.2. Management as a function and process 15
Types of management activities 15
Management as a process 15
1.1.3. Management is 15 managers
Organization run by 15 people
Control apparatus 16
1.1.4. Management is an art and a science 16
Management as an art 16
Management is a science 17
1.2. DEVELOPMENT OF THE THEORETICAL FOUNDATIONS OF MANAGEMENT 17
1.2.1. The evolution of managerial thought in the 20th century 17
20th century: first works on control theory 18
Scientific principles of management 20
The development of management science in the first half of the 20th century 23
The second half of the 20th century: a turn in the development of the theoretical foundations of management 26
New management principles 29
Management aspects of economic reforms 30
1.2.2. New approaches to managing organizations in the Russian Federation 31
Pre-reform paradigm of socialist production management 31
A New Management Paradigm in Transition 33
Findings 38
Security questions 38
CHAPTER 2. OBJECT OF MANAGEMENT - ORGANIZATION
Learning goals 40
2.1. CONCEPT AND THEORETICAL FOUNDATIONS OF ORGANIZATION 40
2.1.1. Definition of the concept and role of organizations in society ... 40
Organization: concept and features 40
The role of the organization in society 41
Organizations and management 42
2.1.2. Organization as a system 44
Concept of organizational system 44
The external environment of the organizational system 44
Internal environment of the organizational system 50
The relationship between the internal and external environment of the organization ... 50
2.1.3. Organization as a system of processes 51
Types of processes in an organization 51
Composition of the main processes 52
Composition of auxiliary processes 53
Management processes 54
2.1.4. Description of the organization as an object of management 56
Description Options 56
The value of the parameters for the characteristics of the organization .... 56
2.2. CLASSIFICATION OF ORGANIZATIONS 61
2.2.1. Criteria for classifying organizations 61
By classifying organizations as formal and informal 61
By type of ownership 62
In relation to profit 62
By organizational and legal forms 62
By organization size 62
2.2.2. Organization integration 66
The concept of integration 66
Types of integration 66
2.3. ASSOCIATIONS, NETWORKS, UNIONS AS OBJECTS OF MANAGEMENT 70
2.3.1. Corporate associations 70
Mergers 70
Financial and industrial groups (FIGs) 71
2.3.2. Entrepreneurial networks, alliances 73
Reasons for creating and benefits of entrepreneurial networks and alliances 73
Characteristic features of network formations 76
Principles of managing network formations 76
Features of managing a virtual corporation 78
Findings 79
Security questions 79
CHAPTER 3. MANAGER IN THE ORGANIZATION
Learning goals 81
3.1. MANAGER - PROFESSIONAL MANAGER 81
3.1.1. Characteristic features and content of managerial work 81
Characteristic features of the work of managers 81
The content of the work of managers - management functions 83
3.1.2. Requirements for managers 84
Management personnel 84
The role of managers in an organization 85
Requirements for special knowledge and skills 88
Requirements for human qualities 89
3.1.3. Characteristics of a 21st century manager 92
Conditions and factors that shape the traits of a manager 92
Modern manager model 94
Entrepreneurship and Manager 95
The New Role of Leadership 97
3.2. DIVISION OF LABOR IN MANAGEMENT 100
3.2.1. Functional division of labor in management 100
Managers specialized in performing management functions 100
General (line) managers 100
3.2.2. Structural division of labor 101
Two approaches to the structural division of labor 101
Vertical division of labor 102
