7 research outputs found
ΠΠ°ΡΡΠ½ΠΎΠ΅ ΡΠΎΠΏΡΠΎΠ²ΠΎΠΆΠ΄Π΅Π½ΠΈΠ΅ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΠΎ-ΡΡΠ°ΡΠ½ΠΎΠΉ ΠΏΠΎΠ»ΠΈΡΠΈΠΊΠΈ ΠΊΡΡΠΏΠ½ΡΡ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΉ
[For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version)].ABSTRACT The actual task of the current stage of adaptation of organizations to the requirements of a market economy is the scientifically based design of management structures. The structure adequate to the market becomes the most important condition for effective functioning and development of any autonomous subject of the transformations taking place in society. This is especially indicative for such a dynamic branch of the economy as transport. The article is devoted to the research of scientific approaches to organizational and staff policy in the organizations of transport and transport education. The system of trends influencing organizational changes is proposed, the range and structural features, levels of system complexity of the project solutions being prepared are determined. Keywords: organizational and staff policy, design of organizational structure, transport company, optimization, system, management structure.Π’Π΅ΠΊΡΡ Π°Π½Π½ΠΎΡΠ°ΡΠΈΠΈ Π½Π° Π°Π½Π³Π». ΡΠ·ΡΠΊΠ΅ ΠΈ ΠΏΠΎΠ»Π½ΡΠΉ ΡΠ΅ΠΊΡΡ ΡΡΠ°ΡΡΠΈ Π½Π° Π°Π½Π³Π». ΡΠ·ΡΠΊΠ΅ Π½Π°Ρ
ΠΎΠ΄ΠΈΡΡΡ Π² ΠΏΡΠΈΠ»Π°Π³Π°Π΅ΠΌΠΎΠΌ ΡΠ°ΠΉΠ»Π΅ ΠΠΠ€ (Π°Π½Π³Π». Π²Π΅ΡΡΠΈΡ ΡΠ»Π΅Π΄ΡΠ΅Ρ ΠΏΠΎΡΠ»Π΅ ΡΡΡΡΠΊΠΎΠΉ Π²Π΅ΡΡΠΈΠΈ).ΠΠΊΡΡΠ°Π»ΡΠ½Π°Ρ Π·Π°Π΄Π°ΡΠ° ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠ³ΠΎ ΡΡΠ°ΠΏΠ° Π°Π΄Π°ΠΏΡΠ°ΡΠΈΠΈ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΉ ΠΊ ΡΡΠ΅Π±ΠΎΠ²Π°Π½ΠΈΡΠΌ ΡΡΠ½ΠΎΡΠ½ΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ - Π½Π°ΡΡΠ½ΠΎ ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½Π½ΠΎΠ΅ ΠΏΡΠΎΠ΅ΠΊΡΠΈΡΠΎΠ²Π°Π½ΠΈΠ΅ ΡΡΡΡΠΊΡΡΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ. ΠΠ΄Π΅ΠΊΠ²Π°ΡΠ½Π°Ρ ΡΡΠ½ΠΊΡ ΡΡΡΡΠΊΡΡΡΠ° ΡΡΠ°Π½ΠΎΠ²ΠΈΡΡΡ Π²Π°ΠΆΠ½Π΅ΠΉΡΠΈΠΌ ΡΡΠ»ΠΎΠ²ΠΈΠ΅ΠΌ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΡΡΠ½ΠΊΡΠΈΠΎΠ½ΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΡ Π»ΡΠ±ΠΎΠ³ΠΎ Π°Π²ΡΠΎΠ½ΠΎΠΌΠ½ΠΎΠ³ΠΎ ΡΡΠ±ΡΠ΅ΠΊΡΠ° ΠΈΠ΄ΡΡΠΈΡ
Π² ΠΎΠ±ΡΠ΅ΡΡΠ²Π΅ ΠΏΡΠ΅ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΠΉ. ΠΡΠΎ ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎ ΠΏΠΎΠΊΠ°Π·Π°ΡΠ΅Π»ΡΠ½ΠΎ Π΄Π»Ρ ΡΠ°ΠΊΠΎΠΉ Π΄ΠΈΠ½Π°ΠΌΠΈΡΠ½ΠΎΠΉ ΠΎΡΡΠ°ΡΠ»ΠΈ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ, ΠΊΠ°ΠΊ ΡΡΠ°Π½ΡΠΏΠΎΡΡ. Π‘ΡΠ°ΡΡΡ ΠΏΠΎΡΠ²ΡΡΠ΅Π½Π° ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π½Π°ΡΡΠ½ΡΡ
ΠΏΠΎΠ΄Ρ
ΠΎΠ΄ΠΎΠ² ΠΊ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΠΎ-ΡΡΠ°ΡΠ½ΠΎΠΉ ΠΏΠΎΠ»ΠΈΡΠΈΠΊΠ΅ Π² ΡΡΡΠ΅ΠΆΠ΄Π΅Π½ΠΈΡΡ
ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ° ΠΈ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ½ΠΎΠ³ΠΎ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΡ. ΠΡΠ΅Π΄Π»ΠΎΠΆΠ΅Π½Π° ΡΠΈΡΡΠ΅ΠΌΠ° ΡΡΠ΅Π½Π΄ΠΎΠ², Π²Π»ΠΈΡΡΡΠΈΡ
