What are the disadvantages of using the resource approach? Basic research. Resource approach to managing the strategic development of enterprises of the military-industrial complex

The development strategy of any organization, and primarily a manufacturing one, must ensure the effective implementation of opportunities opening up in the external environment with the best use of available organizational resources. Identification of opportunities, as well as threats emanating, as a rule, from the external environment of the organization, occurs in the process of analyzing the external organizational environment. The presence and compliance of the enterprise's resources with strategically important opportunities for it, formed in the environment, must be determined during the analysis of its internal environment. This approach to the formation of an organization’s development strategy is called the resource approach (Fig. 4.1).

Within the framework of the resource approach, a company is considered as a disposable set of resources and the potential ability to use them to effectively achieve the goals of organizational development.

Thus, the availability of the necessary organizational resources is a mandatory, but not sufficient condition for the implementation of a development strategy. It is necessary that the organization has the capacity to use them rationally, i.e. organizational abilities. With a certain degree of simplification, we will assume that a company’s resources are its production assets, and capabilities are the applied ability to use resources in the creation of commercial products (services). Assessing the potential of an organization, when considering it from the point of view of strategic management, comes down to identifying those elements of the production system, the use of which makes it possible to achieve its strategic goals. In this definition, the key word is the word “opportunity”, i.e. The strategic resources of an organization are not recognized as material means of production, objects of labor or certain categories of workers (labor), but those possibilities that arise when using them.

Thus, the organization of the strategic development of a company is associated with the rational management of the development of the system of its strategic resources. The list of strategic resources of any production system (PS) traditionally includes:

1. Technical Resources(features of production equipment, inventory, basic and auxiliary materials, etc.);

2. Technological resources(dynamism of technology methods, presence of competitive ideas, scientific groundwork, etc.);

3. Human resources(qualification, demographic composition of employees, their ability to adapt to changes in the organization’s goals);

4. Spatial resources(nature of production premises, territory of the enterprise, communications, possibility of expansion, etc.);

5. Resources of the organizational structure of the management system(nature, type, flexibility of the control system, speed of control actions, etc.);

6. Informational resources(the nature of the information available about the organization itself and its external environment, the possibility of expanding and increasing the reliability of the information received, etc.);

7. Financial resources(state of assets, liquidity, availability of credit lines, etc.).

Each of these types of resources represents a set of opportunities to achieve the goals of the strategic development of the organization. This means that having at its disposal certain means of production (machines, auxiliary equipment, raw materials and supplies, tools and equipment, etc.), personnel (workers of the corresponding categories, engineers of the corresponding qualifications, scientists, etc. ), production facilities with certain characteristics, roads, structures and other resources, the PS is capable, to one degree or another, of satisfying the changing needs, demands and demands of potential buyers.

Effective management of the system of strategic resources is possible if the company has a sufficiently high level of strategic potential. To the main elements of strategic potential, determined by the dynamics of the external environment, include:

The ability of the PS to perform macroeconomic analysis of the situation in the country and abroad;

The ability to timely detect current needs, demands and requests of potential buyers;

The ability to analyze the economic conditions of the markets for goods and services, allowing for effective, timely and high-quality satisfaction of identified needs, demands and requests;

Ability to analyze the economic conditions of factor markets (zones of strategic resources), as well as to analyze the activities of strategic influence groups;

The ability to put forward competitive ideas in the field of design, technology and organization of production of goods and services that are in demand in commodity markets;

The ability to implement competitive ideas in the process of producing goods and services, promoting them to the market, organizing their after-sales service;

The ability to ensure the independence of the company from changes in market conditions for goods, factors of production, and financial markets due to the external flexibility of the PS;

The ability to maintain a firm's competitive advantage by managing strategic sets of business areas.

To the elements of a company's strategic potential, determined by its internal capabilities include:

The ability to ensure internal flexibility of the PS by equipping the production process with adaptive technological means and flexible technical systems;

The ability to ensure internal flexibility of the PS through the use of productive technology in production;

The ability to ensure internal flexibility of the PS through the formation of human resources adequate to changes in the goals of the PS;

The ability to implement changes in architectural and planning solutions that are adequate to changes in the goals of the PS;

The ability to provide the level of competitiveness of goods and services required to capture leadership in the served and promising market segments;

The ability to ensure the production of goods and services in volumes corresponding to the potential demand for them in the relevant market segments, taking into account the competitive status of the company and the planned market share;

The ability to ensure high operating efficiency of the company through the most rational use of the company’s investment opportunities;

The ability to ensure the effective development and implementation of a strategic program for the technical and social development of the company.

The listed conditions do not claim to be sufficiently complete. They must be supplemented and clarified in relation to each specific case. However, it seems to us that even this incomplete list of skills and capabilities that a company should have shows how difficult the problem of survival and maintaining the company’s position in the market is.

These conditions can be summarized into a kind of matrix in which the resource concept of the PS is implemented (Table 4.1). Let's call it the “matrix of the firm’s strategic resources.” The matrix characterizes not only the current state of the company at the time of analysis, but also allows us to specify the directions for developing strategic development goals. In matrix columns 3-9, the corresponding verbal characteristics can be given, but various kinds of quantitative indicators can also be used. This will allow either a qualitative or quantitative assessment of both the existing and the strategic potential of the company required for survival in the long term.

Table 4.1

Matrix of strategic resources of the company

At the same time, for this kind of qualitative or quantitative assessments, it is necessary to develop comparison criteria against which it is possible to determine the levels of compliance of certain company resources with its strategic goals for each row of the matrix. One of the approaches to forming this kind of assessment is to obtain comparative assessments of the most important parameters of the organization with similar parameters of its main competitor. As a result, the so-called strategic profile of the organization can be obtained (Table 4.2).

