14 research outputs found
ΠΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½Ρ ΠΊΠ°ΠΊ ΠΎΠ±Π»Π°ΡΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠ΅ΠΉ
The article considers brand management as an important component of the management system of a modern company in the conditions of increasing competition in consumer markets. The purpose of the research is to substantiate the importance of implementing and using the brand management technologies in the economic activities of modern companies in managing their competitiveness. To achieve this goal, the research set the following objectives: to reveal the essence of the concept of βbrand managementβ and identify its main advantages for the manufacturer in the conditions of increased competition in the consumer market; to analyze the positive foreign and domestic experience of applying the concept of brand management to maintain business competitiveness in a highly competitive market. The hypothesis of the study is the assumption that the application of the brand management technologies allow a modern company to successfully fight with competitors and achieve their goals in the long term. In the course of the study, the authors used such methods as study and generalization, analysis and synthesis. As a result of research, it is established that in modern conditions of managing on highly competitive markets of consumer goods, modern business should pay special attention to brand management in the management system of the company for maintenance of the competitiveness.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°Π΅ΡΡΡ Π±ΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½Ρ ΠΊΠ°ΠΊ Π²Π°ΠΆΠ½Π°Ρ ΡΠΎΡΡΠ°Π²Π»ΡΡΡΠ°Ρ ΡΠΈΡΡΠ΅ΠΌΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠ΅ΠΉ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
ΡΠΆΠ΅ΡΡΠΎΡΠ΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΈΠΈ Π½Π° ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΈΡ
ΡΡΠ½ΠΊΠ°Ρ
. Π¦Π΅Π»Ρ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½ΠΈΠΈ Π²Π°ΠΆΠ½ΠΎΡΡΠΈ Π²Π½Π΅Π΄ΡΠ΅Π½ΠΈΡ ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΠΉ Π±ΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ° Π² Ρ
ΠΎΠ·ΡΠΉΡΡΠ²Π΅Π½Π½ΠΎΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ
ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ ΠΏΡΠΈ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ ΠΈΡ
ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡΡ. ΠΠ»Ρ Π΄ΠΎΡΡΠΈΠΆΠ΅Π½ΠΈΡ ΠΏΠΎΡΡΠ°Π²Π»Π΅Π½Π½ΠΎΠΉ ΡΠ΅Π»ΠΈ Π² ΡΠ°ΠΌΠΊΠ°Ρ
ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π±ΡΠ»ΠΈ ΡΡΠΎΡΠΌΡΠ»ΠΈΡΠΎΠ²Π°Π½Ρ ΡΠ»Π΅Π΄ΡΡΡΠΈΠ΅ Π·Π°Π΄Π°ΡΠΈ: ΡΠ°ΡΠΊΡΡΡΡ ΡΡΡΠ½ΠΎΡΡΡ ΠΏΠΎΠ½ΡΡΠΈΡ Β«Π±ΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΒ» ΠΈ Π²ΡΡΠ²ΠΈΡΡ Π΅Π³ΠΎ ΠΎΡΠ½ΠΎΠ²Π½ΡΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π° Π΄Π»Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ-ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΠΈΡΠ΅Π»Ρ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
ΠΎΠ±ΠΎΡΡΡΠ΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΠΎΠΉ Π±ΠΎΡΡΠ±Ρ Π½Π° ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΎΠΌ ΡΡΠ½ΠΊΠ΅; ΠΏΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°ΡΡ ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΡΠΉ Π·Π°ΡΡΠ±Π΅ΠΆΠ½ΡΠΉ ΠΈ ΠΎΡΠ΅ΡΠ΅ΡΡΠ²Π΅Π½Π½ΡΠΉ ΠΎΠΏΡΡ ΠΏΡΠΈΠΌΠ΅Π½Π΅Π½ΠΈΡ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΠΉ Π±ΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ° Π΄Π»Ρ ΠΏΠΎΠ΄Π΄Π΅ΡΠΆΠ°Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ Π±ΠΈΠ·Π½Π΅ΡΠ° Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
Π²ΡΡΠΎΠΊΠΎΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΠΎΠ³ΠΎ ΡΡΠ½ΠΊΠ°. ΠΠΈΠΏΠΎΡΠ΅Π·Π° ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΏΡΠ΅Π΄ΠΏΠΎΠ»ΠΎΠΆΠ΅Π½ΠΈΠΈ ΠΎ ΡΠΎΠΌ, ΡΡΠΎ ΠΏΡΠΈΠΌΠ΅Π½Π΅Π½ΠΈΠ΅ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΠΉ Π±ΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ° ΠΏΠΎΠ·Π²ΠΎΠ»ΡΠ΅Ρ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ ΡΡΠΏΠ΅ΡΠ½ΠΎ Π±ΠΎΡΠΎΡΡΡΡ Ρ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ°ΠΌΠΈ ΠΈ Π΄ΠΎΡΡΠΈΠ³Π°ΡΡ ΠΏΠΎΡΡΠ°Π²Π»Π΅Π½Π½ΡΡ
ΡΠ΅Π»Π΅ΠΉ Π² Π΄ΠΎΠ»Π³ΠΎΡΡΠΎΡΠ½ΠΎΠΉ ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Π΅. Π Ρ