Horizontal division of labor 105
3.2.3. Division of labor according to the role of managers in the management process 105
Categories of managerial employees 105
Head of organization 106
3.3. LABOR COOPERATION IN MANAGEMENT 109
3.3.1. Mechanisms of labor cooperation in management 109
Cooperation and coordination 109
New cooperation mechanisms 110
3.3.2. Group (team) work and its new role 110
Definition of concepts 110
Types of groups in organizations 111
Benefits and effectiveness of group work 113
Findings 114
Security questions 114
CHAPTER 4. PROCESS AND MANAGEMENT METHODS
Learning goals 116
4.1. BASIC CONCEPTS OF THE MANAGEMENT PROCESS 116
4.1.1. The concept and main elements of the management process ... 116
Definition of concepts 116
Components of the decision-making process 118
4.1.2. Problem or Opportunity 119
Definition of concepts 119
Problem Formulation Rules 120
Problem situation 120
4.1.3. Participants in the decision-making process 123
Subjects of decision 123
Individual Decisions 124
Decisions made by groups of people 125
4.1.4. Decision 127
Decision requirements 127
Classification of decisions 128
Programmable and non-programmable solutions 129
4.2. BASIC CONCEPTS OF THE DECISION-MAKING PROCESS... 130
4.2.1. Rational (classical) model of the decision-making process 131
Process steps 131
Goals and criteria for evaluating actions 133
Organization and control of implementation of decisions 136
Limitations in Using the Rational Decision Model 137
4.2.2. Alternative models of the decision-making process... 137
Bounded rationality model 137
Retrospective model 139
4.3. MANAGEMENT PROCESS METHODS 139
4.3.1. General scientific methods 140
Systems approach 140
Integrated approach 140
Modeling 141
Economic and mathematical methods 141
Experimentation 142
Concrete-historical approach 143
Methods of sociological research 144
4.3.2. Specific management methods 144
Methods for managing the functional subsystems of an organization 144
Methods for performing general management functions 145
Problem Solving Methods 146
Findings 156
Security questions 157
CHAPTER 5. PLANNING AND STRATEGY FOR THE DEVELOPMENT OF THE ORGANIZATION
Learning goals 159
5.1. PLANNING AS A MANAGEMENT FUNCTION 159
5.1.1. System of organization plans 159
Definition of concepts 159
Organization planning 161
Modern approaches to strategic planning and its role 163
5.1.2. Goals of the organization 165
Mission 165
Vision and goals 168
Target grouping 170
Goal tree 176
5.1.3. Management system by goals (results) 177
Principles of a management system by objectives 177
Stages of the management process by objectives 178
The concept of results-based management 179
Advantages and disadvantages of the management system by objectives (results) 180
5.2. STRATEGY OF THE ORGANIZATION 181
5.2.1. Strategic management model 181
Definition of strategy 181
Stages and elements of the strategic management model ... 182
5.2.2. Analytical work in the selection and justification of the organization's strategy 187
Analysis of environmental factors 187
Analysis of internal environment factors 191
Strategic alternatives 194
5.3. ORGANIZING THE IMPLEMENTATION OF PLANS 197
5.3.1. Conditions for the implementation of the strategy 197
Strategy Implementation Model 197
Implementation tools for strategic plans 198
5.3.2. Carrying out planned changes in the organization 200
Principles of carrying out and content of changes 200
Organization of work on the implementation of plans 202
Conclusions 204
Security questions 204
CHAPTER 6. MANAGEMENT STRUCTURE OF THE ORGANIZATION
Learning goals 206
6.1. CONCEPT, PRINCIPLES AND APPROACHES TO BUILDING THE MANAGEMENT STRUCTURE 206