The method for constructing a profile is fundamentally simple. The position of the company in the field of parameters being assessed is determined by experts or on the basis of quantitative analysis (which is more preferable); assessments are, as a rule, of a scoring nature. Similar estimates should be obtained for the main competitor. Of course, obtaining such estimates is not a simple matter, however, some of the information can be obtained in the public domain, and some should be formed on the basis of experience, intuition, and individual knowledge. In fact, we are talking about benchmarking. Although the latter involves voluntary cooperation and exchange of information between two or more partner organizations. Ratings for both the company and the main competitor should be formed using a single scale (for example, from -1, through 0, to +1). The resulting estimates are entered in the corresponding cell of the profile matrix in the form of points. By connecting the obtained points with straight line segments, we obtain the strategic profile of the company and its main competitor. As a result of the construction, a visual representation of the strong and weak parameters of the organizational system in relation to the competitor appears. Knowledge of the company’s advantages and disadvantages will allow us to timely develop a system of measures to use the organization’s strengths and neutralize its weaknesses.

Table 4.2

Matrix of relative strategic profile of an organization

Item No.	Components of a firm's strategic potential	Technical Resources
Organization	Main competitor
-1 0 +1	-1 0 +1
	Ability to perform macroeconomic analysis of the situation in the country and abroad
	The ability to timely detect current needs, demands and requests of potential buyers
	The ability to analyze the economic conditions of the markets for goods and services, allowing to effectively, timely and efficiently satisfy the identified needs, demands and requests
	Ability to analyze the economic conditions of factor markets, as well as To analysis of the activities of strategic influence groups
	The ability to put forward competitive ideas in the field of design, technology and organization of production of goods and services that are in demand in commodity markets

Analysis of the obtained data may look like this (as an example, see Table 4.2). The company has very high-quality technical resources, providing it with a high ability for macroeconomic analysis and analysis of the economic situation in the market, which is certainly the strengths of the enterprise. However, it loses to its competitor in its ability to timely identify opportunities emerging in the market, new needs of the population or target groups. The company has a weak R&D link, which does not allow it to quickly realize emerging opportunities in new products that can satisfy the new needs of potential customers. These are very alarming trends that the company must quickly and effectively reverse by strengthening its research and development base, as well as the technical equipment of its marketing service.

The organization's resources form the system; only it is capable of creating organizational ability and competitive advantage based on it. There is no point in having a cost advantage by producing obsolete products; only its innovation at low costs will create a market advantage.

The resource approach provides greater certainty in the development of the enterprise; the emphasis of such development shifts towards its internal environment. On this basis, prominent researchers in the field of strategic management Prahalad and Hamel introduced and successfully used in management practice such a concept as “key competencies of the organization.” The organization's key competencies are characterized by the fact that they make a significant contribution to the formation of the use value of the product or the efficiency of its creation, and also, due to their uniqueness, are a potential basis for the company to acquire a competitive advantage. The essence of the interpretation of the resource approach proposed by these scientists is that the company must identify and manage the development of its key competencies and look for markets for their best use. They support their conclusions with a series of examples from the history of the development of famous companies, for example, the strategies of Sony and RCA in the field of consumer electronics. Both companies occupied secondary positions in the national market and tried to promote their innovative products without much success. RCA introduced the video disc system, and Sony introduced the video recording system. Both companies failed with these products. However, unlike RCA, which gradually left the consumer electronics market (the company was later acquired by GE and resold to the French company Thomson), Sony continued to develop its core capabilities, which ultimately led to a series of successful products - from video and digital cameras, to gaming consoles "PlayStation" and made it the leader in this market.

This approach to the formation of a company’s development strategy, as organizational practice has shown, is the more acceptable the higher the dynamics of the enterprise’s external environment. It is the unique technological capabilities of successful organizations operating in dynamically growing industries that provide them with a sustainable competitive advantage in the market. However, it is quite obvious that technologies, company products manufactured using them, and the very needs satisfied by these products, going through their life cycle, become obsolete and must be replaced. From here follows the obvious conclusion that both products and technologies, and the personnel qualifications associated with them, i.e. The organization's core competencies must be developed. Such development is, as a rule, evolutionary in nature. As an example, we can cite the history of the development of the Medtronics company, which, having identified and developed its competencies in creating medical equipment, has gone from repairing basic physiotherapeutic devices to producing a modern pacemaker implanted under the skin. As the experience of the development of the world's leading companies shows, it is necessary, at the very beginning of organizational development, to reinvest part of the profit (10-20%) into deepening their key competencies and creating new areas of activity based on them. It is the presence of a competitive advantage based on the key competencies of an organization located in an attractive industry that allows it to earn profits above the industry average. The resource approach to the formation of an organizational development strategy is based on the position of the uniqueness of each company, its ability to use its own differences to gain a competitive advantage. Such uniqueness creates serious difficulties (sometimes insurmountable) for their competitors to copy them, since the combination of resources historically developed in the organization and the corresponding organizational culture are most likely unique.

As noted above, an organization’s capabilities are formed only on the basis of the systematic use of available resources. The effectiveness of medical care provided to a patient in a clinic will be relatively lower if it is not provided with the necessary infrastructure: an X-ray laboratory, a microbiological laboratory, physiotherapeutic equipment, the assistance of junior medical personnel, etc. Realizing the organizational ability to “treat people” in practice involves the coordinated use of all of the listed resources. Thus, organizational ability presupposes the organization of the interaction of all strategic resources of the company that form its competitive advantage in the market.

Typically, a firm's organizational capabilities are identified using two approaches: functional affiliation of the ability, or its place in the value chain.

The first approach relates a firm's capabilities to functional areas of activity. For example, in the field of R&D, this is the organization’s ability to put forward innovative ideas, to research and develop a new product, new technology, reduce development time, etc. In the field of production - the ability to reduce production costs both through the rationalization of main and auxiliary production processes, the ability to reduce the duration of the production cycle, the ability to increase labor productivity, quickly adapt the production system to changes in the external environment, etc.

The second approach is more universal and is associated with identifying the company’s capabilities by type of activity along the value chain. M. Porter highlighted main activities related to the transformation of inputs into marketable products (input logistics, manufacturing operations, output logistics, marketing and sales, customer service) and auxiliary activities that support the core (company infrastructure, human resource management, technology and their development, logistics). A firm's integrated capabilities can be analyzed element by element. Such analysis allows us to identify weak elements of abilities and develop strategies to strengthen them.

