The concept of the organization's core competencies. Cheat Sheet: The Core Competence of the Enterprise What are the Unique Competencies of an Organization

Competency model (profile)

At the moment, the approach to based on the concept of competence is the most common.

Competencies represent the personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as focus on the interests of the client, the ability to work in a group.

Competencies imply both individual and personal characteristics (for example, the ability to work in a team, creativity, sociability) and skills (for example, the ability to negotiate or the ability to draw up business plans).

The latter definition to a greater extent reveals the concept of competence from the point of view of recruiting activities, since, as a rule, the assessment is carried out in two directions:

personal characteristics(behavioral competencies);
assessment of knowledge and skills in a professional field.

This distribution should not be regarded as a classification of competencies, since each organization formulates its requirements for employees and groups competencies depending on the specifics of a particular position. The development (definition and formulation) of competencies for employees of the organization is carried out on the basis of the organization's strategy. In this case, it is customary to talk about key competencies of the company.

Key competencies- These are competencies developed at the level of the organization, used to characterize and evaluate its employees, in particular for candidates for vacant positions.

1. Provide value to consumers. When attempting to identify core competencies, the organization should assess whether a particular skill contributes to the perceived value of the customer, in other words, whether this competence improves the quality and / or reduces the cost of the service / product provided.

2. Be distinctive that is, unique in its kind, difficult to reproduce by competitors.

3. Ensure the transition to tomorrow's markets. When defining key competencies, it is important to abstract from the quality parameters of the product and determine how you can use the existing competence for production.

The process of forming an organization's competence model can be represented in the form of a diagram shown in Fig. 17. As can be seen from the figure, the formation of a profile of key competencies is one of the tasks of strategic planning and organization management. The content of key competencies follows from the development strategy of the organization.

Rice. 17. The scheme of formation of key competencies of the organization

The number of core competencies for different companies may vary. At the same time, their excessive detailing leads to difficulties in assessing and recruiting personnel (for example, if there are 50-100 competencies). Each competency developed should be maximally specifically formulated, since the same words, phrases, terms can be interpreted differently in different conditions.

For example, quite often there is such a requirement for candidates as communication skills. However, this term has many parameters.

Example of candidate requirements parameters:

Sociability:

Ability to quickly establish contact with strangers
Polite, friendly communication
Ability to persuade
Ability to speak publicly
Constant desire to communicate with people
Well-delivered speech
Grammatically correct speech

We present another article for owners and managers (not hr), revealing another aspect of personnel assessment. In it we will stop:

on what competence is;
types of competencies;
on the use of a competency-based approach in;
stages of implementation of competencies;
the benefits that a company that formulates competencies gains.

What is competency?

To implement a systematic assessment of personnel, clear criteria are needed. Most of the methods are reduced to assessing the effectiveness (labor results) of an employee and a set of his personal qualities. Competence approach is one of the leading ones.

Competence- an integral characteristic / criterion describing the quality of human behavior in a particular activity. As a rule, this is some kind of ideal model of behavioral manifestations that allow him to achieve a result, to be effective in this type of activity.

It is clear that human behavior in each situation is determined by many factors: internal attitudes and motivation, skills, understanding of technology, knowledge. And even a genetic predisposition.

For example, a sales manager working in the marketB2B (large corporate sales), strong communication skills are important for communicating with various professionals and decision makers. And all this can be called "Negotiating":

flexibility of behavior, the ability to consciously adjust to the style of the interlocutor;
variability in the proposal of alternatives;
developed argumentation skills, etc.

Along with these qualities, the “salesperson” must have persistence in achieving the goal, the ability to plan and control his activities, and the ability to work under pressure. And this is already another competence - "Result orientation".

And thus, we can say that each activity can be described by a cloud of criteria - a competency model. Moreover, for each business, the competencies will be unique, reflecting its specifics. This is why we recommend developing your own competencies.

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Behavioral indicators of competence

As already revealed above in the example with "Negotiating", competence consists of simple components - specific items containing a description of the action. And these components are called behavioral indicators. It is on the basis of behavioral indicators that the assessment of personnel is built using or a structured interview.

But that's not all, levels of competence manifestation are required.

Competence development scale

In order to describe the quality of the employee's actions, set reference values and be able to compare the behavior manifested with him, there is a scale of competence development. These are the levels that describe the quality of behavior. And the scale of the levels can be different. For example, 4 levels (intermediate values are also possible - "halves"):

0 - competence not demonstrated / absent;
1 - the level of basic development;
2 - the level of confident possession of the competence in standard situations;
3 - skill level (standard, broadcast capability).

Roughly speaking, the scale of competence development can be represented as a "bad-good" thermometer. In accordance with this "thermometer", the employee is assessed.