ΠΎΠ΄Π΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π°Π²ΡΠΎΡΠ°ΠΌΠΈ Π±ΡΠ»ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½Ρ ΡΠ°ΠΊΠΈΠ΅ ΠΌΠ΅ΡΠΎΠ΄Ρ, ΠΊΠ°ΠΊ ΠΈΠ·ΡΡΠ΅Π½ΠΈΠ΅, ΠΎΠ±ΠΎΠ±ΡΠ΅Π½ΠΈΠ΅, Π°Π½Π°Π»ΠΈΠ· ΠΈ ΡΠΈΠ½ΡΠ΅Π·. Π ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΎ, ΡΡΠΎ Π² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ
ΡΡΠ»ΠΎΠ²ΠΈΡΡ
Ρ
ΠΎΠ·ΡΠΉΡΡΠ²ΠΎΠ²Π°Π½ΠΈΡ Π½Π° Π²ΡΡΠΎΠΊΠΎΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΡΡ
ΡΡΠ½ΠΊΠ°Ρ
ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΈΡ
ΡΠΎΠ²Π°ΡΠΎΠ² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΠΉ Π±ΠΈΠ·Π½Π΅Ρ Π΄ΠΎΠ»ΠΆΠ΅Π½ ΡΠ΄Π΅Π»ΡΡΡ ΠΎΡΠΎΠ±ΠΎΠ΅ Π²Π½ΠΈΠΌΠ°Π½ΠΈΠ΅ Π±ΡΠ΅Π½Π΄-ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΡ Π² ΡΠΈΡΡΠ΅ΠΌΠ΅ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠ΅ΠΉ Π΄Π»Ρ ΠΏΠΎΠ΄Π΄Π΅ΡΠΆΠ°Π½ΠΈΡ ΡΠ²ΠΎΠ΅ΠΉ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ
ΠΠ ΠΠΠ’ΠΠ§ΠΠ‘ΠΠΠ ΠΠΠ«Π’ Π£ΠΠ ΠΠΠΠΠΠΠ― Π’ΠΠΠΠΠ’ΠΠΠ Π Π ΠΠ‘Π‘ΠΠΠ‘ΠΠΠ ΠΠΠΠΠΠ‘-Π‘Π ΠΠΠ
The article deals with the theoretical aspects of talent management, analyzed the approaches to the study of the term Β«talent managementΒ». The practical experience of talent management in some large Russian companies is investigated. The analysis of talent management programs of VTB Group and Severstal was carried out, the purpose of which is to select and develop talented managers. The features of talent management systems implementation by the largest Russian companies are analyzed. The specifics of talent management at the present stage of development of the Russian business environment and the advantages of the implementation of measures in this area are revealed.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°ΡΡΡΡ ΡΠ΅ΠΎΡΠ΅ΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ Π°ΡΠΏΠ΅ΠΊΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ, ΠΏΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Ρ ΠΏΠΎΠ΄Ρ
ΠΎΠ΄Ρ ΠΊ ΠΈΠ·ΡΡΠ΅Π½ΠΈΡ ΡΠ΅ΡΠΌΠΈΠ½Π° Β«ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠ΅ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈΒ». ΠΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠΉ ΠΎΠΏΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ Π² Π½Π΅ΠΊΠΎΡΠΎΡΡΡ
ΠΊΡΡΠΏΠ½ΡΡ
ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΡ
ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΡ
. ΠΡΠΎΠ²Π΅Π΄Π΅Π½ Π°Π½Π°Π»ΠΈΠ· ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΌ ΠΏΠΎ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ ΠΡΡΠΏΠΏΡ ΠΠ’Π ΠΈ ΠΠΠ Β«Π‘Π΅Π²Π΅ΡΡΡΠ°Π»ΡΒ», ΡΠ΅Π»Ρ ΠΊΠΎΡΠΎΡΡΡ
Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΎΡΠ±ΠΎΡΠ΅ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΠΈ ΡΠ°Π»Π°Π½ΡΠ»ΠΈΠ²ΡΡ
ΡΠΏΡΠ°Π²Π»Π΅Π½ΡΠ΅Π². ΠΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Ρ ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΠΈ Π²Π½Π΅Π΄ΡΠ΅Π½ΠΈΡ ΡΠΈΡΡΠ΅ΠΌ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ ΠΊΡΡΠΏΠ½Π΅ΠΉΡΠΈΠΌΠΈ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΠΌΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΠΌΠΈ, Π²ΡΡΠ²Π»Π΅Π½Π° ΡΠΏΠ΅ΡΠΈΡΠΈΠΊΠ° ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ Π½Π° ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΌ ΡΡΠ°ΠΏΠ΅ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΡΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ Π±ΠΈΠ·Π½Π΅Ρ-ΡΡΠ΅Π΄Ρ ΠΈ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π° ΠΎΡ ΡΠ΅Π°Π»ΠΈΠ·Π°ΡΠΈΠΈ ΠΌΠ΅ΡΠΎΠΏΡΠΈΡΡΠΈΠΉ Π² Π΄Π°Π½Π½ΠΎΠΉ ΠΎΠ±Π»Π°ΡΡΠΈ
Strategies of small enterprises development in African countries
The article describes the basic concepts and classification icons/symbols of small enterprises. Small enterprises are defined by the author as irreplaceable drivers of economic development, which are a source of economic growth and a tool for resources redistribution. This study analyzes the current strategies of small enterprises development in African countries such as Morocco, SAR and Tunisia, which made it possible to formulate conclusions and recommendations. Β© 2019 Hellenic Association of Regional Scientists. All rights reserved
Π€ΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΠ΅ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π±ΡΠ΅Π½Π΄Π° ΠΊΠ°ΠΊ ΡΠ»Π΅ΠΌΠ΅Π½Ρ ΡΡΡΠ°ΡΠ΅Π³ΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠ΅ΠΉ