A company's capabilities can be divided into two fundamentally different groups - capabilities as routine And specialized capabilities integrated into organizational capabilities.

TO routine abilities refer to “regular and predictable patterns of behavior that represent a certain sequence of coordinated actions of people.” The previously established order of work of the organization implements a system of routine abilities. This order is akin to the skills of an individual. The implementation of routines occurs at the level of tacit knowledge and mutual understanding of all members of the organization. However, for routines to be used sustainably, they must be applied at all times. Failure to use routines results in their loss. So, after stopping the conveyor at KAMAZ in 1998, starting it up again turned out to be difficult; no one knew how to do it.

The integral capability of a firm that forms its competitive advantage is complex and can be detailed in a number of ways. specific abilities, defined either by their functional affiliation or by stage in the value chain. In any case, for example, the ability to manufacture a car is associated with the ability to obtain the required input resources, the ability to organize the production process, the ability to promote it on the market, etc. Each of the listed abilities (the list is far from complete) is a specific ability aimed at solving a separate problem. The systemic combination of these abilities forms an integral ability of a high level of hierarchy, which has a significant impact on the competitiveness of the company. And although in theory the solution to the problem of forming an integral ability seems trivial, in practice its solution is very difficult to implement. For example, the development of a new product requires the integration of a variety of specific knowledge, skills, and abilities. Combining them into an integral ability is carried out through the formation of a cross-functional team consisting of multidisciplinary specialists. However, organizing the effective activities of such a team is not a simple matter. Apparently this explains the fact that until now few people have managed to surpass Japanese industrial corporations, which have reached the highest level in coordinating the work of such associations. Toyota, Sony, Canon, which have formed systems for coordinating the activities of cross-functional teams, demonstrate the shortest cycle of developing and bringing a new product to the market.

From a strategic point of view, the most important resource of an organization is human resources. Human resources are understood as a person’s ability to use their qualifications, knowledge, skills, and intelligence to make management decisions and carry out production and business operations of the required level of quality, nomenclature and volume. This resource, like all others, must correspond to the development goals of the organization, its adopted strategies, and basic key competencies. Its effective use is possible only in the context of the enterprise’s activities, i.e. in full accordance with the values ​​and traditions accepted in the organization, i.e. its culture, which determines the way business is managed.

In modern conditions, intangible assets of an enterprise are becoming increasingly important for the formation of a competitive advantage in the market. Intangible resources often have a greater impact on the total value of a company's assets than tangible ones. Unfortunately, intangible assets are still poorly reflected in the reporting documentation of enterprises. It is for this reason that there is a very significant difference in the balance sheet valuation of the enterprise and its market price (see Table 4.3).

Intangible assets of an enterprise include resources such as the presence of advanced technologies, patents and know-how, a recognized brand or trademark, etc.

Table 4.3

Ratio of market value of shares to book value of assets of some large corporations

In recent years, significant attention of large and major companies has been directed to the formation and strengthening of the brand. Its value (or brand equity) can be calculated by multiplying the price premium that a consumer of a branded product is willing to pay by the annual sales volume of those products. The value of some brands is presented in table. 4.4.

Table 4.4

Price of brands of leading companies in the world

A company like Harley-Davidson, which produces obsolete motorcycles but has managed to create a “strong” brand, sells its products 40% more expensive than similar models, and its name is used on the basis of licenses in the manufacture of clothing, cigarettes, mugs, etc.

Companies with high innovative potential establish patent portfolio management, the purpose of which is to maximize revenue from the sale of licenses. Such companies include Texas Instruments, Qualcomm (wireless telephony), Unisystem (digital information compression in LZW format).

Thus:

The organization must clearly identify the resources available;

The organization must clearly identify the compliance of available resources with competitive success factors;

The organization must develop its resources and the ability to use them effectively.

Given all three components of how a company manages its resources and capabilities, it is important to be able to assess their potential profitability.

As noted in, the profit that a firm can earn using its resources and capabilities depends on three main factors:

Ability to achieve competitive advantage;

Ability to maintain sustainable competitive advantage;

The ability to capture results generated by competitive advantage.

Each factor is complex and depends on a certain list of resource characteristics (see Fig. 4.2).

To create a competitive advantage Based on an existing resource or ability, two conditions are necessary: ​​the uniqueness of the resource and its connection with key success factors. A standard resource that is readily available in the industry is most likely unable to create a sustainable competitive advantage for the firm due to its availability to competitors. Only hard to reach unique the resource has the potential to form and maintain a competitive advantage for a relatively long time. In this case, the resource or ability must have connection with key success factors. There is no point in having a fleet of metal-cutting equipment in a hospital, because... this potential cannot be used to increase the quality of the main service - medical care for the population. And, on the contrary, the presence of diagnostic equipment can potentially lead to an increase in the quality of patient care and create a competitive advantage for the clinic in the market for this type of service. Thus, resources and capabilities should help the organization create value for consumers of their products or services, i.e. meet one or more industry success factors.

To provide sustainability of competitive advantage Based on an existing resource or ability, three conditions must be met: the duration of the resource’s existence, the possibility of its transfer, the possibility of its reproduction.

The longer the life cycle of a company’s strategic resource, the longer it will “work” to form and maintain a competitive advantage. However, over time, its value decreases and this happens the faster the more dynamic the industry develops. The life cycle of Eastman Kodak's key resource, the ability to produce high-quality photographic film, is in its final stages as it introduces digital still and video cameras to the market. Over time, only one resource becomes stronger - the company’s brand. The longer it exists, the higher its reputation and recognition in the market, as a rule.