Π½Π° ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΡΠ΅ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ, ΠΎΠΏΡΠ΅Π΄Π΅Π»Π΅Π½Ρ Π΄ΠΈΠ°ΠΏΠ°Π·ΠΎΠ½ ΠΈ ΡΡΡΡΠΊΡΡΡΠ½ΡΠ΅ ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΠΈ, ΡΡΠΎΠ²Π½ΠΈ ΡΠΈΡΡΠ΅ΠΌΠ½ΠΎΠΉ ΡΠ»ΠΎΠΆΠ½ΠΎΡΡΠΈ Π³ΠΎΡΠΎΠ²ΡΡΠΈΡ
ΡΡ ΠΏΡΠΎΠ΅ΠΊΡΠ½ΡΡ
ΡΠ΅ΡΠ΅Π½ΠΈΠΉ
ΠΠ°ΠΊ ΡΠΏΡΠ°Π²Π»ΡΡΡ ΡΠ΅ΠΊΡΡΠ΅ΡΡΡΡ ΠΆΠ΅Π»Π΅Π·Π½ΠΎΠ΄ΠΎΡΠΎΠΆΠ½ΠΈΠΊΠΎΠ²
For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version).ABSTRACT The authors describe the results of a study of the influence of external and corporate factors on the staff turnover level in the Central Directorate of Infrastructure - a branch of JSC Russian Railways in the context of regional directorates. Based on the econometric tools, mathematical equations of the dependence of staff turnover on the factors identified were made, economic conclusions on the use of the dependencies found in human resources management were drawn, and the prospects for continuing research in this field were considered. Keywords: railway, human resources, staff turnover, wages, turnover factors, turnover management. REFERENCES 1.Medina, Elizabeth.Job Satisfaction and Employee Turnover Intention: What does Organizational Culture Have To Do With It? Columbia University, 2012, 44 p. 2.Ali Khan, Sajjad.The factors affecting employee turnover in an organization: The case of Overseas Pakistanis foundation.African Journal of Business Management, January 2014, Vol.8(1), pp.25-34. 3.Egan, T.M., Yang, B., & Bartlett, K.R.(2004).The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention.Human Resource Development Quarterly, 15(3), pp.279-301. 4.Abelson, M.A.(1993).Turnover cultures.Research in Personnel and Human Resource/ Management, 11, pp.339-376. 5.Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future.Brooks c.Holtom, Terence R. Mitchell, Thomas W. Lee, Marion B. Eberly.The Academy of Management Annals.Vol.2, No.1, 2008, pp.231-274. 6.Epishkin, I. A. Human Resources management: educational guide [Upravlenie chelovecheskimi resursami: Ucheb. posobie].Moscow, MIIT publ., 2013, 242 p. 7.Essays on employee turnover.Peterson, Jonathan R. Cornell University, ProQuest Dissertations Publishing, 2011, 147 pages; 3484826. 8.Tolkacheva, M.M., Epishkin, I. A. The Economics of Railway Transport: educational guide [Ekonomika zheleznodorozhnogo transporta: Ucheb. posobie].Moscow, MIIT publ., 2009, 268 p. 9.Tereshina, N.P., Sorokina, A. V. Increase of efficiency of corporation development management on the basis of formalization of strategic initiatives [Povyshenie effektivnosti upravlenija razvitiem korporacii na osnove formalizacii strategicheskih iniciativ].Transportnoe delo Rossii,2014, Iss.1, pp.78-80. 