There are several options for describing competency levels. The examples below show the differences. It can be assumed that they were created for different assessment methods.

An example of a competency description: listing all behavioral indicators and levels with values for the employee's activities.

Formulates a vision of the ultimate goal. Organizes associates / forms a group of "followers". Effectively motivates people in team and individual work. Encourages colleagues and subordinates to take initiatives and independence. Delegates authority and responsibility, taking into account the individual characteristics of subordinates and their career aspirations. Pays attention and time to the development of subordinates. Expresses and defends his own position on the issues to be solved. Provides and solicits feedback.

A	Exceptionally high level of competence development (2)	The competence is expressed clearly, the employee is the standard for the application of this competence. The level of competence development allows an employee to achieve results in most situations of high complexity, resolve crises, and be a translator of his own experience.
B	High level of competence development (1.5)	Strong level of competence development. The level of competence development allows an employee to achieve results in difficult, non-standard situations.
C	Standard level of competence development (1)	Required level of competence development. The level of competence development allows the employee to achieve results in all basic work situations.
D	Competence development level below standard (0.5)	Competence is manifested in part. The level of competence development allows an employee to achieve results only in well-known work situations, to act according to existing algorithms and instructions.
E	Low level of competence development / competence is not shown (0)	Competence is not shown. The level of competence development does not allow an employee to achieve results even in familiar work situations.

An example of a competency with an expanded description of behavioral indicators at each level.

Score	Level	Description of behavioral indicators
4	Strategic	In addition to level 3: - Establishes such rules for the group's work, under which it gives everyone the opportunity to express themselves, while remaining a leader - Ensures the adoption of a group decision, which is focused not only on the "here and now", but also for the future
3	Skill level	In addition to level 2: - Motivates the group to achieve the goal, inspires, influences the mood of the group - Orientates other members of the group to work actively in the group - Suggests a solution that the group makes
2	Base	- Takes the lead - Interact with each team member based on individual personality traits - Aims the group to achieve the result, returns the group to the result - Organizes the work of the group, offers techniques and procedures for the work of the group - Takes responsibility for the result - Promotes conflict resolution
1	Limited	- Takes the initiative at the request of other members of the group, at the direction of the most active member of the group - Shows initiative, but cannot get the attention of participants - Organizes the work of individual group members - It is difficult to substantiate their opinion when trying to organize the work of the group
0	Incompetence level	- Has a non-constructive influence on the team, interrupts, criticizes, devalues the position of others - Shows indifference to the results of group work - Self-withdraws from the organization of group work, acts only on instructions - Does not interact with group members - Provokes conflicts in the group

It is also accepted to use the term “target indicator”, which is used to set the meaning of the manifestation of competence for a given target audience. For example, for a top-level manager, the “Strategic thinking” competence must be demonstrated at level “2”. Whereas the value for the head of the unit, the target will be "1.5".

Based on the assessment obtained, one can judge the potential of the employee, the need for development, suitability for this activity, etc.

Types of competencies

I must say that this is a conditional classification. Rather, it is a division to denote the “scope” of competencies. Indeed, in the course of his activities, a person uses many integrative qualities. For example, a leader conducting a meeting “uses” several of their competencies at the same time - of different types.

But still, sometimes you can find the division of competencies into clusters:

managerial
communicative
corporate (value)
professional (technical)

Management competencies

Managerial competencies describe the actions of managers in the process of making decisions and communicating with subordinates. They are also competencies that describe the quality of his behavior - often "Leadership".

Examples of managerial competencies:

Strategic (or systems) thinking
Planning (and organizing or controlling)
Development of subordinates
Motivation
Leadership

Communication competencies

This is a description of the quality of behavior in the process of communication within the company and with external partners.

Examples of names for communicative competencies:

Negotiation
Interpersonal understanding
Influence

Depending on the emphasis, in the description of the competence, you can see the specifics of the employees' activities and the welcomed styles of behavior (aggressiveness, assertiveness, or partner position).

Corporate competencies

Value competencies are an important part of the competency model. They reflect the corporate philosophy - The values and standards of conduct that are welcomed in the company. That is why some companies formulate corporate competencies separately.

Examples of corporate (value) competencies:

Result orientation
Customer focus (often, even internal)
Teamwork

Professional (technical) competence

Describe the knowledge, skills and behavior of a professional group of positions. For example, for the direction of IT or accountants.

You should understand the advisability of developing professional competencies - is this group of people represented enough in the company, how often changes occur in their activities and the technologies they use.

Application of competencies - personnel assessment

The most commonly used methods where competencies are used are:

an assessment center is the most effective way in the course of a specially developed business game;
assessment "180/360 ° feedback", where the employee is assessed from all sides - subordinates, managers, colleagues, clients.

