resource approach. Modern problems of science and education

The purpose of strategic management is to provide the company with a long stay in the market. A prerequisite for this is a stable competitive advantage. The question is how to achieve and keep them.

Many different (or differently presented) theoretical approaches to the interpretation of economic reality still do not meet the needs of practice in management tools.

Key issue strategic management in the fact that specific basic hypotheses are refined to the level of speculative framework constructions, which in themselves are convincing and explain economic reality, but due to a narrow angle of view, they cannot serve as a solid basis for recommendations in the field of practical actions. Against this background, the question is raised about the appropriate delimitation of the theoretical framework for the interpretation (or creation and use) of stable competitive advantages.

Such frameworks are the subject of further consideration. This market approach with an analysis of the environment external to the enterprise. This approach is fully in line with the works of Michael Porter on corporate strategy, which have followers and are very popular. AND resource approach with an analysis of the internal strengths and weaknesses of the enterprise using its unique achievements, resources and key competencies.

For example, in order to occupy and maintain its market segment, Honda uses its achievements in the development and production of high-quality engines for motorcycles, cars, lawn mowers and other devices as a competitive advantage, while Canon uses its capabilities in the field of optics and miniaturization (originally for cameras). ) For copiers and printers.

Companies that build their strategy around core competencies or unique achievements may want to start by defining them for the internal business process component, and only then for the customer component, choosing the buyer and the market segment in which these competencies and achievements are decisive.

The multidirectionality of these approaches served as a basis to consider them antipodes, to believe that the use of one excludes the use of the other. There is no need for such opposition. More attractive is the prospect of integrating both concepts in a single framework to take into account different aspects of competitiveness and take advantage of a balanced point of view for the strategic management of the enterprise. As a result, it would be possible, on the one hand, to explain the development of an enterprise (in terms of an interpretive approach) using original resources and specific competitive conditions, and on the other hand, to develop, given a certain combination of resources and market conditions, practical recommendations for strategic management.

Market Approach

A distinctive feature of market orientation is that the performance of the enterprise is determined by the sales markets. Accordingly, special attention is paid to attractiveness of the enterprise environment as an indicator of market growth, capacity and quality, as well as commodity market positioning in relation to competitors.

The core of the market approach is the knowledge that can be derived from the relationship between market structure and enterprise performance. In accordance with the “structure - behavior - result” paradigm, the market structure determines its behavior and thus specific results (Fig. 1.17).

Since it is allowed that factor markets are committed, then differences in the factor equipment of enterprises operating on the market are quite possible, but can be easily smoothed out. Thus, adherents of the approach under consideration actually proceed from the fact that quasi-homogeneous enterprises operate in all industries. Such global market determinism is very far from reality.

Figure 1.17 - The relationship of market structure, market behavior, resources and results.

For the development of strategic recommendations, it is also assumed that only enterprises the same industry operate under conditions the same situation. The classic tools of the market approach include, for example, the concept of product life cycle, the concept of the experience curve, the PIMS program, and the portfolio of linking opportunities and risks.

In empirical studies, the alleged relationships between industry structure and market behavior are revealed only provisionally. Within the framework of the market-oriented approach, the question of what factors led the company to a favorable position in the market and how to maintain or strengthen these positions remains controversial. It is these questions that are the subject of a resource-oriented approach.

resource approach

This approach is based on the fact that the products intended for the market are the result of fundamental market behavior, which in turn reflects the resources and competencies that the enterprise possesses. Resources and product become two sides of the same coin. Accordingly, the paradigm "resources - behavior - result" is put forward. However, when developing policy recommendations, there is a danger of replacing one one-sidedness with another due to insufficient consideration of market conditions.

Since an enterprise is understood as a set of original resources, it is logical to assume that the variety of the resource base is a fundamental feature of the resource approach. With the help of relevant competitive resources, the company tries to win and strengthen strategically advantageous and inaccessible market positions for competitors. To generate sustainable competitive advantages, the approach under consideration imposes certain requirements on resources.

Non-imitation. Any resource is considered a strategically relevant potential if it is protected from imitation by competitors. The degree of security depends on many factors. So, history of development Each enterprise is always original, and an attempt by a competitor to repeat it in a short time through large investments often does not lead to the goal at all or leads to it with a very unfavorable cost-benefit ratio. Also possible opacity links between resources and competitive advantage. For example, it is well known that the products of this enterprise are of excellent quality, but it is not clear to a competitor what resource this is associated with. The situation is similar with the interconnectedness of resources, when only a certain combination of them leads to the emergence of stable competitive advantages.

Enterprise specifics. With the growth of the organizational specifics of the resource, the costs associated with its transfer increase.

On the other hand, with an increase in the number of resources specific to a given enterprise, there is a threat of loss of flexibility. Therefore, it is important to constantly monitor the relationship between the quasi-rental potential of any resource (as the difference between its optimal use in the enterprise and suboptimal use for alternative purposes and / or other market participants) and the possible loss of flexibility.

Irreplaceability. Independent of the enterprise, but crucial to the value of the resource, is the danger of replacing it. With little imitation barriers, it is possible to create a resource similar to the one being replaced. Formidable barriers force the use of alternative forms of development, in which an equivalent range of services can be provided only with the help of completely different or differently arranged resources.

The ability to increase profits in the market. Only those resources that contribute to the creation of value (value) in the sales market have strategic relevance. Only if the consumer is willing to pay for the additional benefit from the resource used can success be ensured and thus the amortization of the capital invested in the resource.

After identifying relevant competitive resources in the enterprise, it is necessary to specify the prerequisites that ensure long-term success from their use. To do this, it is necessary to carry out further differentiation of resources in another direction.

Integration of market and resource approaches

The tools proposed for strategic management are designed primarily for established market structures and existing markets with high growth rates and low risks. This implies the danger of an overly optimistic assessment of the possibility of developing the competitive position of an enterprise. This danger can be significantly reduced by integrating market and resource approaches.

Taking into account not only the product, but also the resources that generate it, allows the manager to gain more detailed knowledge of the strategy being implemented.

The concept, which compares the resources that provide competitive advantages (and thus the products produced), and the economic fields (markets) of the enterprise, is a resource-market portfolio.

The portfolio concept distinguishes between existing and newly developed resources and markets. As a result of this two-dimensional approach, four segments are formed (Fig. 1.18), for which two main strategies can be formed.

