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labor, the share of which is two times higher (22,1 and 10,4% respectively).
The high proportion of unqualified labor has not practically changed during the years of reforms. Thus, under rather ambiguous conditions on the educational resources market and labor market the behavior of their subjects remain unsupported by external and internal incentives of creative self-realization. The current qualification structure of educational resources market proves this. These Russian-wide tendencies are typical for Russian regions.
The estimation of qualification constituency of the current Russian economy (the same trends are typical for PFR) enables to speak about its contradictory character. If the quality of labor force doesn't meet entirely the needs of market conjuncture, then demand, on the contrary, toughens its conditions. In recent years a serious transformation takes place in this direction. The employers, oriented on high-technological productions, experience a great need in highly qualified workers. It is especially obvious in industry. But the modern system of personnel training and retraining doesn't have scientific and material-technical base adequate to the forming demand. Thus, educational resources market with its qualification constituent of the individuals is lagging behind the emerging demand.
The important feature of the modern period of development of Russia is a continuing shift of the graduates of the educational establishments to the category of the ablebodied population, that was determined by a high birthrate in 1980-s. The current trends will remain for the com-
ing 5 years that will substantially increase the tension on the market of PFR. This situation causes a disproportion in the process of formation of the educational resources market. The main issue is that undeveloped educational resources market can't meet the increasing demands, and the further growth of the share of the young ablebodied population will worsen the whole situation. Hereby the important role in the interaction of educational resources market and labor market is played by the sphere of reproduction of labor potential, aimed at maintenance of a certain level of training, qualification and retraining, etc. [2]. These issues require searching new approaches and new methods of the interaction of all actors of the educational resources market and labor market (business, educational structures, employees), in other case it will face a threat of the redundant inflow of the insufficiently qualified labor force.
1. Dinnes VA, Rusanovsky VA. Educational regional system // Saratov region: the experience and development strategies. Saratov: SSSEU, 2004.
2. NikitovA.V. Structural -functional reorganization in Russian system of education// SSCEU bulletin. 2011. № 2 (36).
3. The survey of employment of the population: statistic. Ed./ RF State Committee on Statistics. M., 2010. Volume 1.
4. Russian regions : stat. Ed. In 2 volumes/ State committee of statistics of Russia. M., 2010. V.1.
5. Rudacov M.N. Labour Market: laws and mechanisms of functioning. Petrozavodsk, 2009.
УДК 338.24 A.V. Kuznetsov
NECESSITY OF MANAGEMENT OF THE STRATEGIC CAPACITY OF THE INDUSTRIAL ORGANIZATIONS
The author gives reasons of necessity of management of the strategic capacities of the industrial organizations. The article reveals the essence of the strategic capacities. It is proved that strategic capacity must possess a stable content of production process under competitive conditions.
Key words: strategic capacity, strategic management, production, resources, competencies.
A.B. Кузнецов
НЕОБХОДИМОСТЬ УПРАВЛЕНИЯ СТРАТЕГИЧЕСКИМ ПОТЕНЦИАЛОМ ПРОИЗВОДСТВЕННОЙ ОРГАНИЗАЦИИ
Обосновывается необходимость управления стратегическим потенциалом производственных организаций. Раскрывается сущность стратегического потенциала. Показано, что стратегический потенциал производственной организации в условиях конкуренции должен обладать постоянством содержания в производственном процессе.
Ключевые слова: стратегический потенциал, стратегическое управление, производство, ресурсы, компетенции.
The current state of industrial sphere determines the need of formation in domestic industrial organizations a particular management system, providing the competitiveness and stable functioning under terms of acute competition.
Such system should be characterized by a high degree of branch development, studying the market, creating new
market structure, differentiating production functions and distribution system. Such direction of branch activity may become a basis for formation a huge strategic potential of industrial organization. According to I. Ansoff “strategic decisions are mainly connected rather with external than internal problems of the company, particularly decisions on nomenclature of produced products and choice of the mar-
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ket segments... the problem of selection of the company's activity sphere and search of new directions of its development” [1, p.29]. The modern production must be able to rapid change of range of goods, because the life cycle of many goods became shorter. Complex technologies demand new forms of job organization, and tough competition make the management and labor collectives change the relations to product quality and service sphere. Dynamics and variety of external and internal environment, and demands to the activity of industrial organization at each stage of macroeconomic development, force to review the whole system of management, starting with the engineering process of goods and technologies of their production and finishing with new approaches to elaboration of general strategy.