Development of competencies

Every company faces the need to develop competencies, which regularly assesses personnel using a competency-based approach.

It must be admitted that creating a competency model is a time consuming (and often budgetary) endeavor. As a rule, internal specialists, pardon the pun, do not have sufficient competence to describe the competencies qualitatively. The main mistakes can be called fuzzy wording, overlapping behavioral indicators (found in different competencies). And a lot of time is spent on this work.

Of course, cross-competence can be used. For example, many companies take Lominger's works as a basis and modify them slightly for themselves. But, if there is a task of high-quality transfer of the specifics of the business, you cannot do without formulating your own model. And in this case, it is better to contact the providers.

Development of a competency model. Main steps

The main stages of the project for the development of a competency model can be called:

Determination of the goal and objectives (for which we formulate and how we will apply), development methodology.
Formation of project (s) group (s) with the involvement of the maximum possible number of participants. This will further reduce employee resistance. Groups can be completely different in orientation and time of existence.
Competence development itself.
Testing using focus groups and assessment procedures.

Formation of competencies. Methods

The most well-known methods for developing competencies are:

Repertory grid method- the behavior of the most effective employees is analyzed, a list of behavioral indicators is drawn up. It is carried out more often in the form of interviews with managers, as a result of which a table (grid) is formed with the names of employees and their indicators.
Critical Incident Method is based on interviews with employees (and managers), during which they talk about critical situations, actions that led to success or, conversely, did not allow the situation to be resolved.
Direct Attribute Method- the fastest and easiest, when key managers are presented with cards describing ready-made competencies. Executives are encouraged to select from this set those that are most relevant to the business.

Implementation of a competency model

The implementation of the competency model takes place according to the classics of change management. To simplify the model, the main areas of attention can be considered the following:

It is necessary to create motivation to use the competencies. Show employees that this will become a tool for their training and an opportunity to develop in the company. And the leaders will allow them to make more informed decisions. And this can happen in the course of conducting pilot assessment procedures using the example of standard (not adapted for the company) competencies.

By the way, we offer this option to our clients when the company does not have its own model - to start somewhere. Start the process. Show, at least at the level of one group or target audience, that the assessment of personnel in terms of competencies is “not scary, but useful”.

In this case, we will implement, for example, a Light Assessment, based on the results of which the participants receive recommendations for development.

Maximum informing of employees and involvement in the process. And here, as mentioned just above, it is necessary to work both before the development and after the formulation of competencies.

This can take the form of mailings with a description of the tasks of implementing the model, a description of all stages, a request for feedback, etc. Of course, face-to-face working groups dedicated to development and broadcast can be considered the most working form.

Already during this preparatory period (which can be implemented even after the development of the model), feedback will be received, the most resistant employees or those on whom to rely on in the implementation of innovations will be identified.

After developing the competencies, it is necessary to conduct the first episode of assessment using them and show the effectiveness of implementation. This solves the problem of "propaganda" of innovations and the removal of resistance from some doubters (the sixth stage of the model of changes according to Cotter).
Implementation of changes on a regular basis, consolidation of the competency model at the level of regular management.

For example, one of the parts of introducing competencies into the “everyday life of the company” may be their use by managers during regular feedback to subordinates. Using the terminology of the competence approach, referring to the behavioral indicators of the corporate model forms the conceptual field in which employees live.

And this is not a complete list of areas of attention. They are different for each company. But all of them should be aimed at forming a positive attitude towards the assessment of competencies. It is clear that the formation of an attitude is a long process. Which is what we meant when we talk about the possible duration of the project. So, the main areas of attention are motivation, information, involvement, propaganda.

Competence model. Advantages

The main advantages of having a corporate competency model are:

the criteria applied to employees reflect the specifics of the business, the activities of employees and the corporate culture of the company;
competencies become a kind of beacons for employees to be guided by - they set standards of behavior that allows them to be successful in this activity;
a developing environment is being formed in the company (of course, when conducting a regular assessment of personnel in terms of competencies);
the decision-making process is simplified (in the field of career movement of employees);
the costs of search, adaptation and development of personnel are significantly reduced;
facilitates interaction with service providers in the area of personnel assessment and development.

"To have or not to have?"- that is the question. And every company decides it. And we, the Laboratory of Business Games, are just helping to effectively implement our plans: to develop and implement a corporate competency model, evaluate employees and propose a program for their development.

The existing terms “competence” and “competence” somewhat repeat each other. Let's try to figure it out.

Competence of the company- a set of characteristics of the company, which makes it professional at the level of competitors. Competence consists of individual competencies and is generally based on competitive and leading technologies. Each of the competencies is an element of general competence.