So, on the one hand, you can use existing competitive advantages based on resources, and expand them towards new markets. On the other hand, the management of the enterprise anticipates what will be the demand for resources in the markets in the future.

Based on this foresight, a decision is made which resources and how to develop. Against this background, private strategies are recommended in individual portfolio segments.

In conclusion, it should be noted that the integration of market and resource approaches should be perceived only as the first step towards the creation of a complete theory of strategic management. A significant advantage of integration lies in bringing together separate knowledge relatively repeatedly and independently of each other decisions. Thus, a comparison of excess resources and needs for them allows you to more accurately analyze the real strategic position of the enterprise. Through an integrated approach, policy recommendations can be justified from multiple perspectives.

Figure 1.18 - Resource and market portfolio.

A condition for integrating market and resource approaches is a favorable ratio of costs and benefits of planning. The development of an easy-to-use integrated approach is the subject of further research. Which criteria for the relationship between internal and external orientation will be decisive can be determined only in each specific case, depending on the situation outside and inside the enterprise.

Nizhalskaya N.I.

Candidate of Economic Sciences, Associate Professor,

Novosibirsk State University of Architecture and Civil Engineering

RESOURCE APPROACH IN STRATEGIC DEVELOPMENT OF ORGANIZATION: THEORETICAL AND PRACTICAL ASPECTS

annotation

The genesis of the resource approach is carried out and the basic concepts and ideas of the resource approach are investigated. Classifications of resources of various authors are given. The resources and competencies are identified, which, taking into account the identified opportunities and threats, are the most important in terms of obtaining a sustainable competitive advantage. An assessment of the functional strategies for the development of the enterprise was carried out: marketing, financial and production. Proposed directions for development marketing strategy, as well as solve the problems identified at the stage of analysis of the financial and economic activities of the enterprise.

Keywords: resource approach, resources, competitive advantages, strategic development.

Nizhalskaya N.I.

PhD in Economics, Associate Professor,

Novosibirsk State University of Architecture and Civil Engineering

RESOURCE APPROACH IN THE STRATEGIC DEVELOPMENT OF THE ORGANIZATION: THEORETICAL AND PRACTICAL ASPECTS

Abstract

The genesis of the resource approach is carried out and the basic concepts and ideas of the resource approach are studied. The resources of different authors are cited. The resources and competencies are determined with regard to identified opportunities and threats. They are the most important in terms of obtaining a sustainable competitive advantage. The estimation of functional strategies of enterprise development is carried out including marketing, financial and production. The development directions of the marketing strategy are suggested, while problems are revealed at the stage of analysis of financial and economic activities of the enterprise are solved.

keywords: resource approach, resources, competitive advantages, strategic development.

The importance of strategic development is undeniable for different organizations. makes it possible to survive competition in the long run. Improving the company's strategy is an integral part of its existence and development, contributes to its retention in high positions in the competition and helps to achieve the company's goals. The most effective way is the strategic development of the enterprise based on the resource approach.

Adhering to the standard definition of resources for constructing further theoretical constructions, we note the already existing classifications of K. Hofer and D. Schendela, R. Grant, J. Ruus, S. Pike and L. Fernström, as well as S. Montgomery and D. Collins.

There are some differences in all the classifications considered, but all authors try to highlight those types of resources that will be strategically valuable for achieving high financial results.

In modern conditions with high dynamics of the external environment, the resource approach gives the organization the freedom to make a decision regarding a strategy, the choice of which is determined by the acquisition and purposeful development of specific resources and competencies during the period of its activity.

Based on the results of consideration of the theoretical aspects of the resource approach in the strategic development of the organization, the following conclusions can be drawn:

- in the concept of the resource approach, explanations are given for the genesis of competitive advantages, the formation mechanism of which is to identify, create, and effectively manage the organization's strategically valuable resources;

- Achieving competitive advantages is possible due to the company's strategic resources, which are access to priority and limited distribution channels, high product quality, a wide range and reputation with suppliers and buyers.

The implementation of a production strategy is impossible without financial resources, which depend on the implementation of marketing and financial strategies.

In order to create favorable conditions for achieving production goals, it is necessary to focus on the development of marketing and financial strategies, taking into account available resources.

The importance of assessing the available resources in the organization will be confirmed by the example of TD Techno LLC. The LLC TD Techno company was founded in 1997 in the city of Novosibirsk.

LLC "TD Techno" produces bath and heating stoves, fireplaces, metal wall brackets for various kinds equipment, AV furniture.

The main share of the company's revenue in 2016 comes from sales of AV equipment - 458,265 thousand rubles, which is 73% of the total share of revenue, furnace equipment - 87,000 thousand rubles, which is 14% and commercial equipment - 80,000 thousand rubles. rub., which is - 13%. A more detailed structure of revenue by main customers of TD Techno LLC is presented in table 1.

As can be seen from the table, the main share of revenue in the direction of AV equipment is brought by retail chains M.Video and Eldorado - 63%, CSN accounts for 18% and other 18%.

In the direction of furnace equipment, the main buyers are dealers in the regions, which account for 56%.

In the direction of commercial equipment, the main consumer is Eldorado - 81%, M.Video - 10% and others (pharmacies, grocery stores in Novosibirsk) - 9%.

Table 1 - Structure of revenue by main customers

Direction	Buyers	Share in revenue in the direction, 2016	Share in total revenue, 2016
AV Technique	El Dorado	27 %	73% (458265 thousand rubles)
	M Video	36 %
	CSN	19 %
	Other	18 %
Furnace equipment	Siberian master	15 %	14% (87,000 thousand rubles)
	Pechnik	11 %
	Stoves and fireplaces	18 %
	Other	56 %
Retail store equipment	El Dorado	81 %	13% (80,000 thousand rubles)
	M Video	10 %
	Other	9 %

The areas of commercial and furnace equipment have a huge potential for development, which is not yet very developed. Commercial equipment, which is practically focused on only one large buyer, requires the development of a search for new market segments and distribution channels. The resources and abilities of the enterprise contribute to the development of this direction.

Volume growth commercial equipment it is necessary to support by entering the markets of the so-called DIY segments (do it yourself - do it yourself) and HouseHold (home, family, household).

The DIY segment includes hardware stores that sell home and garden products. Recently, the demand for this group of goods has increased significantly due to the active construction and repair of cottages.

HouseHold is a format retail goods for home and garden.

In addition to the existing range of commercial equipment, it is necessary to develop the production of garden and country furniture.

Another promising segment is the FMCG (fast moving consumer goods) segment.

