Development Of Corporate Culture Research Articles

CUBE UPCOIN: A NEW LOOK AT THE CONTROL OF THE INTRACOMMUNICATION SYSTEM IN THE ORGANIZATION

Problem setting. The problem is that at the present stage of scientific and technological progress, to ensure the sustainable integrity of social organization, there is a search for new and revision of existing approaches to the role of a person in social organization. The role of the intracommunication system is growing. It is important to determine the effectiveness of the management of the current system, which ensures effective management within the organization, satisfaction, involvement and loyalty of each employee.
 Recent research and publications analysis. Intracommunication management is a complex system, the purpose of which is difficult to overestimate at each stage of an organization's development. The system is considered in the works of sociologists, psychologists, leading business trainers: T.P. Galkin, V.I. Kornienko, V. Izotov, K.V. Harsky, V.A. Shtroo, M.E. Balakshin.
 Paper objective. The objective of the article is management of the intracommunication system in the organization through the prism of a modern innovative approach, which allows to determine the effectiveness of all interrelated elements.
 Paper main body. Our analysis allowed us to consider the management of intracommunications through the prism of a system, which involves the construction of a unified system for the exchange of information between the stakeholders of the organization, to determine what the exchange of information includes. What information channels exist and what role do they play in the development of social organization (communicative, organizational, informational and analytical). To improve the efficiency of each intracommunication channel, the role of each target audience was considered. We examined the role of management of the intracommunication system in the formation and development of corporate culture, the formation of an internal positive image of the organization. We have established the main reference points for the intracommunication system: the communication management system within the organization, communications and transmitted information for internal stakeholders, which is the fundamental factor of intracommunication interaction. We proposed an innovative methodological scheme for managing the intracommunication system, diagnosing its effectiveness from the standpoint of "cubic intracommunication models".
 Conclusions of the research. The intracommunication system is an important and necessary condition for the development of any organization. Consideration of the management of the intracommunication system in the organization is an important topic for further research. The proposed approach to information makes it possible to consider the management processes of the intracommunication system from the position of “cubic models of intracommunication”.

CORPORATE CULTURE AS A COMPONENT OF MOTIVATIONAL MANAGEMENT

The personnel of the enterprise is the main resource of the organization, because the efficiency of entrepreneurial activity depends on the result of the activity of workers and employees. It is possible to increase labor productivity and make full use of human resources by building an effective system of staff motivation. The corporate culture of the organization plays a significant role in the development of motivational management. Therefore, the issues related to its formation and successful use are of great importance. Thus was formed the purpose of the article: a theoretical study of the process of formation of corporate culture and ways to adapt it to the activities of the organization. The purpose of the article is a theoretical study of aspects of the formation and implementation of corporate culture in the system of motivational management of the organization. To achieve this goal, the following tasks are set and solved in the article: the stages of development of the concept of "corporate culture" are considered and generalized; the existing points of view on the essence of the concept of "corporate culture" are analyzed; the components of corporate culture are considered; the purpose and tasks of corporate culture are formed; the principles and functions of corporate culture are listed; the existing classification of corporate culture is generalized.To achieve this goal, the following research methods were used: theoretical generalization, analysis and synthesis - to clarify the concept of "corporate culture" and to generalize the classification of corporate culture. System approach - to determine the relationship between corporate culture and the effectiveness of motivational management. Historical method - to identify stages of development of corporate culture. The main findings of the article are the five stages of corporate culture. From the first use of the term to the scientific substantiation of corporate culture models. The study showed that corporate culture should be considered as part of the management system of the organization. To facilitate understanding of the content and role of corporate culture, its types were considered and generalized into a single classification.