The term “competence” was introduced into circulation by V. McElville in 1982. According to McElville, competence is a range of problems, a field of activity in which a given person has knowledge and experience; a set of powers, rights and duties of an official, a public organization.
Company competence (business competence)- a set of interrelated skills, abilities and technologies that provide the company with an effective solution to certain problems and situations.

Standard competence of the company- a set of advantages, technologies, abilities, knowledge and skills that allows the company to solve tasks typical for a given market segment, to carry out operational processes at the level accepted as a standard.
Since the majority of competitors have standard competencies, the lack of standard competencies leads to the rapid disappearance of the company from the market.
Many standard competencies are confirmed by licenses and certificates.
Sometimes competencies are mistakenly referred to as company resources.

For successful competition, it is necessary to formulate all the competencies of the company and highlight the key ones.

Key(distinctive, basic, exceptional, basic, unique, business competence) company competence(the term “critical factor of the company's success”, KFU is also used) - such competence, the presence of which allows the company to solve problems that are beyond the strength of most other market players, sets a new standard of activity in the industry and thereby provides the owner competitive advantage.
According to G. Khamel and S.K. combination of key competencies- skills, abilities, technologies that allow the company to provide its customers with certain values.

The key competence is the company's strategic potential. Operational management of the company (the ability to effectively conduct business) is a way to capitalize on potential.
Key competency attributes:

· Significance for consumers, their willingness to pay for competence as for the majority of the acquired value;

· The ability to change and adapt to new market requirements;

· Uniqueness, low probability of repetition by competitors;

Based on knowledge, not coincidence

· Relatedness to multiple activities or products;

· Relevance, compliance with the strategic aspirations of the market and the company;

· The possibility of partnership to create a new core competence;

· Clarity, accessibility of the formulation of competence for unambiguous interpretation.

Key competencies can be:

Knowledge of market needs and the ability to regularly obtain this knowledge;
- the ability to put into practice the proposals required by the market;
- the ability to constantly build up and develop their core competencies.

Creation of exceptional customer value, which is the resulting element of the market orientation of the enterprise, presupposes effective cooperation between all functional divisions of the enterprise. Market orientation aims to remove traditional barriers between different functional units to create customer value.

Consumer value is the benefits received from the product minus the cost of purchasing it. Benefits include: the product itself, accompanying service, experience gained in the process of receiving the product, and personal impressions of the product. Cost is the money spent on the purchase, the time and effort spent, and the moral cost (the risk associated with the product). Exceptional customer value is characterized by a high degree of superiority of the favorable consumer experience over initial customer expectations and the customer value offered by competitors. The most effective ways to create customer value are determined based on the competencies of the enterprise. Measures to increase customer value contribute to the formation of the market orientation of the enterprise and the strengthening of its key competencies

What is the corporate competency model? This problem is faced by employees of personnel services, consultants who are trying to understand the meaning of competencies, to use them for their intended purpose.

Basic terms

First, let's define the term. Corporate competencies are the volume of professional skills and knowledge, personal attitudes and characteristics that are manifested in the behavior of employees, require the performance of certain job responsibilities.

A competency model is a collection of specific competencies that employees need to achieve the goals set by the company's management. Only if employees have certain skills can one count on the successful development of the enterprise.

Corporate competencies presuppose a system of skills and abilities that an employee possesses in order to be successfully realized in the professional sphere.

Components of competence

Currently, it is customary to include several indicators here, which are their constituent parts. Corporate competencies involve certain skills and abilities. For example, the competence "effective communication" is characterized by:

the ability to listen, speak;
transmit information in a structured way, build arguments;
find out the position, check it;
use additional resources to facilitate understanding.

These indicators allow you to give a description to the person who will be performing the duties. When ordering a ready-made model from a provider, it is necessary to clearly understand what exactly is needed by the business and the company within the framework of certain competencies.

Behavioral indicator

Assessment of corporate competencies is associated with the manifestation of indicators in the behavior of employees. It can be both negative and positive, and have a serious impact on the efficiency of the enterprise.

For example, for the indicator “ascertaining the position, checking understanding”, the following characteristics can be used to describe the behavioral principle: monosyllabic answers to questions, listening to the interlocutor. Indicators of a behavioral plan are written in accessible words that are understandable to ordinary people. Each indicator should have clear and clear wording. Any report on the results of the assessment of professional competencies should contain information not only about “what to do”, but also “how to do it”. In the absence of detail in the report, it is difficult to get a complete picture, to establish cause-and-effect relationships.

Varieties of competencies

Currently, various corporate competencies are distinguished. For example, managerial competencies are managerial competencies that every head of the company must possess. For example, “decision making” as well as “execution management”. Technical or functional competencies are those that are required to operate in a particular department.