The easier a resource that ensures a company's competitiveness can be copied by a competitor, including its acquisition on the market, the less valuable it is for maintaining a competitive advantage. The possibility of acquiring a resource to imitate a development strategy is determined by the mobility of the resource. The higher its mobility, the worse its competitiveness-protective function. Resource mobility decreases if:

The resource has geographical immobility (salt mines in Poland, used to treat pulmonary diseases), large dimensions of the resource (certain types of metalworking equipment);

The secrecy of information about the qualities of a resource, which increases the risk of incorrect assessment of its profitability upon acquisition;

Complementarity of resources (i.e. their complementarity), indicating that the resource works effectively in conjunction with other resources. The removal of this resource from the organizational context leads to a sharp drop in the value of this resource.

Organizational abilities have low mobility due to the fact that they are complex, complex, and complementary in nature.

The replicability of a resource or ability is the possibility of its repetition in new conditions, new products or geographic regions. Replicating the ability to implement fast food technology in multiple restaurants around the world has provided a global competitive advantage to the McDonald's restaurant system. Such reproduction requires systematization of accumulated knowledge, a clear structuring of standard process operations, which is what Ray Kroc did when he bought the idea of ​​fast food technology from the McDonald brothers.

If a resource or ability has clearly defined characteristics, then it is relatively easy for competing firms to reproduce it. It is difficult, as already mentioned, to reproduce organizational capabilities based on weakly identifiable organizational routine processes. If routine procedures are developed according to the principle of “learning while working”, and the knowledge on which the procedures are based remains, as it were, “behind the scenes”, is implicit and scattered, then it will be very difficult for a competitor to reproduce such an ability.

To assign results to competitive advantage the company needs to ensure the fulfillment of the following three conditions: - determine the boundaries of ownership of resources and capabilities, ensure strong market power of the company in relation to resources and abilities, record knowledge about the participation of the resource or ability in the formation of the company's competitive advantage.

In an organization, it is sometimes difficult to distinguish between the ownership of a resource or capability between the human capital owned by the employee and the company's know-how. In the case when the main effect in the formation of a competitive advantage is formed due to the knowledge, abilities, skills, and professional abilities of an employee, then ownership of the resource or ability moves to the employee. If know-how, a significant part of the applied individual skills and knowledge are included in the applied organizational routine procedure, then the greater the dependence of success in the formation of competitive advantage on corporate systems and reputation, the less the dependence on a specific employee and the ownership of a resource or ability moves to the organization .

Efficiency in the resource-based approach is determined by observing the beginning of the management process and assessing the organization's ability to effectively obtain the resources necessary for successful operations.

Thus, with the resource approach, the “input” of the organization’s management system is considered and assessed, since it is assumed that in order to be effective, the organization must be able to extract valuable resources and manage them. From the point of view of the resource approach, the effectiveness of an organization is defined as its ability, absolute or relative, to extract rare and valuable resources, successfully integrate them and manage them.

In a broad sense, performance indicators, according to the resource approach, include the following characteristics:

• purchasing position, i.e. the organization’s ability to extract rare and valuable resources from the environment, including financial and human resources, raw materials, knowledge and technology;
• the ability of those who make decisions in the organization to see and correctly interpret the properties of the environment;
• the ability of managers to use tangible (eg, raw materials, people) and intangible (eg, knowledge, corporate culture) resources in the daily activities of the organization to achieve the best results;
• the organization's ability to respond to changes in the environment.

The resource approach to determining economic efficiency based on performance results is based on assessing the direct effect of a management decision in achieving goals, implementing functions, methods, etc. The main parameters when assessing economic efficiency are standards for the use of resources (temporary, material, financial, etc.). Economic efficiency is determined using the following formula:

where C j- standard for the use (waste) of a resource; P, is the actual use (cost) of the resource.

When calculating economic efficiency, it is necessary to determine the value Eh) from several resources ( T) and then by resource priority (P () find the average value of E e:

The best alternative is considered to be the one that provides the least amount of resources.

A variation of the resource approach is cost benefit analysis method which is considered a more advanced form or variation of traditional margin analysis. This method is based on a comparison of alternatives in cases where the optimal solution cannot be expressed in monetary units, as is the case in marginal analysis, which is actually a traditional type of cost-benefit analysis.

Cost-benefit analysis allows you to select from several alternatives to determine the preferred option in cases where the goals are not as specific as those expressed in certain quantitative indicators, such as sales, costs or profits.

The main features of cost-benefit analysis are to focus on the results of a program or system, compare the contribution of each alternative to the effectiveness in achieving the desired goal, and compare the cost of each of these alternatives based on its effectiveness.

In cost-benefit analysis: objectives are usually output-oriented or outcome-oriented and usually cannot be precisely defined; alternatives are usually entire systems, programs, or strategies designed to achieve goals; performance criteria must correspond to the goals and be formulated as precisely as possible; the assessment of production costs is common and traditional, but this may include both non-monetary and monetary costs, despite the fact that the former can be eliminated by expressing them in the form of negative efficiency factors; Decision criteria, although specific, are usually not as specific as cost or profit, and may involve achieving some goal at the least cost, with available resources, or to ensure that costs are reduced in relation to efficiency, especially given the need for the former. to achieve other goals.

The value of cost-benefit analysis is that it encourages the decision maker to consider various alternatives based on their effectiveness in relation to cost. This method has found wide application in making innovative decisions.

The resource approach is used when other approaches to assessing management effectiveness cannot be implemented due to the lack of the required number of indicators (for non-profit and social organizations it can be difficult to measure the degree of achievement of goals or internal efficiency).

The resource approach has undeniable advantages when other approaches to measuring efficiency are not available, but it also has an undoubted drawback - it does not take into account the connection between the organization’s activities and the needs of consumers.

Thus, the resource approach is most valuable when indicators of goal achievement are difficult to obtain and measure (i.e., it is impossible to implement a target approach to assessing and measuring management effectiveness).

What is the resource approach in education?

Good afternoon, dear colleagues!

The topic of my speech is “Resource approach in education.”(№ 1)

Please explain the meaning of the word “resource”.

- …..

- Resource - a quantitative measure of the possibility of performing any activity; conditions that make it possible to obtain the desired result using certain transformations.(№ 2)

What does “educational resources” mean?

