продукции, зависят от стоимости и количества материалов.Так как фактическое количество использованных материалов отличается от нормативов, а фактическая цена может отличаться от нормативной цены, фактические затраты отличаются от нормативных.Таким образом, отклонения по использованию материалов можно рассчитать и по их цене.
Отклонения по использованию материалов, как правило, контролирует руководитель цеха. Причиной такого отклонения может быть неосторожная погрузка и выгрузка материалов производственным персоналом, покупка материалов низкого качества, кража, изменение требований качественного контроля и методов производства.
Некоторые отклонения по материальным затратам должны быть рассчитаны по каждому виду использования и распределены по центрам ответственности. Причина отклонения, вызванная руководством ТОО «ZHAS», не выявлена и ответственность за отклонение в основном должна возлагаться на руководителя производственного цеха.
Данное отклонение имеет сходство с отклонением по стоимости материалов. Оба отклонения рассчитываются путем умножения разницы между нормативной и фактически оплаченной стоимостью единицы ресурса на фактическое количество использованного ресурса. Нормативные отклонения по ставке оплаты труда не были определены по нормативной ставке, могли произойтиот согласованного увеличения. В таком случае отклонение не считается контролируемым. Отклонения по ставке заработной платы могут быть вызваны использованием норматива, который имеет среднюю ставку для проведения операций, в которыхработники получают оплату по нескольким разным ставкам.
В этом случае могут быть отклонения по ставке заработной платы или обычно компоненты выполнены неквалифицированным работником вместо принятия на работу квалифицированного работника. Тогда за это отклонение несет ответственность руководитель цеха, так как для выполнения этого задания необходимо выбрать работника, имеющего соответствующую квалификацию. Отклонения по ставке заработной платы, контролируемые менеджерами, могут быть минимальными. В большинстве случаев отклонения возникают в связи с тем, что фактические ставкив норме не учитывают изменения фактических ставок, поэтому они не контролируются руководителями цеха.
Ключевые слова: система «Стандарт-костинг», доход, расход, отклонение, материальные затраты, трудовые затраты, продукция, производство, материал, анализ.
Information about authors:
Aimagambetova Aida, candidate of economic sciences, senior lecturer of the Department «Accounting and audit», The Korkyt Ata Kyzylorda state university. E-mail: [email protected], https://orcid.org/0000-0003-4326-7824;
Akhmetova Aigul, candidate of economic sciences, docent of the Department «Accounting and audit», The Korkyt Ata Kyzylorda state university. E-mail: [email protected], https://orcid.org/0000-0003-2957-8239;
Urazbaev Nurlan, candidate of economic sciences, senior lecturer of the Department «Accounting and audit», The Korkyt Ata Kyzylorda state university. E-mail: [email protected], https://orcid.org/0000-0002-5077-7921
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43
N E W S
OF TH E N A T IO N A L A C A D E M Y OF SCIEN C ES OF TH E R EPU B LIC OF K A Z A K H ST A N S E R IE S O F S O C IA L A N D H U M A N S C IE N C E S
ISSN 2224-5294 h ttps://d oi.o rg /1 0.3 20 14 /2 02 0.22 24 -5 294 .10 1
V olum e 4, N um ber 332 (2020), 44 - 50
UDC 323:322 IRSTI 06.73
A .E . K o k e n o v a 1, А .Р . S h a lb a e v a 2,
A.A . S a d y k b e k o v a 3, A .M . S a p a rb a y e v a 4, A .A . M e ld e b e k o v a 4 1 International humanitarian and technical University, Shymkent, Kazakhstan;
2 Miras University, Shymkent, Kazakhstan;
3 Shymkent University, Shymkent, Kazakhstan;
4 Abai Kazakh national pedagogical university, Almaty, Kazakhstan.
E-mail: [email protected]
METHODOLOGICAL PRINCIPLES OF ORGANIZATION
MANAGEMENT BASED ON COMMUNICATION TECHNOLOGIES AND METHODS FOR EVALUATING THE QUALITY OF COMMUNICATIONS
A bstract. The effectiveness of the process of communicative influence depends on the «technological» features of the psychology of perception and on the structural construction of the message. When creating it, you must follow the following sequence: from attention to interest, from interest to the main provisions, from the fundamental basis to clarifying details, from clarifying details to objections and questions, then - to the conclusion and call to action. It is also important to remember that the success of communication processes in interaction is organically linked to compliance with ethical standards on the part of both the recipient and the sender of information.