Analysis of the enterprise`s readiness to implement modern tools of corporate culture development

Corporate culture is a unique attribute of the enterprise that positively affects the socio-economic results of its activity and develops under the influence of external and internal factors. The paper suggests a group of factors influencing corporate culture that determine the effectiveness and speed of its development. This group includes the level of competence of HR managers; the level of influence on staff of formal and informal leaders and their attitude to changes; the presence of cultural bugs, the attitude of the existing culture to changes, the degree of hierarchy, the speed of communication channels, the level of staff satisfaction with the situation, the presence of feedback. An analysis of global trends of enterprises’ corporate culture development allowed formulating the following areas of its improvement for the domestic enterprises: formation of a passionate employee, ensuring a balance between work and personal life, an individual approach to personal development and the effectiveness of staff activities, the organization of a virtual office, diversification as a part of teams, and reduction of hierarchy levels. The assessment of the domestic enterprises readiness to implement measures in the framework of the identified areas indicates that the most enterprises are ready to introduce modern tools for the development of corporate culture. At the same time, the necessity was revealed to introduce the individual approach to identify areas for improving professional skills and ensuring a balance between work and personal life of employees.

Организационная культура российских компаний: состояние, проблемы и особенности трансформации

The purpose of this article is to establish the relation between the level of employee’s satisfaction and the achieved digitalization level of the company. At the same time, job satisfaction is considered as an important factor in the formation and development of corporate culture. The authors analyze a problem of decreasing the level of job satisfaction in the context of internal organizational changes occurring in the company as part of its digital transformation. The problem is that the creative component and motivational attitudes of employees decrease with the increasing use of modern information technology tools. In the context of digitalization, the development of an effective strategy for interaction between the company's top management and its employees is largely subject to the following chain of criteria: the automation level of business processes – the degree of satisfaction with working conditions by the staff – in the corporate culture of the company.

Вплив етичних компонентів на розвиток корпоративної культури телекомунікаційних підприємств

The article explains the essence and features of the development of corporate culture of telecommunication enterprises; certain elements of corporate culture are studied, including ethical; the problems of its formation, evaluation and development are generalized. The article is aimed at researching the influence of ethical components on the development of the corporate culture of telecommunication enterprises on the basis of determining the main ethical components of the culture of business entities. It is proved that the main ethical components of the corporate culture of the telecommunication enterprise are: corporate values, ethics code, principles of management, personnel policy, principles of work with personnel. Determination of the impact of these components on the development of corporate culture was carried out on the basis of rating. It is determined that the group of ethical components and, accordingly, the criterion of «ethical norms and principles of management» is one of the four criteria by which the level of the corporate culture of enterprise be evaluated. The carried out computation showed that the level of development of ethical norms in telecommunication enterprises is quite high: the ratio of the value of the level of development of corporate culture to the reference indicator ranges from 0.71-1. The carried out analysis of ethical components of large telecommunication enterprises with a developed corporate culture allowed to identify the tendency of close relationship between these two characteristics. The criteria that indicate the development of corporate culture are substantiated and the idea of the significance and necessity of further development of ethical components for the successful long-term functioning of enterprises in both the domestic and the world markets are formed.

ACTUAL MECHANISMS FOR THE DEVELOPMENT OF CORPORATE AND MANAGERIAL CULTURE IN PUBLIC ADMINISTRATION

The modern dimensions of corporate and managerial culture development in public administration in Ukraine has been justified. Corporate and managerial culture development is highlighted in particular different approaches. It is emphasized that the effectiveness of mechanisms in cultural modernization of public administration in Ukraine is a combination of objective (organizational-legal) and subjective (socio-psychological) components in development of corporate culture in public management. Objective components are analyzed, which provide for regulatory, structural, functional and methodological ordering the activities of state structures, taking into account the factors of corporate culture development. Subjective components have been shown to ensure the multidimensionality of communication tools. The basic characteristics of an innovative corporate culture such as knowledge, information, creativity and institutionalization are highlighted. It is proved that innovative corporate culture contributes to changing the status of professional activity of public servants, from managerial-controlling (power-influence), to consciously subordinate to the needs of citizens (power-interaction), and secondly to protect the culture of public administration from destructive influence global values and also the mobilization of public servants; and the public; consciousness towards engagement and mutual responsibility.