You can enter these markets with products own production, which is presented in table 2.

Table 2 - Product range in the direction of commercial equipment

Product type	Range
Commercial furniture	Cash terminals, terminal for the seller, podiums, showcases, metal racks
garden furniture	Benches, chairs, tables, stools, arbors, flower beds, fences, swings, children's goods boxes, etc.
Interior furniture	Tables, cabinets, chests of drawers, modular products (kitchens, walls, etc.), bathroom furniture, etc.
Storage furniture	Warehouse and archive racks, etc.

An initial work plan is proposed for entering the markets of the DIY, HouseHold and FMCG segments:

1. Form a base of major DIY, HouseHold and FMCG retailers in Russia (contacts, names, addresses, websites, assortment, etc.)
2. Preparation commercial offers, price lists, product catalogs and positioning, presentations, promotional materials.
3. Cold calling, meeting scheduling.
4. Formation of the schedule of meetings / business trips.
5. Meetings and presentation of products.
6. Coordination of terms of deliveries, prices, sales.
7. Conclusion of contracts.

The furnace direction also has a wide range of products, but the production of domestic boilers is very poorly developed here. Household boilers are used for heat supply of residential and work premises. Boilers produced at the enterprise have a lower cost on the market and are in no way inferior to domestic and foreign counterparts, even in design. It is necessary to develop this direction as the market of boilers has a significant potential for growth.

New sales channel and development of maintenance services, the main ideas for promoting and increasing sales of boilers by Russian market, the essence of which is as follows:

1. Development of partnerships with construction companies that are engaged in low-rise construction, as well as with engineering companies that will carry out installation and after-sales service of boilers. The implementation of the sale of boilers "immediately to the house", which will be integrated into the heat supply system of houses, will allow to bypass competitors and bypass the sale of products through dealers. Thus, a new sales channel for household boilers can be obtained.
2. Sale of household boilers through the Internet site directly to customers. This distribution channel is very popular in recent times, because. has a wide target audience.
3. On the platform of domestic boilers, in the future it is possible to develop the direction of industrial boilers, which are used in small and medium-sized enterprises for space heating.

The following measures are proposed to improve the financial strategy:

1. To develop new distribution channels for the sale of commercial and oven equipment, provide bonus incentives for customers, which can provoke a long-term and mutually beneficial partnership.
2. To eliminate cash gaps, work with suppliers of materials and components for production needs on 100% payment after delivery and factoring.

The development of new sales channels for retail equipment, through entry into the DIY, HouseHold and FMGG market segments, will give a new impetus to this direction: expanding the product range, developing technologies and increasing sales and increasing profits. The success of entering these market segments is determined by their own growth: the development of geography, the opening of stores, the increase in space, the expansion of the range, etc.

The sale of domestic heating boilers must be done in partnership with developers of low-rise housing. Now developers, following the demand, are paying more attention to engineering systems that are developing towards the use of energy-efficient and environmentally friendly heating equipment.

A competent proposal and partnership agreements will allow to form new format cooperation and thereby increase the demand for boiler equipment, which will lead to an increase in the profit of the enterprise.

The implementation of bonuses for buyers implies the accrual of certain bonuses to the account of the buyer, depending on the contractual terms and volumes of delivery of products by the enterprise. The accrual of bonuses will also depend on the terms of payment for orders by the buyer, and will have to be carried out according to the following approximate schemes:

• 100% prepayment of the order - monthly bonuses;
• 50% prepayment of the order - quarterly bonuses;
• 100% payment immediately after delivery - semi-annual bonuses.

This scheme, from a marketing point of view, will lead to positive approval when the buyer chooses a supplier in favor of the enterprise and to an increase in the number of customers and reputation. From a financial point of view, an increase in the number of receipts and an increase in profits. With 100% prepayment, urgent funds appear for the purchase of materials and components. The bonus is focused on long-term partnerships with large buyers. With short-term deliveries of products, this scheme is not effective.

The proposed activities will create conditions for the development of enterprise strategies: obtaining the maximum possible profit, increasing sales, increasing the number of customers, increasing market share, and solving financial problems.

As part of the study, it is confirmed that the development of the organization should be carried out in accordance with strategies, while focusing on the available resources. Due to this, the company will have a competitive advantage in creating a product that will be in demand in the market and bring profit to the company.

References/References

1. Afanasiev, M. P. Marketing: strategy and practice of the firm / M. P. Afanasiev. – M.: Finstat, 2012. – 85 p.
2. Demidov, A. V. Strategic competitiveness of enterprises and assessment of the level of innovations / A. V. Demidov, G. A. Smirnova, M. N. Titova // Innovations. - 2013. - No. 2. - S. 102-106.
3. Endovitsky, D. A. Resource-oriented economic analysis: theory, methodology, practice / D. A. Endovitsky, N. P. Lyubushin, N. E. Babicheva // Economic analysis: theory and practice. - 2013. - No. 38. - P. 2-8.
4. Lapygin, Yu. N. Strategic development of the organization: textbook / Yu. N. Lapygin, D. Yu. Lapygin, T. A. Lachinina; ed. Yu. N. Lapygina. - 2nd ed. - M: Knorus, 2016. - 284 p.
5. Nazarkina V. A. Development strategies for tourism organizations / V. A. Nazarkina // Modern problems of social and cultural service and tourism: Proceedings of the international scientific and practical conference. - Khabarovsk: Publishing House of the Far East State University of Transportation, 2008. - S. 93-96.
6. Nizhalskaya N.I. Methodological bases for assessing and ensuring the competitiveness of a trade organization: dis. …cand. economy Sciences: 08.00.05: defended 05.24.07: approved.
7. Ruus, J. Intellectual capital: management practice: per. from English. / J. Ruus, S. Pike, L. Fernstrom; ed. VC. Dermanova. - 3rd ed. - St. Petersburg: Higher School of Management, 2010. - 135 p.
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9. Sitnikova Ya.V., Nadgrebelnaya V.S. Competitiveness of an enterprise in the international market and the challenges of the modern economy.// Modern science: theoretical and practical view. Collection of articles of the International Scientific and Practical Conference. - Ufa, 2015. P. 144-148.
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References in English/References in English