Accounting scale

The corporate competency model has a specific rating scale. It consists of the name of the level. Depending on the imagination of the compiler, they can be called differently: "initial", "advanced", "intermediate".

The description of the level should be consistent, showing an increase in development. If the company has opted for a tiered model, then the description is limited to “does” or “does not”. The assessment system can be considered as an application to the scale. Each level of competence development receives a certain number of points. For example, when presenting levels as numerical expressions, one point is selected for each level.

Purpose of competency models

The development of corporate competencies is aimed at establishing certain standards for employees. First of all, we are talking about the level of knowledge, skills, personal qualities, which can become both a stimulus for development and a brake for the company. The competency model can be considered an analogue, which includes a range of requirements in a transparent and open format. The model can change depending on the goals of the company, as well as on the conditions that exist in the market.

Determination principles

The development of corporate competencies allows the company to occupy a certain niche in its field of activity, to receive a stable profit from its activities. Competencies are determined taking into account the specifics of the organization's activities. They allow you to identify those business qualities and professional skills that employees must have in order to implement the company's ideas. Five to seven different behavioral skills are considered optimal.

Corporate competencies of employees - customer focus, leadership, ability to make responsible decisions, loyalty in the organization, ability to work in a team. Only with the possession of certain skills and abilities can an employee be of benefit to his organization.

It is precisely this competence in corporate governance that is an integral part of the work of absolutely any company.

Outcome orientation is of particular importance among behavioral indicators. When setting ambitious goals, the achievement of planned results is possible only if employees have professional competencies. A corporate result can be achieved with the energy, perseverance of each employee, the desire to achieve the planned result.

Subordination of one's actions to work for the planned result, purposeful activity, independent adjustment and control of actions - all this can be called real professional competencies.

A qualified employee knows how to overcome difficulties that hinder the achievement of the result. He knows how to evaluate his own effectiveness by the result achieved, and not by the amount of effort expended.

Features of obtaining competencies

The corporate competence of the organization involves training on three components: knowledge, skills, and skills.

Knowledge is information about a profession. They are determined by surveys and tests, you can check them on exams.

Skills are conscious things that a person can do at the level of awareness.

Skills are indisputable skills used by humans on an intuitive, semi-automatic level. A person who has certain skills is able to think through the "game" several moves ahead, and therefore is an important employee for the company. He will not make serious mistakes that will lead to loss of profits by the company.

Varieties of competencies

Modern systems of corporate competencies are a collection of different skills and abilities. If a person is spoken of as a real professional, they mean that he possesses a unique system of competencies that turn him into a real master in his field of action. Competence determines a person's ability not only to analyze his skills and abilities, but also to manage his professional growth, set himself new creative tasks, and look for ways to solve them.

A true professional knows how to behave in a crisis situation, he “realizes” his abilities, corporate competencies. Examples of such skills: personal, managerial, professional, corporate.

Analysts develop a competency model taking into account the specifics of the company's activities. This process is called the formation of a model of professional competencies. In order for the company to work effectively, an individual competency system is drawn up for it, containing complete information about the qualities that a candidate for a certain position should have. This process is called job profiling.

In addition, personnel are assessed according to the accepted profiles. Tests are created, various polls are developed, practical cases are developed, thanks to which the skills and knowledge of employees are assessed, real indicators are compared with the criteria that were originally presented for each position.

Assessment of the levels of competence formation

There are several different ways to do this assessment. There are alphabetic and numeric models. The most common option is the assessment of competencies according to the following indicators:

"0" implies a complete lack of competence at the time of assessment;
"1" indicates insufficient skill, weak skills;
“2” assumes the presence of skills formed at the minimum level;
"3" presupposes the manifestation of skill at a high level, understanding and motivation in the activity.

Depending on the position of the manager, a set of certain corporate competencies is developed, while professional competencies are reduced. This does not mean at all that the leader will be inferior in professionalism to his subordinates, but special attention is paid to leadership, the ability to unite people into one team. The leader must understand the specifics of the area in which he works in order to make correct and timely decisions.

Examples of competencies

Let's analyze, for example, corporate and professional competence. For example, such a quality as initiative is a manifestation of corporate competence. Many firms dream of their employees being proactive. But to what extent is this allowed?

One point indicates a weak manifestation of this competence. The employee realizes the importance of his initiatives, but he himself only sometimes, within the framework of his own duties, comes up with certain proposals.

The initiatives that are offered to them are related to the specifics of his professional activity. He can implement innovative working methods suggested by his supervisor.

A score of two for initiative is considered strong competence. In this situation, the employee comes up with new methods, schemes, methods of work, thanks to which one can count on a significant increase in production indicators.

Such an employee enriches, refines, develops those methods and approaches that are already used in production, looking for the possibility of adapting them to a particular company. Such an employee is able to take the initiative, he brings interesting ideas to the company. Otherwise, the ideas proposed by the manager will never be developed, the company will not be able to make a profit.

