Goals, objectives and principles of structural and functional transformations.

Organizational, economic and methodological foundations of structural and functional transformations

Forms, methods and technologies of structural and functional transformations

Goals, objectives and principles of structural and functional transformations

Topic 1. THE CONCEPT OF STRUCTURAL AND FUNCTIONAL TRANSFORMATIONS IN HIGHER SCHOOL

Section 1. Scientific foundations of organization and management in higher education

INTRODUCTION

The development of the education system depends on educational technologies, methods, instrumental forms, organizational structures, as well as the effectiveness of management in the context of socio-economic transformations in our country.

In order to ensure competitiveness, universities need to solve the problems of organization and management at a qualitatively new, systemic level.

The academic discipline "Organization and Management in Education" takes into account and reflects the provisions of such courses as "Economic Theory" and "Economics in Education", uses a number of principles and categories of these disciplines to design subsystems and ensure their functioning.

Increasing the efficiency of the work of an educational institution largely depends on the specific forms and methods of organizing work in various departments.

The objectives of the training course "Organization and Management in Education" are as follows:

§ to provide future engineers with knowledge in the field of organization and management of educational processes, as well as scientific activities, sufficient for a qualified solution of problems that arise in the course of work for technical specialists;

§ to instill in specialists skills in the field of organizational design and improvement of labor organization and management in educational institutions.

The main subjects of consideration in this work are organizational and managerial processes that ensure the functioning and development of the education system.

The object of study is higher education, expressed in the form of norms, methods and tools, through which the goals and mutually conditioning conditions for its effective functioning and development are determined.

The general goal of structural and functional transformations is the formation of an education management system that ensures the preservation of the cultural and educational national potential, increasing the level of education of the population, scientific and technical development of the country through the effective provision of the education system and its constituent educational institutions with high-quality educational services that meet strategic goals and current tasks of the socio-economic development of the country.

The general goal is evaluated by two criteria: optimality and limiting conditions.

The first criterion aims at providing quality education as a system of knowledge, skills and abilities that students should acquire in the learning process.

The second criterion requires the effective functioning of educational institutions as components of the education sector. When implementing these criteria, it is necessary to take into account the socio-economic state of the national economy.

The general goal is specified by the system of the following particular goals:

1. Improving the efficiency of using the scientific and pedagogical potential of educational institutions through integration processes of various forms and types;

2. Creation of conditions that ensure the implementation of the principle of continuous education;

3. Increasing the compensatory qualities of the education sector in the face of economic threats to its financial stability;

4. Improving the content of education in educational institutions of all levels through a rational combination of federal, regional, municipal components of the state educational standard;

5. Improving the efficiency of using the material and technical base of educational institutions by choosing rational options for structural and functional transformations;

6. Attraction of additional financial flows in the field of education at the expense of non-budgetary sources;

7. Preservation and development of scientific and pedagogical schools in the field of education;

8. Meeting the needs of enterprises and organizations in the training of qualified specialists.

The most effective structural and functional changes in the field of education can be implemented subject to the following basic principles:

1. Validity, i.e. carrying out structural and functional transformations in accordance with established traditions and objective inertia, affecting the interests of the general population;

2. Limited and balanced budget funds, i.e. maintaining stable budget financing of educational institutions and rational redistribution of funds released as a result of these transformations;

3. Voluntariness, i.e. openness and wide awareness of the scientific and pedagogical community, students and parents.

4. Accounting for regional specifics, i.e. economic conditions, national and cultural traditions, customs of the population and prospects for the socio-economic development of the regions.

1. Indicate the time limits and duration of the Mesozoic era.

Time limits: 240 - 65 million years ago.
Duration: about 170 million years.

2. Fill in the missing words.

At the beginning of the Mesozoic era, intensive geological processes took place, which consisted in the formation of mountains, as a result of which a warm, tropical climate.

3. Describe the main changes that the plant world has undergone during the Mesozoic era.

Answer: Giant ferns, tree-like horsetails and club mosses have become extinct; the gymnosperms flourished and the first angiosperms appeared, which gradually settled on all continents.