Axiological aspect in the development of corporate culture

Axiological aspect in the development of corporate culture

Шляхи розвитку культури якості освіти та академічної доброчесності в сучасному університеті

The article deals with the analysis of the legislative provisions and regulations in the field of higher education in Ukraine and the regulatory framework of Taras Shevchenko National University of Kyiv. These legislative acts and regulations lay the foundation for the development of a culture of education quality and the corporate culture of the university. The study of the state of ensuring academic integrity within the framework of the AcademIQ project "Initiative for Academic Integrity and Quality Initiative", especially research of the interpretation of the survey of the teachers and students of Taras Shevchenko National University of Kyiv, allowed to outline the ways of developing a culture of quality in higher education, corporate culture of the university and academic integrity. The development of corporate culture and the quality of education at the university is associated with the articulation of the key values of the contemporary university community and the ethical virtues of all participants in the educational process. These values and virtues should be determined in broad discussions among students, teachers, and administration. The implementation of these values is possible through joint scientific, educational, methodological, cultural and social events, which can bring together all members of the university community. Teachers and students can internalize these values in different training courses. Ensuring academic integrity is possible through its procedural and institutional design. The important way for developing of academic integrity is raising awareness of all participants in the educational process through the increase of the content of internet sites, through broad discussions about complex cases of academic integrity, through the introduction of training modules into academic courses "Professional and Corporate Ethics", "Ethics", "Introduction on University Studies", "Academic Writing" .

Corporate culture in the modernization of the higher education system

The article discusses the role of corporate culture in the management of educational institutions in the context of modernization of the higher education system. The analysis of the level of formation of corporate culture in universities of the republic, the problems of the formation and development of corporate culture of the university.Higher education institutions with broad rights and relative economic independence are the subjects of competition in the market of educational services, defending their “private” interests. At a time when society is building its structures on the principle of corporate interests, it is, of course, impossible to disagree with the idea that it is unthinkable that educational institutions should be left out of the sphere of civil relations.

Корпоративная культура преподавателя вуза: теоретико-методологические основания исследования

Based on the analysis of current scientific literature on the issues of improving the corporate culture of a university lecturer, the author’s definition of the concept of “corporate culture of a university lecturer” is formulated. The methodological basis of the study is represented by the following approaches. The ideas of systematic approach were the basis for considering the phenomenon under study as an integral, orderly, complexly organized education and building the process of its improvement. A culturological approach enriched the cultural foundations of considering and understanding the essence of the corporate culture of the lecturer, the process of its improvement by relying on value constructs of interaction, the presentation of cultural forms of self-development. The ideas of personal approach formed the basis for considering the personality of the lecturer with their value orientations, individuality, and subjective position as the main criterion and result of the productive transformation of corporate culture. An activity-based approach has determined the targeted, procedural, and effective components of the activity and interaction of lecturers, the special organization of which is the most important condition for the development of the lecturer’s personality and his corporate culture. The provisions of acmeological approach presented the essence of the development of the corporate culture of the lecturer by taking into account the individual nature of development, as a movement towards maturity, through its contradictions resolved by the lecturer-subject. We note the principles of consistency, humanization, unity of objective and subjective, joint activity, cultural conformity of the development of corporate culture of a university lecturer.

РАЗВИТИЕ КОРПОРАТИВНОЙ КУЛЬТУРЫ В ПЕРИОД РАСПРОСТРАНЕНИЯ COVID-19 НА ПРИМЕРЕ АМЕРИКАНСКОГО ОБЩЕСТВА

The many changes caused by COVID-19 have impacted all areas of our lives. Since the beginning of the pandemic in every country, people have experienced the same fears: getting sick, being left without a livelihood, dying, losing loved ones, etc. In many states, support was provided by both the government and the employer. Our analyze show how the employees themselves assessed the level of relations between them and the company through the connecting thread of corporate culture. We have determined that, in general, in many cases there is an increase in corporate values, information coming from managers is more trustworthy than information from the mass media. Honesty, openness and communication are becoming the new flagships for the development of corporate culture.