10.Frolovichev, A. I. Valuation of the companyβs shares during IPO [Ocenka stoimosti akcij kompanii pri provedenii IPO].Transportnoe delo Rossii,2011, Iss.12, pp.142-147. 11.Epishkin, I.A., Tikhomirov, A.N., Frolovichev, A. I.Application of economic-mathematical methods in the analysis of indicators on labor and wages in railway transport [Primenenie ekonomiko-matematicheskih metodov pri analize pokazatelej po trudu i zarabotnoj plate na zheleznodorozhnom transporte].Modern problems of managing the economy of the transport complex in Russia: competitiveness, innovation and economic sovereignty: collection of scientific works.Moscow, MIIT publ., 2015, pp.40-44. 12.Epishkin, I. A. Modern scientific approaches to labor remuneration as the most important element of human resources management [Sovremennye nauchnye podhody k oplate truda kak vazhnejshemu jelementu upravlenija chelovecheskimi resursami].Modern problems of managing the economy of the Russian transport sector: competitiveness, innovation and economic sovereignty: collection of scientific works.Moscow, MIIT publ., 2015, pp.99-102. 13.Smagin, I.I., Smagina, V. I. Social adaptation of the population: life from crisis to crisis [Socialβnaja adaptacija naselenija: zhiznβ ot krizisa k krizisu].Sayapinβs readings: collection of materials of the Β«round tableΒ».Tambov, 2016, pp.222-231.Π’Π΅ΠΊΡΡ Π°Π½Π½ΠΎΡΠ°ΡΠΈΠΈ Π½Π° Π°Π½Π³Π». ΡΠ·ΡΠΊΠ΅ ΠΈ ΠΏΠΎΠ»Π½ΡΠΉ ΡΠ΅ΠΊΡΡ ΡΡΠ°ΡΡΠΈ Π½Π° Π°Π½Π³Π». ΡΠ·ΡΠΊΠ΅ Π½Π°Ρ
ΠΎΠ΄ΠΈΡΡΡ Π² ΠΏΡΠΈΠ»Π°Π³Π°Π΅ΠΌΠΎΠΌ ΡΠ°ΠΉΠ»Π΅ ΠΠΠ€ (Π°Π½Π³Π». Π²Π΅ΡΡΠΈΡ ΡΠ»Π΅Π΄ΡΠ΅Ρ ΠΏΠΎΡΠ»Π΅ ΡΡΡΡΠΊΠΎΠΉ Π²Π΅ΡΡΠΈΠΈ).ΠΠ²ΡΠΎΡΡ ΠΏΡΠΈΠ²ΠΎΠ΄ΡΡ ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΡ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π²Π»ΠΈΡΠ½ΠΈΡ Π²Π½Π΅ΡΠ½ΠΈΡ
ΠΈ ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠ²Π½ΡΡ
ΡΠ°ΠΊΡΠΎΡΠΎΠ² Π½Π° ΡΡΠΎΠ²Π΅Π½Ρ ΡΠ΅ΠΊΡΡΠ΅ΡΡΠΈ ΠΏΠ΅ΡΡΠΎΠ½Π°Π»Π° Π² Π¦Π΅Π½ΡΡΠ°Π»ΡΠ½ΠΎΠΉ Π΄ΠΈΡΠ΅ΠΊΡΠΈΠΈ ΠΈΠ½ΡΡΠ°ΡΡΡΡΠΊΡΡΡΡ - ΡΠΈΠ»ΠΈΠ°Π»Π΅ ΠΠΠ Β«Π ΠΠΒ» Π² ΡΠ°Π·ΡΠ΅Π·Π΅ ΡΠ΅Π³ΠΈΠΎΠ½Π°Π»ΡΠ½ΡΡ
Π΄ΠΈΡΠ΅ΠΊΡΠΈΠΉ. ΠΠ° ΠΎΡΠ½ΠΎΠ²Π΅ ΡΠΊΠΎΠ½ΠΎΠΌΠ΅ΡΡΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠ°ΡΠΈΡ ΡΠΎΡΡΠ°Π²Π»Π΅Π½Ρ ΠΌΠ°ΡΠ΅ΠΌΠ°ΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΡΡΠ°Π²Π½Π΅Π½ΠΈΡ Π·Π°Π²ΠΈΡΠΈΠΌΠΎΡΡΠΈ ΡΠ΅ΠΊΡΡΠ΅ΡΡΠΈ ΠΊΠ°Π΄ΡΠΎΠ² ΠΎΡ Π²ΡΡΠ²Π»Π΅Π½Π½ΡΡ
ΡΠ°ΠΊΡΠΎΡΠΎΠ², ΡΠ΄Π΅Π»Π°Π½Ρ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΠ΅ Π²ΡΠ²ΠΎΠ΄Ρ ΠΏΠΎ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ Π½Π°ΠΉΠ΄Π΅Π½Π½ΡΡ
Π·Π°Π²ΠΈΡΠΈΠΌΠΎΡΡΠ΅ΠΉ ΠΏΡΠΈ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ ΡΠ΅Π»ΠΎΠ²Π΅ΡΠ΅ΡΠΊΠΈΠΌΠΈ ΡΠ΅ΡΡΡΡΠ°ΠΌΠΈ, ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½Ρ ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Ρ ΠΏΡΠΎΠ΄ΠΎΠ»ΠΆΠ΅Π½ΠΈΡ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠΉ Π² ΡΡΠΎΠΉ ΡΡΠ΅ΡΠ΅
Development of human capital in the system of economic categories of work
