INSTRUMENTS OF DEVELOPMENT OF SELF-GOVERNMENT IN THE PROCESS FOCUSED ORGANIZATION

In the article a methodology of vertical management by objective and horizontal development mechanism combination is offered in the form of PDCA and DMAIC cycles kinematic pair. Author suggests to join these cycles in the A phase as a result of deviation analysis. Deviation in standard range launches the self-improvement cycle. Besides, this methodology is built on the organizational process structuring, client focused metrics as a basis for mutual assessment and horizontal control

GUIDELINES FOR ORGANIZATION MANAGEMENT SYSTEM HORIZONTALITY LEVEL ASSESSMENT

There in the article the guideline for management system assessment is proposed on the basis of organizational horizontality concept developed by the author. The horizontal management system is defined as a complex of directed interconnection of adhoc culture and process based structure implemented in the client oriented management model. In this paradigm the horizontality indicator is shaped as an integrated index evaluating by Liebig’s law the minimum of parameters: client orientation, process structuring, adhocracy compliance of culture

INSTRUMENTS OF DEVELOPMENT OF SELF-GOVERNMENT IN THE PROCESS FOCUSED ORGANIZATION

In the article a methodology of vertical management by objective and horizontal development mechanism combination is offered in the form of PDCA and DMAIC cycles kinematic pair. Author suggests to join these cycles in the A phase as a result of deviation analysis. Deviation in standard range launches the self-improvement cycle. Besides, this methodology is built on the organizational process structuring, client focused metrics as a basis for mutual assessment and horizontal control

GUIDELINES FOR ORGANIZATION MANAGEMENT SYSTEM HORIZONTALITY LEVEL ASSESSMENT

There in the article the guideline for management system assessment is proposed on the basis of organizational horizontality concept developed by the author. The horizontal management system is defined as a complex of directed interconnection of adhoc culture and process based structure implemented in the client oriented management model. In this paradigm the horizontality indicator is shaped as an integrated index evaluating by Liebig’s law the minimum of parameters: client orientation, process structuring, adhocracy compliance of culture

VIRUS CHANGE MODEL IN ORGANIZATIONAL TRANSFORMATION

Virus technology organizational changes model is presented as an outcome of multidisciplinary research. The model consists of organizational virus structure, chang-es algorithm and immune instruments for process interruption. Author considers organiza-tional transformation virus as a value substance, shown out in attitude, behavior pattern, with information message as an envelope. Virus organizational transformation algorithm consists of three phases - penetration, assimilation, multiplication, focused on the opinion leader. Immunity appears in different existences: opinion leader personality, level of con-formity in organization and reflection as controlling and analytical tool. There are sever-al hypothesis for further researches presented in the article

Sustainable organisation management system: properties and factors

The ongoing degradation of natural resources and climate change are the focus of close attention of the global and business community. Sustainable development goals have been formulated at the highest levels of global economic governance. However, the existing trends are not broken and, obviously, a critical mass of business on a global scale is being conducted contrary to the declared direction. The purpose of the study is to identify the necessary characteristics of the management system of a sustainable organisation and the driving forces of its development. To achieve this goal, the author used the method of conceptual analysis. The systematisation of the research results was carried out on the basis of the author’s concept of the architectonics of the organisation’s management system. The approaches used to the formation of sustainability and management models of sustainable organisations were analysed both in the form of cases and in an analytical form. As a result of the study, the author revealed the features of managing a sustainable business organisation. Fundamental among them is the leader’s set of values. It is a necessary factor for the existence of the organisation. This particular set of values the author calles “sustainability”, and it determines the proper functioning of other system elements: organisational culture, performance indicators and internal organisational standards. The most significant sign of the “sustainability” set of values influence on the management system are investment decisions. In particular, the most striking indicator of the sustainability of the management system is the priority of long-term goals over short-term ones in the choice of production technologies in the company’s development process. The study confirmed the need for an integrated approach to assessing the sustainability of business organisations. The results of the study were used to create a conceptual architectonics of a sustainable organisation management system

MOTIVATING DELEGATION MODEL AND ITS RATIONALE

The model of motivating delegation has been proposed and its justification by the results of recent studies in educational psychology, neurobiology and pedagogy has been presented. The actualization of the employee’s personal effectiveness lies in his internal, inherent and characteristic motivational model only for him. To build the model, the theory of self-motivation and the phenomenon of self-determination, recent discoveries in neurobiology have been used, a sequence of communication interactions between the director and the employee, which makes it possible to include the motivation of aspiration in the employee’s own motivational model, has been formulated. The main elements of the model are unconscious and conscious desires, and regulatory motives of both the leader and subordinate. Their hierarchy and interaction provide effective employee`s self-motivation in terms of setting the task, developing criteria for assessing the performance of the task. Motivating delegation allows you guaranteed to activate both the emotional part of the performer’s brain, which provides energy for the execution of the task, and the prefrontal complex, which is responsible for the thoughtfulness, creativity and consistency of the result and the process of the performance of the task

DEVELOPMENT OF THE INVOLVEMENT OF PERSONNEL BY METHODS OF HORIZONTAL MANAGEMENT

The analysis of the existing approaches to understanding of the involvement of personnel is presented in article. The model of the irresistible organization of the consulting company of «Deloitte» is considered. Developing the concept of a horizontal control system, the author offers the model of formation of the involvement, which is based on two groups of methods: structuring business on processes and formation of organizational culture, as result of participation style of leadership. The integrating element of model is feedback which has to be implemented both in the form of emotional support of employees, and in the formal system of assessment of their activity

DEVELOPMENT OF THE INVOLVEMENT OF PERSONNEL BY METHODS OF HORIZONTAL MANAGEMENT

The analysis of the existing approaches to understanding of the involvement of personnel is presented in article. The model of the irresistible organization of the consulting company of «Deloitte» is considered. Developing the concept of a horizontal control system, the author offers the model of formation of the involvement, which is based on two groups of methods: structuring business on processes and formation of organizational culture, as result of participation style of leadership. The integrating element of model is feedback which has to be implemented both in the form of emotional support of employees, and in the formal system of assessment of their activity

Fracture system influence on the reservoirs rock formation of Ordovician-Devonian carbonates in West Siberia tectonic depression

During the Paleozoic period from the beginning of the Cambrian to the end of the Carboniferous in the boundaries of the West Siberia tectonic depression there occurred the sea, where the carbonate platforms were formed by the limestones accumulation. All the area at the end of the Carboniferous period was turned to land. Resulting from Gertsynskaya folding in the times of Permian - Triassic the formed deposits were folded and denudated to a considerable extent. Besides, the reservoir rocks of the crust of weathering including redeposited one, were formed as a result of hypergenesis, during the continental stand of the area in the near-surface zone. A new geological prospecting unit has been suggested which underlies these crusts of weathering and formed during fracture tectonic processes with hydrothermal-metasomatic limestones reworking and the processes of hydrothermal leaching and dolomitization. So, in the carbonate platforms the system of fissure zones related to tectonic disturbance was formed. This has a dendrite profile where the series of tangential, more thinned fractures deviate from the stem and finish in pores and caverns. The carbonate platforms formation in the West Siberia tectonic depression has been analyzed, their dynamics and gradual increasing from the minimal in Ordovician and Silurian to maximal at the end of the Late Devonian has been shown