HR-СТРАТЕГІЇ ТА ТЕХНОЛОГІЇ УПРАВЛІННЯ КОМПАНІЄЮ В УМОВАХ ПАНДЕМІЇ COVID-19

In 2020, one of the main factors influencing international business processes was the spread of the COVID-19 pandemic. In response to the COVID-19 pandemic, there have been significant changes in the activities of many countries and companies around the world. The development of personnel management technologies is characterized by modern ones trends, among which can be distinguished such as technological progress; mobility and other features of the new generation; new guidelines in communications and group work staff. Certain trends are intertwined. Technological progress in first of all it changes people, their habits, mobility in communications. In addition, the structure of the organization, its information environment changes. Emphasis in management staff focus on such human qualities as emotional intelligence, creativity, emotionality. Clear balancing of different activities of the company, reduction of routine operations and their executors, increase of a share of creative work, giving more weight to creative staff - trends in the organization of the future. Management technologies are changing under the influence of the COVID-19 pandemic and have their own characteristics. According to the mission of the organization and the individual, from development strategy to specific operational plans. The organization of relations with the employer also suffers changes both in the formal plane (today employees have several employers; work as freelancers, contractors, etc.). In addition, technology is changing interaction and organization of group work. The development of the management system of an international company involves the formation of a strategy for the development of the organization, HR-strategies that contain the values of the organization as a producer of goods and services and as an employer; enables the development of corporate culture and positioning of each employee in relation to the development of the organization. This approach allows us to consider modern technologies of personnel management in accordance with the main sub-functions. Among them: strategic workforce planning; search, selection of personnel; staff training and development; personnel efficiency management; staff motivation through recognition and rewards; career development of staff, motivation for leadership.

РОЗВИТОК КОРПОРАТИВНОЇ КУЛЬТУРИ В УМОВАХ ВІДДАЛЕНОГО РЕЖИМУ РОБОТИ

The world continues to fight the coronavirus pandemic, which has claimed the lives of millions of people around the world. The main measure to prevent the spread of the virus in different countries of the world is the introduction of strict quarantine restrictions, which had a devastating effect on the world economy and stimulated an increase in the number of remote workers. In the new conditions, the study of the development of corporate culture in the mode of remote work becomes relevant. There is no single approach to defining corporate culture in the scientific literature, so we have analyzed several different approaches to this concept. This analysis allowed us to formulate the role of corporate culture in the effective functioning of the enterprise in the complex external conditions caused by the pandemic. The study found that the quarantine restrictions provoked by Covid-19 led to a multiple increase in the number of remote workers. The main directions of development of corporate culture in modern conditions of restrictions dictated by the pandemic are analyzed. Emphasis is placed on the need to continue to develop and strengthen the corporate culture, using their own experience of office culture in cyberspace with the help of technical tools such as Microsoft Teams, Zoom, Skype, WhatsApp, bluejeans, Webex, Hangouts and more. It is important for managers to encourage collaboration between team members. When employees are free to work on a platform that is accessible to each participant, they begin to build stronger connections. They force them to work collectively on common goals, allowing them to cooperate, breaking down barriers and gaps created by physical distance. Managers should schedule regular informal meetings. Research shows that interpersonal communication in the office is important both in terms of mental health and productivity. The best way to develop informal relationships in a company is to give employees the opportunity to interact. In the remote mode, organizations must be willing to adapt to the needs and expectations of employees. An important aspect of this is to ensure that employees have access to training and development, which will improve their skills and stimulate career growth.

Anti-corruption management in a government institution as an element of anti-corruption policy in Ukraine