- …

- Educational resources - these are material, spiritual, temporary and other means of development of human potential, environment and human activity.(№ 3)

Educational resources are not They only provide motivation for students to engage in educational and cognitive activities, but also perform other pedagogically appropriate functions: the cultivation and development of universal human abilities and competencies, the assimilation of subject content, the development of moral behavior in space.

Educational system resources - this is everything that is directly involved in the educational process: educational labor resources, information resources (textbooks, manuals, computer programs and other teaching aids), pedagogical technologies and know-how, capital resources (availability of premises for training, provision of teaching aids, computers, etc.) If resources meet modern requirements, the level of technical and technological development of society, this indicates their ability to influence the quality of the educational process. It is the resources and their qualitative characteristics that largely determine the outcome of education.

The resources of any educational institution include: material and technical base, teaching staff, finances, legal support.

Main resource The lesson that ensures the quality of education is the lesson.

Scientists believe that the lesson is approximately 350 years old.

A lesson is the main form of organizing the educational process, andquality learning is, first of all,, lesson quality.

Modern lesson development resources : (№ 4)

– health-saving and developing technologies

– designing an educational lesson environment using modern pedagogical teaching technologies

– designing a comfortable adaptive environment (more freedom, emancipation, creativity of students in the classroom)

– material, technical and financial base.

- main resource lesson - myself teacher.

Health-saving and developing technologies (No. 5)

Health and a healthy lifestyle do not yet occupy first place in the hierarchy of human needs in our society.

Nowadays you almost never meet a completely healthy child. The health of children is falling catastrophically, and we have the right to ask the question: “What is more important for us – their physical condition or education? The results of medical examinations showed25% first-graders came to first grade healthy.

Fit reliablywords of the philosopher A. Schopenhauer

“Health so outweighs all other blessings that a healthy beggar is happier than a sick king.”

Success in learning is determined by the level of health.

Therefore, the problem arises: how to effectively organize the educational process without harming the health of schoolchildren?

Health-saving technologies are inextricably linked with other technologies. Such as:

Personality-oriented

Pedagogy of cooperation

Developmental learning technologies (DT)

Technology of level differentiation of training.

(No. 6) Health-saving technologies - This is a systematic approach to training and education, built on the desire of the teacher not to harm the health of students.

- Let's move on to the next resources.

(No. 7) Designing the educational environment of the lesson using modern pedagogical teaching technologies.

The use of modern pedagogical technologies makes it possible to increase the efficiency of the educational process.

The task of a modern teacher in the classroom is to form and develop learning skills, that is, the ability to learn throughout life.

It follows that when designing a lesson, it is necessary to take into account the conditions proposed by the Federal State Educational Standard. One of these conditions is the system-activity approach.(№ 8)

What approach is called system-activity?

- ….

An approach to learning in which the child himself obtains knowledge in the process of his own educational and cognitive activity is called systemic - activity-based.

The idea of ​​a systems-activity approach can be expressed in a Japanese proverb: “Catch me fish and I will be full today; and teach me to fish - so I will be fed for the rest of my life.”

The transition to the Federal State Educational Standard requires from the teacher not only knowledge and understanding of the basic principles of the system-activity approach in education, but also active actions to implement it in the educational process.

So the idea arose to develop a modern lesson constructor that would allow any teacher to build the structure of an educational lesson in the context of a system-activity approach.

When modeling a lesson from the position of a system-activity approach, the technology of cooperation fits in. (No. 9)

The main idea of ​​this – create conditions for active learning activities of students in various learning situations.

Collaboration technology makes it possible to create conditions for the formation of students’ learning skills, because based on the student’s independent work.

As a result of working with this technology, students not only acquire knowledge, learning skills, experience working with classmates (social competence), but also create conditions for forming their own opinions and picture of the world.

Now I suggest you complete an express questionnaire, the answers to which will be “yes” or “no”. (I hand out leaflets in advance).

1. Express questionnaire for teachers (answers “yes” or “no”)

When a child says something he doesn't understand, I usually correct him immediately.

I believe that if a teacher smiles at children a lot, it makes it difficult for his students to concentrate.

When a student answers, I am primarily interested in his knowledge, not his emotions.

If I disagree with a student's opinion, I say so directly.

When students talk nonsense, I try to put them in their place.

I wouldn't want to be in my student's shoes during a survey.

If you scored more than three “yes” answers, then you would need to think about the effectiveness of your relationships with students.

Take note: have you done everything to ensure that your relationships with students in the lesson are partnerships, equals, based on friendliness and attention to each other?

Next resource –

(No. 10) Designing a comfortable adaptive environment (more freedom, emancipation, creativity of students in the classroom)

The main thing that a lesson should provide is the creation of a comfortable environment for students and a feeling of comfort for the teacher.

What is comfortable for you in the classroom?

“Comfort” - translated from English - support, strengthening.

(№ 11) “Comfort” is an environment that provides convenience, tranquility, and coziness.

There are three structural components of this concept.

Comfort:

● Psychological

● Intelligent

● Physical

Psychological comfort - this is a state that arises in the process of a child’s life, which indicates a state of joy, pleasure, satisfaction experienced by schoolchildren while in an educational institution; these are living conditions under which any person feels calm, he does not need to defend himself from anyone.

Physical comfort of the student - this is the correspondence between his bodily, somatic needs and the subject-spatial conditions of the school environment. This comfort is associated with sensory processes that characterize visual, auditory and tactile sensations.

Intellectual comfort - this is the satisfaction of students with their mental activity and its results in the lesson, as well as the satisfaction of the need to obtain new information.

How to achieve intellectual comfort in the classroom?

Only the professionalism of a teacher can create conditions for a child’s inclusion in the creative process and find methods that are adequate to his psychophysiological characteristics, contributing to the formation of positive thinking and the revelation of his creativity.

(No. 12) L.N. Tolstoy: “If a student at school did not learn to create on his own, then in life he will only imitate, copy, since there are few who, having learned to copy, would be able to independently apply this information.”