But the real current management practice of industrial organizations testifies that the management mechanism of the strategic potential, as well as strategic management mechanism is on the stage of formation. The objective necessity of further development of such mechanisms is determined primarily by the fact that in modern conditions domestic industrial organizations must set long-run goals and define the way of their realization, the parameters of the external environment and forecast the trends of their changes, form its own range of products, develop price policy, find the suppliers and markets.
More over, a peculiar catalyst of emerging new methods of strategic management of modern production is the high level of dynamic and unpredictable external environment.
Optimization of business-processes, flawless operational activity in combination of regular conducting of main strategic line, introduction of high ethic norms of business is very important to provide strategic success of the industrial organization. There's a need to exclude unnecessary bureaucratic barriers in industrial organization activity. Of course, industrial organization management needs different procedures, records of proceeding and documentation; however they must not prevail in the given process over the production itself, which may lose its mobility. That's why the organizational structure and all processes, more or less connected with production, must be crystal clear for understanding both by members of labor collective and external environment.
Optimization of the organizational structure and functions, performed by all departments, is necessary for operative fulfillment of the organizational changes, providing the adaptation of the production to the external environment dynamics. But realization of any measures, aimed at competitiveness increasing and stable functioning of the industrial organizations is impossible without a corresponding strategic potential, which should be defined as difference between potential and realizing capacity of modernization of the entity of accessible resources into industrial factors and ready products. That is necessary to view the state of the given potential at the beginning and at the end of process of realization of particular strategy, when there is a particular strategic result.
Such result may be reached through using the current capacities of a manufacturer, but not through the decision of problems, as far as it excludes only deviations from the established norms of activity or gets rid of some current restrictions of this activity. Therefore, the obvious or found capacities should be used without delay, focusing on the chosen
direction the resources and efforts of the workers. It is important for the management of the industrial organization to see the emerged chance on the market in time and concentrate attention of the employees in this direction.
It should be emphasized that the strategic capacity must be revealed by thorough analysis of the internal potential of the industrial organization as one of the constituents of the strategic potential, and it must be directed to adapt to the ever-changing external environment. Production is a basis of such potential. It is a dynamically developing social-economic system with interconnected and interdependent elements both with external and internal environment. Such system must be organized on the basis of the optimum coordination of means and subjects of labor with the labor of employees themselves from different departments of the industrial organization, designed to reach particular goals for provision of the production or product manufacturing. They all settle their tasks, and the condition of such coordination is the unity of productive and economic activities in a management mechanism of these departments. Exactly these types of activity determine the essence of function process of each industrial organization, and the direction of the organization activity according to the established range of products, its output volume and quality are determined by the strategic goal. Realization of this goal demands strict definition of particular tasks and measures for its fulfillment based on corresponding resources by the department staff.
In practice similar tasks and measures must meet the strategic goal of the final results: if the task of industrial department is a production program with a set result, then this result should meet quantitative and qualitative indices of industrial organization in general.
Of course, the tasks of each department are different, but the goal will remain unique for all of them: absolute fulfillment of the planned industrial program of the product output under minimum resources costs. That's why the search of the internal potential of the industrial organization must be inseparably connected with the performance of industrial management process, starting with the industrial program planning for the structural departments, tasks for each shift of brigade and section of work according to the established plan periods and finishing with control of activities of all types to perform the given programs and tasks.
Such aspect of management is very important, because to plan the production process one needs information about its preparation, goals and particular tasks of industrial departments and about the state of the production process. Therefore, accumulating of information about the results or preparation of the basic production and work of its departments must be supplied continuously. The complexity of this work is determined by variety of information in form and content, its avalanche-type of increasing volume and necessity of registration of each control operation of the technological process in procurement, processing and assembling departments.
Timely information registration at the places of its emergence in the shops and departments is especially hard and time-consuming work, that's why computer engineering technique should be applied in terms of expanding production management process automatization. Quite naturally, it will demand a significant amount of peripheral technique, organization of information accumulators, link of the corresponding channels with the information com-
plexes of the structural departments and the computing centre for transmission and processing of the data. But alongside with it information technologies provide completeness, quality and timeliness of information for preparation and making management decisions that allows coordinating the production process and avoiding crucial deviations from the expected line. More over, this information may serve as a basis for developing new production programs and operative tasks during a planned period, and also develop new directions of the strategic development of the industrial organization.