The article deals with the formation of the corporate brand of the organization from the point of view of one of the elements of the company management strategy. The purpose of the study is to justify the importance of having a strong positive corporate brand for the formation of not only consumer loyalty, but for the penetration, development and development of new markets and their segments by the manufacturer. To achieve this goal, the study set the following objectives: to reveal the essence of the concept of βcorporate brandβ and to identify its main advantages for the manufacturer in terms of increased competition in the consumer market; to analyze the positive foreign and domestic experience of formation and management of corporate brand of the organization. The hypothesis of the study is that with the help of a strong corporate brand, the company can successfully develop and expand its presence in the market and develop its new segments in the long term. In the course of the study, the authors used such methods as study and synthesis, analysis and synthesis. As a result of the research it is established that the current economic conditions in the market, the manufacturing companies should pay special attention to the formation of the corporate brand in the long-term plans for the development of the organization to maintain its competitiveness.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½Ρ Π²ΠΎΠΏΡΠΎΡΡ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π±ΡΠ΅Π½Π΄Π° ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ Ρ ΡΠΎΡΠΊΠΈ Π·ΡΠ΅Π½ΠΈΡ ΠΎΠ΄Π½ΠΎΠ³ΠΎ ΠΈΠ· ΡΠ»Π΅ΠΌΠ΅Π½ΡΠΎΠ² ΡΡΡΠ°ΡΠ΅Π³ΠΈΠΈ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠ΅ΠΉ. Π¦Π΅Π»Ρ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½ΠΈΠΈ Π·Π½Π°ΡΠΈΠΌΠΎΡΡΠΈ Π½Π°Π»ΠΈΡΠΈΡ ΡΠΈΠ»ΡΠ½ΠΎΠ³ΠΎ ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΠΎΠ³ΠΎ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π±ΡΠ΅Π½Π΄Π° Π΄Π»Ρ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ Π½Π΅ ΡΠΎΠ»ΡΠΊΠΎ ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΎΠΉ Π»ΠΎΡΠ»ΡΠ½ΠΎΡΡΠΈ, Π½ΠΎ ΠΈ Π΄Π»Ρ ΠΏΡΠΎΠ½ΠΈΠΊΠ½ΠΎΠ²Π΅Π½ΠΈΡ, ΠΎΡΠ²ΠΎΠ΅Π½ΠΈΡ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠ΅ΠΉ-ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΠΈΡΠ΅Π»Π΅ΠΌ Π½ΠΎΠ²ΡΡ
ΡΡΠ½ΠΊΠΎΠ² ΠΈ ΠΈΡ
ΡΠ΅Π³ΠΌΠ΅Π½ΡΠΎΠ². ΠΠ»Ρ Π΄ΠΎΡΡΠΈΠΆΠ΅Π½ΠΈΡ ΠΏΠΎΡΡΠ°Π²Π»Π΅Π½Π½ΠΎΠΉ ΡΠ΅Π»ΠΈ Π² ΡΠ°ΠΌΠΊΠ°Ρ
ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π±ΡΠ»ΠΈ ΠΏΠΎΡΡΠ°Π²Π»Π΅Π½Ρ ΡΠ»Π΅Π΄ΡΡΡΠΈΠ΅ Π·Π°Π΄Π°ΡΠΈ: ΡΠ°ΡΠΊΡΡΡΡ ΡΡΡΠ½ΠΎΡΡΡ ΠΏΠΎΠ½ΡΡΠΈΡ Β«ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΡΠΉ Π±ΡΠ΅Π½Π΄Β» ΠΈ Π²ΡΡΠ²ΠΈΡΡ Π΅Π³ΠΎ ΠΎΡΠ½ΠΎΠ²Π½ΡΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π° Π΄Π»Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ-ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΠΈΡΠ΅Π»Ρ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
ΠΎΠ±ΠΎΡΡΡΠ΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΠΎΠΉ Π±ΠΎΡΡΠ±Ρ Π½Π° ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΎΠΌ ΡΡΠ½ΠΊΠ΅; ΠΏΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°ΡΡ ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΡΠΉ Π·Π°ΡΡΠ±Π΅ΠΆΠ½ΡΠΉ ΠΈ ΠΎΡΠ΅ΡΠ΅ΡΡΠ²Π΅Π½Π½ΡΠΉ ΠΎΠΏΡΡ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΈ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΡΠΌ Π±ΡΠ΅Π½Π΄ΠΎΠΌ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ. ΠΠΈΠΏΠΎΡΠ΅Π·Π° ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΏΡΠ΅Π΄ΠΏΠΎΠ»ΠΎΠΆΠ΅Π½ΠΈΠΈ ΠΎ ΡΠΎΠΌ, ΡΡΠΎ Ρ ΠΏΠΎΠΌΠΎΡΡΡ ΡΠΈΠ»ΡΠ½ΠΎΠ³ΠΎ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π±ΡΠ΅Π½Π΄Π° ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡ ΠΌΠΎΠΆΠ΅Ρ ΡΡΠΏΠ΅ΡΠ½ΠΎ ΡΠ°Π·Π²ΠΈΠ²Π°ΡΡΡΡ ΠΈ ΡΠ°ΡΡΠΈΡΡΡΡ ΡΠ²ΠΎΠ΅ ΠΏΡΠΈΡΡΡΡΡΠ²ΠΈΠ΅ Π½Π° ΡΡΠ½ΠΊΠ΅ ΠΈ ΠΎΡΠ²Π°ΠΈΠ²Π°ΡΡ Π΅Π³ΠΎ Π½ΠΎΠ²ΡΠ΅ ΡΠ΅Π³ΠΌΠ΅Π½ΡΡ Π² Π΄ΠΎΠ»Π³ΠΎΡΡΠΎΡΠ½ΠΎΠΉ ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Π΅. Π Ρ
ΠΎΠ΄Π΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π°Π²ΡΠΎΡΠ°ΠΌΠΈ Π±ΡΠ»ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½Ρ ΡΠ°ΠΊΠΈΠ΅ ΠΌΠ΅ΡΠΎΠ΄Ρ, ΠΊΠ°ΠΊ ΠΈΠ·ΡΡΠ΅Π½ΠΈΠ΅ ΠΈ ΠΎΠ±ΠΎΠ±ΡΠ΅Π½ΠΈΠ΅, Π°Π½Π°Π»ΠΈΠ· ΠΈ ΡΠΈΠ½ΡΠ΅Π·. Π ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΎ, ΡΡΠΎ Π² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ
ΡΡΠ»ΠΎΠ²ΠΈΡΡ
Ρ
ΠΎΠ·ΡΠΉΡΡΠ²ΠΎΠ²Π°Π½ΠΈΡ Π½Π° ΡΡΠ½ΠΊΠ΅ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ-ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΠΈΡΠ΅Π»ΠΈ Π΄ΠΎΠ»ΠΆΠ½Ρ ΡΠ΄Π΅Π»ΡΡΡ ΠΎΡΠΎΠ±ΠΎΠ΅ Π²Π½ΠΈΠΌΠ°Π½ΠΈΠ΅ Π²ΠΎΠΏΡΠΎΡΠ°ΠΌ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π±ΡΠ΅Π½Π΄Π° Π² Π΄ΠΎΠ»Π³ΠΎΡΡΠΎΡΠ½ΡΡ