Next resource –

IV . (No. 13) Material, technical, financial resource

Can a lesson be called modern if such lesson resources as:

Visual

Information and Communication Technologies (ICT):

Information modules

Illustrations

Slide show

Audio lectures

Video

Electronic textbooks, etc.

Of course not. With them the lesson is richer, brighter, more imaginative. With their help, students have an emotional impact, they contribute to better memorization of the material, increase their interest in the subject, and ensure the strength of their knowledge.

Now I will present to your attention a parable that will help you name the main resource of the lesson.

(Reading a parable)

(No. 14) Parable

“Once upon a time, people got together to decide which of them deserved the right to be called the best. The first one came out. And he sang a song about love, happiness and peace. His voice amazed everyone, and everyone decided that he was the best. The second one came out. He gave people his dance. Without saying a word, he danced and talked about how love is born and dies, and everyone decided he was the best. Then others came out. They sang, danced, and wrote poems. And everyone was worthy of the right to be called the best. But there was one more person among these people. Everyone knew that he could sing, dance, and write poetry.

But he didn’t do it. His students did it for him. One sang so that the wind froze in the clouds, listening to him. Another danced - and everyone who looked at him could not resist and started dancing with him. And then everyone decided that he, a teacher, deserves to be called the best. It’s not easy to learn to sing, dance, draw – to love the world, butit's even harder to teach it to others . And if you were able to do this, then you fulfilled the most important goal of your life.”

(No. 15) Main resource lesson - myself teacher.

The teacher, his attitude to the educational process, his creativity and professionalism, his desire to reveal the abilities of each child - all this is the main resource, without which it is impossible to implement new standards of school education.

(No. 16) Reflection palm shaped.

Resource approach in education

Trace your palm on a piece of paper.

Each finger is a position on which you need to express your opinion:

big – “This is important and interesting for me...”

index - “I could, but they didn’t ask...”

medium – “I had it in my head all the time...”

unnamed – “If I were a student...”

little finger - “I liked it...”

(№ 17) - Thank you for your attention.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar documents

Theoretical aspects of analysis and assessment of the financial and economic activities of an enterprise. Description of the methodology for analyzing and assessing the financial and economic activities of an enterprise. Analysis of the development prospects of the Russian tourism market in 2017.

course work, added 04/28/2018


Study of the financial condition of the enterprise JSC "MORION", the main problems of financial activity. Recommendations for financial management. Assessing the results of the enterprise’s activities in terms of fulfilling plans and the achieved level of economic development.

practice report, added 06/30/2010


Methodological basis for analyzing the dynamics and structure of the cost of production of an enterprise. Brief description and analysis of the main financial and economic indicators. Analysis of the organization and effectiveness of marketing activities. Cost optimization.

thesis, added 12/08/2015


Theoretical aspects and methods for assessing the effectiveness of the financial and economic activities of an enterprise. Contents of the analysis and its information base. Growth in the volume of enterprise activity as a factor in increasing efficiency. Reserves for cost reduction.

thesis, added 05/11/2009


The concept and functions of competitiveness. Study of the activities of OJSC "MAZ"; assessment of the solvency and liquidity of the enterprise. Analysis of the strengths and weaknesses of the plant’s production activities in order to develop a marketing strategy for the company’s development.

course work, added 08/17/2014


History of creation, activities and organizational structure of TK Grand LLC. Analysis of indicators of the financial and economic activities of the organization. Assessment of solvency, liquidity, financial stability and profitability of the enterprise.

course work, added 10/13/2014


Stages and elements of the enterprise planning process. The importance of coordinating the planned activities of individual functional subsections. The essence and comparison of corporate, competitive and marketing strategies. Calculation of the optimal production program.

test, added 01/30/2009


Theoretical aspects of methods for analyzing the financial and economic activities of an energy enterprise. Financial problems of energy organizations and ways to solve them. Analysis of the property status and capital structure and financial stability of the enterprise.

course work, added 02/10/2013

In recent decades, the resource-based concept of strategic management has become dominant, which turned out to be the most adequate for studying the sources and mechanisms of the distinctive advantages of economic systems in radically changed competitive conditions. The main idea of ​​the resource concept is that the heterogeneity inherent in economic systems can be stable due to their possession of unique resources and organizational abilities, which, being sources of economic rents, determine the competitive advantages of specific organizations. Within a region, industry or strategic group, the outstanding performance of economic systems (companies) must be protected by factors that make it difficult for rivals to copy its advantages. Within the resource-based approach, profitability is determined by lower costs or the offering of goods and services of noticeably better quality or functional characteristics. This approach emphasizes rents generated by unique, specific assets that cannot be easily copied, rather than by tactical moves that prevent entry and create competitive disadvantages. The fundamental novelty of the resource concept lies precisely in determining the conditions under which a competitive advantage is formed in a state of dynamic economic equilibrium. Temporary advantages would be easy to explain on the basis of more traditional theory of branches of organization as a phenomenon of disequilibrium. Another difference between the resource approach is the priority of organizational rather than sectoral reasons for differences between economic entities in terms of profit. Finally, prior to the resource-based concept, scholars implicitly assumed simplistic notions that economic systems within an industry are homogeneous in terms of resources and strategies and that resources are highly mobile in the market. The methodological novelty of the resource approach lies in the study of strategies of economic systems based on a synthesis of ideas and developments in economic, organizational and management sciences. In the resource approach, the essence of strategic management became proactive, since it now required the proactive creation and development of unique resources and capabilities. The content of successful strategies began to be considered not to suppress an opponent at any cost in market competition, but to create one’s own organizational competencies that are difficult to copy by other companies as a guarantee of business leadership. The interdisciplinarity of the resource concept makes realistic attempts to holistically dialyze the content and process of developing strategies, external and internal factors of competitive advantage. From the point of view of the resource approach, economic systems have groups of heterogeneous resources, so the decision-making process to enter the market proposed by this approach is as follows:

1) identification of unique resources;

2) identifying the markets in which these resources can generate the highest rents;

3) determining the most effective use of rents received from assets as a result of vertical integration into related markets, the sale of the corresponding intermediate product to related enterprises, or the sale of the assets themselves by an enterprise operating in related businesses.