It is noted that the increase in corruption crimes among employees of public institutions requires changes in approaches to anti-corruption policy in the management of the organization. It has been announced that it is expedient for anti-corruption management to enter state bodies in accordance with the state anti-corruption policy, using corruption risks, increasing public confidence in state bodies, and being implemented in various state bodies taking into account the specifics of each. Given the high urgency of the issue for Ukraine, there is a lack of scientific work to determine the best ways to solve problem situations. The purpose of the article is to analyze anti-corruption management in a public institution as one of the components of anti-corruption policy in Ukraine. Anti-corruption management is described as an element of strategic planning. It ` s role in the formation of a positive image, a strong business reputation of the state institution is considered. The directions of realization of the anti-corruption management system are presented. The interpretation of the concepts of «management» and «anti-corruption management» is presented. The tasks of anti-corruption management are listed and characterized. The importance of implementing the provisions of the anti-corruption management program for the development of corporate culture is described. The destructive phenomenon in anti-corruption management is considered – «frustrating tolerance», which negatively affects the formation of an effective management strategy. The importance of identifying corruption risks when planning anti-corruption measures is noted. The key aspects that need to be taken into account when identifying corruption risks in the organizational and managerial activities of a public institution are considered. The list of documents, the maintenance of which is necessary within the framework of anti-corruption management, is noted. The expediency of observing certain stages of the fight against corruption, taking into account the specifics of the public sector, is outlined. The system of compliance and its content are characterized as one of the most effective approaches to the implementation of anti-corruption management. The principles on which each of the groups of anti-corruption measures should be based are indicated. Emphasis is placed on the expediency of focusing anti-corruption management on the formation of a conscious attitude of each employee of a state institution to good behavior, quality and transparency of work, its governing bodies and the activities of its employees. A meaningful description of the content of the implementation of anti-corruption policy in personnel management through the prism of the formation of a negative attitude to corruption, training and implementation of measures to disseminate information on anti-corruption programs, includes the following system of measures . Options for organizing training and exchange of experience among employees of government agencies on the prevention of corruption in the performance of professional duties are considered. In conclusion, it should be noted that the issue of quality anti-corruption management for Ukrainian government agencies is a priority issue and requires the development of a system of effective measures taking into account the specifics of each sector.

CORPORATE CULTURE AS AN ELEMENT OF THE STRATEGIC MANAGEMENT SYSTEM OF A MACHINE-BUILDING ENTERPRISE

The purpose of the article. The article analyzes the corporate culture as one of the tools with which you can effectively manage the personnel of the enterprise. The structure of corporate culture is determined. A number of meaningful characteristics inherent in any corporate culture is considered. The factors of formation of enterprise corporate culture are investigated. The degree of conformity of value characteristics of enterprise corporate culture to the task of development is estimated. For the development of corporate culture of a machine-building enterprise, a system conceptual model is proposed, which takes into account various factors of the internal and external environment.Methodology. The most important problem of any Ukrainian enterprise operating in market conditions is the problem of its survival and ensuring continuous development. An effective solution to this problem is to create and implement competitive advantages that can be largely achieved on the basis of a well-designed and effective enterprise development strategy. In the context of radical socio-economic changes, corporate culture has become a significant factor influencing the effective economic activity and competitiveness of machine-building enterprises.Corporate culture is seen as a means of creating favorable conditions conducive to improving the efficiency of enterprise management and achieving competitiveness in the market of goods and services. The general importance of solving problems, their lack of scientific development, misunderstanding and ignoring the role of corporate strategy, the need to analyze existing methods and their in-depth study, the role of strategy for further development of the enterprise, its profitability indicate the urgency of the problem.Results. For the successful realization of strategic goals of the enterprise, the understanding of the role of corporate culture by the management is becoming more and more important. Every company must form its own system of corporate culture in order, first of all, to achieve the set business goal. This system must consist of certain values and be shared by the leaders of this enterprise. That is why the emerging culture becomes a kind of business card of the enterprise, which can be used to draw conclusions about its carrier. At the enterprise, corporate culture creates a special internal atmosphere that mobilizes people to fulfill higher goals and missions: the quality and intensity of work of each employee increases, production conflicts are minimized. Today, most managers see corporate culture as a powerful strategic tool that orients all departments to achieve common goals.Corporate culture and climate in the organization are the main factors of productive functioning of enterprises, i.e. they form the ideal of integrity, which in practice allows the organization to function most optimally both within a given society and as a special social group. Every company has its own corporate culture, which to some extent corresponds to its mission and goals, and the degree of this compliance determines the efficiency of the enterprise. To assess the existing type of corporate culture, you can use the test to identify the type of corporate culture that prevails in the organizationPractical implications. The model of innovation is based on the orientation of corporate development of mechanical engineering industry to stimulate innovation activities related to the development and implementation of innovations. This requires the formation of an innovative corporate culture that operates on the principle of innovation, or change in this way the existing one. The structure of corporate culture carriers is also undergoing changes in the direction of increasing the share of innovation-oriented staff with a high level of development of personal research culture. The complex model, in contrast to the above, is based on the concept of hierarchy of business cultures, according to which the central place is given to the corporate culture of the enterprise, the development of which is possible on the basis of a comprehensive analysis of external and internal cultural environment.Value/originality. The application of strategic management at enterprises allows to characterize economic, organizational, technical possibilities of production and their maximum use, in due time to coordinate work on business plans of the development of the enterprise. Strategic corporations always have the opportunity to behave consistently and systematically in their business, in particular in a dynamic market environment in general, which increases the likelihood of achieving their goal. Therefore, the introduction of a strategic management system in Ukraine is an objectively necessary process in the field of business management, which increases the readiness of business organizations to respond adequately to unforeseen changes and contributes to a sound, agreed solution to both current and strategic problems.