Domestic analysts who study the labor market note a tendency for modern employees to critically perceive management orders and other information received through vertical communication channels. They are not inclined to blindly obey orders from their superiors. Professionals today, especially their young representatives, have a high degree of independence and autonomy in their judgments, professional preferences, possible applications, etc.They do not hesitate to leave the company if something does not suit them. For the modern young generation of performers, the level of satisfaction of personal needs is very significant. In the end, as a rule, only it depends on how much effort employees make when performing a particular job. They want to be sure of their social security and that their employers take care of them. Unfortunately, some managers do not consider this. Management's attempts to deal with corporate problems using extensive methods without taking into account intensive ones do not always have the desired effect.
The article examines the main features of communication organizations with an extensive branch network during their transformation. The main problem is identified, which is that the existing communication systems do not meet the new management requirements of such organizations. A method for improving communication processes is proposed by creating an information and communication management system for communication organizations with an extensive branch network based on a single information space for corporate reporting.
Keywords: management, communications, communication technologies, efficiency, fundamentals, communication links.
In tro d u c tio n . In the inform ation econom y, im proving the enterprise m anagem ent system should be based on the introduction o f effective processes and technologies, com m unication w ith global inform ation m arkets, synchronization o f «supplier - consum er» processes based on the use o f m odern it and, as a result, elim inate business processes th at do not create added value. Thus, the goal o f it im plem entation is to achieve dynam ic business m anagem ent in a constantly changing com petitive environm ent
Inform ation technologies reorganize the m anagem ent process, providing pow erful new opportunities to help m anagers in strategy, planning, organization, m anagem ent decision-m aking and control over th eir im plem entation.
The m ain directions o f reorganization o f m anagem ent structures in the inform ation econom y are reduced to th eir decentralization in order to achieve flexibility, adaptation to changing environm ental conditions, and alignm ent [1]. The m ain criteria fo r optim izing organizational structures based on it are:
speed o f decision-m aking, flexibility, com plexity, reliability, ability to integrate quickly, and determ ination. The process o f im proving the enterprise m anagem ent system based on it can be reduced to processes o f global integration both w ithin the corporate netw ork o f suppliers, and in connection w ith the elem ents o f the «supplier-consum er» netw ork, i.e. it m u st ensure the transform ation o f corporate structures into netw ork structures. The netw ork structure m u st be easily integrated into a virtual chain «supplier - custom er», enter into business alliances and w ithdraw from them .
M eth o d s. The m ethodological basis o f the research is general scientific m ethods o f cognition- deduction and induction, analysis and synthesis, system and com parative-historical m ethod th at allow s identifying the G enesis, sequence and functioning o f stages o f developm ent o f com m unication technologies in the effective m anagem ent o f an organization.
The theoretical source o f the research is the scientific w orks o f R ussian and foreign scientists and specialists on the problem s o f im plem enting com m unication technologies.
M a in p a r t. B ased on the study o f this problem in the econom ic literature, tw o strategies for im plem enting it in the enterprise m anagem ent system should be distinguished.
1. Inform ation technologies adapt to the organizational structure and carry out local m odernization o f existing m anagem ent processes (reengineering), com m unication does not develop, m anagers ' w orkplaces are autom ated, inform ation collection processes (physical inform ation flow ) are m erged w ith the decision
m aking function (decision inform ation flow). F or exam ple, ERP and C RM technologies.
2. The organizational structure is being transform ed to m aster the B2B and B 2C e-business m odels.
the strategy is based on the developm ent and developm ent o f com m unications, as w ell as new organizational interactions. In this situation, it provides, in addition to the im plem entation o f standard functions based on ERP and C R M system s, inform ation exchange (electronic data) based on the EDI system , electronic bidding, the form ation o f a single chain «supplier-consum er», electronic paym ent system Internet-banking, etc.
Thus, it is a pow erful tool for organizational change th at allow s an enterprise to im prove its structure, com m unications, products, services, etc. depending on the degree o f entry into the global inform ation space, the follow ing types o f it can be distinguished:
- global netw orks - international division o f labor. The distance o f firm s has been expanded to global.