However, it should be noted, that making of the final management decision is imposed on a person - certain manager, as far as only he is able to choose among a great number of alternative variants, suggested by technique, the optimum directions of decision's realization, which meet the peculiarities of the organization in each department and the whole organization at the high degree.
Realization of adopted decisions demands a relevant organization of the process, including the involvement of executers of these decisions, regulation of department's work, development of the normative base of planning, training of executers, coordination of work of production chains and stages of production management, regular control of the production process.
Examining the production as a basis of strategic and internal potential, we must bear in mind, that within the borders of the industrial organization the production departments are united by a common process, and production links between them don't stop. It means that the departments of a basic production have a system environment. For example, the basic production departments -procurement, processing and assembling departments are linked and interact with instrumental, repair and energy departments of the auxiliary production. Due to the external environment departments are supplied with resources, materials, half-finished products, spare details, the movement of which makes production flows agreed in time and space, organized according to type, peculiarities, and scale of production in each department. Still, successful functioning of the industrial organization in terms of tough competition depends on understanding of the necessity of applying of different production development strategies by the management, its readiness to fulfill large-scale projects in the frames of these strategies.
The study of foreign and domestic experience of free organizational development proves that development is of the evolution nature at the industrial organizations without a definite function strategy, while at the organizations, managed according to a strategic plan, this development has a revolutionary character. Those organizations are successful, the strategies of which are aimed rather at the active usage of their strategic potential to affect the external environment than a simple adjustment to it.
We agree with A.D. Vorobyev, the right perception of the strategic aspects may be reached through understanding that among three indicators of the strategic approach -focus on future of the enterprise, acknowledgement of special importance of the decisions and corresponding to the external environment demands - the most crucial of them is the last one. Further it may be developed in two forms: either passive adaptation to the changes of the external environment, or active management of this environment and formation attractive conditions for themselves in this
environment [2]. It seems that the active impact on the external environment may increase possibility of obtaining large scale goals. But it may be reached in the light of the strategic potential growth of the industrial organization with the help of sufficient amount of its resources, including knowledge, skills, and qualification of executors and managers involved in the development and realization of the strategy, strengthening the competitive market position. It means that “fundamental differences between the companies are that each of them possesses a unique set of resources and capacities to use them [9, p.164].
The competencies become a part of the strategic potential only when their application allows efficient use of capacities provided by the external environment. However under dynamic external environment one shouldn't orient only on the current set of competencies, as far as new conditions require new competencies. To get a stable competitive advantage it is necessary to form a relevant situation of the key competence in the form of activity or processes through which resources are used so that this advantage is beyond imitations by competitors.
G. Khamel and K. Prahalad define the key competence as “collective learning of the organization, particularly the ability to coordinate various production skills and integrate numerous technological flows” [6].
The other scientists compare the key competence with intellectual capital of the company [5]. V.S. Efremov and I.A. Khanykov define the competence as information resource of particular nature, containing experience, knowledge and skills of way of organization and management of resources and business-processes for getting set goals, and which is common for individual or collective body of workers [4]. Therefore, the key competence in a particular market situation may become the important part of non-material resources of the industrial organization, which develops its strategic potential. It implies that the process of obtaining and applying of organizational knowledge by the method inaccessible for imitation by competitors.
For example the key competence of the industrial organization may be its capacity to increase cost efficiency on the basis of scale effect, decreasing the delivery costs, application of sophisticated technologies and professional experience of the labor staff.
The economy of scale may become the key competence if the output volume of homogeneous products may prevail the capacities of the production of the similar products of the competitors, and share costs drop to indices, inaccessible for the competitors.
The flop of the delivery costs becomes a factor of the competitive advantage, if the production is situated near the basic resources, raw materials, and transport junction, and stores of partners.
Technological processes allow increasing cost efficiency on the basis of the rational usage of production capacities, lowering of material-consuming and energy-consuming of the production.
The importance of professional experience of the staff for increasing of cost efficiency is explained by:
- industrial organization must be ready to possible drop of average for branch price for their products, otherwise they would be forced to leave the market;
- industrial organizations appeared on the market earlier than competitors, will have costs decrease due to the “experience curve” effect.
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However, it should be said, that probability of obtaining of the competitive advantage due to experience is not great, because one must posses very high market share that is often inaccessible for the majority of the industrial companies [3, p. 170].