Today, human capital is one of the main factors in the formation of the knowledge economy, which is the highest stage in the development of an innovative, post-industrial economy.
The development of intellectual and spiritual capabilities of a person, as well as the accumulation of human capital, which has a strong influence on the productivity and quality of labor, becomes one of the priorities for the future development of the state.
This article discusses the development of human capital in the system of economic categories of labor.peer-reviewe
55 Π»Π΅Ρ Π² Π°Π²Π°Π½Π³Π°ΡΠ΄Π΅ Π΄ΠΎΠΏΠΎΠ»Π½ΠΈΡΠ΅Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΠ΅ΡΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΡ Π½Π° ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ΅
Β A brief history of formation, evolution and development of the RAPS (Russian Academy of Transport and Transportation), one of the leading educational units of additional professional education in transport, is disclosed.The objective of preparing the article was to summarise the experience of the Academy in solving the problems of improving additional professional education (APE) over a 55-year period. The method of retrospective system analysis was used as a toolkit.The initial model of organisation of the educational process and the corresponding organisational structure of a new type of educational institution are presented. The importance of attracting the heads of railway corporate entities and leading scientists of branch research institutes and design organisations to conduct classes is shown.Changes in the organisational structure of the Academy related to refinement and scaling of the tasks to be solved are described. The analysis of the use of various forms and methods of training was carried out, the expediency of final qualifying works of students in solving urgent production problems was substantiated.The essence of changes in the system of advanced training in railway transport during the transition from a planned to a market economy is revealed. The conceptual model of reorganisation of the Academy when working in terms of self-sufficiency is outlined. The procedure for the transition of an educational institution to full self-financing is described. The necessity of forming a new type of a teacher β an organiser of training is substantiated. The main features of the work in market conditions are revealed. The characteristic of the formed organisational structure of the Academy is given.The methods of solving complex problems by the Academy in the conditions of the large-scale economic crisis of the 1990s, including freezing the cost of training students for a certain period, are analysed. The main directions of development of the Academy in the 2000s and the results