R educe the cost o f global coordination. R educed operating costs [2];
- enterprise netw orks-joint, team w ork. C oordination o f w ork outside the borders o f structural divisions. R educe m anagem ent costs. The change in business processes;
- distributed com puting-w orking groups have the necessary know ledge. B usiness processes are stream lined. The cost o f m anagem ent is reduced. C entralization and decentralization are balanced [3];
- portable com puting-virtual organizations. The w ork is not linked to a geographical location. The w ork becom es m obile. K now ledge and inform ation can be delivered w h erever th ey are needed and at any tim e. R educed organizational costs due to reduced dem and for com pany real estate used by em ployees;
- graphical user interfaces-facilitates access to corporate know ledge, w hich can be supplem ented by all em ployees. R educed organizational costs as labor processes m ove from paper to digital im ages, docum ents, and voice.
In W estern countries, the im plem entation o f it m ainly on the second strategy in K azakhstan for the first, bu t a sim ple reduction in the size o f the com pany, dow nsizing does not lead to a significant increase o f econom ic efficiency o f its activities. Traditional w ays o f m anaging an enterprise rely on a narrow functional specialization th at requires increasing both the num b er o f m anagem ent levels and efforts to coordinate them . It is necessary to search for and use new organizational m anagem ent structures th at are radically different from the traditional ones.
The basis fo r the construction and interaction o f «new » com panies operating in the inform ation econom y is no t a narrow functional specialization, b u t integration processes in m anagem ent activities th at ensure interaction no t only vertically, bu t also horizontally - betw een em ployees o f various departm ents at the sam e level o f hierarchy [4]. These processes give rise to new structures th at characterize enterprises
«w ithout internal partitions», enterprises «w ithout borders».
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N ew corporate m anagem ent m odels are based on expanding relationships betw een consum ers, suppliers and com petitors, using m odern inform ation and com m unication technologies, autom ated production and m anagem ent system s, and m odern com puter technology. This approach to building m anagem ent system s transform s enterprises from closed system s using traditional m anagem ent structures such as bureaucratic, hierarchical, and m echanistic to open system s based on netw ork m anagem ent m ethods.
D epending on the stage o f organizational m aturity o f the com pany, the degree o f use o f inform ation and inform ation technologies in business processes varies [5,6]. D evelopm ent is im possible w ithout the organization o f targeted m anagem ent and effective use o f all the resources o f the organization.
I f you follow the life cycle o f any organization, you can see th at in its developm ent it passes through several phases: from a poorly developed and poorly organized structure to an effective system that is characterized by the correct approach to m anaging the organization's resources and processes occurring in it.
U sing approaches developed by the C arnegie M ellon Institute, it is possible to classify the phases o f developm ent and existence o f a com pany depending on how it processes and uses inform ation in the course o f its activities.
This classification is based on the requirem ents for the organization o f business processes, determ ined by the degree o f target m anagem ent. M anagem ent levels differ in the presence o f a target function and the degree o f use o f inform ation accum ulated in the com pany. The follow ing levels o f developm ent o f the enterprise m anagem ent system are highlighted: initial, repeatable, fixed, m anaged, optim ized.
The analysis o f these levels is given in relation to tw o features: the characteristics o f business processes and inform ation flow s th at interact w ith each other. The developm ent o f inform ation flows based on the im plem entation o f PIT determ ines the im provem ent o f the planning function (the transition to strategic planning is n o t based on indicators o f past years, bu t on forecasts o f future developm ent), decision-m aking is based on m onitoring custom er opinions and G eneral developm ent trends.
There are a sufficient num ber o f m odels o f interaction betw een the developm ent o f m anagem ent system s and the use o f inform ation technologies in scientific publications. F or exam ple, the literature provides m odels N olan, Earl, o f Shubuta, H irshim a. C om m on to these m odels is the identification o f three stages in the developm ent o f inform ation technology: first, the enterprise plans it to obtain current inform ation about the state o f the business, th en the developm ent and form ation o f it is associated w ith supporting decision-m aking processes, and at the end o f its developm ent, it is focused on strategic planning o f com petitive advantage, adaptation to changing conditions o f the external and internal environm ent, dem and m onitoring, etc.
B ased on the above it is proposed to identify the follow ing areas o f im provem ent o f m anagem ent system s based on IT:
- transform ation o f the com pany's organizational structure;
- im plem entation o f strategic planning based on forecasts o f the future state o f national, international and global m arkets [7];
- decentralization o f m anagem ent;
- m otivating sta ff w ith personal com petence grow th.