ΠΏΠ»Π°Π½Π°Ρ
ΡΠ°Π·Π²ΠΈΡΠΈΡ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ Π΄Π»Ρ ΠΏΠΎΠ΄Π΄Π΅ΡΠΆΠ°Π½ΠΈΡ ΡΠ²ΠΎΠ΅ΠΉ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ
ΠΠ ΠΠΠΠΠΠ ΠΠΠ Π€ΠΠΠ’ΠΠ Π‘Π’Π ΠΠΠΠΠΠ ΠΠΠΠΠ£Π ΠΠΠ’ΠΠ‘ΠΠΠ‘ΠΠΠΠΠ‘Π’Π Π ΠΠΠ ΠΠΠΠ Π₯ΠΠΠ―ΠΠ‘Π’ΠΠ
The article considers βbrandingβ as one of the factors ensuring national competitiveness in the current global economy. At present, along with creation of commercial brands and their promotion on the world market, it is increasingly important to create country brands. Strong commercial brands and country brands can help to solve the problem of raising the competitiveness of countries in the world economy. Over the past decades, a large number of countries (such as Japan, the Republic of Korea, China and a number of others that undoubt-edly have new competitive advantages) have joined the international division of labor, which after the Second World War was dominated by the United States and Western European countries, and they have been able to challenge the leaders in their traditional markets. In addition, now investors often perceive individual countries as brands, and that branding factor inο¬ uences the movement of international capitalΠ ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°Π΅ΡΡΡ Π±ΡΠ΅Π½Π΄ΠΈΠ½Π³ ΠΊΠ°ΠΊ ΠΎΠ΄ΠΈΠ½ ΠΈΠ· ΡΠ°ΠΊΡΠΎΡΠΎΠ², ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°ΡΡΠΈΡ
ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡ ΡΡΡΠ°Π½Ρ Π² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΌ ΠΌΠΈΡΠΎΠ²ΠΎΠΌ Ρ
ΠΎΠ·ΡΠΉΡΡΠ²Π΅. Π Π½Π°ΡΡΠΎΡΡΠ΅Π΅ Π²ΡΠ΅ΠΌΡ, Π½Π°ΡΡΠ΄Ρ Ρ ΡΠΎΠ·Π΄Π°Π½ΠΈΠ΅ΠΌ ΠΈ ΠΏΡΠΎΠ΄Π²ΠΈΠΆΠ΅Π½ΠΈΠ΅ΠΌ Π½Π° ΠΌΠΈΡΠΎΠ²ΠΎΠΉ ΡΡΠ½ΠΎΠΊ ΠΊΠΎΠΌΠΌΠ΅ΡΡΠ΅ΡΠΊΠΈΡ
Π±ΡΠ΅Π½Π΄ΠΎΠ², Π΄ΠΎΡΡΠ°ΡΠΎΡΠ½ΠΎ Π°ΠΊΡΡΠ°Π»ΡΠ½ΠΎΠΉ ΠΏΡΠΎΠ±Π»Π΅ΠΌΠΎΠΉ ΡΠ²Π»ΡΠ΅ΡΡΡ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΠ΅ ΡΡΡΠ°Π½ΠΎΠ²ΠΎΠ³ΠΎ Π±ΡΠ΅Π½Π΄Π°. Π‘ΠΈΠ»ΡΠ½ΡΠ΅ ΠΊΠΎΠΌΠΌΠ΅ΡΡΠ΅ΡΠΊΠΈΠ΅ Π±ΡΠ΅Π½Π΄Ρ ΠΈ Π±ΡΠ΅Π½Π΄ Π³ΠΎΡΡΠ΄Π°ΡΡΡΠ²Π° ΡΠΏΠΎΡΠΎΠ±Π½Ρ ΡΠ΅ΡΠΈΡΡ ΠΏΡΠΎΠ±Π»Π΅ΠΌΡ, ΡΠ²ΡΠ·Π°Π½Π½ΡΠ΅ Ρ Π²ΠΎΠΏΡΠΎΡΠΎΠΌ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ ΡΡΡΠ°Π½ Π² ΠΌΠΈΡΠΎΠ²ΠΎΠΌ Ρ
ΠΎΠ·ΡΠΉΡΡΠ²Π΅, ΡΠ°ΠΊ ΠΊΠ°ΠΊ Π·Π° ΠΏΠΎΡΠ»Π΅Π΄Π½ΠΈΠ΅ Π΄Π΅ΡΡΡΠΈΠ»Π΅ΡΠΈΡ ΠΊ ΡΠΈΡΡΠ΅ΠΌΠ΅ ΠΌΠ΅ΠΆΠ΄ΡΠ½Π°ΡΠΎΠ΄Π½ΠΎΠ³ΠΎ ΡΠ°Π·Π΄Π΅Π»Π΅Π½ΠΈΡ ΡΡΡΠ΄Π°, Π² ΠΊΠΎΡΠΎΡΠΎΠΌ ΠΏΠΎΡΠ»Π΅ ΠΡΠΎΡΠΎΠΉ ΠΌΠΈΡΠΎΠ²ΠΎΠΉ Π²ΠΎΠΉΠ½Ρ Π³ΠΎΡΠΏΠΎΠ΄ΡΡΠ²ΠΎΠ²Π°Π»ΠΈ Π‘Π¨Π ΠΈ Π·Π°ΠΏΠ°Π΄Π½ΠΎΠ΅Π²ΡΠΎΠΏΠ΅ΠΉΡΠΊΠΈΠ΅ ΡΡΡΠ°Π½Ρ, ΠΏΡΠΈΡΠΎΠ΅Π΄ΠΈΠ½ΠΈΠ»ΠΎΡΡ Π±ΠΎΠ»ΡΡΠΎΠ΅ ΠΊΠΎΠ»ΠΈΡΠ΅ΡΡΠ²ΠΎ ΡΡΡΠ°Π½ (ΡΠ°ΠΊΠΈΡ
ΠΊΠ°ΠΊ, Π½Π°ΠΏΡΠΈΠΌΠ΅Ρ, Π―ΠΏΠΎΠ½ΠΈΡ, Π Π΅ΡΠΏΡΠ±Π»ΠΈΠΊΠ° ΠΠΎΡΠ΅Ρ, ΠΠΈΡΠ°ΠΉ ΠΈ ΡΡΠ΄ Π΄ΡΡΠ³ΠΈΡ
, ΠΊΠΎΡΠΎΡΡΠ΅, Π½Π΅ΡΠΎΠΌΠ½Π΅Π½Π½ΠΎ, ΠΎΠ±Π»Π°Π΄Π°ΡΡ Π½ΠΎΠ²ΡΠΌΠΈ ΠΊΠΎΠ½ΠΊΡ-ΡΠ΅Π½ΡΠ½ΡΠΌΠΈ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π°ΠΌΠΈ) ΠΈ ΡΠΌΠΎΠ³Π»ΠΈ ΠΏΠΎΡΠ΅ΡΠ½ΠΈΡΡ Π»ΠΈΠ΄Π΅ΡΠΎΠ² Π½Π° ΠΈΡ
ΡΡΠ°Π΄ΠΈΡΠΈΠΎΠ½Π½ΡΡ
ΡΡΠ½ΠΊΠ°Ρ
. ΠΡΠΎΠΌΠ΅ ΡΠΎΠ³ΠΎ, ΡΠ°ΡΡΠΎ ΠΈΠ½Π²Π΅ΡΡΠΎΡΡ Π²ΠΎΡΠΏΡΠΈΠ½ΠΈΠΌΠ°ΡΡ ΠΎΡΠ΄Π΅Π»ΡΠ½ΡΠ΅ ΡΡΡΠ°Π½Ρ ΠΊΠ°ΠΊ Π±ΡΠ΅Π½Π΄Ρ, ΠΈ Π΄Π°Π½Π½ΠΎΠ΅ ΠΎΠ±ΡΡΠΎΡΡΠ΅Π»ΡΡΡΠ²ΠΎ ΠΎΠΊΠ°Π·ΡΠ²Π°Π΅Ρ Π²Π»ΠΈΡΠ½ΠΈΠ΅ Π½Π° Π΄Π²ΠΈΠΆΠ΅Π½ΠΈΠ΅ ΠΌΠ΅ΠΆΠ΄ΡΠ½Π°ΡΠΎΠ΄Π½ΠΎΠ³ΠΎ ΠΊΠ°ΠΏΠΈΡΠ°Π»Π°
ΠΠ ΠΠΠ’ΠΠ§ΠΠ‘ΠΠΠ ΠΠΠ«Π’ Π£ΠΠ ΠΠΠΠΠΠΠ― Π’ΠΠΠΠΠ’ΠΠΠ Π Π ΠΠ‘Π‘ΠΠΠ‘ΠΠΠ ΠΠΠΠΠΠ‘-Π‘Π ΠΠΠ
The article deals with the theoretical aspects of talent management, analyzed the approaches to the study of the term Β«talent managementΒ». The practical experience of talent management in some large Russian companies is investigated. The analysis of talent management programs of VTB Group and Severstal was carried out, the purpose of which is to select and develop talented managers. The features of talent management systems implementation by the largest Russian companies are analyzed. The specifics of talent management at the present stage of development of the Russian business environment and the advantages of the implementation of measures in this area are revealed.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°ΡΡΡΡ ΡΠ΅ΠΎΡΠ΅ΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ Π°ΡΠΏΠ΅ΠΊΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ, ΠΏΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Ρ ΠΏΠΎΠ΄Ρ
ΠΎΠ΄Ρ ΠΊ ΠΈΠ·ΡΡΠ΅Π½ΠΈΡ ΡΠ΅ΡΠΌΠΈΠ½Π° Β«ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠ΅ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈΒ». ΠΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΠΉ ΠΎΠΏΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ Π² Π½Π΅ΠΊΠΎΡΠΎΡΡΡ