1. Afanas'ev, M. P. Marketing: strategija i praktika firmy / M. P. Afanas'ev. - M.: Finstat, 2012. - 85 p.
2. Demidov, A. V. Strategicheskaja konkurentosposobnost’ predprijatij i ocenka urovnja novovvedenij / A. V. Demidov, G. A. Smirnova, M. N. Titova // Innovacii . - 2013. - No. 2. - P. 102-106.
3. D. A. Endovickij, N. P. Ljubushin, N. Je. Babicheva // Jekonomicheskij analiz: teorija i praktika. - 2013. - No. 38. – P. 2-8.
4. Lapygin, Ju. N. Strategicheskoe razvitie organizacii: uchebnoe posobie / Ju. N. Lapygin, D. Ju. Lapygin, T. A. Lachinina; edited byJu. N. Lapygina. – 2nd edition. - M: Knorus, 2016. - 284 p.
5. Nazarkina V. A. Strategii razvitija organizacij sfery turizma / V. A. Nazarkina // Sovremennye problemy social’no-kul’turnogo servisa i turizma: Materialy mezhdunarodnoj nauchno-prakticheskoj konferencii. - Habarovsk: Izd-vo DVGUPS, 2008. - P. 93-96.
6. Nizhal'skaja N.I. Metodicheskie osnovy ocenki i obespechenija konkurentosposobnosti torgovoj organizacii : dis. …. of PhD in Economics: 08.00.05: defense of the thesis 05.24.07: approved 01.25.08/Nizhal'skaja Natal'ja Ivanovna.- Novosibirsk, 2007.- 183p.
7. Ruus, J. Intellektual'nyj kapital: praktika upravlenija : per. s engl. / J. Ruus, S. Pajk, L. Fernstrjom; edited by V.K. Dermanova .– 3rd edition.– Sankt-Peterburg: Vysshaja shkola menedzhmenta, 2010. – 135 p.
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The development strategy of any organization, and primarily a production one, must ensure the effective implementation of opportunities that open up in the external environment with the best use of available organizational resources. Identification of opportunities, as well as threats emanating, as a rule, from the external environment of the organization, occurs in the process of analyzing the external organizational environment. The presence and correspondence of the resources of the enterprise to the opportunities that are strategically important for it, formed in the environment, should be determined during the analysis of its internal environment. This approach in the formation of the organization's development strategy was called the resource approach (Fig. 4.1).

Within the framework of the resource approach, the firm is considered as a set of available resources and the potential ability to use them to effectively achieve goals. organizational development.

Thus, the availability of the necessary organizational resources is a mandatory but not sufficient condition for the implementation of the development strategy. It is necessary that the organization has the capacity to use them rationally, i.e. organizational abilities. With a certain degree of simplification, we will assume that the company's resources are its production assets, and abilities are the applied ability to use resources when creating commercial products (services). Assessment of the organization's potential, when considered from the point of view of strategic management, is reduced to the allocation of such elements of the production system, the use of which makes it possible to achieve its strategic goals. In this definition keyword is the word "possibility", i.e. the strategic resources of an organization are not material means of production, objects of labor or certain categories of workers (labor), but those possibilities that arise when using them.

Thus, the organization of the strategic development of the company is associated with the rational management of the development of the system of its strategic resources. The list of strategic resources of any production system (PS) traditionally includes:

1. Technical Resources(features of production equipment, inventory, basic and auxiliary materials, etc.);

2. Technological resources(the dynamism of technology methods, the availability of competitive ideas, scientific groundwork, etc.);

3. Human resources(qualification, demographic composition of employees, their ability to adapt to changing goals of the organization);

4. Spatial Resources(the nature of the production premises, the territory of the enterprise, communications, the possibility of expansion, etc.);

5. Resources of the organizational structure of the management system(character, type, flexibility control system, the speed of passage of control actions, etc.);

6. Informational resources(the nature of the information available about the organization itself and its external environment, the possibility of expanding and improving the reliability of the information received, etc.);

7. Financial resources(state of assets, liquidity, availability of credit lines, etc.).

Each of these types of resources is a set of opportunities to achieve the goals of the organization's strategic development. This means that having at its disposal certain means of production (machines, auxiliary equipment, raw materials, tools and inventory, etc.), personnel (workers of the appropriate categories, engineers of the appropriate qualifications, scientists, etc. ), industrial premises with certain characteristics, roads, buildings and other resources, the PS is able to satisfy the changing needs, requirements and demands of potential buyers to one degree or another.

Effective management of the system of strategic resources is possible if the company has a sufficiently high level of strategic potential. To the main elements of the strategic potential, determined by the dynamics of the external environment, include:

The ability of PS to macroeconomic analysis of the situation in the country and abroad;

Ability to timely detect actual needs, needs and requests of potential buyers;

The ability to analyze the economic situation in the markets for goods and services, allowing you to effectively, timely and efficiently meet the identified needs, needs and requests;

Ability to analyze the economic situation in the markets for factors of production (zones of strategic resources), as well as to analyze the activities of strategic influence groups;

Ability to put forward competitive ideas in the field of design, technology and organization of production of goods and services that are in demand in commodity markets;

The ability to implement competitive ideas in the process of producing goods and services, promoting them to the market, organizing their after-sales service;

The ability to ensure the independence of the company from changes in the market conditions for goods, factors of production, financial markets due to the external flexibility of the PS;

The ability to maintain a firm's competitive advantage by managing strategic sets of business zones.

To the elements of the strategic potential of the company, determined by its internal capabilities include:

The ability to ensure the internal flexibility of the PS by equipping the production process with adaptive technological means and flexible technical systems;

The ability to ensure the internal flexibility of the PS through the use of fruitful technology in production;

The ability to ensure the internal flexibility of the PS through the formation of human resources adequate to change the goals of the PS;

The ability to implement changes in architectural and planning solutions that are adequate to changes in the goals of the PS;

The ability to ensure the level of competitiveness of goods and services required to capture leadership in the served and promising market segments;

The ability to ensure the release of goods and services in volumes corresponding to the potential demand for them in the relevant market segments, taking into account the competitive status of the company and the planned market share;

The ability to ensure high efficiency of the company's functioning due to the most rational use of the company's investment opportunities;

Ability to ensure the effective development and implementation of a strategic program for the technical and social development of the firm.

The listed conditions do not claim to be complete. They must be supplemented and clarified in relation to each specific case. However, it seems to us that even this incomplete list of skills and capabilities that a company should have shows how difficult the problem of survival, maintaining the company's position in the market is.