The m ain m ethodological principles for m odifying com panies and th eir m anagem ent structures based on IT are the following:
1. Inform ation integration, developm ent o f integrated m anagem ent m odels (Integrated M anagem ent/Inform ation Technology - IM /IT).
2. Transform ation o f organizational structures o f enterprises from pyram id to flat w ith a m inim um num ber o f levels betw een top m anagem ent and direct perform ers, since m anagem ent is m ore effective horizontally than vertically.
3. R educing the num ber o f hierarchical levels, rather than large centralized com panies, a num ber o f sm all com panies w ith flexible specialized form s o f w ork are preferred.
4. N etw ork form s o f com m unication betw een the com pany itse lf and other enterprises, for exam ple, by creating internal m arkets.
5. Innovative activity, creation o f innovative venture firm s w ithin large com panies focused on the production and independent prom otion o f new products and technologies (brand com panies) in the m arkets [8].
6 . Standardization o f business processes, products, services, accounting, reporting, etc., m oving aw ay from narrow functional specialization in the content and nature o f the m anagem ent activity itself, in the m anagem ent style.
7. D ecentralization o f m anagem ent functions, prim arily production and sales. F or this purpose, com panies create sem i-A utonom ous o r A utonom ous divisions, strategic business units th at are fully responsible for profits and losses.
8 . B enchm arking (m astering the strategy «from the b est to the best and great».
9. Im proving the com petence o f personnel.
The im plem entation o f the above principles requires the organization o f a single inform ation space th at w ould facilitate inform ation interaction betw een entities involved in the production o f sim ilar products.
C onsider the follow ing organizational principles fo r building an it system:
1. It developm ent is determ ined by the needs o f the com pany's core business, no t by technological innovations.
M aking business unit m anagers responsible for IP m eans th at the it D epartm ent supports new developm ents and is responsible for organizing cost-effective infrastructure. M anagem ent, fo r its part, m ust have sufficient know ledge to m aintain a constructive dialogue w ith its it D epartm ent. This m eans th at it em ployees should use business term inology, not technical jargon. This allow s it and business m anagers to evaluate the effectiveness o f the proposed solutions and jo in tly m ake the necessary adjustm ents in case o f failures.
2. Funding decisions in the it field, w as adopted on the basis o f th eir financial gain.
«W ise» com panies avoid large one-tim e investm ents, preferring to constantly update th eir system s and annually invest in th eir im provem ent on a regular basis [9].
3. The inform ation system has a sim ple and flexible structure.
«W ise» com panies ensure the sim plicity and flexibility o f th eir technological environm ent by strictly defining architecture standards and in-depth analysis o f the real pros and cons in each case o f deviation from these standards. T hey m anage to keep the system sim ple by reducing the num ber o f technologies and platform s used, as w ell as by building flexible and easy-to-im plem ent architectures. W hen creating an IP, com m ercial aspects are also taken into account, nam ely, w hat standards are adopted in the industry and how m uch support for these technologies is guaranteed in the future, since m aintaining an outdated system is extrem ely expensive.
4. D evelopm ents begin to bring benefits alm ost from the m om ent o f im plem entation.
«W ise» com panies use standard softw are w herever possible and m ake m inim al changes to program s, preferring instead to stream line th eir processes. The «G olden» rule: softw are should only be m odified if the investm ent in developm ent pays o ff fourfold in the first year. O nly this ratio w ill cover the upcom ing costs associated w ith m aintaining non-standard program s.
5. System atic im provem ents in system perform ance are being m ade.
M ost «wise» com panies evaluate the perform ance o f inform ation centers and global netw orks by reference tests.
6 . The inform ation technology D epartm ent is w ell versed in business, and the business units are well versed in IT.
B usiness units and the IT D epartm ent should w ork togeth er to m ake decisions in the field o f Inform atization to ensure th eir validity. To do this, the com pany's em ployees m ust have basic know ledge in the field o f IT, and the it D epartm ent specialists m ust have know ledge about the m ain activities o f the com pany. In «w ise» organizations, the structure o f it departm ents is sim ple. A sm all num ber o f em ployees are engaged in support, and the m ain focus is on productivity. Such organizations understand th at they cannot keep specialists in all areas th at they m ay need, so they lim it them selves only to those w hose need is particularly significant or im portant, and turn to external organizations for other services.