ΠΊΡΡΠΏΠ½ΡΡ
ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΡ
ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΡ
. ΠΡΠΎΠ²Π΅Π΄Π΅Π½ Π°Π½Π°Π»ΠΈΠ· ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΌ ΠΏΠΎ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ ΠΡΡΠΏΠΏΡ ΠΠ’Π ΠΈ ΠΠΠ Β«Π‘Π΅Π²Π΅ΡΡΡΠ°Π»ΡΒ», ΡΠ΅Π»Ρ ΠΊΠΎΡΠΎΡΡΡ
Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΎΡΠ±ΠΎΡΠ΅ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΠΈ ΡΠ°Π»Π°Π½ΡΠ»ΠΈΠ²ΡΡ
ΡΠΏΡΠ°Π²Π»Π΅Π½ΡΠ΅Π². ΠΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Ρ ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΠΈ Π²Π½Π΅Π΄ΡΠ΅Π½ΠΈΡ ΡΠΈΡΡΠ΅ΠΌ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ ΠΊΡΡΠΏΠ½Π΅ΠΉΡΠΈΠΌΠΈ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΠΌΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΠΌΠΈ, Π²ΡΡΠ²Π»Π΅Π½Π° ΡΠΏΠ΅ΡΠΈΡΠΈΠΊΠ° ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π»Π°Π½ΡΠ°ΠΌΠΈ Π½Π° ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΌ ΡΡΠ°ΠΏΠ΅ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΡΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ Π±ΠΈΠ·Π½Π΅Ρ-ΡΡΠ΅Π΄Ρ ΠΈ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π° ΠΎΡ ΡΠ΅Π°Π»ΠΈΠ·Π°ΡΠΈΠΈ ΠΌΠ΅ΡΠΎΠΏΡΠΈΡΡΠΈΠΉ Π² Π΄Π°Π½Π½ΠΎΠΉ ΠΎΠ±Π»Π°ΡΡΠΈ
HR-Π±ΡΠ΅Π½Π΄ΠΈΠ½Π³ ΠΈ Π΅Π³ΠΎ ΡΠΎΠ»Ρ Π² ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΠΌΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΠΌΠΈ
The article considers HR-branding and identifies its role in management of Russian companies. The purpose of the study is to justify the importance of HR branding and HR brand as a new tool for managing the development and competitiveness of economic entities in the conditions of increased competition in the market. The main objectives are to determine the essence of the concepts of βHR-brandβ and βHR-brandingβ, to identify the benefits of a positive HR-brand in the market, and analysis of practical experience in managing HR-brand of Russian companies. The hypothesis of the study is the assumption that due to HR-branding, modern companies ensure their successful development by attracting and retaining the best employees who are capable of developing and implementing various types of innovations, thereby ensuring the competitiveness of their organization. In the course of the study, the authors used such methods as study and synthesis, analysis and synthesis. The study found that a strong HR-brand gives the company additional significant competitive advantages, contributing to the involvement of highly qualified and talented professionals in the organization, ensuring the growth and development of the company.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½ HR-Π±ΡΠ΅Π½Π΄ΠΈΠ½Π³ ΠΈ Π²ΡΡΠ²Π»Π΅Π½Π° Π΅Π³ΠΎ ΡΠΎΠ»Ρ Π² ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΠΌΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΠΌΠΈ. Π¦Π΅Π»Ρ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½ΠΈΠΈ Π·Π½Π°ΡΠΈΠΌΠΎΡΡΠΈ HR-Π±ΡΠ΅Π½Π΄ΠΈΠ½Π³Π° ΠΈ HR-Π±ΡΠ΅Π½Π΄Π° ΠΊΠ°ΠΊ Π½ΠΎΠ²ΠΎΠ³ΠΎ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠ° ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π·Π²ΠΈΡΠΈΠ΅ΠΌ ΠΈ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡΡ Ρ
ΠΎΠ·ΡΠΉΡΡΠ²ΡΡΡΠΈΡ
ΡΡΠ±ΡΠ΅ΠΊΡΠΎΠ² Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
ΠΎΠ±ΠΎΡΡΡΠ΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΈΠΈ Π½Π° ΡΡΠ½ΠΊΠ΅. ΠΡΠ½ΠΎΠ²Π½ΡΠΌΠΈ Π·Π°Π΄Π°ΡΠ°ΠΌΠΈ ΡΠ²Π»ΡΡΡΡΡ ΠΎΠΏΡΠ΅Π΄Π΅Π»Π΅Π½ΠΈΠ΅ ΡΡΡΠ½ΠΎΡΡΠΈ ΠΏΠΎΠ½ΡΡΠΈΠΉ Β«HR-Π±ΡΠ΅Π½Π΄Β» ΠΈ Β«HR-Π±ΡΠ΅Π½Π΄ΠΈΠ½Π³Β», Π²ΡΡΠ²Π»Π΅Π½ΠΈΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ², ΠΊΠΎΡΠΎΡΡΠ΅ ΠΏΠΎΠ»ΡΡΠ°Π΅Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡ, ΠΎΠ±Π»Π°Π΄Π°ΡΡΠ°Ρ ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΡΠΌ HR-Π±ΡΠ΅Π½Π΄ΠΎΠΌ Π½Π° ΡΡΠ½ΠΊΠ΅, ΠΈ Π°Π½Π°Π»ΠΈΠ· ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΎΠΏΡΡΠ° ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ HR-Π±ΡΠ΅Π½Π΄ΠΎΠΌ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΡ
ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ. ΠΠΈΠΏΠΎΡΠ΅Π·ΠΎΠΉ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π²ΡΡΡΡΠΏΠ°Π΅Ρ ΠΏΡΠ΅Π΄ΠΏΠΎΠ»ΠΎΠΆΠ΅Π½ΠΈΠ΅ ΠΎ ΡΠΎΠΌ, ΡΡΠΎ Π±Π»Π°Π³ΠΎΠ΄Π°ΡΡ HR-Π±ΡΠ΅Π½Π΄ΠΈΠ½Π³Ρ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΠ΅ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°ΡΡ ΡΠ΅Π±Π΅ ΡΡΠΏΠ΅ΡΠ½ΠΎΠ΅ ΡΠ°Π·Π²ΠΈΡΠΈΠ΅ ΠΏΠΎΡΡΠ΅Π΄ΡΡΠ²ΠΎΠΌ ΠΏΡΠΈΠ²Π»Π΅ΡΠ΅Π½ΠΈΡ ΠΈ ΡΠ΄Π΅ΡΠΆΠ°Π½ΠΈΡ Π»ΡΡΡΠΈΡ