From professional competence, one can cite "playing chess" as an example. Company employees must be excellent "chess players" in order to show their creative and personal qualities. With weak competence, which can be represented as one point, the employee understands the rules of the game, takes into account the strengths and weaknesses of the rivals, and analyzes the actions of colleagues at work. Such an employee does not have sufficient experience in order to evenly distribute his skills and abilities in order to obtain an optimal result.

For two points in this competence, an employee's awareness of the subtleties is assumed, an understanding of the importance of innovation for production. While it is critical for a chess player to possess professional competence in order to defeat an opponent, it is important for a valuable employee to possess corporate competencies.

Conclusion

The total requirements for professional and corporate competencies of employees who move up the career ladder should have maximum values. When the head of a private company is asked what skills an employee whom he plans to hire should have, he first of all emphasizes not diligence, but initiative, as well as the ability to self-development.

Of the main management competencies that are required in modern business, we single out the ability to plan our own activities, as well as coordinate the work of colleagues and subordinates. Only if a potential employee has the ability to set goals and objectives, choose a way to achieve them, can we talk about the formation of corporate competence. The employee must not only see the situation, but also be able to solve the problem, find a way out.

A professional is a person who demonstrates in his work the skills and abilities associated with his competence, can easily answer any question. For example, a purchasing manager must have information about all types of materials and their types, their main technical characteristics, purchase cost, and manufacturers.

39. The market of factors of production and the distribution of factor income.

40. Costs and profits of the firm. Classification, calculation methods.

Revenue (payments from buyers)

Resource cost, Normal profit

42 Pricing in the market for factors of production. Price level. Price indices.

43. Place and purpose of the consumer in a market economy

3. Analytical

44 Macroeconomics, its most important indicators. System of National Accounts (SNS).

45 Models, factors and indicators of economic growth.

46 Macroeconomic instability. Cyclical fluctuations of the economy. Long waves in the economy.

47 Labor market: employment and unemployment.

48 Incomes of the population and social policy of the state in conditions of economic instability.

49 Inflation is a multifactorial process. Anti-inflationary measures.

50 Monetary Policy. New trends and problems in the banking system of Russia.

51. The securities market and its regulation. Stock market.

The financial system and its structure. Types of fiscal policy.

State budget, budget deficit and public debt. Ways to overcome the budget deficit and public debt.

International trade. Payment balance. The level of Russia's participation in world trade in modern conditions.

08/05/2010 21:16:41 The Russian Federation will tighten its position on meat quotas in negotiations with the WTO - Medvedkov (Ria Novosti, 08/04/2010).

07/23/2010 9:00:41 PM. WTO: Russia leads the commodity trade (Voice of Russia, 23.07.2010).

Currency market. International monetary systems. Foreign exchange intervention.

World Trade Organization (WTO): positions, consequences, conditions and regional aspects of accession.

57. International movement of capital and the consequences of capital flight from Russia.

58. Mixed economy and its models. Priorities of the socio-economic policy of Russia in the modern period.

59. The concept of entrepreneurship and the main features of entrepreneurial activity. Types of entrepreneurial activity.

60. Vvp and methods of its measurement.

61. Recruitment, selection and recruitment of personnel

62. Personnel policy of the organization.

63. The personnel management system, its main subsystems.

64. Objectives and functions of the personnel management system.

65. Certification of personnel, the main stages. Analysis of certification results.

66. Career: concepts and stages, types of business career. Business career planning.

67. Adaptation of personnel, its directions. Adaptation control technology. Goals and stages of adaptation.

68. Personnel training: personnel training, professional development and retraining of personnel.

69. Modern factors of motivation of the organization's personnel. Incentive system, basic forms, functions

70. Evaluation of the activities of the personnel service.

71. Concept and basic elements of the organization. External and internal environment of the organization.

72. The nature of managerial work and the role of the manager in the organization. Requirements for the professional competence of managers.

73. Basic theories and concepts of the scientific and administrative school of management.

74. Basic theories and concepts of the school of human relations and behavioral sciences.

75. Process, system and situational approaches to management.

76. The content of planning as a general function of management. The main stages and principles of planning.

77. The main tasks and components of the organization as a general function of management.

78. The content of motivation as a general function of management. Basic methods of labor motivation.

Staff motivation from the perspective of procedural theories

79. The content of control as a general function of management. Types and tasks of control.

80. The essence and classification of motivational theories.

81. Mission and vision of the organization. Building a tree of organizational goals. Basic requirements for goals.

82. Basic competitive strategies of the company and the basic prerequisites for their use. Matrix of competition M. Porter.