obtained are shown. The most significant implemented projects are disclosed, including organisation of training of leading specialists of railway transport abroad.The gradual transition of the Academy in the 2010s to the advanced training of specialists in various types of transport is illustrated. An analysis of the problems associated with work during a pandemic was carried out. The ways of improving the skills of trainees using the webinars are disclosed.The main trends for improving the work of the Academy in the medium term are formulated.Π Π°ΡΠΊΡΡΡΠ° ΠΊΡΠ°ΡΠΊΠ°Ρ ΠΈΡΡΠΎΡΠΈΡ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ, ΡΡΠ°Π½ΠΎΠ²Π»Π΅Π½ΠΈΡ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΡ Π ΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ Π°ΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ ΠΏΡΡΠ΅ΠΉ ΡΠΎΠΎΠ±ΡΠ΅Π½ΠΈΡ β ΠΎΠ΄Π½ΠΎΠ³ΠΎ ΠΈΠ· Π²Π΅Π΄ΡΡΠΈΡ
ΡΡΠ΅Π±Π½ΡΡ
ΠΏΠΎΠ΄ΡΠ°Π·Π΄Π΅Π»Π΅Π½ΠΈΠΉ Π΄ΠΎΠΏΠΎΠ»Π½ΠΈΡΠ΅Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΠ΅ΡΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΡ Π½Π° ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ΅.ΠΠ±ΠΎΠ±ΡΡΠ½ ΠΎΠΏΡΡ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ ΠΏΠΎ ΡΠ΅ΡΠ΅Π½ΠΈΡ ΠΏΡΠΎΠ±Π»Π΅ΠΌ ΡΠΎΠ²Π΅ΡΡΠ΅Π½ΡΡΠ²ΠΎΠ²Π°Π½ΠΈΡ ΠΠΠ Π·Π° 55-Π»Π΅ΡΠ½ΠΈΠΉ ΠΏΠ΅ΡΠΈΠΎΠ΄. Π ΠΊΠ°ΡΠ΅ΡΡΠ²Π΅ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠ°ΡΠΈΡ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ ΠΌΠ΅ΡΠΎΠ΄ ΡΠ΅ΡΡΠΎΡΠΏΠ΅ΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΡΠΈΡΡΠ΅ΠΌΠ½ΠΎΠ³ΠΎ Π°Π½Π°Π»ΠΈΠ·Π°.ΠΠ° ΠΏΡΠΈΠΌΠ΅ΡΠ΅ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ ΠΏΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½ ΠΈΡΡΠΎΡΠΈΡΠ΅ΡΠΊΠΈΠΉ Π²Π΅ΠΊΡΠΎΡ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΡΠΈΡΡΠ΅ΠΌΡ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΠΊΠ²Π°Π»ΠΈΡΠΈΠΊΠ°ΡΠΈΠΈ ΠΈ Π΄ΠΎΠΏΠΎΠ»Π½ΠΈΡΠ΅Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΠ΅ΡΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΡ Π΄Π»Ρ ΠΈΠ½ΠΆΠ΅Π½Π΅ΡΠΎΠ² ΠΈ ΡΡΠΊΠΎΠ²ΠΎΠ΄ΠΈΡΠ΅Π»Π΅ΠΉ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ°.ΠΡΠ΅Π΄ΡΡΠ°Π²Π»Π΅Π½Ρ ΠΏΠ΅ΡΠ²ΠΎΠ½Π°ΡΠ°Π»ΡΠ½Π°Ρ ΠΌΠΎΠ΄Π΅Π»Ρ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ ΡΡΠ΅Π±Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΠ΅ΡΡΠ° ΠΈ ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΡΡΡΠ°Ρ Π΅ΠΉ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½Π°Ρ ΡΡΡΡΠΊΡΡΡΠ° ΡΡΠ΅Π±Π½ΠΎΠ³ΠΎ Π·Π°Π²Π΅Π΄Π΅Π½ΠΈΡ Π½ΠΎΠ²ΠΎΠ³ΠΎ ΡΠΈΠΏΠ°. ΠΠΎΠΊΠ°Π·Π°Π½Π° Π·Π½Π°ΡΠΈΠΌΠΎΡΡΡ ΠΏΡΠΈΠ²Π»Π΅ΡΠ΅Π½ΠΈΡ ΠΊ ΠΏΡΠΎΠ²Π΅Π΄Π΅Π½ΠΈΡ Π·Π°Π½ΡΡΠΈΠΉ ΡΡΠΊΠΎΠ²ΠΎΠ΄ΠΈΡΠ΅Π»Π΅ΠΉ ΠΆΠ΅Π»Π΅Π·Π½ΠΎΠ΄ΠΎΡΠΎΠΆΠ½ΠΎΠ³ΠΎ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ° ΠΈ Π²Π΅Π΄ΡΡΠΈΡ
ΡΡΡΠ½ΡΡ
ΠΎΡΡΠ°ΡΠ»Π΅Π²ΡΡ
ΠΠΠ ΠΈ ΠΏΡΠΎΠ΅ΠΊΡΠ½ΡΡ
ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΉ.ΠΠΏΠΈΡΠ°Π½Ρ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΠΎΠΉ ΡΡΡΡΠΊΡΡΡΡ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ, ΡΠ²ΡΠ·Π°Π½Π½ΡΠ΅ Ρ ΡΡΠΎΡΠ½Π΅Π½ΠΈΠ΅ΠΌ ΠΈ ΠΌΠ°ΡΡΡΠ°Π±ΠΈΡΠΎΠ²Π°Π½ΠΈΠ΅ΠΌ ΡΠ΅ΡΠ°Π΅ΠΌΡΡ
Π·Π°Π΄Π°Ρ. ΠΡΠΎΠ²Π΅Π΄ΡΠ½ Π°Π½Π°Π»ΠΈΠ· ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ ΡΠ°Π·Π»ΠΈΡΠ½ΡΡ
ΡΠΎΡΠΌ ΠΈ ΠΌΠ΅ΡΠΎΠ΄ΠΎΠ² ΠΎΠ±ΡΡΠ΅Π½ΠΈΡ, ΠΎΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½Π° ΡΠ΅Π»Π΅ΡΠΎΠΎΠ±ΡΠ°Π·Π½ΠΎΡΡΡ Π²ΡΠΏΡΡΠΊΠ½ΡΡ
ΠΊΠ²Π°Π»ΠΈΡΠΈΠΊΠ°ΡΠΈΠΎΠ½Π½ΡΡ
ΡΠ°Π±ΠΎΡ ΡΠ»ΡΡΠ°ΡΠ΅Π»Π΅ΠΉ ΠΏΠΎ ΡΠ΅ΡΠ΅Π½ΠΈΡ Π°ΠΊΡΡΠ°Π»ΡΠ½ΡΡ
ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π΅Π½Π½ΡΡ
Π·Π°Π΄Π°Ρ.Π Π°ΡΠΊΡΡΡΠ° ΡΡΡΠ½ΠΎΡΡΡ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠΉ Π² ΡΠΈΡΡΠ΅ΠΌΠ΅ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΠΊΠ²Π°Π»ΠΈΡΠΈΠΊΠ°ΡΠΈΠΈ Π½Π° ΠΆΠ΅Π»Π΅Π·Π½ΠΎΠ΄ΠΎΡΠΎΠΆΠ½ΠΎΠΌ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ΅ ΠΏΡΠΈ ΠΏΠ΅ΡΠ΅Ρ
ΠΎΠ΄Π΅ ΠΎΡ ΠΏΠ»Π°Π½ΠΎΠ²ΠΎΠΉ ΠΊ ΡΡΠ½ΠΎΡΠ½ΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠ΅. ΠΠ·Π»ΠΎΠΆΠ΅Π½Π° ΠΊΠΎΠ½ΡΠ΅ΠΏΡΡΠ°Π»ΡΠ½Π°Ρ ΠΌΠΎΠ΄Π΅Π»Ρ ΡΠ΅ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ ΠΏΡΠΈ ΡΠ°Π±ΠΎΡΠ΅ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
ΡΠ°ΠΌΠΎΠΎΠΊΡΠΏΠ°Π΅ΠΌΠΎΡΡΠΈ, ΠΎΠΏΠΈΡΠ°Π½ ΠΏΠΎΡΡΠ΄ΠΎΠΊ ΠΏΠ΅ΡΠ΅Ρ
ΠΎΠ΄Π° ΡΡΠ΅Π±Π½ΠΎΠ³ΠΎ Π·Π°Π²Π΅Π΄Π΅Π½ΠΈΡ Π½Π° ΠΏΠΎΠ»Π½ΠΎΠ΅ ΡΠ°ΠΌΠΎΡΠΈΠ½Π°Π½ΡΠΈΡΠΎΠ²Π°Π½ΠΈΠ΅. ΠΠ±ΠΎΡΠ½ΠΎΠ²Π°Π½Π° Π½Π΅ΠΎΠ±Ρ
ΠΎΠ΄ΠΈΠΌΠΎΡΡΡ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ Π½ΠΎΠ²ΠΎΠ³ΠΎ ΡΠΈΠΏΠ° ΠΏΡΠ΅ΠΏΠΎΠ΄Π°Π²Π°ΡΠ΅Π»Ρ β ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΎΡΠ° ΠΎΠ±ΡΡΠ΅Π½ΠΈΡ ΠΈ ΡΠ°ΡΠΊΡΡΡΡ ΠΎΡΠ½ΠΎΠ²Π½ΡΠ΅ ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΠΈ Π΅Π³ΠΎ ΡΠ°Π±ΠΎΡΡ Π² ΡΡΠ½ΠΎΡΠ½ΡΡ
ΡΡΠ»ΠΎΠ²ΠΈΡΡ
. ΠΠ°Π½Π° Ρ
Π°ΡΠ°ΠΊΡΠ΅ΡΠΈΡΡΠΈΠΊΠ° ΡΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½Π½ΠΎΠΉ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΠΎΠΉ ΡΡΡΡΠΊΡΡΡΡ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ. ΠΠΎΠΊΠ°Π·Π°Π½Π° Π·Π½Π°ΡΠΈΠΌΠΎΡΡΡ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΎΠΉ ΠΏΠΎΠ΄Π΄Π΅ΡΠΆΠΊΠΈ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ ΡΠΎ ΡΡΠΎΡΠΎΠ½Ρ ΡΡΠΊΠΎΠ²ΠΎΠ΄ΡΡΠ²Π° ΠΠΠ‘ Π ΠΎΡΡΠΈΠΈ.ΠΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Ρ ΡΠΏΠΎΡΠΎΠ±Ρ ΡΠ΅ΡΠ΅Π½ΠΈΡ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠ΅ΠΉ ΡΠ»ΠΎΠΆΠ½ΡΡ
ΠΏΡΠΎΠ±Π»Π΅ΠΌ Π² ΡΡΠ»ΠΎΠ²ΠΈΡΡ
ΠΌΠ°ΡΡΡΠ°Π±Π½ΠΎΠ³ΠΎ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΊΡΠΈΠ·ΠΈΡΠ° 1990-Ρ
Π³ΠΎΠ΄ΠΎΠ², Π² ΡΠΎΠΌ ΡΠΈΡΠ»Π΅ Π·Π°ΠΌΠΎΡΠΎΠ·ΠΊΠ° Π½Π° ΠΎΠΏΡΠ΅Π΄Π΅Π»ΡΠ½Π½ΡΠΉ ΠΏΠ΅ΡΠΈΠΎΠ΄ ΡΡΠΎΠΈΠΌΠΎΡΡΠΈ ΠΎΠ±ΡΡΠ΅Π½ΠΈΡ ΡΠ»ΡΡΠ°ΡΠ΅Π»Π΅ΠΉ.ΠΠΎΠΊΠ°Π·Π°Π½Ρ ΠΎΡΠ½ΠΎΠ²Π½ΡΠ΅ Π½Π°ΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ Π² 2000-Π΅ Π³ΠΎΠ΄Ρ ΠΈ ΠΏΠΎΠ»ΡΡΠ΅Π½Π½ΡΠ΅ ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΡ. Π Π°ΡΠΊΡΡΡΡ Π½Π°ΠΈΠ±ΠΎΠ»Π΅Π΅ Π·Π½Π°ΡΠΈΠΌΡΠ΅ ΡΠ΅Π°Π»ΠΈΠ·ΠΎΠ²Π°Π½Π½ΡΠ΅ ΠΏΡΠΎΠ΅ΠΊΡΡ, Π² ΡΠΎΠΌ ΡΠΈΡΠ»Π΅ ΠΏΠΎ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ ΠΎΠ±ΡΡΠ΅Π½ΠΈΡ Π²Π΅Π΄ΡΡΠΈΡ