Thus, the m ain directions o f reorganization o f m anagem ent structures in the inform ation econom y are reduced to th eir decentralization in order to achieve flexibility, adaptation to changing environm ental conditions, and alignm ent.
I f you ask em ployees o f large com panies w heth er they are satisfied w ith the quantity, quality and speed o f transm ission o f im portant inform ation, then it is unlikely th at m any people w ill answ er this question in the affirm ative. N aturally, the level o f aw areness o f certain em ployees depends on th eir
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position in the hierarchy o f the job. B ut it is not as easy as it m ight seem at first glance to decide what, to w hom , in w hat volum e and in w hat form to report.
A ccording to K azakhstan and foreign studies, the m ain source o f official inform ation for each em ployee is his direct supervisor. This is despite the variety o f com m unication channels in the com pany.
The CEO can, for exam ple, either gather only a sm all circle o f his close associates and "show them all the cards", or give a certain portion o f inform ation to each. M iddle m anagers, in turn, pass inform ation on to th eir subordinates. It is at this stage th a t significant inform ation losses occur, w hich are no t alw ays justified by business interests. Line m anagers often do no t consider it necessary o r sim ply do not know how to com m unicate to th eir subordinates the decisions o f senior m anagem ent, to argue o r com m ent on them properly. They are also afraid o f all sorts o f questions or even sw eeping accusations w hen unpopular decisions are m ade.
Let's try to determ ine w hat are the m ain criteria fo r evaluating the effectiveness o f the internal com m unications system:
■ the num ber o f com m unication channels;
■ quality o f jo in t w ork th at requires the efforts o f different divisions o f the com pany at the same tim e;
■ num ber o f interm ediate links in the transm ission o f inform ation;
■ the nu m ber o f distribution o f hearings;
■ своеврем ен tim ely dissem ination o f inform ation;
■ адекват the adequacy o f the use o f inform ation channels depending on the size o f the business and the sphere o f activity as im portant criteria for evaluating the effectiveness o f the internal com m unications system;
■ there is a balance betw een vertical and horizontal com m unications w ithin the com pany, betw een docum ented (form al) inform ation and verbal m eans o f internal com m unication;
■ the state o f the social and psychological clim ate in the team .
I f the user w ants to create a positive im age o f the com pany in the m arket in a tim ely m anner to convey the necessary inform ation to the em ployees and, consequently, im prove the overall control o f the com pany, im prove w ork efficiency, sta ff m otivation and operational activities in the m arket to im prove socio-psychological clim ate in the team , it is necessary to create an effective system o f internal com m unications. H ow ever, before determ ining how to do this, and w hat tools to use, it is necessary to diagnose the existing com m unication system . F or exam ple, find out w hether com pany m eetings are held, w hether there is a corporate Internet portal, B ulletin B oard o r h o nor B oard w here photos o f em ployees and a list o f th eir achievem ents are located, understand through w hom and how quickly rum ors spread, w hether the com pany conducts opinion polls, questionnaires, and internal training. The next stage is to create a unified inform ation space, develop the com pany's internal com m unications policy and standards, then im plem ent these standards, strengthen sta ff loyalty, th en m onitor the perform ance o f the internal com m unications system , evaluate its effectiveness and take m easures to im prove it, and set new tasks in the field o f internal com m unications m anagem ent.
R e su lts a n d discussion. U nfortunately, m ost com panies use no m ore th an 2 groups o f tools at the sam e tim e, w hen it is recom m ended to use the tools o f each group to build an effective system . The m ost rarely used tools for m anaging internal com m unications are "m ailboxes" for collecting offers, electronic m edia, letters to the em ployer, business gam es, presentations fo r em ployees, electronic libraries, them atic photo stands. C om panies m ost often use internal m eetings, m ailing lists, inform ation booths, and internal w ebsites. There are also a num ber o f problem s th at organizations face w hen w orking w ith internal PR.
F irst o f all, this is the absence o f an em ployee responsible for w orking w ith the internal com m unications system on a perm anent basis. Som etim es this w ork is perform ed by top m anagers (29% o f com panies), less often by specialists o f P R departm ents (21% ), in 50% o f cases this function is assigned to H R specialists. A s a rule, the com pany does no t allocate a budget for m aintaining and regularly w orking w ith internal com m unications, and m ost o f the budget o f H R departm ents is "eaten" by recruiting, because o f this, inform ation is brought to the attention o f em ployees irregularly, w ithout the necessary em otional charge, few tools are used, and som etim es w ithout taking into account the business and size o f the com pany.