ОСОБЛИВОСТІ РОЗВИТКУ КОРПОРАТИВНОЇ КУЛЬТУРИ НАФТОГАЗОВИХ ПІДПРИЄМСТВ

The article reveals the peculiarities of the development of corporate culture on the enterprises of oil and gas industry. Theoretical analysis of the essence of corporate culture is carried out. The concept of “corporate culture” is proposed as a set of material and spiritual elements that reveal the hidden human potential and unite people in achieving the valuе of the enterprise. The emphasis was made on modern principles of corporate culture that take place in the activities of enterprises. The factors limiting the formation of corporate culture are generalized. Among them the main factors are: frivolity in the formation of corporate culture and compliance it elements with the codex of corporate culture; neglect of the main elements of corporate culture when choosing a leadership style; ineffective staff assessment; unwillingness of managers and their subordinates to innovate, namely in situations that require adaptation to change. The general characteristic of a state of corporate culture at the enterprises of group «Naftogaz of Ukraine» is presented. Challenges of enterprises in the context of the emergence of new norms in the energy market, namely energy prices, distribution of the gas transmission system managed by an independent operator, the introduction of the gas market for household consumers have been considered. Methods of their incorporation into enterprise policy the by revision of corporate codex of the enterprises are offered. It is determined that to ensure the successful operation of enterprises, management must considers not only the external environment, but also internal – needs of employees who encourage them to innovate. The author gives arguments on the use of corporate culture tools in oil and gas companies of Ukraine, which can be considered as a driver of improving their efficiency.

Aesthetic Education as Actual Training Direction of Arts High School Students in Information Society

The purpose of the article is to investigate the features of professional training of stage specialists in the context of the development of corporate culture in the information space. The research methodology provides a comprehensive approach using analytical, systematic methods, comparative, which allows to identify the main features and professional competencies that need to be mastered by students as masters of the stage in the development of the information society. The scientific novelty of the work lies in the actualization of professional aesthetic and stage competencies and skills of students of creative specialties, given the entry of the educational process in the information-oriented context of the development of artistic professional education. Conclusions. As a result of the research it was established that the educational and creative process involves the acquisition of aesthetic knowledge by students and the formation of relevant beliefs, needs, interests, habits, skills and abilities in accordance with the demands of the modern information society. The article reveals the concept of aesthetic education of students of art freelance as a purposeful and systematic process of formation of aesthetic concepts, tastes and ideals, attitude to the profession, to nature and art, to society and life, to communication and relationships, development of creative component of professional activity. The value aspect of the new paradigm of creative education directly determines the main tasks and directions of reforming creative education in Ukraine. This applies both to the main goal of the education system (creating conditions for the development and self-realization of each individual as a citizen of Ukraine) and the fundamental principles and priorities of creative development of stage masters.