ΡΠΏΠ΅ΡΠΈΠ°Π»ΠΈΡΡΠΎΠ² ΠΆΠ΅Π»Π΅Π·Π½ΠΎΠ΄ΠΎΡΠΎΠΆΠ½ΠΎΠ³ΠΎ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ° Π·Π° ΡΡΠ±Π΅ΠΆΠΎΠΌ.ΠΡΠΎΠΈΠ»Π»ΡΡΡΡΠΈΡΠΎΠ²Π°Π½ ΠΏΠΎΡΡΠ΅ΠΏΠ΅Π½Π½ΡΠΉ ΠΏΠ΅ΡΠ΅Ρ
ΠΎΠ΄ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ Π² 2010-Ρ
Π³ΠΎΠ΄Π°Ρ
ΠΊ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΠΊΠ²Π°Π»ΠΈΡΠΈΠΊΠ°ΡΠΈΠΈ ΡΠΏΠ΅ΡΠΈΠ°Π»ΠΈΡΡΠΎΠ² ΡΠ°Π·Π»ΠΈΡΠ½ΡΡ
Π²ΠΈΠ΄ΠΎΠ² ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ°. ΠΡΠΎΠ²Π΅Π΄ΡΠ½ Π°Π½Π°Π»ΠΈΠ· ΠΏΡΠΎΠ±Π»Π΅ΠΌ, ΡΠ²ΡΠ·Π°Π½Π½ΡΡ
Ρ ΡΠ°Π±ΠΎΡΠΎΠΉ Π² ΠΏΠ΅ΡΠΈΠΎΠ΄ ΠΏΠ°Π½Π΄Π΅ΠΌΠΈΠΈ. Π Π°ΡΠΊΡΡΡΡ ΡΠΏΠΎΡΠΎΠ±Ρ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΠΊΠ²Π°Π»ΠΈΡΠΈΠΊΠ°ΡΠΈΠΈ ΡΠ»ΡΡΠ°ΡΠ΅Π»Π΅ΠΉ Ρ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΠ΅ΠΌ ΠΏΡΠ°ΠΊΡΠΈΠΊΠΈ Π²Π΅Π±ΠΈΠ½Π°ΡΠΎΠ².Π‘ΡΠΎΡΠΌΡΠ»ΠΈΡΠΎΠ²Π°Π½Ρ Π³Π»Π°Π²Π½ΡΠ΅ ΡΡΠ΅Π½Π΄Ρ ΡΠΎΠ²Π΅ΡΡΠ΅Π½ΡΡΠ²ΠΎΠ²Π°Π½ΠΈΡ ΡΠ°Π±ΠΎΡΡ ΠΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ Π½Π° ΡΡΠ΅Π΄Π½Π΅ΡΡΠΎΡΠ½ΡΡ ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Ρ.ΠΡ ΡΠ΅Π΄Π°ΠΊΡΠΈΠΈ: Π ΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ Π°ΠΊΠ°Π΄Π΅ΠΌΠΈΠΈ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ° ΡΠ°ΠΊΠΆΠ΅ ΠΏΠΎΡΠ²ΡΡΡΠ½ ΠΌΠ°ΡΠ΅ΡΠΈΠ°Π», ΡΠ°Π·ΠΌΠ΅ΡΡΠ½Π½ΡΠΉ Π½Π° ΡΠ΅Π½ΡΡΠ°Π»ΡΠ½ΠΎΠΉ Π²ΠΊΠ»Π΅ΠΉΠΊΠ΅ Π½ΠΎΠΌΠ΅ΡΠ°
Π£ΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠ΅ ΠΏΠΎ ΡΠ΅Π»ΡΠΌ ΠΈ ΠΌΠΎΡΠΈΠ²Π°ΡΠΈΡ Π½Π° ΡΠ΅Π°Π»ΠΈΠ·Π°ΡΠΈΡ ΡΡΡΠ°ΡΠ΅Π³ΠΈΠΈ
The article deals with problems of management by objectives and development of personnel motivation system for implementation of transport companyβs strategy. It substantiates the idea that a well-built strategy of involving staff in matters of general interest has a significant impact on efficiency of interaction of structural units in business processes. The authors pay a particular attention to need for formation of key performance indicators that affect the achievement of objectives at various levels. These indicators should be formed on the basis of comparison of main tasks of individual departments and tasks defined by holding company development strategy.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½Ρ ΠΏΡΠΎΠ±Π»Π΅ΠΌΡ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΡ ΠΏΠΎ ΡΠ΅Π»ΡΠΌ ΠΈ ΡΠ°Π·Π²ΠΈΡΠΈΡ ΡΠΈΡΡΠ΅ΠΌΡ ΠΌΠΎΡΠΈΠ²Π°ΡΠΈΠΈ ΠΏΠ΅ΡΡΠΎΠ½Π°Π»Π° Π½Π° ΡΠ΅Π°Π»ΠΈΠ·Π°ΡΠΈΡ ΡΡΡΠ°ΡΠ΅Π³ΠΈΠΈ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ½ΠΎΠΉ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ. ΠΠ±ΠΎΡΠ½ΠΎΠ²ΡΠ²Π°Π΅ΡΡΡ ΠΈΠ΄Π΅Ρ ΠΎ ΡΠΎΠΌ, ΡΡΠΎ Π³ΡΠ°ΠΌΠΎΡΠ½ΠΎ ΠΏΠΎΡΡΡΠΎΠ΅Π½Π½Π°Ρ ΡΠ°ΠΊΡΠΈΠΊΠ° Π²ΠΎΠ²Π»Π΅ΡΠ΅Π½ΠΈΡ ΡΠΎΡΡΡΠ΄Π½ΠΈΠΊΠΎΠ² Π² ΠΎΠ±ΡΠ΅Π·Π½Π°ΡΠΈΠΌΡΠ΅ Π΄Π΅Π»Π° ΠΎΠΊΠ°Π·ΡΠ²Π°Π΅Ρ ΡΡΡΠ΅ΡΡΠ²Π΅Π½Π½ΠΎΠ΅ Π²Π»ΠΈΡΠ½ΠΈΠ΅ Π½Π° ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΡ Π²Π·Π°ΠΈΠΌΠΎΠ΄Π΅ΠΉΡΡΠ²ΠΈΡ ΡΡΡΡΠΊΡΡΡΠ½ΡΡ
Π·Π²Π΅Π½ΡΠ΅Π² Π² Π±ΠΈΠ·Π½Π΅Ρ- ΠΏΡΠΎΡΠ΅ΡΡΠ°Ρ
. ΠΡΠΎΠ±ΠΎΠ΅ Π²Π½ΠΈΠΌΠ°Π½ΠΈΠ΅ Π°Π²ΡΠΎΡΡ ΡΠ΄Π΅Π»ΡΡΡ Π½Π΅ΠΎΠ±Ρ