These conditions can be summarized in a kind of matrix in which the resource concept of PS is implemented (Table 4.1). Let's call it the "matrix of the firm's strategic resources." The matrix characterizes not only the current state of the company at the time of analysis, but also allows you to specify the directions for developing strategic development goals. In the columns of the matrix 3-9, the corresponding verbal characteristics can be given, but various kinds of quantitative indicators can also be used. This will allow, either in a qualitative or quantitative form, to assess both the existing and the strategic potential of the company required for survival in the long run.

Table 4.1

Firm's Strategic Resource Matrix

Item No.	Components of a firm's strategic potential	Resource name
Technical	Technological	Personnel	Spatial	Organizational structure management	Informational	Financial
	To
	The ability to implement competitive ideas in the process of producing goods and services, promoting them to the market, organizing their after-sales service
	The ability to ensure the independence of the company from changes in the conjuncture of commodity, financial and production factor markets due to the external flexibility of the PS
	The ability to maintain the firm's competitive status by managing strategic sets of business zones
	The ability to provide internal flexibility of PS by equipping production with adaptive means of technological equipment and other equipment
	The ability to provide internal flexibility to PS through the use of fruitful technology in production
	The ability to ensure the internal flexibility of the PS through the formation of an adequate change in the goals of personnel potential
	The ability to carry out changes in architectural and planning solutions that are adequate to changes in the goals of the PS
	The ability to ensure the level of competitiveness of goods and services required to capture leadership in served and promising market segments
	The ability to ensure the release of goods and services in volumes corresponding to the potential demand for them in the relevant market segments, taking into account the competitive status of the firm and the planned market share
	The ability to ensure high efficiency of the company's functioning due to the most rational use of the company's investment opportunities
	Ability to ensure the effective development and implementation of a strategic program for the technical and social development of the company

At the same time, for this kind of qualitative or quantitative assessments, it is necessary to develop comparison criteria, against which it is possible to determine the levels of compliance of certain resources of the company with its strategic goals for each row of the matrix. One of the approaches in the formation of such assessments is to obtain comparative assessments of the most important parameters of the organization with similar parameters of its main competitor. As a result, the so-called strategic profile of the organization can be obtained (Table 4.2).

The method of constructing a profile is fundamentally simple. Determined by experts or on the basis of quantitative analysis (which is more preferable) the position of the company in the field of the estimated parameters, the estimates are, as a rule, scoring. Similar estimates should be obtained for the main competitor. Of course, obtaining such assessments is not an easy task, however, some of the information can be obtained in the public domain, and some should be formed on the basis of experience, intuition, and individual knowledge. In fact, we are talking about benchmarking. Although the latter involves voluntary cooperation and exchange of information between two or more partner organizations. Estimates for both the firm and the main competitor should be formed using a single scale (for example, from -1, through 0, to +1). The obtained estimates are put down in the corresponding cell of the profile matrix in the form of points. By connecting the obtained points with straight line segments, we obtain the strategic profile of the company and the main competitor. As a result of construction, there is a visual representation of the strong and weak parameters of the organizational system in relation to a competitor. Knowledge of the advantages and disadvantages of the company will allow timely development of a system of measures to use the strengths of the organization and neutralize its weaknesses.

Table 4.2

Organization Relative Strategic Profile Matrix

No. p.p.	Components of a firm's strategic potential	Technical Resources
Organization	Main competitor
-1 0 +1	-1 0 +1
	Ability to macroeconomic analysis of the situation in the country and abroad
	The ability to timely detect actual needs, needs and requests of potential buyers
	The ability to analyze the economic situation in the markets for goods and services, allowing you to effectively, timely and efficiently meet the identified needs, needs and requests
	The ability to analyze the economic situation in the markets for factors of production, as well as To analysis of the activities of strategic influence groups
	Ability to put forward competitive ideas in the field of design, technology and organization of production of goods and services that are in demand in commodity markets

An analysis of the data obtained may look like this (as an example, see Table 4.2). The company has very high-quality technical resources, providing its high ability for macroeconomic analysis, analysis of the economic situation on the market, which is certainly the strengths of the company. However, it loses to a competitor in the ability to timely identify emerging market opportunities, new needs of the population or target groups. The firm has a weak link in R&D, which does not allow it to quickly realize emerging opportunities in new products that can meet the new needs of potential customers. These are very disturbing trends that the firm must quickly and effectively reverse by strengthening its research and development base, as well as the technical equipment of the marketing department.

The resources of the organization form the system, only it is able to create organizational capability and competitive advantage based on it. It makes no sense to have a cost advantage by producing obsolete products, only its innovativeness at low costs will create a market advantage.

The resource approach provides greater certainty in the development of the enterprise, the focus of such development is shifting towards its internal environment. On this basis, prominent researchers in the field of strategic management, Prahalad and Hamel, introduced and successfully used in management practice such a concept as “key competencies of the organization”. The core competencies of an organization are characterized by the fact that they contribute significant contribution in the formation of the use value of the product or the efficiency of its creation, and also, due to uniqueness, are a potential basis for the acquisition of a competitive advantage by the company. The essence of the interpretation of the resource approach proposed by these scientists is that the firm must identify and manage the development of its core competencies and seek markets for their best use. They support their conclusions with a series of examples from the history of the development of well-known companies, for example, the strategies of Sony and RCA in the field of consumer electronics. Both firms occupied minor positions in the national market and tried to promote their innovative products without much success. RCA introduced the video disc system and Sony introduced the video recording system. Both firms failed with these products. However, unlike RCA, which gradually left the consumer electronics market (subsequently the company was taken over by GE and resold to the French company Thomson), Sony continued to develop its key capabilities, which eventually led to a series of successful products - from video and digital cameras, to game consoles "PlayStation" and made it the leader of this market.

Such an approach to the formation of a company's development strategy, as shown by organizational practice, is the more acceptable, the higher the dynamics of the external environment of the enterprise. It is the unique technological abilities of successful organizations operating in dynamically growing industries that provide them with a sustainable competitive advantage in the market. However, it is quite obvious that the technologies, the company's products manufactured using them, and the very needs satisfied by these products, passing through their life cycle, become obsolete and must be replaced. This implies an obvious conclusion that both products and technologies, and the qualifications of personnel associated with them, i.e. the core competencies of the organization must be developed. Such development is, as a rule, evolutionary in nature. As an example, we can cite the history of the development of the Medtronics company, which, having identified and developed its competencies in the creation of medical equipment, has gone from the repair of elementary physiotherapy devices to the production of a modern pacemaker implanted under the skin. As the experience of the development of the world's leading companies shows, it is necessary at the very beginning of organizational development to reinvest part of the profit (10-20%) into deepening one's key competencies and creating new areas of activity on their basis. It is the presence of a competitive advantage based on the core competencies of an organization located in an attractive industry that allows it to make a profit above the industry average. The basis of the resource approach in the formation of an organizational development strategy is the provision on the uniqueness of each company, its ability to use its own differences to acquire a competitive advantage. Such uniqueness creates serious difficulties (sometimes insurmountable) for competitors to copy them, since the combination of resources that has historically developed in the organization, the organizational culture corresponding to it, is most likely unique.