It is w orth noting once again th at it is very im portant to properly m anage the internal com m unications system in the organization. It is necessary to create a unified inform ation field, elim inate com m unication
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gaps, constantly receive feedback from sta ff in order to involve em ployees in the organization's m anagem ent processes, increase m otivation to achieve the com pany's business goals, and im prove the quality o f m anagem ent decision-m aking procedures.
The internal com m unications system is a set o f m easures. It w ill w ork fully i f you use a num b er o f tools: inform ation, analytical, com m unication, and organizational. In G eneral, for the successful im plem entation o f the internal com m unications system in the organization, it is necessary to develop the right strategy and targeted policy in the field o f internal com m unications, and be ready at all levels: top m anagem ent, line m anagem ent, PR, H R -service to m anage the flow o f inform ation in order to create a positive im age o f the organization and increase the overall m anageability o f the com pany.
A.T. К о к а к ж а 1, А.Р. Ш албаева2, А. А. С ады кбекова3, А.М. С апарбаева 4, А. А. М елдебекова 4 1 Хальщаральщ гуманитарльщ-техникальщ университет^ Шымкент, Казахстан;
2 Мирас университет^ Шымкент, Казахстан;
3 Шымкент университет^ Шымкент, Казахстан;
4 Абай атындагы Каз¥ПУ, Алматы, Казахстан
КОМ М УНИКАТИВТ1К ТЕХН ОЛОГИЯЛА Р НЕГ1З1ЦДЕ ¥ Й Ы М Д Ы БАСЦАРУДЬЩ 0Д1СТЕМ ЕЛ1К П РИ Н Ц И П ТЕР1 Ж Э Н Е КОМ М УН ИКА ЦИЯ САПАСЫ Н БАГАЛАУ ЭД1СТЕР1
Аннотация. Коммуникативтi эсер ету YДерiсiнiц тиiмдiлiгi кабылдау психологиясыныц «технология- лык» ерекшелiгiне жэне хабарлама курылымына байланысты. К¥растыру кезiнде мYДдеге назар аудару, негiзгi ережелерге кызыгушылык, iргелi негiз аркылы нактылау, бeлшектердi карсылык пен мэселелердi нактылау, корытынды жэне эрекетке шакыру сынды р еттш кп сактау кажет. 0 зара ек1жакты эрекет кезiнде коммуникациялык YДерiстер нэтижесi алушы тарапынан да, акпарат жiберушi тарапынан да этикалык нормаларды сактаумен органикалык байланысты екенiн есте сактау мацызды.
Ецбек нарыгын зерттейтiн отандык сарапшылар казiргi замангы кызметкерлердiн басшылыктын ешмдерш жэне тiк коммуникативтiк байланыс арналары аркылы тYсетiн баска да акпаратты сыни кабылдау Yрдiсiн атап етед^ Олар басшылык буйрыктарына багынуга бешм емес. БYгiнгi тацда кэсiби мамандар, эсiресе жас ек1лдер ез пЫрш, кэсiби калау-тiлегiн бiлдiруде жэне т.б. Yлкен дэрежеде тэуелсiз эрi дербес.
Казiргi жас урпак Yшiн орындаушылардыц жеке кажеттiлiктерiн канагаттандыру денгейi ете мацызды.
Сайып келгенде, эдетте, кызметкерлер кандай да бiр жумысты орындау кезiнде орасан кYш жумсайды. Олар ездершщ элеуметтiк коргалуына сенiмдi болгысы келедi жэне жумыс берушiлер оларга камкорлык жасайды.
0кiнiшке карай, кейбiр басшылар муны назарга алмайды. Басшылыктыц жедел эдiстерiнiц корпоративтiк мэселелерiн каркынды есепке алмаганда жецу эрекеттерi эрдайым тиiстi нэтиже бермейдi.
Макалада тармакталган филиалдык желiсiмен байланыс уйымдарын трансформациялау уадытындагы негiзгi ерекшелiктерi карастырылады. Колданыстагы коммуникациялык жYЙелердiц осындай уйымдарды баскарудыц жаца талаптарына сэйкес келмеуiнiц басты мэселесi аныкталды. Корпоративтiк есептiц бiрыцFай акпараттык кецiстiгi базасында тармакталган филиалдык желiсiмен байланыс уйымдарын баскарудыц акпараттык-коммуникациялык жYЙесiн трансформациялау аркылы коммуникациялык YДерiстердi жетiлдiру эдiсi усынылды.
