The Model of Changes Management Information System Construction

By Krivtsov, Artem I.; Kalimullin, Denis M. | Review of European Studies, January 1, 2015 | Go to article overview

The Model of Changes Management Information System Construction


Krivtsov, Artem I., Kalimullin, Denis M., Review of European Studies


Abstract

The article views the interaction of three components: power, business and population when organizing business processes in the region. It views an optimal model of interaction which can generate additional possibilities for all the participants. In modern society, with the development of competition, the improvement of technologies external business environment has become more dynamic and changeable. This requires organizations to a more flexible approach to strategic management of the business, periodic adjustments of goals and objectives, organizational development, revision of the degree of centralization of key functions, as well as changes in staff motivation system. According to Dzh. Kotter, most companies and divisions of large corporations have come to the conclusion that they should pursue moderate reorganization, at least once a year, and the root-every four or five years. At the end of the XX century. Within the framework of management science started to allocate an independent field of knowledge-management changes. At the beginning of the new century, the need for a scientific study of the problems of organizational development, change management and change became apparent, and with the onset of the 2008 global financial crisis, improving the performance of organizations is becoming a vital action.

Keywords: management, market, region, business

1. Introduction

Effective functioning of companies depends not only on the activity of top managers, competitive advantages and conditions of internal and external environment but also on the degree of their involvement in social, economic, cultural and political life of the region and on the interaction of top managers with the power elite. An important peculiarity of formation of holding companies in the region is the fact that many of them were formed as a result of privatization of state enterprises organized in the period of administrative planned economy. It led to monopolization of the market especially in the spheres of energetic, petroleum and gas supply as well as telecommunication.

Publications analysis: the topic was discussed in the works of the scientists Turkin (2007), Neschadin (2006), and Lapina (2005). The subjects of the research are business processes in their interaction with state structures.

2. Methodical and Theoretical Basis

Methodical and theoretical basis of the research is made of the theory and methods of innovation management, projects management, strategic management, marketing and financial management.

2.1 Practical Significance

The developed organizational and economic mechanism of development management is intended for use in the organizations carrying out the development. It is also useful for consultants and experts who deal with the problems of innovation and production management. With the help of this mechanism it will be possible to plan and carry out economic development which provides current and long-term stability and pace of development corresponding to the current market situation for an organization.

3. Discussion

Such newly created holdings as a rule have dominant position on the market, developed net of subsidiaries and to a great extent control a definite sphere in the region. Ownership structure is different in different regions: from substantial control over private investors enterprises and large financial and industrial groups to full participation of regional or municipal authorities in share capital. Independently of ownership structure of holding companies their dominant position in some spheres of a concrete region determines the specificity of their functioning and interaction with regional power elite. Management of such companies cannot be guided only by the goal of profit maximization. It is necessary to build in business model in the strategy of social and economic development of the region. As a rule such companies take some kind of encumbrances from regional authorities. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

The Model of Changes Management Information System Construction
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.