4. Complete the sentence.

In the Mesozoic era, angiosperms first appeared and widely settled, as they had a number of advantages in the struggle for existence, namely: a highly developed conducting system, the presence of a flower that provides cross-pollination, and a seed that protects the embryo and supplies it with nutrients.

5. Name the groups of invertebrates and chordates that reached their peak in the Mesozoic era.

Invertebrates: insects.
Chordates: reptiles.

6. Describe the geological and related climatic changes on Earth at the end of the Mesozoic era. Indicate the transformations of the flora and fauna of the planet caused by them.

Geological changes: mountain building (Alps, Andes, Himalayas appeared).
Climate change: cooling.
Flora changes: reduction of near-water vegetation.
Fauna changes: many invertebrates and amphibians died out in the seas, herbivorous and carnivorous dinosaurs died out on land. The number of birds and mammals has increased.

7. Choose and underline the correct answer to the question.

Question: What groups of organisms of the Mesozoic era supposedly gave rise to birds? (This refers to ancestral, not transitional forms.)

Answer: archosaurs.

8. Indicate which of the listed transformations that accompanied the emergence of birds can be considered aromorphoses, and which - idioadaptations?
1. Loss of the bladder.
2. Spongy lungs.
3. Outgrowths of the sternum (keel)
4. Feather cover.
5. Horny beak.
6. Shortening of the posterior intestine.
7. The transformation of the forelimbs into wings.
8. Complete separation of arterial and venous blood flow.

Answer:
Aromorphoses: 2, 8.
Idioadaptations: 1, 3, 4, 5, 6, 7.

9. From the structural and functional transformations listed below, select and underline those that are aromorphoses that ensured the emergence of mammals.

Answer: Double breathing, complete separation of arterial and venous blood flow, nuclear-free erythrocytes, hairline, hollow bones, five-fingered limb, intrauterine gestation, feeding of young with milk, the appearance of a caecum with an appendix.

10. Complete the sentence.

Mammals arose during the Triassic period of the Mesozoic era.

11. Prove the truth of the statement: "Mammals could not take a dominant position immediately after their appearance."

Answer: Mammals could not compete with carnivorous dinosaurs and other reptiles during the Mesozoic and were actively exterminated by them. Only after the almost complete extinction of most reptiles, mammals were able to spread widely across the Earth.

Structural and functional principles for the formation of organizational structures determine the maximum possible consistency of functions and all private procedures related to them. The principle of organic integrity of the object and subject of management . This principle is a consequence of the law of correspondence of the diversity of the control system to the diversity of the controlled object.

It takes into account the fact that the control system works with an information display of those processes that take place in the production system, developing solutions for their adjustment to achieve the main goal of the system. The main factor influence on the organizational structure is recognized technology.

The principle of matching the purpose of the element to the resources allocated for its implementation . This principle presupposes assigned to each subsystem(element) of control of such a set of resources that ensures the achievement of the goal(tasks) of the system.

The principle of correspondence of elements and functions to each other . The essence of this principle is that the external and internal environment of the organization affectfunctional management structure. A specific control function corresponds tothere is a certain structural block, and vice versa.

The principle of rational combination of specialization and universalization of elements organizational structure. This principle takes into account the functional specialization of managerial work. As a rule, the deepening of specialization leads to an increase in the quality of decisions made, but at the same time entails an increase in the cost of maintaining the management apparatus. Universalization involves the performance by one element of the management structure of several homogeneous management work. This eliminates duplication and reduces management costs. However, as a consequence, highly qualified workers are required.

The principle of structural flexibility . It is based on the principles neutralization of dysfunctions. It takes into account the need to create easily reconfigurable structures in the management structure of the organization that could perform new functions. The basis of the organization is the presence in it of relatively rigid (stationary), well-defined functional blocks and relatively flexible (mobile) formations. Rigid blocks of the structure represent those stages of the organization that were first identified in the course of the division of managerial labor. The rigid building blocks are the embodied steps of an organization that are common to many situations.

