Modeling a Development Strategy for Petrochemical Enterprise Organizational Structures

2021 ◽  
pp. 239-246
Author(s):  
Alexey I. Shinkevich ◽  
Vladimir I. Petrov ◽  
Naira V. Barsegyan
Keyword(s):  
Development Strategy ◽  
Organizational Structures ◽  
Petrochemical Enterprise

scholarly journals Developing the System of Digital Management of Organization

2019 ◽  
pp. 116-123 ◽  
Author(s):  
V. V. Maslennikov ◽  
Yu. V. Lyandau ◽  
I. A. Kalinina
Keyword(s):  
Development Strategy ◽  
Management System ◽  
Organizational Structures ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Platforms ◽  
Organization Management ◽  
Digital Platform ◽  
Managerial Decisions ◽  
On Line

Digitalization with methods of artificial intellect, computer technologies and digital platforms in Russian business and organization management today is becoming a reality. The article studies key components of the organization management system and their digital transformation. Transformation of management systems in digital economy implies their implementation on the digital platform. The authors underline such key elements of the management system as the object and subject of management. Such notions as vision, mission, goals, values of the organization, its managerial decisions, management processes, organizational structures management, mechanisms and technologies of management, strategy, activity regulations, indicators of activity estimation, risks were defined. The authors analyzed and presented different definitions of the notion ‘digital platform’, which were formulated by experts of MIT company, ‘Rostelecom’ and in the program ‘Digital Economy of the Russian Federation’. Digital transformation of the management system was described in detail, it includes introduction of digital doubles, designing digital strategy of organization development, digital risk management, making managerial decisions on-line. Company owners and managers can get information about business on-line by mobile devices and employees can see goals, indicators and objectives, their deadlines and final result. The article shows the efficiency of using the common digital platform ensuring implementation of the development strategy of the selected business-model and carrying out digital transformation of business.  

scholarly journals Strategy of Non-Formal Education Development Through Entrepreneurial Skills at CLC Budi Utama Surabaya

2021 ◽  
Vol 7 (1) ◽  
pp. 23-31
Author(s):  
Widodo Widodo ◽  
Ira Darmawanti ◽  
Novia Nur Kharisma
Keyword(s):  
Learning Community ◽  
Development Strategy ◽  
Program Development ◽  
Formal Education ◽  
Organizational Structures ◽  
Strategy Formulation ◽  
Education Development ◽  
Great Opportunity ◽  
Entrepreneurial Skills ◽  
The Right

The development of urban community needs for increasing self-competence is a great opportunity for Non-Formal Education (NFE), but the NFE program organized by Community Learning Centre (CLC) has not been able to answer. It needs the right strategy to develop NFE programs that are in accordance with the needs of urban communities, namely entrepreneurship. The research objective was to reveal the urban area entrepreneurship based NFE program development strategy carried out by CLC. The research used a descriptive qualitative approach, with the following research results. Entrepreneurship-based NFE program development strategy through stages; (1) strategy formulation which includes activities to identify potentials, formulate the vision, mission and objectives of the CLC institution, identify internal and external conditions of the CLC institution, select strategies, formulate strategies. (2) Implementation of culinary entrepreneurship strategies with attention to urban problems, effective organizational structures, marketing programs, budgets, developing management information systems, and linking with performance. (3) Evaluation of culinary entrepreneurship strategies; the effectiveness of the process and the achievement of results, namely the learning community has skills as a provision for entrepreneurship. This NFE program management strategy can solve the problem of unemployment, and for CLC institutions to develop and become independent. The conclusion is that the strategy of developing the NFE program based on entrepreneurial skills can create graduates who are ready to become entrepreneurs. So that graduates can provide benefits for their own life and social environment.

scholarly journals Transformation of the management model of a petrochemical enterprise in the context of industry 4.0 challenges

2021 ◽  
Vol 296 ◽  
pp. 06008
Author(s):  
Alexey Shinkevich ◽  
Naira Barsegyan ◽  
Vladimir Petrov ◽  
Tatyana Klimenko
Keyword(s):  
Organizational Structure ◽  
Industry 4.0 ◽  
Organizational Structures ◽  
Scientific Basis ◽  
Management Model ◽  
Enterprise Management ◽  
Resource Saving ◽  
Petrochemical Enterprise ◽  
Scientific Results ◽  
Foreign Science

The need to restructure, redesign or develop a management model on a scientific basis at domestic petrochemical enterprises in the context of the challenges of industry 4.0 and the prospects of industry 5.0, the transition to new management standards, the lack of qualified managers determine the importance and relevance of the problem of choosing the optimal organizational structure of enterprise management that contributes to the most effective achievement of goals. When designing and evaluating the effectiveness of organizational management structures, modeling was used using the production function, which takes into account the indicators of the use of human and material capital in the organization of production. The article summarizes the research and development that allows us to assess the current level of development of organizational structures of petrochemical enterprises in domestic and foreign science and practice. It is proposed to calculate the ranges of indicators of the effectiveness of the management system, depending on the type of organizational structure of management. As a hypothesis, it is noted that with organic types of organizational structures, the level of resource saving is higher than with divisional OSU, the level of resource efficiency of which, in turn, is higher than with mechanistic OSU. The scientific results presented in the study are of significant importance in the context of the implementation of projects on strategies for the development of organizational structures of petrochemical enterprises.