As noted above, the organization's capabilities are formed only on the basis of the systematic use of available resources. The effectiveness of medical care provided to a patient in a clinic will be relatively lower if it is not provided with the necessary infrastructure: an X-ray laboratory, a microbiological laboratory, physiotherapy equipment, the assistance of a junior medical staff etc. The implementation of the organizational ability to "treat a person" in practice involves the coordinated use of all these resources. Thus, organizational ability involves the organization of the interaction of all the company's strategic resources that form its competitive advantage in the market.

As a rule, the organizational capabilities of the firm are identified using two approaches: functional affiliation of the ability, or its place in the value chain.

The first approach relates the firm's capabilities to functional areas of activity. For example, in R&D, this is the ability of an organization to come up with innovative ideas, to research and develop a new product, new technology, reduce development time, etc. In the field of production - the ability to reduce the cost of production both by rationalizing the main and auxiliary production processes, the ability to reduce the duration of the production cycle, the ability to increase labor productivity, quickly adapt the production system to changes in the external environment, etc.

The second approach is more general in nature and is associated with the identification of the firm's capabilities by activity along the value chain. M. Porter singled out basic activities related to the transformation of inputs into commercial products (input logistics, manufacturing operations, logistics at the output of the process, marketing and sales, customer service) and auxiliary activities that provide the main (infrastructure of the company, human resource management, technology and their development, logistics). The integrated capabilities of a firm can be analyzed element by element. Such an analysis makes it possible to identify weak elements of abilities and develop strategies for strengthening them.

The company's capabilities can be divided into two fundamentally different groups - capabilities as routine And specialized abilities integrated into organizational abilities.

TO routine abilities refer to "regular and predictable patterns of behavior, which are a certain sequence of coordinated actions of people" . The previously established order of work of the organization implements a system of routine abilities. This order is akin to the skills of an individual. The implementation of routines is at the level of implied knowledge and mutual understanding of all members of the organization. However, for sustainable use of routines, they must be applied all the time. Failure to use routines entails their loss. So after the conveyor stopped at KAMAZ in 1998, it was not easy to start it again, no one knew how to do it.

The integral ability of the firm, which forms its competitive advantage, is complex and can be detailed in a series specific abilities defined either by their functional affiliation or by the stage in the value chain. In any case, for example, the ability to manufacture a machine is related to the ability to obtain the required input resources, the ability to organize manufacturing process, the ability to promote it on the market, etc. Each of these abilities (the list is far from complete) is a specific ability aimed at solving a particular problem. The systemic combination of these abilities forms an integral ability of a high level of hierarchy, which has a significant impact on the competitiveness of the company. And although in theory the solution of the problem of the formation of an integral ability seems trivial, in practice its solution is very difficult to implement. For example, the development of a new product requires the integration of a variety of specific knowledge, skills, and abilities. Combining them into an integral ability is carried out through the formation of a cross-functional team consisting of diversified specialists. However, organizing the effective operation of such a team turns out to be a very difficult task. Apparently, this explains the fact that until now, few people manage to surpass the Japanese industrial corporations, which have reached the highest level in coordinating the work of such associations. Toyota, Sony, Canon, which have formed systems for coordinating the activities of cross-functional teams, demonstrate the shortest cycle of development and launch of a new product on the market.

From a strategic point of view, human resources are the most important resource of an organization. Human resources are understood as the ability of a person to use their qualifications, knowledge, skills, intelligence to make managerial decisions, perform production and business operations of the required level of quality, range and volume. This resource, like all others, must correspond to the organization's development goals, its adopted strategies, and core core competencies. Its effective application is possible only in the context of the enterprise, i.e. in full accordance with the values ​​and traditions accepted in the organization, i.e. its culture, which determines the way business is managed.

In modern conditions, intangible assets of an enterprise are becoming increasingly important for the formation of a competitive advantage in the market. Intangible resources often have a greater impact on the total value of a company's assets than tangible ones. Unfortunately, while intangible assets are poorly reflected in reporting documentation enterprises. It is for this reason that there is a very significant difference in the balance sheet value of the enterprise and its market price (see Table 4.3).

The intangible assets of an enterprise include such resources as the availability of advanced technologies, patents and know-how, a recognized brand or trademark and so on.

Table 4.3

Ratio market value shares to the book value of the assets of certain large corporations

No. p / p	Company name	The ratio of the market value of shares to the book value of assets	Industry	Home country
	Accenture	27,6	Consulting	USA
	Gillette	17,9	Body care	USA
	Dell Computer	15,9	Computers	USA
	Oracle	12,2	Software	USA
	SAP	10,1	Software	Germany
	Pfizer	9,9	Medications	USA
	Coca Cola	9,3	Soft drinks	USA
	Pepsico	8,0	Soft drinks	USA
	Medtronic	7,9	Medical equipment	USA
	Procter & Gamble	7,8	Consumer goods	USA

In recent years, considerable attention has been paid to large and largest companies aimed at building and strengthening the brand. Its value (or brand equity) can be calculated by multiplying the price premium that a consumer of a branded product is willing to pay by the annual sales of those products. The value of some brands is presented in Table. 4.4.

Table 4.4

The price of brands of leading companies in the world

A company like Harley-Davidson, producing obsolete motorcycles, but having managed to create a “strong” brand, sells its products for 40% more than similar models, and its name is used on the basis of licenses in the manufacture of clothes, cigarettes, mugs, etc.

Companies with high innovation potential develop patent portfolio management, the goal of which is to maximize license revenues. Such companies include Texas Instruments, Qualcomm (wireless telephony), Unisystem (compression of digital information in LZW format).

Thus:

The organization should clearly identify the resources available;

The organization must clearly identify the alignment of available resources with competitive success factors;

The organization must develop its resources and the ability to use them effectively.

With all three components of managing a company with its resources and abilities, it is important to be able to assess their potential profitability.