ΡΠΎΡΡΡΠ΄Π½ΠΈΠΊΠΎΠ², ΠΊΠΎΡΠΎΡΡΠ΅ ΡΠΏΠΎΡΠΎΠ±Π½Ρ ΠΊ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΠΈ Π²Π½Π΅Π΄ΡΠ΅Π½ΠΈΡ ΡΠ°Π·Π»ΠΈΡΠ½ΡΡ
Π²ΠΈΠ΄ΠΎΠ² ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΉ, ΡΠ΅ΠΌ ΡΠ°ΠΌΡΠΌ ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°Ρ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡ ΡΠ²ΠΎΠ΅ΠΉ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ. Π Ρ
ΠΎΠ΄Π΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π°Π²ΡΠΎΡΠ°ΠΌΠΈ Π±ΡΠ»ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½Ρ ΡΠ°ΠΊΠΈΠ΅ ΠΌΠ΅ΡΠΎΠ΄Ρ, ΠΊΠ°ΠΊ ΠΈΠ·ΡΡΠ΅Π½ΠΈΠ΅ ΠΈ ΠΎΠ±ΠΎΠ±ΡΠ΅Π½ΠΈΠ΅, Π°Π½Π°Π»ΠΈΠ· ΠΈ ΡΠΈΠ½ΡΠ΅Π·. Π ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΎ, ΡΡΠΎ ΡΠΈΠ»ΡΠ½ΡΠΉ HR-Π±ΡΠ΅Π½Π΄ Π΄Π°Π΅Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ Π΄ΠΎΠΏΠΎΠ»Π½ΠΈΡΠ΅Π»ΡΠ½ΡΠ΅ Π²Π΅ΡΠΎΠΌΡΠ΅ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΡΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π°, ΡΠΏΠΎΡΠΎΠ±ΡΡΠ²ΡΡ ΠΏΡΠΈΠ²Π»Π΅ΡΠ΅Π½ΠΈΡ Π² ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΡ Π²ΡΡΠΎΠΊΠΎΠΊΠ²Π°Π»ΠΈΡΠΈΡΠΈΡΠΎΠ²Π°Π½Π½ΡΡ
ΠΈ ΡΠ°Π»Π°Π½ΡΠ»ΠΈΠ²ΡΡ
ΡΠΏΠ΅ΡΠΈΠ°Π»ΠΈΡΡΠΎΠ², ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°Ρ ΡΠΎΡΡ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΠ΅ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ
ΠΠ‘Π ΠΊΠ°ΠΊ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½Ρ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ Π½Π° ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΎΠΌ ΡΡΠ½ΠΊΠ΅
The article deals with corporate social responsibility of business and its role in the management of Russian companies. The purpose of the study is to substantiate the importance of CSR as a new and effective tool for managing the competitiveness of Russian companies in the global competition in the consumer market. The main tasks are to determine the essence of the concepts of βcorporate social responsibility of businessβ, to identify the benefits that the company receives, implementing social projects in the market, to analyze the specific characteristics of the Russian CSR model and to consider the practical experience of using CSR tools to maintain the competitiveness of domestic business. The hypothesis of the study is the assumption that using basic tools of corporate social responsibility, modern Russian companies ensure their successful development by attracting and retaining their customers, effectively manage their image, thereby ensuring the competitiveness of their organization. In the course of the study, the authors used such methods as study and synthesis, analysis and synthesis. The study found that the use of basic CSR tools gives the company additional significant competitive advantages and is a new effective tool for managing the competitiveness of the company in the global competition in the consumer goods market.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½Π° ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½Π°Ρ ΡΠΎΡΠΈΠ°Π»ΡΠ½Π°Ρ ΠΎΡΠ²Π΅ΡΡΡΠ²Π΅Π½Π½ΠΎΡΡΡ Π±ΠΈΠ·Π½Π΅ΡΠ° ΠΈ Π²ΡΡΠ²Π»Π΅Π½Π° Π΅Π³ΠΎ ΡΠΎΠ»Ρ Π² ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΠΌΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡΠΌΠΈ. Π¦Π΅Π»Ρ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½ΠΈΠΈ Π·Π½Π°ΡΠΈΠΌΠΎΡΡΠΈ ΠΠ‘Π ΠΊΠ°ΠΊ Π½ΠΎΠ²ΠΎΠ³ΠΎ ΠΈ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠ° ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡΡ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΡ
ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
Π³Π»ΠΎΠ±Π°Π»ΡΠ½ΠΎΠΉ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΈΠΈ Π½Π° ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΎΠΌ ΡΡΠ½ΠΊΠ΅. ΠΡΠ½ΠΎΠ²Π½ΡΠΌΠΈ Π·Π°Π΄Π°ΡΠ°ΠΌΠΈ ΡΠ²Π»ΡΡΡΡΡ ΠΎΠΏΡΠ΅Π΄Π΅Π»Π΅Π½ΠΈΠ΅ ΡΡΡΠ½ΠΎΡΡΠΈ ΠΏΠΎΠ½ΡΡΠΈΠΉ Β«ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½Π°Ρ ΡΠΎΡΠΈΠ°Π»ΡΠ½Π°Ρ ΠΎΡΠ²Π΅ΡΡΡΠ²Π΅Π½Π½ΠΎΡΡΡ Π±ΠΈΠ·Π½Π΅ΡΠ°Β», Π²ΡΡΠ²Π»Π΅Π½ΠΈΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ², ΠΊΠΎΡΠΎΡΡΠ΅ ΠΏΠΎΠ»ΡΡΠ°Π΅Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΡ, ΡΠ΅Π°Π»ΠΈΠ·ΡΡΡΠ°Ρ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΡΠ΅ ΠΏΡΠΎΠ΅ΠΊΡΡ Π½Π° ΡΡΠ½ΠΊΠ΅, Π°Π½Π°Π»ΠΈΠ· ΡΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΈΡ
Ρ