The principle of structural support for the continuity of types of management activities . Assumes the need for rational use of the results of one type of management activity by another. This requirement should be taken into account when forming the organizational structure of the organization's management.

15. Principles of building a rational organizational structureFor In order for the organizational structure to be adequate to the requirements of the market, the following principles (requirements) must be observed.

The principle of the inevitability of organizational change . In accordance with this principle, it is believed that structural changes in the organization are objectively necessary. They should be associated with the main strategic opportunities to improve the efficiency of the system: the creation of new types of products and technologies for their production; change in the proportions (shares) of output, capacities and technologies for its production. The principle of orientation of organizational transformations . Accounting for this principle should show the elimination of mismatch between the structure of goals and the structure of the organization, which can be either preventive or operational. As a rule, the development of organizational support measures for strategic plans for the development of an organization reduces the possibility of the emergence and accumulation of system dysfunctions. However, this does not guarantee the absence of problems, so situational actions are needed to identify and solve them. The principle of compatibility of spasmodic and evolutionary processes . According to this principle, the possibility of structural abrupt changes in the organization as a reaction to the problem that has arisen should be minimized. This is achieved by improving the quality of goal setting and organizational support measures for the concept of enterprise development. The use of flexible organizational structures that make it possible to neutralize spasmodic processes reduces the rate of spread of dysfunctions in rigid structures. The development of projects for organizational support of strategic plans of an economic organization, taking into account the opportunities and threats of the external environment, makes the process of organizational and structural development systematic. The principle of complexity of organizational innovations . Based on this requirement, you should know that the reorganization cannot be localized in individual structural blocks of the system, it covers the entire organization and, as a rule, is of a deep qualitative and irreversible nature. As a result, the introduction of organizational innovations is desirable to be carried out at the stage of "maturity" of the organization, so that the remaining positive forces can be directed to solving new management problems. The principle of personnel participation in the process of organizational change . This principle implies the need for open and honest discussions on key issues of organizational innovation already in the course of their project development, the introduction of a system of incentive factors that cover possible losses from their implementation. The source of resistance is the subjective element of the system, which is why the motivational mechanism for its activation is an urgent problem of modern management.

Principles development of organizational management structures should :· be in accordance with the general principles of organizing systems;follow from the laws of the organization as a system with an ordered internal structure, suggesting unity with the external environment;

be consistent with the general principles of enterprise management in terms of the implementation of such a function as an organization.

16. Basic principles of organization of production processesAT In order to rationally organize the production process, it is necessary to comply with a number of principles (basic assumptions) that improve the economic performance of the enterprise and on the basis of which the construction, operation and development of production are carried out. Basic principles of organization of production processes:

The principle of specialization.

The principle of continuity.

The principle of proportionality.

The principle of parallelism.

Directivity principle.

The principle of rhythm.

The principle of flexibility.

The principle of system.

The principle of technical equipment (automaticity).

Principle of optimality

Specialization - assumes that in separate divisions of the enterprise and at workplaces, products of a limited range are manufactured and a small number of technological operations are carried out. Specialization allows you to increase labor productivity and output, increase the degree of mechanization and automation of all processes, improve the organization of labor and the economic performance of the enterprise.

Continuously - assumes that each subsequent operation of one technological process should begin immediately after the end of the previous one, i.e. the manufacture of production facilities should be organized without their aging or with the minimum possible aging, as well as without downtime of equipment and workers.

Proportionality – implies the possibility of releasing the required amount of products per unit of time in all parts of the PP. The distribution of work must be balanced in proportion to the capacity of the production subdivision, i.e. to perform individual partial processes, the number of jobs or mechanisms is determined, proportional to the complexity of the processes. Violation of the principle of proportionality leads to the emergence of "bottlenecks" and underutilization of jobs, i.e. to deterioration in the use of equipment. And this, in turn, leads to a decrease in output and to a decrease in the efficiency of production.