83. The company's value chain and value system. The main directions of use in the process of strategic planning.

84. The main directions and tools for analyzing the external environment of the organization.

85. Analysis of the driving forces of competition and the key success factors in the industry.

1. Kfu based on scientific and technical excellence:

2. Kfu related to the organization of production:

3. CFU Based Marketing:

4. Kfu based on the possession of knowledge and experience:

5. Kfu related to organization and management:

6. It is possible to highlight other CFUs, for example:

86. Concepts of the life cycle of the industry and the life cycle of the product.

87. The main directions and tools for analyzing the internal environment of the organization.

88. The concept of key competencies of the organization. Swot analysis technique.

89. The main tools for portfolio analysis of the company.

90. Competitiveness of goods: the essence of the concept and calculation method

91. Financial management as a management system.

92. The system of indicators of accounting and reporting used in financial management

93. Mechanism for developing a financial plan: stages, sections; plan and budget

94. Investment management: goals, objectives, investment conditions

95. Choosing a strategy for financing current assets

96. Inventory management of the enterprise and their optimization.

97. Fundamentals of budgeting. Features of the formation of the capital investment budget

Irr is greater than wacc (weighted average price of capital)

98. Management of accounts receivable.

99. Formation of credit policy: types, stages of development

100. Calculation of the break-even point. Profitability threshold and financial safety margin

88. The concept of key competencies of the organization. Swot analysis technique.

Key competence- a set of abilities that allow you to solve special problems, atypical for most market participants. The presence of key competencies makes the company a leader in the market and makes it very stable in the face of fierce competition.

Core competency criteria:

Significance to consumers(consumers are willing to pay for it, it creates most of the value perceived by the consumer) Uniqueness (difficulty in achieving by other companies).

Possibility of improvement(with the emergence of new market requirements, the competence can be used after a certain modification).

Cooperation(competence can arise from the unique interaction of a number of partners, organization and consumers ...).

Competence is knowledge based(and is not the result of a unique set of circumstances).

An assessment of the internal environment of the firm - its strength and weakness, as well as external opportunities and threats are usually called SWOT analysis... It is an easy-to-use tool to quickly assess a company's strategic position. The SWOT analysis emphasizes that the strategy should combine the internal capabilities of the company as best as possible. Force- this is what the company has excelled at, or some feature that provides it with additional opportunities. Strength can lie in skills, significant experience, valuable organizational resources or competitive ability, achievements that give the firm an edge in the marketplace (eg, better product, better technology, better customer service, greater brand awareness). Strength can also result from an alliance or joint venture with a partner who has the experience or potential to enhance the company's competitiveness. Weakness- this is the absence of something important for the functioning of the company or something that it fails (in comparison with others), or something that puts it in unfavorable conditions. A weak point, depending on how important it is in the competition, may or may not make the company vulnerable.

When the internal strengths and weaknesses of the company are identified, both lists should be carefully studied and evaluated. Some of the company's strengths are more important than others because they play a more important role in the firm's operations, in the competition, in shaping its strategy.

SWOT analysis is very similar to drawing up a strategic balance: strengths are the assets of the company in the competition, and its weaknesses are liabilities.

SWOT analysis(in Russian it is sometimes called SWOT-analysis - according to the first letters of key indicators) - a qualitative analysis of prospects, including a description:

WITH other parties ( S trengths) firms

WITH weak sides ( W eaknesses) firms

V opportunities ( O pportunities) provided by the external environment

Have thunderstorms ( T hreats) provided by the external environment

Strengths and weaknesses describe the internal environment of the firm, while opportunities and threats describe the entire environment external to the firm.

In practice, several different forms of SWOT analysis are used:

1) Express SWOT analysis- the most common type of qualitative analysis (due to its simplicity), which allows us to determine which strengths of our organization will help to fight threats and use the opportunities of the external environment, and which weaknesses will prevent us from doing so. Some business schools like to show this type of analysis, since the scheme for its implementation has an undoubted merit: it is very clear and simple. However, in practice, this technique has drawbacks: only the most obvious factors fall into the points of all cells of the table, and even then some of these factors disappear in the cross matrix, since they cannot be used.

2) Summary SWOT analysis, which should present the main indicators that characterize the activities of the company at the current moment and outline the prospects for future development. Therefore, it should be done not "BEFORE" and not "INSTEAD", but only AFTER all other types of strategic analysis. The advantage of this form of analysis is that it allows, in some approximation, to quantify the factors that have been identified (even in cases where the firm does not have objective information about these factors). Another advantage is the ability (based on all types of strategic analysis) to go directly to the development of a strategy and develop a set of measures necessary to achieve strategic goals. An obvious drawback is the more complicated procedure for conducting the analysis (during strategic sessions in which the top management of the company participates, it can take 1-2 days, depending on the depth of the factors being worked out).