Therefore, competitive advantage is associated with the possession of some valuable resource that allows the company to function more efficiently and at lower costs than its competitors. This is true both at the individual business level and at the corporate level, where valuable resources may be located within a specific function, such as corporate-wide research and development, or in assets (eg, corporate brand identity, customer loyalty and satisfaction). Thus, outstanding results are achieved by developing a unique set of resources relative to competitors and using them in a well-thought-out strategy.

The modern resource concept assumes that competitive advantage should be based on the proactive creation of unique resources and capabilities, which will allow the company to develop and implement a proactive development strategy that cannot be “copied” by any of its competitors. This gives the resource approach to management special value in comparison with traditional theories of strategic management. Moreover, within the framework of the concept of dynamic capabilities, the company will be able not only to “exploit” existing unique resources and abilities, but also to expand their range through new knowledge, innovation, marketing and other assets. However, the question arises of what resources of the economic system should be used to make up the “unique resources” that determine additional advantages, and what exactly is meant by the resources of the company (economic system).

Today, a difficult situation has arisen when the very concept of “resources” in various works within the framework of the resource approach is interpreted by researchers in different ways and takes different forms: from physical resources purchased on the open market to intangible assets that take many years to form. It is also necessary to clarify the relationship between such categories as “resources”, “abilities” and “competencies” since here too there is no common point of view among scientists.

The analysis allows us to state that resources are a multifaceted category, including all factors of production (material and intangible) that contribute to the economic system producing and selling products and services within the framework of a pre-planned and specified development strategy. In practice, it is possible to distinguish between the resources of the external environment (external) and the internal resources of the economic system. External resources include all factors of production that enter the economic system from the external environment through the process of purchase and sale on the market. In this case, external resources can be both material (raw materials, materials, land, buildings and structures, etc.) and intangible resources (information, qualifications of workers, knowledge, etc.). Internal resources are resources created and accumulated in the economic system itself. They can also take material and intangible forms. Material internal resources include the nature of production premises, communications, features of own production equipment, etc. Intangible internal resources are represented by a wider list - these are the dynamism of technology methods, trademarks, brands, flexibility of the control system, patents, etc. Moreover, these resources have the ability to accumulate and not be consumed in the production process.

Moving on to the relationship between the categories of resources and abilities, it should be noted that in modern economic literature two points of view prevail, which are based on the problem of distinguishing between these concepts. Adherents of the first direction consider abilities as a type of system resources. Capabilities here are internal, non-transferable and permanent resources that are integrated into the economic system itself. They make it possible to include in the production process the same resources as competitors, but unlike them, have lower costs and produce a final product of better quality.

Proponents of the second direction distinguish between the concepts of resources and capabilities, assigning the main role in the formation of sustainable advantages to organizational factors. The organizational nature of capabilities comes to the fore, making them almost impossible to acquire on the open market. Thus, supporters of this approach believe that these abilities, integrated into the management process of the economic system, form “managerial competencies”, whose value is much higher than simply the lack of availability of material or intangible resources for potential competitors. It is these competencies that determine the possible competitive advantages of the system.

Without going into discussion, we believe that both points of view have the right to life, but here we would like to note that, in our opinion, abilities are a certain type of internal resources of the economic system that are created and accumulated within it, under the influence of existing knowledge and skills , abilities in the field of organizing an effective process of management and use of material and intangible resources. When accumulated, these abilities have a positive effect on the company’s business process (productivity increases), help improve the reliability and quality of products, and help optimize the coordination of various types of company activities. Thus, ability becomes a resource that is inseparable from the economic system.

As noted in the work, today one of the most pressing issues for theorists of the resource concept has become the question of the relationship between such categories as “abilities” and “competencies” of the economic system. The existing three points of view explain the nature of the relationships between these concepts in different ways. Proponents of the first point of view, using concepts such as “distinctive competence” and “core competencies,” speak of the interchangeability of these categories, pointing to the fact that they denote the defining capabilities of the organization necessary to increase the value of the final product and provide the basis for conquering new markets. The second direction focuses its attention on a differentiated understanding of these categories, highlighting the fact of differentiation of the skills and knowledge of the organization that form value advantages both at the stage of forming the value of the product and at all subsequent stages as a whole. The third point of view relates these concepts within the framework of the concept of dynamic capabilities, noting that capabilities combine, create and change external and internal competencies to suit a rapidly changing environment. These abilities form competencies that are a source of competitive advantage, and not one of the types of resources. Based on the above points of view, we still believe that “competences,” which are a way of configuring abilities, are basically a derived category from the resources of the economic system, and are in fact inseparable from it, since the process of buying and selling them on the open market is in isolation from organization is impossible. Thus, the competencies of an economic system are, firstly, its resource capabilities, and secondly, these are abilities that reflect the maximum possible ways of effectively using material and intangible resources in a certain functional area of ​​this system. And in turn, the developed and implemented possibilities for the most efficient use of system resources, applied in practice, reflect nothing more than the potential of this system. Moreover, underutilized external and internal (material and intangible) resources currently and in the near future reflect the reserves of the system.

It is necessary to note the fact that competencies capable of providing ultimate competitive advantages will be key competencies, inseparable from this system, non-reproducible competitors, reflecting the potential of this system to use the same input resources as competitors, but contributing to achieving greater efficiency. Thus, the system’s own key competencies are developed, which determine its strategic orientation for the long term and are the basis for its further competitiveness. The relationship of such economic categories as competencies and system potential presented in this way, in our opinion, does not contradict existing ideas in modern economic literature, since “potential” in general reflects the abilities and capabilities that exist in a latent form and can manifest themselves under certain conditions. Acting in the unity of spatial and temporal characteristics, it simultaneously concentrates three levels of connections and relationships:

Firstly, it reflects the past, i.e. is a set of properties accumulated by the system in the process of its formation and determining its ability to function and develop;