As noted in , the profit that a firm can earn using its resources and abilities depends on three main factors:

Ability to achieve competitive advantage;

Ability to maintain sustainable competitive advantage;

The ability to appropriate outcomes shaped by competitive advantage.

Each factor is complex and depends on a certain list of resource characteristics (see Figure 4.2).

To build a competitive advantage based on the available resource or ability, two conditions are necessary: ​​the uniqueness of the resource and its relationship to key success factors. A standard resource readily available in the industry is likely to be unable to create a sustainable competitive advantage for the firm due to its availability to competitors. Only hard to reach unique the resource has the potential to form and relatively long-term retention of a competitive advantage. In this case, the resource or ability must have link to key success factors. It makes no sense to have a fleet of metal-cutting equipment in the hospital, because. this potential cannot be used to improve the quality of the main service - medical care for the population. And, on the contrary, the availability of diagnostic equipment can potentially lead to an increase in the quality of patient care and form a competitive advantage of the clinic in the market for this type of service. Thus, resources and abilities should help the organization in creating value for consumers of their marketable products or services, i.e. meet one or more industry success factors.

To provide sustainable competitive advantage on the basis of the available resource or ability, three conditions must be met: the duration of the existence of the resource, the possibility of its transfer, the possibility of its reproduction.

The longer the life cycle of a company's strategic resource, the longer it will "work" to form and maintain a competitive advantage. However, over time, its value decreases and this happens the faster, the more dynamically the industry develops. The life cycle of Eastman Kodak's key resource, the ability to produce high quality photographic film, is in its final stages with the introduction of digital cameras and camcorders to the market. Over time, only one resource is strengthened - this is the brand of the company. The longer it exists, the higher its reputation and recognition in the market, as a rule.

The easier a resource that ensures the company's competitiveness can be copied by a competitor, including its acquisition in the market, the less its value for maintaining a competitive advantage. The possibility of acquiring a resource to simulate a development strategy is determined by the mobility of the resource. The higher its mobility, the worse its protective function for competitiveness. Resource mobility is reduced if:

The resource has geographical immobility (salt mines in Poland used for the treatment of pulmonary diseases), large dimensions of the resource (certain types of metalworking equipment);

Secrecy of information about the qualities of the resource, which increases the risk of incorrect assessment of its profitability upon acquisition;

Complementarity of resources (i.e. their complementarity), indicating that the resource works effectively in conjunction with other resources. Withdrawal of this resource from the organizational context leads to a sharp drop in the value of this resource.

Organizational abilities have low mobility, due to the fact that they are complex, complex, complementary in nature.

The replicability of a resource or ability is the ability to replicate it in new environments, new products, or geographic regions. Replicating the ability to implement fast food technology in many restaurants around the world has provided a global competitive advantage to the McDonald's restaurant system. Such reproduction requires the systematization of accumulated knowledge, a clear structuring of standard process operations, which was done by Ray Kroc, who bought the idea of ​​fast food technology from the McDonald brothers.

If a resource or ability has clearly defined features, then it is relatively easy for competing firms to reproduce it. It is difficult, as already mentioned, to reproduce organizational capabilities based on poorly identifiable organizational routines. If routine procedures are developed according to the “learning by doing” principle, and the knowledge on which the procedures are based remains, as it were, “behind the scenes”, is implicit and scattered, then it will be very difficult for a competitor to reproduce such an ability.

To assign competitive advantage results the firm needs to ensure that the following three conditions are met: - define the boundaries of ownership of resources and abilities, ensure a strong market power firm in relation to resources and abilities, to fix knowledge about the participation of a resource or ability in the formation of the competitive advantage of the firm.

In an organization, it is sometimes difficult to distinguish ownership of a resource or capability between the human capital owned by the worker and the know-how of the company. In the case when the main effect in the formation of a competitive advantage is formed due to the knowledge, skills, professional skills of an employee, then the ownership of the resource or ability is transferred to the employee. If know-how, a significant part of the applied individual skills and knowledge are included in the applied organizational routine, then the greater the dependence of success in forming a competitive advantage on corporate systems and reputation, the less dependence on a particular employee and the ownership of a resource or ability moves to the organization.

Measuring and evaluating the effectiveness of management is necessary for all organizations, as they allow you to actively influence their current state and development trends, set the size and direction of changes, identify the most important growth factors, monitor and correct unmanaged processes, make decisions about changes and predict their impact. on key parameters, as well as plan further improvement of the organization and its divisions.

There are several approaches to measuring the effectiveness of an organization's management, these are situational approaches to measuring effectiveness (contingency effectiveness approaches), which are based on which part of their organization managers consider the most important for the implementation of appropriate measurements.

Situational approaches to measuring management effectiveness include: a) traditional approaches; b) shareholders' attitudes.

As part of traditional approaches It is customary to single out: the target approach, the resource approach and the approach of internal processes.

Target approach (goal approach) to measuring the effectiveness of management is tied to the output data, since it is estimated how the organization achieves its goals in terms of the desired state of the output.

A goal-based approach to performance measurement is to identify the organization's goals and assess how well the organization is achieving those goals. The goal approach measures how close an organization is to achieving those goals.

Performance measures are built primarily on the basis of operational goals, which are more productive (reflecting what the organization is actually doing) than indicators based on long-term goals, as they are rather abstract and difficult to measure.

In practice, organizations have many goals (profitability (profitability), growth, market share, social responsibility, employee welfare, quality of goods and services, research and development, cost effectiveness, financial stability, environmental friendliness, etc.) that cannot be easily achieved. simultaneously, so they form a set of outcomes desired by the organization.

The goal-based approach is often used in business organizations because the outcome goals are usually measurable. Commercial firms usually evaluate their work in terms of profitability, growth, market share, or return on investment.

resource approach (resource-based approach): efficiency is determined by observing the beginning of the management process and evaluating the ability of the organization to effectively obtain the resources necessary for successful operation.

Thus, with the resource approach, the "input" of the organization's management system is considered and evaluated, since it is assumed that in order to be effective, the organization must be able to extract and manage valuable resources. From the point of view of the resource approach, the effectiveness of an organization is defined as its ability, absolute or relative, to extract rare and valuable resources, to successfully integrate and manage them.