3... Mixed SWOT Analysis is an attempt to combine the first and second forms of analysis. For this, at least the main three types of strategic analysis are preliminarily carried out (usually STEP analysis, analysis according to Porter's "5 forces" model and analysis of the internal environment according to one of the methods). Then all factors are combined into single tables, from which a cross matrix is formed (as in the express form). A quantitative assessment of factors is usually not done. The advantage of this form is the depth of analysis. The disadvantage should be attributed to the psychological factor: in practice, very often the matter ends with the construction of a beautiful matrix and complacency ("well, now we know what to expect and what to fear, so we don't need anything else"), or the oblivion of all the factors included in a large SWOT table: only those factors that are included in the matrix remain before the eyes and in the memory.

Methodology for conducting a SWOT analysis

Assessment of the strengths and weaknesses of the enterprise in relation to the opportunities and threats of the external environment determines whether the company has strategic prospects and opportunities for their implementation. It is clear that in this case there will be obstacles (threats) that must be overcome. Hence follows "... reorientation of methods of enterprise development management from relying on previously achieved results, mastered goods and technologies used (internal factors), to the study of the restrictions imposed by the external market environment (external factors)."

The methodology for constructing a matrix of primary strategic analysis is to divide the environment into two parts - the external environment and the internal (the company itself), and then events in each of these parts - into favorable and unfavorable. In general, the SWOT analysis is reduced to filling in the matrix (Fig. 2).

Rice. 2. Matrix of primary strategic analysis.

In the appropriate cells of the matrix, you need to enter the strengths and weaknesses of your enterprise, as well as market opportunities and threats:

strengths of the enterprise- what it has succeeded in or some feature that gives it additional opportunities. Strength may lie in your experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality products, brand awareness, etc .; -

weaknesses of the enterprise- this is the absence of some important factor for the functioning of the enterprise, or something that has not yet been achieved in comparison with other companies, putting you in a disadvantageous position. As an example of weaknesses, we can cite too narrow range of products, bad reputation of the company in the market, lack of funding, low level of service, etc .; -

market threats- events, the occurrence of which may have an adverse effect. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc .; -

market opportunities- favorable circumstances that the company can use to obtain an advantage.

As an example, we can cite the deterioration of the positions of your competitors, a sharp increase in demand, the emergence of new technologies for the production of your products, an increase in the level of income of the population, etc. market, but only those that can be used by your business.

An important point: the same factor for different businesses can be both a threat and an opportunity.

SWOT analysis rules

Rule 1. Carefully define the scope of each SWOT analysis. Companies often conduct a general analysis that covers their entire business. It is likely to be too general and of little use to managers who are interested in opportunities in specific markets or segments. For example, focusing a SWOT analysis on a specific segment ensures that the most important strengths, weaknesses, opportunities and threats are identified.

Rule 2. Understand the differences between the elements of SWOT: strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal features of the company, therefore, under its control. Opportunities and threats are related to the characteristics of the market environment and are not influenced by the organization.

Rule 3. Strengths and weaknesses can only be considered as such if buyers perceive them that way. Only the most relevant strengths and weaknesses should be included in the analysis. Remember, they must be defined in the light of the competitors' offerings. A strength will only be considered a strength if the market recognizes it. For example, the quality of a product will only be a strong point if it is higher than that of competitors. As a result, there can be a lot of such strengths and weaknesses, so it will be difficult to figure out which of them are the main ones. To avoid this, strengths and weaknesses should be ranked according to their importance in the eyes of buyers.

Rule 4... Be objective and use a wide range of inputs. It is clear that it is not always possible to conduct an analysis based on the results of extensive marketing research, but, on the other hand, you cannot entrust it to one person, since it will not be as accurate and deep as an analysis carried out in the form of group discussion and exchange of ideas. It is important to understand that a SWOT analysis is not just a listing of managers' suspicions. It should be based as much as possible on objective facts and research data.

Rule 5. Avoid lengthy and ambiguous statements. Too often, the quality of a SWOT analysis suffers from statements that most likely mean nothing to most buyers. The more precise the wording, the more useful the analysis will be.

An important point: very often, SWOT analysis is viewed by managers as a kind of declarative (or reporting) tool designed to show the correctness of the chosen path and the power of the company's potential. Although, the true task of SWOT analysis, as a deeply internal tool of a company operating in a market with dense competition, is to identify problem areas of the organization in comparison with competitors in the projection of opportunities and threats of the external environment. Therefore, the results of this analysis are not declared at general meetings and are not a report on the work done, but are, first of all, the basis for the development of an interconnected set of strategies, measures for competition, optimization of business processes, etc., by the leading specialists of the company.

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