6.1.1. Management structure as part of the organizational structure 206
Organizational structure and management structure of the organization 207
Definition of governance structure concepts 208
Characteristics of the governance structure 209
6.1.2. Principles of building management structures 213
A new understanding of the classical principles of management.... 213
Principles of formation of management structures 215
6.1.3. Typical approaches to the construction of management structures. . . 216
Formation of hierarchical and bureaucratic management structures 216
Formation of organic governance structures 218
Comparison of two approaches to building governance structures 220
6.2. TYPES OF MANAGEMENT STRUCTURES OF THE ORGANIZATION 222
6.2.1. Choice of governance structure 222
Situational selection factors 222
Division of management work 223
Level of centralization and decentralization 224
Coordination mechanisms 224
6.2.2. Types of governance structures 225
Linear-functional management structure 225
Divisional management structure 228
Project management structure 234
Matrix management structure 236
Brigade structures of work and management 238
6.3. MODERN TRENDS IN DEVELOPMENT AND ASSESSMENT OF THE MANAGEMENT STRUCTURE OF THE ORGANIZATION 242
6.3.1. Modern trends in the development of management structures 242
6.3.2. Governance Structures at Different Stages of Organizational Growth 244
6.3.3. Assessment of the organization's management structure 246
To achieve the goals of the organization 246
According to the parameters of the control system 246
Conclusions 249
Security questions 250
CHAPTER 7. MOTIVATION, CONTROL AND MANAGEMENT EFFICIENCY
Learning goals 251
7.1. FUNCTION OF MOTIVATION IN MANAGEMENT 251
7.1.1. The role of motivation in management 252
People are the main source of effective development 252
Motivated staff - a cohesive team 252
7.1.2. Motivation as a function of the management process 253
Defining Motivation as a Process 253
Theoretical base of motivation 254
Methods of motivation 256
7.1.3. Lifelong learning system as a motivation factor 258
Modern Perspectives on the Learning Organization 258
Manager Skill Development Pyramid 259
Continuous management training system 260
Modern approaches to training managers 262
Differentiation of manager training 263
7.2. THE FUNCTION OF CONTROL IN THE ORGANIZATION 266
7.2.1. The concept and content of control 266
Control - a function of the management process 266
Stages of the control process 267
7.2.2. Types of control in the organization 270
By frequency of control 270
By functional subsystems 272
7.2.3. Control methods 272
General Methods 272
Benchmarking 273
Total Quality Control and Total Quality Management (TQM) 275
7.3. MANAGEMENT EFFICIENCY 277
7.3.1. The concept of "management efficiency" 277
Efficiency and economy 277
7.3.2. Organization Models 278
Modeling as a way to study the properties and relationships of organizations 278
Basic models of organizations 279
7.3.3. Methods for assessing and measuring management effectiveness 283
The need for performance evaluation 283
Performance measurement indicators 283
Methods for comparing organizations in terms of the effectiveness of financial and economic activities 290
7.3.4. Effective management of organizations 292
The tasks of managers for the effective operational functioning of organizations 292
The tasks of managers for the effective strategic development of organizations 293
7.3.5. Restructuring and Organizational Efficiency 294
Definition of concepts 294
Effective organization model 296
Results of restructuring 297
Conclusions 300
Security questions 300
RECOMMENDED READING 303