Π°ΡΠ°ΠΊΡΠ΅ΡΠΈΡΡΠΈΠΊ ΡΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ ΠΌΠΎΠ΄Π΅Π»ΠΈ ΠΠ‘Π ΠΈ ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½ΠΈΠ΅ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΎΠΏΡΡΠ° ΠΏΡΠΈΠΌΠ΅Π½Π΅Π½ΠΈΡ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠΎΠ² ΠΠ‘Π Π΄Π»Ρ ΠΏΠΎΠ΄Π΄Π΅ΡΠΆΠ°Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ ΠΎΡΠ΅-ΡΠ΅ΡΡΠ²Π΅Π½Π½ΠΎΠ³ΠΎ Π±ΠΈΠ·Π½Π΅ΡΠ°. ΠΠΈΠΏΠΎΡΠ΅Π·ΠΎΠΉ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π²ΡΡΡΡΠΏΠ°Π΅Ρ ΠΏΡΠ΅Π΄ΠΏΠΎΠ»ΠΎΠΆΠ΅Π½ΠΈΠ΅ ΠΎ ΡΠΎΠΌ, ΡΡΠΎ Π±Π»Π°Π³ΠΎΠ΄Π°ΡΡ ΠΏΡΠΈΠΌΠ΅Π½Π΅Π½ΠΈΡ ΠΎΡΠ½ΠΎΠ²Π½ΡΡ
ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠΎΠ² ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΠΎΠΉ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΠΎΠΉ ΠΎΡΠ²Π΅ΡΡΡΠ²Π΅Π½Π½ΠΎΡΡΠΈ, ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΠ΅ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΠ΅ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°ΡΡ ΡΠ΅Π±Π΅ ΡΡΠΏΠ΅ΡΠ½ΠΎΠ΅ ΡΠ°Π·Π²ΠΈΡΠΈΠ΅ ΠΏΠΎΡΡΠ΅Π΄ΡΡΠ²ΠΎΠΌ ΠΏΡΠΈΠ²Π»Π΅ΡΠ΅Π½ΠΈΡ ΠΈ ΡΠ΄Π΅ΡΠΆΠ°Π½ΠΈΡ ΡΠ²ΠΎΠΈΡ
ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»Π΅ΠΉ, ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎ ΡΠΏΡΠ°Π²Π»ΡΡΡ ΡΠ²ΠΎΠΈΠΌ ΠΈΠΌΠΈΠ΄ΠΆΠ΅ΠΌ, ΡΠ΅ΠΌ ΡΠ°ΠΌΡΠΌ ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°Ρ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡ ΡΠ²ΠΎΠ΅ΠΉ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ. Π Ρ
ΠΎΠ΄Π΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π°Π²ΡΠΎΡΠ°ΠΌΠΈ Π±ΡΠ»ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½Ρ ΡΠ°ΠΊΠΈΠ΅ ΠΌΠ΅ΡΠΎΠ΄Ρ, ΠΊΠ°ΠΊ ΠΈΠ·ΡΡΠ΅Π½ΠΈΠ΅ ΠΈ ΠΎΠ±ΠΎΠ±ΡΠ΅Π½ΠΈΠ΅, Π°Π½Π°Π»ΠΈΠ· ΠΈ ΡΠΈΠ½ΡΠ΅Π·. Π ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΎ, ΡΡΠΎ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΠ΅ ΠΎΡΠ½ΠΎΠ²Π½ΡΡ
ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠΎΠ² ΠΠ‘Π Π΄Π°Π΅Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ Π΄ΠΎΠΏΠΎΠ»Π½ΠΈΡΠ΅Π»ΡΠ½ΡΠ΅ Π²Π΅ΡΠΎΠΌΡΠ΅ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΡΠ΅ ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ²Π° ΠΈ ΡΠ²Π»ΡΠ΅ΡΡΡ Π½ΠΎΠ²ΡΠΌ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΡΠΌ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠΎΠΌ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΎΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΡΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
Π³Π»ΠΎΠ±Π°Π»ΡΠ½ΠΎΠΉ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠΈΠΈ Π½Π° ΡΡΠ½ΠΊΠ΅ ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»ΡΡΠΊΠΈΡ
ΡΠΎΠ²Π°ΡΠΎΠ²
ΠΠΎΠ²ΡΠΉ ΡΠ΅Ρ Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΠΊΠ»Π°Π΄ Π½Π° ΠΏΡΡΠΈ ΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΈΡ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ
The article gives the theoretical justification for innovative transformations of the Russian economy in the course of the change in technological structures and measures ensuring the advancement of the economy towards the new neo-industrial reality. Technological mode is considered as the special technical and technological device for the production of strategically important industrial products. In this capacity, it appears as an activating basis for the further development of the productive forces of society, identifying the possibilities for the formation of the digital economy and its innovative and competitive advantages. Within the framework of the use of system-evolutionary and reproductive research methods, the dependence of the processes of formation of the new technological order, the changes in the stages of formational development, and the dynamics of the formation of the innovative economy are justified. The technological base of the innovation economy is viewed as the structural relationship and the reproductive interaction of technological and innovation capital, and the structural and investment policy is aimed at smoothing the disproportions of sectoral, technological and spatial character.Π ΡΡΠ°ΡΡΠ΅ Π΄Π°Π΅ΡΡΡ ΡΠ΅ΠΎΡΠ΅ΡΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½ΠΈΠ΅ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΡΡ
ΠΏΡΠ΅ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ Π ΠΎΡΡΠΈΠΈ Π² Ρ
ΠΎΠ΄Π΅ ΡΠΌΠ΅Π½Ρ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΠΊΠ»Π°Π΄ΠΎΠ² ΠΈ ΠΌΠ΅Ρ, ΠΎΠ±Π΅ΡΠΏΠ΅ΡΠΈΠ²Π°ΡΡΠΈΡ