ТYЙiн сездер: баскару, коммуникация, коммуникативтiк технологиялар, тш мдш к, iргелi негiздер, коммуникативтiк байланыстар.
A.T. KoKeiioita 1, А.Р. Ш албаева2, А .А .Садыкбекова3, А .М .С апарбаева 4, А.А.М елдебекова 4 1 Международный гуманитарно-технический университет, город Шымкент, Республика Казахстан;
2 Университет Мирас, город Шымкент, Республика Казахстан;
3 Шымкентский университет, город Шымкент, Республика Казахстан;
4 КазНПУ имени Абая, город Алматы, Республика Казахстан
М ЕТО Д И ЧЕСК И Е П РИ Н Ц И П Ы УПРАВЛЕНИЯ ОРГАНИЗАЦИЕЙ НА ОСНОВЕ
КОМ М УН ИКА ТИВНЫ Х ТЕХН ОЛОГИЙ И М ЕТО Д Ы ОЦ ЕН КИ КАЧЕСТВА КОМ М УНИКАЦИЙ А ннотация. Эффективность процесса коммуникативного воздействия зависит от «технологических»
особенностей психологии восприятия и от структурного построения сообщения. При создании его необходимо соблюдать такую последовательность: от внимания к интересу, от интереса к основным
49
положениям, от фундаментальной основы к уточняющей детализации, от уточнения деталей к возражениям и вопросам, далее - к заключению и призыву к действию. Важно помнить и то, что успех коммуни
кационных процессов при взаимодействии органически связан с соблюдением этических норм как со стороны получателя, так и со стороны отправителя информации.
Отечественные аналитики, исследующие рынок труда, отмечают тенденцию к критическому восприятию современными работниками распоряжений руководства и другой информации, поступающей по каналам вертикальной коммуникативной связи. Они не склонны слепо повиноваться приказам начальства.
Профессионалы сегодня, особенно их молодые представители, обладают большой степенью независимости и автономности в своих суждениях, профессиональных предпочтениях, возможного своего применения и т. д.
Они, не задумываясь, уходят из компании, если их что-то не устраивает. Для современного молодого поколения исполнителей весьма значимы уровень удовлетворения личных потребностей. В конечном счете, как правило, только от него зависит, сколько усилий прилагают сотрудники при выполнении той или иной работы. Они хотят быть уверенны в своей социальной защищенности и в том, что работодатели заботятся о них. К сожалению, этого не принимают во внимание некоторые руководители. Попытки руководства справиться с корпоративными проблемами экстенсивными методами без учета интенсивных не всегда дают должный эффект.
В статье исследованы основные особенности организаций связи с разветвленной филиальной сетью в период их трансформации. Выявлена основная проблема, заключающаяся в несоответствии существующих коммуникационных систем новым требованиям управления такими организациями. Предложен метод совершенствования коммуникационных процессов путем создания информационно-коммуникационной системы управления организациями связи с разветвленной филиальной сетью на базе единого информационного пространства корпоративной отчетности.
К лю чевы е слова: управление, коммуникации, коммуникативные технологии, эффективность, фундаментальные основы, коммуникативные связи.
Information about authors:
Kokenova A.T., candidate of economic Sciences, docent, International Humanitarian and Technical University, Shymkent, Republic of Kazakhstan, https://orcid.org/0000-0002-8805-5924, E-mail: [email protected];
Shalbaeva А.Р., master of Economics, Head of the editorial and publishing Department, Miras University, Shymkent, Republic of Kazakhstan, https://orcid.org/0000-0002-5496-8354, E-mail: [email protected];
Sadykbekova A. A., candidate of economic Sciences, docent, Shymkent University, city of Shymkent, Republic of Kazakhstan, https://orcid.org/0000-0026-2446-0654;
Saparbayeva A. M., senior lecturer of the Department of «Economic specialties», KazNPU named after Abai, Almaty, Republic of Kazakhstan https://orcid.org/0000-0005-4158-1912;
Meldebekova A. A., master of Economics, senior lecturer of the Department of «Economic specialties», KazNPU named after Abai, Almaty, Republic of Kazakhstan, https://orcid.org/0000-0006-7452-1724.
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