Available in formats: epub | PDF | FB2

Pages: 304

The year of publishing: 2010

The textbook is a further development of the theory and practice of general management of the organization, which were devoted to previously published works of the author. New chapters and additional materials reflect the theory and practice of management in domestic and foreign companies (organizations), which predetermined the name of the textbook. For students, graduate students, specialists studying modern problems and opportunities of organizations.

Reviews

Those who viewed this page were also interested in:

Frequently asked Questions

1. Which book format should I choose: PDF or FB2?
It all depends on your personal preferences. Today, each of these types of books can be opened both on a computer and on a smartphone or tablet. All books downloaded from our site will open and look the same in any of these formats. If you don’t know what to choose, then choose PDF for reading on a computer, and FB2 for a smartphone.

3. In which program to open the PDF file?
You can use the free Acrobat Reader to open the PDF file. It is available for download at adobe.com.

Organization management: Textbook / Porshnev A.G., Azoev G.L., Barancheev V.P., Porshnev A.G., Rumyantseva Z.P.; Ed. Salomatina N.A. - 4th ed., revised and additional - M.: NITs INFRA-M, 2016. - 736 p.: 60x90 1/16. - (VO: Undergraduate) (Cover) ISBN 978-5-16-009693-3 - Access mode: http://site/catalog/product/550093 read

978-5-16-009693-3

Porshnev Anatoly Georgievich

Organization management: Textbook / A.G. Porshnev, G.L. Azoev, V.P. Barancheev; Ed. A.G. Porshnev - 4th ed., revised. and additional - M.: NITs INFRA-M, 2014. - 736 p.: 60x90 1/16. - (Higher education). (hardback) ISBN 978-5-16-009693-3 - Access mode: http://website/catalog/product/453480 read

978-5-16-009693-3

Porshnev Anatoly Georgievich

Organization management: Textbook / A.G. Porshnev, G.L. Azoev, V.P. Barancheev; Ed. A.G. Porshneva and others - 4th ed., revised. and additional - M.: NITs INFRA-M, 2015. - 736 p.: 60x90 1/16. - (Higher education). (cover) ISBN 978-5-16-009865-4 - Access mode: http://website/catalog/product/484522 read

978-5-16-009865-4

The fourth edition of the textbook "Organization Management" was prepared by scientists from the State University of Management. Changes have been made to the structure of a number of chapters, new materials have been included that reflect the results of the latest scientific research in the field of management, as well as the experience of their practical use in organizations. For students, graduate students, specialists of organizations studying modern problems of management. The textbook will provide real assistance in study and work on the formation of management systems that meet the requirements of the dynamically developing Russian economy.

Rumyantseva Zinaida Petrovna

: Textbook / Z.P. Rumyantsev. - M.: INFRA-M, 2005. - 304 p.: 60x90 1/16. - (Higher education). (hardback) ISBN 5-16-002276-7 - Access mode: http://website/catalog/product/90583 read

Azoev Gennady Lazarevich

Organization management: Textbook / Porshnev A.G., Azoev G.L., Barancheev V.P., Porshnev A.G., Rumyantseva Z.P.; Ed. Salomatina N.A. - 4th ed., revised and additional - M.: NITs INFRA-M, 2016. - 736 p.: 60x90 1/16. - (VO: Undergraduate) (Cover) ISBN 978-5-16-009693-3 - Access mode: http://site/catalog/product/533595 read

978-5-16-009693-3

The fourth edition of the textbook "Organization Management" was prepared by scientists from the State University of Management. Changes have been made to the structure of a number of chapters, new materials have been included that reflect the results of the latest scientific research in the field of management, as well as the experience of their practical use in organizations. For students, graduate students, specialists of organizations studying modern problems of management. The textbook will provide real assistance in study and work on the formation of management systems that meet the requirements of the dynamically developing Russian economy.

Rumyantseva Zinaida Petrovna

General management of the organization. Theory and practice: Textbook / Z.P. Rumyantsev. - M.: NITs INFRA-M, 2015. - 304 p.: 60x90 1/16. - (Higher education: Bachelor's degree). (hardback) ISBN 978-5-16-010536-9 - Access mode: http://website/catalog/product/492741 read

978-5-16-010536-9

Porshnev Anatoly Georgievich

Organization management: Textbook / State University of Management; Ed. A.G. Porshneva and others - 4th ed., revised. and additional - M.: INFRA-M, 2007. - 736 p.: 60x90 1/16. - (Higher education). (hardback) ISBN 5-16-002768-8 - Access mode: http://website/catalog/product/121385 read

Rumyantseva Zinaida Petrovna

Rumyantseva, Z. P. General management of the organization. Theory and practice: Textbook / Z.P. Rumyantsev. - Moscow: NITs INFRA-M, 2020. - 304 p.: - (Higher education: Bachelor's degree). - ISBN 978-5-16-102552-9. - Text: electronic. - URL: https://website/catalog/product/1052228 read

978-5-16-010536-9

The textbook is a further development of the theory and practice of general management of the organization, which were devoted to previously published works of the author. New chapters and additional materials reflect the theory and practice of management in domestic and foreign companies (organizations), which predetermined the name of the textbook. For students, graduate students, specialists studying modern problems and opportunities of organizations.