Parallelism characterized by the maximum simultaneous conduct of work on the manufacture of production objects, i.e. at the same time, several copies of the same parts are processed at different operations and all operations are simultaneously performed at different workplaces. Increasing the level of parallelism leads to a reduction in the duration of the production cycle (DPC) and saving working time; helps to reduce the degree of discontinuity of PP.

Direct current - assumes a straightforward and shortest path for the movement of production objects through workplaces, production sites and workshops. Their movement should be organized in the course of the technological process, without return movements. This can be achieved when the objects of production have a similar sequence of operations.

Rhythm - assumes that partial processes and software as a whole for the manufacture of a certain number of products are repeated at strictly established time intervals (tact).

Flexibility - involves a quick changeover of production with

transition to new products. Flexibility affects such principles of rational organization of PP as continuity, rhythm, direct flow, parallelism.

Consistency - assumes that individual work on the manufacture of products should be considered from the point of view of the performance of all work on the manufacture of all products, and also that the release of production objects is carried out strictly sequentially, with a certain frequency, in the required quantity, assortment and in deadlines.

Automatic – involves the maximum degree of mechanization and automation of software with the participation or under the control of a person. If the role of a person is reduced to observation and control, then there is full automation of processes. If a person performs some work, interfering with the actions of mechanisms, then there is partial automation PP, and such processes are called automated. Automaticity increases the degree of continuity and parallelism of the software.

10. Opt imality - involves the implementation of all processes for the release

products in the required quantity and quality, within the specified time, at the minimum cost of material and labor resources. The implementation of the principle of optimality leads to saving the time of work execution, i.e. production is carried out faster.

17 Features of the organization of production processes of enterprises matire industry The basis of any enterprise is manufacturing process (PP) - a set of interrelated labor and natural processes, as a result of which raw materials and semi-finished products are converted into finished products.

The main elements of PP are:

objects of labor - products manufactured by the enterprise (circulating assets) and located at various stages of production or in stock;

means of labor - tools of production, land, buildings and structures, equipment, vehicles (fixed assets);

labor itself is a purposeful activity that an employee of an enterprise performs in order to manufacture the products of an enterprise. PP consists of three interrelated labor processes.

Main processes for the manufacture, assembly and testing of products manufactured by the enterprise are called.

To inauxiliary include processes that ensure the uninterrupted flow of basic processes. Auxiliary processes can be divided into two types:

1) processes whose purpose is the production and restoration of tools, i.e. production of equipment, tools, spare parts

for the repair of equipment, etc.; 2) processes, the purpose of which is the production of electricity, steam, compressed air, etc.

Serving processes do not create any material values, but create the necessary conditions for the normal course of the main and auxiliary processes. These include maintaining buildings and structures in working order; supply of subdivisions with materials, semi-finished products, tools; transportation and storage of products.

The main process can consist of four stages : procurement, processing, assembly and testing.

PP stage a set of processes and works is called, the implementation of which characterizes the completion of a certain part of the PP and is associated with the transition of an object of production (object of labor) from one qualitative state to another. On harvesting spruce At the stage blanks, castings, forgings are created, which are subjected to further processing and assembly.

The task of this stage is to obtain the required production object in more economical ways, with the smallest allowances.

On the about working workpiece stages and materials are processed on metal-cutting equipment, in thermal furnaces, on electrochemical plants and turn into finished parts.

The task of this stage is to obtain parts of the desired shape, size, with the required surface characteristics.

On the assembly stage parts and components are assembled into units and assemblies, and finished products are assembled from them.

The task of this stage is to ensure the required quality.

The task of this stage is to confirm the quality and reliability of the manufactured products.

Main PP is divided into partial processes, the structural unit of which is operation.

Operation - this is a part of the process performed on one PM by one or more workers.

PP operations are divided into main and auxiliary.

If during the operation the shape, size and properties of the production object change, then such an operation is called basic or technological.

The set of technological operations form technological process.

If the operation is associated with the movement of production facilities from one RM to another, with the identification of the quality and quantity of manufactured products, then it is called auxiliary.

PP is carried out at workplaces, production sites, in workshops.

Workplace - part of the production area, equipped with the necessary equipment and devices, where workers perform individual operations of the PP.