scholarly journals SCIENTIFIC AND METHODOLOGICAL SUPPORT OF CREATION AND IMPROVEMENT OF TOWER STRUCTURES

2021 ◽  
Vol 9 (2) ◽  
pp. 61-65
Author(s):  
Linar Sabitov
Keyword(s):  
Energy Saving ◽  
Development Strategy ◽  
Russian Federation ◽  
Electrical Energy ◽  
Organizational Structures ◽  
Energy Sector ◽  
Intermediate Result ◽  
Electrical Part ◽  
The Russian Federation ◽  
Technological Area

In accordance with the decree of the President of the Russian Federation No. 899 of July 7, 2011, a list of critical technologies has been approved in our country, among which there are “technologies for creating energy-saving systems for the transportation, distribution and use of energy” [1]. First of all, we are talking here about electrical energy, and in the composition of these systems it is possible to distinguish not only the electrical part, but also the component associated with the construction of construction infrastructure. For the development of the economy in the technological area under consideration, appropriate scientific and methodological support is necessary, personnel who have mastered this support, then the formation of new or the use of existing relevant organizational structures in the ministries of construction and energy, in the design business and in production, and ultimately all of the above follows consolidate at the level of laws and standards. The place of the author's research in this development strategy is the development of scientific and methodological support for the creation of tower structures for the energy sector. The intermediate result of these studies is the monograph [2]. The topic was further developed in articles [3-16].

Network Organization as a Result of the Strategy of Forming Global Organizations

2019 ◽  
pp. 139-158
Keyword(s):  
Development Strategy ◽  
Communication Technology ◽  
Information Communication Technology ◽  
Hierarchical Structures ◽  
Organizational Structures ◽  
Network Structures ◽  
Information Communication ◽  
Global Organizations ◽  
Local Organizations ◽  
Strategy Change

In this chapter, the authors assume that if an organization implements a development strategy supported by the information communication technology (ICT) progress, its organizational structures are transformed. The implementation of such a strategy leads to the transformation of local organizations into global ones. Organizational structures, forming part of the infrastructure for the implemented strategy, change. As a consequence, the transition from hierarchical structures to network structures takes place. The transformation results in the rise of global organizations.

Strategi Pengembangan Usaha Sepuluh Wirausaha Muda Tenant Program IbK STIE Ahmad Dahlan Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
pp. 125-134
Author(s):  
Asriyal Asriyal ◽  
Sutia Budi
Keyword(s):  
Steady State ◽  
Development Strategy ◽  
Business Development ◽  
Self Determination ◽  
Strategy Development ◽  
Development Effort ◽  
Modern Business ◽  
Young Entrepreneurs

The purpose of this study is to: (1) review and analyze the strategies that have been implemented by 10 young entrepreneur’s Program of IbK of STIEAD Jakarta in developing their businesses over the years; (2) identify and analyze the strategies that will be run by them for the next day; (3) analyze and formulate proposals for business development strategy is relevant to young entrepreneurs run by them. The results shows, the strategy which conducted by them is actually still conventional and little is applying modern business patterns. However, they have a plan/strategy development effort that started steady state. Targets that have been set should be reassessed and to be rationalized, if the strategy is capable of being implemented. The recommendations concerned are for all tenants should have self determination for entrepreneurship, able to instill confidence, and always looking for a way out in case of a deadlock

Post-crisis Structure of Economy and Organization of Coalitions for Innovations

2008 ◽  
pp. 25-43 ◽  
Author(s):  
L. Grigoriev ◽  
S. Plaksin ◽  
M. Salikhov
Keyword(s):  
Economic Policy ◽  
Development Strategy ◽  
Methodological Approach ◽  
International Comparisons ◽  
Soviet Economy ◽  
Institutional Changes ◽  
Russian Economy ◽  
Analytical Group

The article develops methodological approach to the analysis of groups of interests’ influence on the choice of Russia’s development strategy. It is possible to pass on to the analysis of specific issues of economic policy by forming several sub-groups in every "analytical" group. The article also considers the structure of Russian economy which was formed as a result of transformational crisis’ influence on Soviet economy, and relevant international comparisons. Main alternative ways of transition to innovational development are the renewal of Soviet "triangle economy" (the scenario "Mobilization") and complex institutional changes (the scenario "Modernization").

Russian low carbon development strategy

2020 ◽  
pp. 51-74
Author(s):  
I. A. Bashmakov
Keyword(s):  
Economic Growth ◽  
Development Strategy ◽  
Low Carbon ◽  
Security Risk ◽  
Ghg Emission ◽  
Emission Mitigation ◽  
Russian Economy ◽  
The Russian Federation ◽  
Scenario Projections

The article presents the key results of scenario projections that underpinned the Strategy for long-term low carbon economic development of the Russian Federation to 2050, including analysis of potential Russia’s GHG emission mitigation commitments to 2050 and assessment of relevant costs, benefits, and implications for Russia’s GDP. Low carbon transformation of the Russian economy is presented as a potential driver for economic growth that offers trillions-of-dollars-worth market niches for low carbon products by mid-21st century. Transition to low carbon economic growth is irreversible. Lagging behind in this technological race entails a security risk and technological backwardness hazards.

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