Thus, the remarkable feature of the key competence of industrial organization is added value through more effective application of resources, based on individual and collective knowledge and skills. That's why the industrial organization must constantly invest the key competence development. Consequently, strategic potential does not only determine but individualizes the directions of the strategic development of the industrial organization.
In its turn, the choice of resources as a basis for stable competitive advantage requires a profound analysis of competitors' behavior, as far as resources form the strategic potential only in case if they allow producing products with characteristics, providing its competitive advantage compared to the products of competitors.
Therefore, strategic management of industrial organization must imply not only orientation and fixation of process its functioning in the frames of a selected direction but daily active management of strategic potential development, because there may be a necessity to change strategy according to conditions on the market and branch.
It will require developing plans of practical actions oriented at various market situations and capacities, provided by strategic potential.
Elaboration of such plans is a privilege of the top management, which may involve the opinion of subordinate level of management to correction the plans in case of low market uncertainty, and the advanced methods of production and structural advantages are the basis of the competitive advantage. In case of high level of market uncertainty the development of practical actions plans must not be isolated from those who directly work with the consumers. General strategic direction must be defined by the top management in association with those working on the market under condition of changes in the direction not in established terms but in real time regime.
It would be wrong to interpret the strive of industrial organization at any cost to preserve the current set of resource advantages and the key competence as the main strategic potential management. The external environment dynamics - new technologies, changing consumers' preferences, increasing ecologic and demographic problems make a valuable quality capacity of industrial organization to adjust quickly and reconstruct, develop innovative flexibility and apply non-standard approaches to management.
Such qualities foreign specialists called “dynamic capacities”, which are interpreted as ability of the industrial
organization to develop and change the competence to meet the requirements of rapidly changing external environment [7, p. 1105 - 1121; 8, p. 339 - 351].
Dynamics of external environment is characterized by instant access to information about any goods and services that crucially changes the role and image of consumer of industrial organization products: individual consumer substitutes mass consumer that stimulates innovations as in the sphere of goods and services, and the processes of production and service. The requirements to the product quality are constantly increasing, life cycle reduces and the range of products becomes wider
In this situation, it is important to apply a system approach to create new products simultaneously with its designing and processes of manufacturing and sale. This combined engineering represents a system development and life cycle management of the goods - from creation of needs and preparation of technical task for particular goods till the end of its utilization and exploitation, when production and exploitation restrictions are recorded, and the influence of all aspects of goods life cycle on the initial stage of engineering.
Today the majority of managers realize the necessity of adaptation of the industrial organization to the changing terms of managing, to innovations, based on rethinking of the role, place, and mission of the organization in terms of competition. However, while analyzing its internal and external environment and activity in general they focus only on the shortcomings and problems, leaving the strategic potential and formation of a relevant management mechanism without attention. This management mechanism of strategic potential must be oriented at the increasing of its key elements value, among which the productive potential is of specific importance as well as intellectual and investment potential.
1. Ansoff I. New corporative strategy. St Petersburg,2004.
2. Vorobiev A.D. Methodology of strategic management// Management in Russia and abroad. 2002. №3.
3. Jones j., Sholes K., Wittengton R. Corporative strategy. Theory and practice. M., 2007.
4. Efremov V.S., KhanykovI.A. A key competence of organization as the object of strategic analysis// Management in Russia and abroad. 2002. №2.
5. Lukicheva L.I. Intellectual capital M., 2007.
6. Khamel G., Prakhlad K. Competing for the future. M., 2002.
7. Eisenhardt K, Martin J. Dynamic Capabilities: what are they? // Strategic management journal. 2000. Vol. 21.
8. Zollo V., Winter S. Deliberate learning and the evolution of dynamic capabilities // Organization Science. 2002. Vol. 13. № 3.
9. Pearce J., Robinson R. Strategic management: formulation, implementation, and control. Boston etc.: McGraw-Hill, 2007.
удк 658.5 N.V. Lobaskova
ORGANIZATIONAL MODEL OF BOOSTING OF STRATEGIC ACTIVITY AT THE INDUSTRIAL ENTERPRISES
The article deals nitn one of actual problems of the modern industrial enterprises, connected with increase of creative activity of the personnel. Besides, some features and factors of stimulation of work in innovative sphere are considered, and also some directions of increase of motivation scientific- technician personnel, considering features of this category of workers, are offered.
Key words: management of innovations, work stimulation, encouragement of innovations, increase of creative activity.