DETERMINANTS OF THE LEVEL OF DEVELOPMENT OF MANAGEMENT CAPACITY OF ENTERPRISES IN THE DIGITAL ECONOMY

The article contains the results of research on the main determinants of management capacity (MC) and its financial support. Identifying their features in accordance with the level of development of the digital economy allows us to draw conclusions about the priority areas of personnel development, information and innovation support for management decisions and the development of corporate culture and teamwork. The components of management capacity must meet the strategic objectives of the enterprise. Priorities for the implementation of management innovation and investment projects for the development of management capacity are determined depending on the impact of each component and the overall level of management capacity. Similarly, the need for financial support for each component of the MC is determined. The contradictions in assessing and prioritizing are the interrelationships of the components, as well as the duplication of development functions. Development of management capacity in the conditions of informatization and intellectualization of economy, introduction of innovations at the enterprises is carried out in the environment of corporate culture. Corporate strategic management in the digital economy involves the use of a comprehensive and targeted management system and environmental information support for management activities. Reasonable choice of determinants with the help of human-oriented value approach is presented in theories and practices of using a system of balanced scores, maximizing value for owners, visualization of development maps and more. The law of synergy allows to obtain new qualities of management capacity based on the development of each component and their relationship. This connection is carried out in accordance with the main carrier of management capacity - the manager, who is also a carrier of corporate culture, innovation and an active user of the information system of the enterprise and a team player. Such various roles of the manager and the purpose of development of his or her personal potential as the expert and the person demand the complex approach to formation of components of management capacity of the enterprise. At the heart of the components and as the component with the greatest equal capacity is the management capacity of personnel (MCP) at all levels (from enterprise to individual). In accordance with the MCP, innovative, informational, team, cultural and corporate potentials are considered. Determinants of management capacity development should be based on key determinants of value in accordance with each of the components and stage of the life cycle of the enterprise. This will determine the priority aspects of management capacity development, identify the links between its components, their interaction and the dynamics of determinants of management capacity development in accordance with the determinants of strategic management of the enterprise. It is also important for the digital economy to use the potential of information systems, electronic communications, digital skills of personnel. Determinants of financial support are evaluated as the indicators of innovation and investment projects; introduction of changes in management; improvement of the information system, corporate system of the enterprise, personnel training costs, support of departments in certain areas, personnel management system costs, personnel incentives and motivation in terms of direct costs and efficiency, as well as in terms of saving resources: time, human and material resources. The current system of monitoring, evaluation and forecasting of interrelated financial and non-financial determinants, combined within the framework of human-oriented value management, allows to assess the state of management potential and identify components that need to be developed at first instance.

ПОДХОДЫ К ОЦЕНКЕ ЭФФЕКТИВНОСТИ ФИЗКУЛЬТУРНО- ОЗДОРОВИТЕЛЬНЫХ И СПОРТИВНЫХ МЕРОПРИЯТИЙ КАК СРЕДСТВА ФОРМИРОВАНИЯ КОРПОРАТИВНОЙ КУЛЬТУРЫ

Nowadays fitness and health and sport activities organized for co-workers are an important tool to create and strengthen corporate culture. However, ways to assess effectiveness of such activities are still poorly explored. As we can see from theoretical and applied researches by the article authors during planning and organization of corporate physical and sport activities, companies rarely try to generate metrics allowing to track effectiveness of those activities and adjust program for development of corporate culture. The article analyzes possibilities of sociometric procedure, Event ROI methodology, criterial approach to assessing effectiveness of fitness and sport activities, provided by the organization. The authors come to a conclusion that when implementing practices of corporate sport and fitness programs for co-workers it is necessary to develop metrics for effectiveness assessment, create a balanced system of metrics as a system for strategic management of employees’ health. It is claimed, that in order to create successful and strong corporate culture, the fitness and sport activities should be regular, they should have a systemic approach and provide a well-organized system for monitoring and management.

Corporate culture as one of the key factors of effective industrial enterprise development

The article is focused on the investigation of the impact the corporate culture makes on industrial enterprise development. It demonstrates that the formation of the corporate culture principles contributes to raising the level of staff involvement, its labor activity performance, maintaining and reproduction of human capital assets of an enterprise. Investments in the development of corporate culture are considered as an alternative to traditional methods of increasing the efficiency of an enterprise in an uncertain economic environment. Corporate culture development, which involves a commitment to raising the level of knowledge, innovativeness and organization, has a positive effect on the performance and efficiency of the entire company, and aids in the regulation of internal labor relations, preventing potential critical situations. The introduction and development of corporate culture, which includes a certain system of values and behaviors, in modern domestic industrial enterprises is becoming a necessity. The application of the principles and values of corporate culture leads to the long-term success of an industrial enterprise.