ΠΏΡΠΎΠ΄Π²ΠΈΠΆΠ΅Π½ΠΈΠ΅ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ ΠΊ Π½ΠΎΠ²ΠΎΠΉ Π½Π΅ΠΎΠΈΠ½Π΄ΡΡΡΡΠΈΠ°Π»ΡΠ½ΠΎΠΉ ΡΠ΅Π°Π»ΡΠ½ΠΎΡΡΠΈ. Π’Π΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΠΊΠ»Π°Π΄ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°Π΅ΡΡΡ ΠΊΠ°ΠΊ ΠΎΡΠΎΠ±ΠΎΠ΅ ΡΠ΅Ρ
Π½ΠΈΠΊΠΎ-ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΡΡΡΡΠΎΠΉΡΡΠ²ΠΎ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π° ΡΡΡΠ°ΡΠ΅Π³ΠΈΡΠ΅ΡΠΊΠΈ Π²Π°ΠΆΠ½ΡΡ
ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΡΡ
ΠΈΠ·Π΄Π΅Π»ΠΈΠΉ. Π ΡΡΠΎΠΌ ΡΠ²ΠΎΠ΅ΠΌ ΠΊΠ°ΡΠ΅ΡΡΠ²Π΅ ΠΎΠ½ ΠΏΡΠ΅Π΄ΡΡΠ°Π΅Ρ ΠΊΠ°ΠΊ Π°ΠΊΡΠΈΠ²ΠΈΠ·ΠΈΡΡΡΡΠ°Ρ Π±Π°Π·Π° Π΄Π°Π»ΡΠ½Π΅ΠΉΡΠ΅Π³ΠΎ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΠΈΡΠ΅Π»ΡΠ½ΡΡ
ΡΠΈΠ» ΠΎΠ±ΡΠ΅ΡΡΠ²Π°, Π²ΡΡΠ²Π»ΡΡΡΡΡ Π²ΠΎΠ·ΠΌΠΎΠΆΠ½ΠΎΡΡΠΈ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΡΠΈΡΡΠΎΠ²ΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ ΠΈ Π΅Π΅ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΡΡ
ΠΈ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΡΡ
ΠΏΡΠ΅ΠΈΠΌΡΡΠ΅ΡΡΠ². Π ΡΠ°ΠΌΠΊΠ°Ρ
ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ ΡΠΈΡΡΠ΅ΠΌΠ½ΠΎ-ΡΠ²ΠΎΠ»ΡΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΈ Π²ΠΎΡΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π΅Π½Π½ΠΎΠ³ΠΎ ΠΌΠ΅ΡΠΎΠ΄ΠΎΠ² ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΠΎΠ±ΠΎΡΠ½ΠΎΠ²ΡΠ²Π°Π΅ΡΡΡ Π·Π°Π²ΠΈΡΠΈΠΌΠΎΡΡΡ ΠΏΡΠΎΡΠ΅ΡΡΠΎΠ² ΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΈΡ Π½ΠΎΠ²ΠΎΠ³ΠΎ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΡΠΊΠ»Π°Π΄Π°, ΡΠΌΠ΅Π½Ρ ΡΡΠ°Π΄ΠΈΠΉ ΡΠΎΡΠΌΠ°ΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΠΈ Π΄ΠΈΠ½Π°ΠΌΠΈΠΊΠΈ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ. Π’Π΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠ°Ρ Π±Π°Π·Π° ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°Π΅ΡΡΡ ΠΊΠ°ΠΊ ΡΡΡΡΠΊΡΡΡΠ½ΠΎΠ΅ ΡΠΎΠΎΡΠ½ΠΎΡΠ΅Π½ΠΈΠ΅ ΠΈ Π²ΠΎΡΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π΅Π½Π½ΠΎΠ΅ Π²Π·Π°ΠΈΠΌΠΎΠ΄Π΅ΠΉΡΡΠ²ΠΈΠ΅ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΈ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΊΠ°ΠΏΠΈΡΠ°Π»Π°, Π° ΡΡΡΡΠΊΡΡΡΠ½ΠΎ-ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½Π°Ρ ΠΏΠΎΠ»ΠΈΡΠΈΠΊΠ° Π½Π°ΠΏΡΠ°Π²Π»Π΅Π½Π° Π½Π° ΡΠ³Π»Π°ΠΆΠΈΠ²Π°Π½ΠΈΠ΅ Π΄ΠΈΡΠΏΡΠΎΠΏΠΎΡΡΠΈΠΉ ΠΎΡΡΠ°ΡΠ»Π΅Π²ΠΎΠ³ΠΎ, ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΈ ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²Π΅Π½Π½ΠΎΠ³ΠΎ Ρ
Π°ΡΠ°ΠΊΡΠ΅ΡΠ°
Key aspects of managing the students' satisfaction with the learning environment at the international university
Background/Objectives: The article defines the role of assessment of students' satisfaction with the educational process and the learning environment at the university and identifies the possible criteria for students' satisfaction. Methods/ Statistical analysis: The authors applied multivariate analysis, study, generalization, comparison, sociological survey (namely a questionnaire survey), factor analysis and grouping for the research. The statements and conclusions of this publication were based on the following sources: the author's study of 500 students of the RUDN International University, RUDN University internal documentation, articles in issue-related magazines and websites. Findings: The authors present the results of their study of students' satisfaction in RUDN University, during which the basic and additional (secondary) criteria of satisfaction of students studying at International University have been identified. The results have been obtained using the factor analysis in the major groups of students (male and female, foreign and Russian students). The main criteria contained the following: level of the teaching staff, friendly relationships between faculty members and students, international activity of the university, possibility for further employment, image of the university inside the country and in the world, information and methodological support of the educational process and the level of university infrastructure development. The article also defines and emphasizes the role of regular surveys of student satisfaction, as well as their importance for the process of international accreditation of the higher education institution. Application/Improvements: The authors provide recommendations for the improvement of the level of satisfaction of the International University students, such as: development of professional and pedagogical skills of teaching staff, etc