The totality of jobs that perform part of the SP or create part of the product range produced, forms production area, which, in turn, is the primary structural subdivision of the shop.

Workshop - this is an organizational and technological separate subdivision of an enterprise that performs part of the software or manufactures a certain semi-finished product or finished product. The products of the workshop can be used both within the enterprise and by other enterprises.

Enterprise management is the regulation of the entire production process, incl. product and production process development, decision making on the location of production facilities, work design and labor rationing.

The design of products and the production process requires a clear definition of design criteria and the selection of optimal alternatives. The main goal here is to achieve a minimum level of costs per unit of output.

Product design proceeds from the principle of meeting the needs of buyers. To do this, the product (product) is evaluated according to such criteria as:

·price;

Economical operation;

·quality;

size, power or strength;

·life time;

safety and reliability in operation;

versatility of use, etc. deciding on the nature of the product, on the progress of design selection

options are based on the following indicators:

the size and shape of the product;

materials;

the ratio of standard and unique elements;

modular components;

redundant components to improve reliability;

security elements, etc. Design of the production process involves the evaluation of the project on

the following criteria:

·productive capacity,

economic efficiency,

·flexibility,

·performance,

·reliability,

·standardization,

safety and ecology, etc. Choice of manufacturing process options carried out using

with such characteristics as:

type of production (single, serial, mass);

Own production of components or purchase on the side of all and some of the components;

methods of performing certain types of work;

degree of mechanization and automation;

The level of specialization of employees.

When designing a production process the following costs are taken into account:

cost of land, rent;

purchase or construction costs;

· the cost of transportation of raw materials, fuel, finished products;

the cost of energy and water supply; taxes and insurance;

labor force pay.

Production capacity design and involves solving such issues as the size and capacity of the enterprise being created, its location. When choosing a production site or building the following factors are evaluated for the enterprise:

restrictive norms for the development of the industrial zone,

·compatibility

neighboring objects;

size, configuration and other technical parameters of the site;

volume of transportation and preferred types

transport;

distance from residential areas and infrastructure facilities;

location of competing companies. Dealing with planning issues task is to bring to

minimum movement of materials, ensuring flow in the movement of objects

production, efficient use of all production areas, ensuring the safety of working conditions.

Work design includes determining the content of each type of work in the enterprise; order of distribution of works; development of principles of economic efficiency of work; principles of behavior of workers. It is assumed that the nature of the work must correspond to the abilities and qualifications of the worker, the capabilities of the equipment, and the psychological expectations of the worker.

Labor rationing involves the development of norms of time required to perform a specific operation or production task. Time norms are used in planning and evaluating the loading of equipment, developing calendar plans and evaluating the work of people involved in production.

18.System of quality management standards

It is worth starting with the statement that any organization has a management system, which is a set of organizational structure, powers and responsibilities that exist within its framework, activity processes, labor, material and financial resources, etc. All these components are combined and interact with each other to achieve the goals of the organization. Thus, the management system is a means of achieving the goals formulated by the company's management. However, not every system is effective, able to meet the expectations of stakeholders. An effective system allows you to achieve your goals at optimal costs and within specified time intervals. Such a system implies, as a rule, a strictly ordered, regulated 1 activity in the optimal amount, which should be understandable for both managers and ordinary employees.

The most well-known representatives of management systems, the requirements for which are enshrined in international ISO standards, are quality management systems (QMS). International Organization of Standardization - ISO (from the Greek word isos - equal) is a non-governmental organization and has a consultative status of the United Nations. The main goal of ISO is the development of standardization and related activities throughout the world, the harmonization of the interests of manufacturers and consumers, as well as the development of international coordination for the unification of industrial standards.

The main activity of ISO is the development and publication of international standards in various fields of activity, recognized throughout the world. Today there are more than 12,000 international standards covering almost all types of economic activity. Among these documents, a special place is occupied by the ISO 9000 series 2 standards, which define the requirements for quality management systems. Not to the quality of products or services, but to the way the management system is organized and functions. In the national certification system (GOST R), the standards included in the 9000 series are referred to as GOST R ISO 9000:2001, GOST R ISO 9001:2001, GOST R ISO 9004:2001. They are created<методом смены обложки>and almost completely correspond to their counterparts published by ISO.