ΠΎΠ΄ΠΈΠΌΠΎΡΡΠΈ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΊΠ»ΡΡΠ΅Π²ΡΡ
ΠΏΠΎΠΊΠ°Π·Π°ΡΠ΅Π»Π΅ΠΉ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠΈ, ΠΊΠΎΡΠΎΡΡΠ΅ Π²Π»ΠΈΡΡΡ Π½Π° Π΄ΠΎΡΡΠΈΠΆΠ΅Π½ΠΈΠ΅ ΡΠ΅Π»Π΅ΠΉ ΡΠ°Π·Π»ΠΈΡΠ½ΠΎΠ³ΠΎ ΡΡΠΎΠ²Π½Ρ. ΠΡΠΈ ΠΏΠΎΠΊΠ°Π·Π°ΡΠ΅Π»ΠΈ Π½Π΅ΠΎΠ±Ρ
ΠΎΠ΄ΠΈΠΌΠΎ ΡΠΎΡΠΌΠΈΡΠΎΠ²Π°ΡΡ Π½Π° ΠΎΡΠ½ΠΎΠ²Π΅ ΡΠΎΠΏΠΎΡΡΠ°Π²Π»Π΅Π½ΠΈΡ Π³Π»Π°Π²Π½ΡΡ
Π·Π°Π΄Π°Ρ ΠΎΡΠ΄Π΅Π»ΡΠ½ΡΡ
ΠΏΠΎΠ΄ΡΠ°Π·Π΄Π΅Π»Π΅Π½ΠΈΠΉ ΠΈ Π·Π°Π΄Π°Ρ, ΠΎΠΏΡΠ΅Π΄Π΅Π»Π΅Π½Π½ΡΡ
ΡΡΡΠ°ΡΠ΅Π³ΠΈΠ΅ΠΉ ΡΠ°Π·Π²ΠΈΡΠΈΡ Ρ
ΠΎΠ»Π΄ΠΈΠ½Π³Π°
ΠΠ΅ Π·Π°ΡΠΏΠ»Π°ΡΠΎΠΉ Π΅Π΄ΠΈΠ½ΠΎΠΉ ΠΆΠΈΠ² ΠΆΠ΅Π»Π΅Π·Π½ΠΎΠ΄ΠΎΡΠΎΠΆΠ½ΠΈΠΊΒ»
[For the English abstract and full text of the article please see the attached PDF-File (English version follows Russian version)].ABSTRACT The article is devoted to the study of regional features of social and economic relations in railway transport, which are directly related to stability of labor collectives, quality of human resources. A system of factors influencing staff turnover is offered, methods for analyzing the impact of these factors are considered taking into account regional aspects, approaches to modeling of functional dependencies and the use of correlation matrices are exemplified by the structural subdivisions of Central Directorate of Infrastructure, a branch of JSC Russian Railways. Keywords: railway, infrastructure directorate, subject of the Russian Federation, labor relations, regional features, labor market, staff turnover, turnover factors.Π’Π΅ΠΊΡΡ Π°Π½Π½ΠΎΡΠ°ΡΠΈΠΈ Π½Π° Π°Π½Π³Π». ΡΠ·ΡΠΊΠ΅ ΠΈ ΠΏΠΎΠ»Π½ΡΠΉ ΡΠ΅ΠΊΡΡ ΡΡΠ°ΡΡΠΈ Π½Π° Π°Π½Π³Π». ΡΠ·ΡΠΊΠ΅ Π½Π°Ρ
ΠΎΠ΄ΠΈΡΡΡ Π² ΠΏΡΠΈΠ»Π°Π³Π°Π΅ΠΌΠΎΠΌ ΡΠ°ΠΉΠ»Π΅ ΠΠΠ€ (Π°Π½Π³Π». Π²Π΅ΡΡΠΈΡ ΡΠ»Π΅Π΄ΡΠ΅Ρ ΠΏΠΎΡΠ»Π΅ ΡΡΡΡΠΊΠΎΠΉ Π²Π΅ΡΡΠΈΠΈ).Π‘ΡΠ°ΡΡΡ ΠΏΠΎΡΠ²ΡΡΠ΅Π½Π° ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΠ΅Π³ΠΈΠΎΠ½Π°Π»ΡΠ½ΡΡ
ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΠ΅ΠΉ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΠΎ- ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΎΡΠ½ΠΎΡΠ΅Π½ΠΈΠΉ Π½Π° ΠΆΠ΅Π»Π΅Π·Π½ΠΎΠ΄ΠΎΡΠΎΠΆΠ½ΠΎΠΌ ΡΡΠ°Π½ΡΠΏΠΎΡΡΠ΅, ΠΊΠΎΡΠΎΡΡΠ΅ Π½Π°ΠΏΡΡΠΌΡΡ ΡΠ²ΡΠ·Π°Π½Ρ ΡΠΎ ΡΡΠ°Π±ΠΈΠ»ΡΠ½ΠΎΡΡΡΡ ΡΡΡΠ΄ΠΎΠ²ΡΡ
ΠΊΠΎΠ»Π»Π΅ΠΊΡΠΈΠ²ΠΎΠ², ΠΊΠ°ΡΠ΅ΡΡΠ²ΠΎΠΌ ΡΠ΅Π»ΠΎΠ²Π΅ΡΠ΅ΡΠΊΠΈΡ
ΡΠ΅ΡΡΡΡΠΎΠ². ΠΡΠ΅Π΄Π»ΠΎΠΆΠ΅Π½Π° ΡΠΈΡΡΠ΅ΠΌΠ° ΡΠ°ΠΊΡΠΎΡΠΎΠ², Π²Π»ΠΈΡΡΡΠΈΡ
Π½Π° ΡΠ΅ΠΊΡΡΠ΅ΡΡΡ ΠΏΠ΅ΡΡΠΎΠ½Π°Π»Π°, ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½Ρ ΠΌΠ΅ΡΠΎΠ΄Ρ Π°Π½Π°Π»ΠΈΠ·Π° Π²Π»ΠΈΡΠ½ΠΈΡ ΡΡΠΈΡ
ΡΠ°ΠΊΡΠΎΡΠΎΠ² Ρ ΡΡΡΡΠΎΠΌ ΡΠ΅Π³ΠΈΠΎΠ½Π°Π»ΡΠ½ΡΡ
Π°ΡΠΏΠ΅ΠΊΡΠΎΠ², ΡΠ°ΡΡΠΌΠΎΡΡΠ΅Π½Ρ ΠΏΠΎΠ΄Ρ
ΠΎΠ΄Ρ ΠΊ ΠΌΠΎΠ΄Π΅Π»ΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΡΡΠ½ΠΊΡΠΈΠΎΠ½Π°Π»ΡΠ½ΡΡ
Π·Π°Π²ΠΈΡΠΈΠΌΠΎΡΡΠ΅ΠΉ ΠΈ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ ΠΊΠΎΡΡΠ΅Π»ΡΡΠΈΠΎΠ½Π½ΡΡ
ΠΌΠ°ΡΡΠΈΡ Π½Π° ΠΏΡΠΈΠΌΠ΅ΡΠ΅ ΡΡΡΡΠΊΡΡΡΠ½ΡΡ
ΠΏΠΎΠ΄ΡΠ°Π·Π΄Π΅Π»Π΅Π½ΠΈΠΉ Π¦Π΅Π½ΡΡΠ°Π»ΡΠ½ΠΎΠΉ Π΄ΠΈΡΠ΅ΠΊΡΠΈΠΈ ΠΈΠ½ΡΡΠ°ΡΡΡΡΠΊΡΡΡΡ - ΡΠΈΠ»ΠΈΠ°Π»Π° ΠΠΠ Β«Π ΠΠΒ»