Secondly, it characterizes the present from the point of view of practical application and use of existing abilities. This makes it possible to distinguish between realized and unrealized possibilities, i.e. determine system reserve. In this case, it is necessary to take into account the fact that the structural elements of potential that remain unrealized lead to a decrease in the efficiency of its functioning (for example, work skills that are not used in work are lost, unrealized personal abilities are destroyed), and an “excess” supply of strength and abilities provides flexibility and agility development of the system in relation to changing conditions;

Thirdly, potential is focused on development (the future): for example, in the process of work, an employee not only realizes his existing abilities, but also acquires new strengths and abilities. Representing the unity of stable and changeable states, the potential contains elements of future development as “potency”. Thus, by potential, it is necessary to understand the total capabilities of the economic system under study, which are realized only if resources are available. Resources are the basis of potential, and in order to identify this potential, a certain set of resources of the economic system is required, involved in all sorts of processes occurring in it to ensure its further competitive functioning in the market. Potential determines the level of development achieved; abilities and capabilities of the system that are associated primarily with the characteristics of economic and social relationships between entities that take part in the economic process; the purpose of these relationships lies in the search and formation of needs for their maximum satisfaction through the production of certain goods and services with the condition of optimal and rational use of available resources. The relationship and correlation of the basic concepts of the resource concept, such as “resources”, “abilities”, “competencies” and “potential” are proposed to be expressed graphically through a diagram of the relationship and correlation of the main categories of the resource concept and access through it to the final competitiveness of the economic system (Figure 1).

The proposed scheme allows: - based on an extensive interpretation of the term “resources”, to assume and combine in this concept all possible forms of factors of production from materials acquired through purchase and sale on the market, to intellectual resources - brands, logos, all the various internal abilities generated in the system itself during its life cycle;

Classify the resources of the economic system, highlighting external resources that are the subject of purchase and sale on an open foreign market, and internal resources that are formed and accumulated in the system itself, which can take both material and intangible forms;

Draw conclusions about the capabilities of the system as a certain type of internal resources of the economic system;

Determine the competencies of the economic system in the form of its resource capabilities, reflecting the ability to develop the most effective ways to use material and intangible resources;

Determine the relationship between the competencies of the economic system and its potential, highlight the priority of the key competencies of the system that form its high competitiveness;

Identify the potential of the reserve and justify the search for ways to effectively use underutilized system resources;

Emphasize the importance of the economic system's resources in identifying its potential.

In general, today in modern economic literature there are more than hundreds of works devoted to the resources of the region and their role in the formation of regional development potential. And depending on the priority of the resources under consideration, the authors in their works explore and evaluate the socio-economic, resource, strategic, competitive, and production potential. Without a doubt, it is the resources and the possibilities for their effective use that determine the content of any potential being considered and analyzed. Considering and analyzing the region as an economic system at the meso level, we offer the author’s view of the content of the regional resource base, presented in Fig. 2. We believe that this content base of regional resources does not contradict existing modern ideas, but only complements and eliminates the “gaps” found in the scientific works of domestic scientists studying the issues of effective socio-economic development of regional economic systems.

The mineral resources presented in the figure are the natural resource base of the region (these are hydrocarbon resources, fossil resources, forest and water resources, agricultural resources, land resources). Innovative resources are represented by advanced developments, technologies, production know-how and a number of other objects that may be in demand in the innovation market for organizing effective and reliable socio-economic development of the region.

Investment resourcesare characterized indicators of the efficiency of using these resources; market value of capital of the region and its industries; regional investment attractiveness, competitiveness of the region. Environmental resources reflect the favorable climate of the region, its geographical location and atmospheric condition, the presence of protected natural areas, and the state of land, water, and soil resources. Organizational and management resources– reflect, firstly, the degree of effectiveness of state regulation of the development of the regional economy; secondly, the degree of optimization of the structure of the gross regional product; and finally, sectoral elasticity of growth. Information resources of the region are represented by arrays of information contained in the regional information system (library or archival systems, funds, data banks, etc.) Financial and economic resources are presented by absolute indicators of the results of the region’s activities (gross regional product (in the whole region and for each industry), cost fixed and working capital of the region; economic added value; indicators of profitability and business activity (capital productivity) by industry of the region. Human resources - characterizes the provision of labor resources and the efficiency of their use, labor intensity of products (by industry); regional labor productivity, efficiency of use of the wage fund. Social resources - reflect the level and dynamics of the physiological and psychological state of the population of the region, the level of income of the population of the region, the level of health care development, the gender and age structure of the region, national composition, population migration processes, average life expectancy, the cost of living, i.e. everything that characterizes the life of the citizens of the region and ensures their normal functioning. Political resources characterize the relationship between the driving forces of regional development and ensuring their interaction, the relationship between the national and regional aspects of development, the central and regional levels of economic management, the solution of national economic issues, and the solution of urbanization problems. Infrastructure resources characterize the transport and geographical position of the region and its infrastructure provision, while institutional resources reflect the degree of development of the leading institutions of the market economy of the region.

The main resources of a region can belong both to the regional economic system itself (internal resources) and enter it from the external environment (external), while taking both material (labor, production, financial, natural resources) and intangible forms ( intellectual resources, educational resources, culture, etc.). In practice, the interaction of these resources leads to the creation within the system of regional abilities and competencies that reflect the resource capabilities of the region, or in other words, the comprehensive development potential of the region, the effective implementation of which fully guarantees the business entity a high level of reliability and competitiveness.

Thus, summarizing all of the above, it should be noted that:

Firstly, the resource approach is today the dominant concept of strategic development of the region;

Secondly, the economic advantages of resources and the possibility of extracting significant benefits from them are determined by the complex processes occurring between them within the region;

And finally, providing the necessary resource base guarantees the region the accumulation of competitive knowledge, skills, and experience in accordance with which its key competencies are formed, which determine its comprehensive potential, the effective implementation of which in practice guarantees the leading position of the region among all active constituent entities of the Russian Federation.

Literature.

1. Katkalo V. S. . Classics of the theory of strategic management // Bulletin of St. Petersburg State University 2003, Ser.8. Vol. 3(24) pp. 3-17.