In a broad sense, performance indicators, according to the resource approach, include the following characteristics:

• - purchasing position - the ability of the organization to extract rare and valuable resources from the environment, including financial resources, raw materials, human resources, knowledge and technology;
• - the ability of those who make decisions in the organization to see and correctly interpret the properties of the environment;
• - the ability of managers to use tangible (for example, stocks of raw materials, people) and intangible (for example, knowledge, corporate culture) resources in the daily activities of the organization to achieve the best results;
• - the ability of the organization to respond to changes in the environment.

The resource approach is used when other approaches to assessing the effectiveness of management cannot be implemented due to the lack of the required number of indicators (it can be difficult for non-profit and social organizations to measure the degree of achievement of goals or internal efficiency).

The resource approach has undeniable advantages when other approaches to measuring effectiveness are not available, but it also has an undoubted drawback: it does not take into account the connection between the organization's activities and the needs of consumers.

Thus, the resource approach is most valuable when indicators of achieving goals are difficult to obtain and measure (i.e., it is impossible to implement a target approach to assessing and measuring management effectiveness).

Internal Process Approach (internal process approach): efficiency is evaluated based on the internal activity of the organization and its efficiency (efficiency).

In the internal processes approach, efficiency is assessed in terms of continuity, rationality, synchronism and economy of the organization of production. An important element of efficiency in this approach is how the organization uses its resources and capabilities and how this is reflected in the economy.

Key performance indicators of management in terms of the internal processes approach:

• - assessment of corporate culture, including the socio-psychological climate;
• - mutual assistance, group loyalty and work as a single team;
• - mutual trust and communication between employees and management;
• - methods of making managerial decisions in this organization;
• - organization of horizontal and vertical communications;
• - remuneration of managers;
• - interaction of departments of the organization.

An internal process approach is important because the efficient use of resources and the coherent internal functioning of an organization is one side of the overall effectiveness of management. This approach also has its drawbacks: it does not take into account the overall result of the output and the relationship of the organization with the external environment. Using only the internal processes approach does not give a complete picture of the effectiveness of management.

Approaches to assessing the effectiveness of management from the point of view of shareholders are as follows.

Shareholder approach (stakeholder approach), sometimes also called the approach of interested parties (constituency approach), is based on the assertion that for each organization there are many groups of people who are interested in the results of its activities in their own way. In this approach to measuring and evaluating the effectiveness of management, the main performance indicator is the satisfaction of these interested groups.

In the shareholder approach, the various aspects of an organization's activities are brought together by shifting the focus from the organization itself to those who are interested in its work. Shareholder (stakeholder) in this case - any group of persons within the organization or outside it, interested in the results of the organization. Lenders, suppliers, employees and owners of the company under this approach are shareholders. Each shareholder will have his own criterion for evaluating the effectiveness of the organization, since their attitude towards this organization and their interests are different. In determining whether an organization is performing well, it must be viewed from the perspective of each of its stakeholder groups.

Evaluation of the effectiveness of management in the approach of shareholders is implemented in the concept of VBM (Value Based Management) - the so-called concept of value-based management, which promotes A complex approach to the management of an organization aimed at increasing the value of the company for owners (shareholders). The main principle of value-oriented management is the qualitative improvement of strategic and operational decisions at all levels of the hierarchy by concentrating the efforts of all decision makers on key cost factors.

The advantage of the shareholder approach to assessing the effectiveness of management is that this approach allows you to determine the overall effectiveness of management, since the concept of efficiency here is broader than in traditional methods (target approach, resource approach, internal processes approach), and that this approach considers factors both environmental and internal to the organization. In addition, the shareholders' approach takes into account the corporate social responsibility (CSR) factor, which is important for society, which is not formally measured by pi in the target, resource or internal processes approach.

With the growing understanding that performance is a complex, multi-dimensional concept that cannot be assessed in one way, the shareholder approach is becoming more and more in demand.

The personnel management system is a subsystem in the organization's management system, therefore, on the one hand, the goals of the personnel management system must be linked to the goals of functioning and. organization development; on the other hand, the goals of the personnel management system should be linked to the needs of the employees of the organization.

The process of linking goals in the personnel management system is so complicated that it requires a strategic approach, the inclusion of a verified personnel policy in the personnel management system.

Politics in general are the basic rules and principles that determine specific actions.

Personnel policy is the basic rules and principles governing the relationship with personnel in the organization, which are a logical and natural continuation of the production, marketing, investment and other policies of the organization.

Until recently, the approach to personnel as to production costs prevailed, and costs, as you know, need to be minimized. Accordingly, the functions of personnel management were also minimized. Recently, there has been an understanding that personnel is a valuable resource, a source of wealth for an organization, capital, and it needs to be increased, it needs to be invested in in order to get surplus value. The approach to personnel as a resource means:

• 1) its personalization and individual approach to all employees, carried out within the limits of combining the interests of the organization and the employee (in the event of a divergence of interests, stimulating and motivating levers of influence on a person are activated in order to link their activities with the interests of the organization);
• 2) awareness of the problem of shortage of qualified and highly qualified personnel, which leads to a specific struggle for knowledge, skills, abilities in the labor market;
• 3) the transition to human resources means a departure from the notion of personnel as “gift capital”, the development of which does not require any financial, labor, organizational, time, or other costs from management.

The concept of human resources recognizes the need for investment in their formation, use and development based on economic feasibility. The purpose of investment is to attract better quality professionally employees, their training and maintenance in a state of high working capacity, creation of conditions for their creative and professional development, which entails the need for a more complete use of the knowledge, skills, abilities of the members of the organization. From here, the accents of work with personnel are also changing, in particular, efforts are being made to develop and reveal the “hidden” capabilities of the employee.

The following concepts of personnel management are distinguished in the literature:

• 1. The use of labor resources (labour resources use) since the end of the 19th century. until the 60s. 20th century Instead of a person in production, only his function was considered - labor, measured by the cost of working time and wages. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state.
• 2. Personnel management. scientific basis This concept, which has been developing since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - a position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).
• 3. Human resource management. A person began to be considered not as a position (an element of the structure), but as a non-renewable resource - an element of social organization in the unity of three main components ( labor function, social relations, the state of the employee). In Russian practice, this concept has been used fragmentarily for more than 30 years, and during the years of perestroika it became widespread in the “activation of the human factor”.
• 4. Human being management. In accordance with this concept, a person is the main subject of the organization and a special object of management, which cannot be considered as a "resource". Based on the desires and abilities of a person, the strategy and structure of the organization should be built. The founders of this concept are the leaders of Japanese management K. Matsushita, A. Morita. However, it is closely related to the concept of the all-round development of the personality, created by Russian philosophers.