Effective, competent management of an organization, management from the point of view of common sense is fundamentally impossible without ensuring the quality of products. Therefore, the ISO 9000 series standards represent a generally accepted version of the requirements for the management of an organization. At the same time, ISO standards impose a number of specific requirements on the management system, which are primarily due to the need to conduct its independent assessment - certification.

The importance of the ISO 9000 series of standards lies in the definition of uniform requirements for the management of an organization in terms of ensuring the quality of its activities. The purpose of the standards is to assist an organization to demonstrate its ability to deliver products (services) that meet customer requirements, and to achieve customer satisfaction goals through the effective management of the management system, including processes for continual improvement and compliance with customer requirements, with the participation of all departments of the organization, all personnel. It should be noted that the first quality management principle formulated in the ISO 9000 standard is<consumer orientation: organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations>

The management system of an organization may include various management subsystems, for example: a quality management system (QMS), a financial management system, an environmental management system. Quality objectives complement other organizational objectives related to development, finance, profitability, environment, health and safety, etc.

The various parts of an organization's management system can be integrated with the QMS into a single management system using common elements. This can make it easier to plan, allocate resources, set additional goals, and evaluate the overall performance of the organization.

The international standard ISO 9000 defines a QMS as a management system for directing and controlling an organization with regard to quality. The QMS is designed to organize the activities of the enterprise in such a way as to guarantee the quality of the products or services of the enterprise and<настраивать>it is the quality of the expectations of consumers (customers). At the same time, its main task is not to control each unit of production, each operation, but to make sure that there are no errors in the work that could lead to inconsistencies. The QMS emphasizes the prevention of problems, confirming the common sense of the assertion that fire prevention is more effective than fire fighting.

The quality management system in accordance with the requirements of ISO standards should have:

politics, which formulates its goals and objectives, as well as the principles for their achievement;

policy a system of interrelated and complementary processes;

regulatory framework, corresponding to a system of interrelated and complementary processes, and representing a set of consistent regulatory documents;

effective implementation mechanism requirements regulated by documents of the regulatory framework;

Organization staff must have knowledge policy, regulatory framework, mechanism for implementing its requirements, as well as the ability to apply this knowledge in practice. Requirements driven by the policy and regulatory framework of the system, must be respected and respected.

<Пирамида>QMS documents begin with a documented statement of the quality policy and objectives. On its basis, the main document of the QMS is being developed -<Руководство по качеству>. This document is the quintessence of the system, contains the main provisions governing activities within the framework of the QMS and links to documents of the next level - system-wide documented procedures. According to the ISO 9001 standard, the organization must develop six mandatory system-wide procedures that describe the management of documents, data (records), internal audit of the QMS and its components, nonconforming products, corrective and preventive measures. In addition to mandatory system-wide procedures, the regulatory framework may include an arbitrary number of enterprise standards that regulate certain aspects of the QMS.

next layer<пирамиды>are the documents needed by an organization to ensure effective planning, implementation and management of processes. These include working procedures, instructions, and process flow charts. The development and updating of these documents will become faster and more efficient using the ARIS tool system.

The base of the pyramid is made up of records (data) that provide evidence of compliance with the requirements and the effectiveness of the functioning of the quality management system. The availability of objective data on the activities of the QMS is a requirement of the seventh principle of quality management:<fact-based decision making: effective decisions are based on the analysis of data and information>.

The organization of effective use by personnel of a large number of documents of the regulatory framework of the QMS requires the use of special technologies, for example, document management systems.

The presence of a regulatory framework for the QMS is not yet a guarantee of its effective operation. Mechanisms for the implementation of the requirements formulated in them are needed. All mechanisms for implementing the requirements of the QMS and implementing processes within the framework of the company's activities should be based on the control loop (Deming cycle), which includes the following phases: planning activities, their implementation, monitoring the results obtained and analyzing these results in order to correct existing and develop new plans.

ISO 9001 requires top management to periodically review the performance of the organization as part of the quality management system to ensure its continued suitability, adequacy and effectiveness. This is where the second principle of quality management comes into play.<leader leadership: leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in solving the problems of the organization>.

An important point in creating effective mechanisms for the implementation of the requirements of the regulatory framework is a clear regulation of the activities of each employee of the company, the definition and communication to all personnel of the organization of his responsibility and authority. This provision allows you to implement the third principle of quality management<employee involvement: people at all levels form the backbone of an organization, and their full involvement enables the organization to capitalize on their abilities.

The role of personnel in the construction of the QMS, of course, is decisive. Section 6.2<Человеческие ресурсы>the ISO 9001 standard formulates the general requirements for personnel:<6.2.1 Общие положения. Персонал, выполняющий работу, влияющую на качество продукции, должен быть компетентным в соответствии с полученным образованием, подготовкой, навыками и опытом>. Without respect and compliance by the staff with the requirements stipulated by the policy and regulatory framework, it is basically impossible to build an effective QMS.

An analysis of the requirements of the ISO 9000 series allows us to identify two priority tasks in relation to personnel management, the solution of which will significantly improve the effectiveness of the QMS:

1. Determination and formalization of requirements for personnel, for example, by building competency models for positions and/or business roles. Competence is the ability and knowledge acquired or improved through developmental activities (training, instruction, self-education, etc.).

The constructed competency models allow:

Clearly regulate the long-term requirements for the competence of all company personnel by obtaining a register of competencies. The formulated register contains strategically important information, which is subject to significantly less changes over time than the organizational structure, for example. Obviously, this register must be constantly updated and replenished;

Determine the set of competencies required to perform each process. This establishes the relationship between the processes of the organization and the competence of its employees;

Establish cause-and-effect relationships between the strategic goals of the company and the requirements for personnel.

In general, work on building competency models should include the following steps:

Definition of strategic goals, for example, by using the BSC methodology;

Development of processes that support the achievement of formulated goals using ARIS tools;

Formulating requirements for positions and/or business roles in the organizational structure;

Determining the competencies required to perform the designed processes within the designed organizational structure;

Development of an organizational structure that supports the execution of processes.

19Terms and definitions of the business process approachBuisness process (BP) is a coordinated and ordered sequence of actions aimed at achieving a certain end result (originally understood as customer satisfaction). General information about BP

The main goal of a business process is to transform the input (included in the process of resources required for the implementation of the process) into an output, i.e. result, product of the process.

·The main “stuffing” of a business process is a set of subprocesses, works, operations performed on inputs to obtain outputs. The process is carried out using a certain mechanism

· There are primary and secondary process inputs. Primary inputs arrive at the beginning of the process. Secondary inputs appear during the implementation of the process on its constituent vsubprocesses.

· Primary output is a direct, planned result of the implementation of the process. A secondary output is a by-product of a process that is not its primary purpose.

· The process takes place on its own, it is managed and produced by a specific performer or group.

· A business process is produced for someone - the one who consumes the result of the process is the client of the process.

Business Process Characteristics Any business processes (BP) consist of separate operations(elementary actions) and are accompanied by a change in the input and output information flows, depending on the changes in external conditions and structures and values of resources used.

Incoming array of data (information, documents, etc.) and resources (tangible and intangible assets)

“Output product”: what is the result of the business process

The “owner” of a business process: an object (company, division, employee) responsible for this business process

4 Resources (tangible and intangible assets, human resources) involved in the implementation of the process

Business process performance benchmarks

Implementation mechanism

Question: From the following structural and functional transformations, select and emphasize those that are aromorphoses that ensured the emergence of mammals intestines with appendix.

From the structural and functional transformations listed below, select and underline those that are aromorphoses that ensured the emergence of mammals appendix.

Answers:

here are the answers to the task: 2,7,8

Portal for the student. Self-training

Answers:

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