MODELING OF THE INTEGRATED INTERACTION IN PREDICTING DEVELOPMENT OF ECONOMY OF REGION

 

Anatoly A. Smirnov^1*, Evgeni I. Tsaregorodtsev²,

Tamara P. Larionova³ & Irina V. Stukova⁴

^1* Prof., Mari State University, Russia, an2saa@bk.ru

² Prof., Mari State University, Russia, evgts@yandex.ru

³ Asst. Prof., Mari State University, Russia, ar@mail.ru

⁴ Asst. Prof., Mari Institute of retraining of agribusiness, Russia, irina_stukova@mail.ru

*Corresponding author

 

Abstract

The basis for the real sector of the regional economy, the corporate structure is currently are not merely property complexes that produce products or services, and complex systems, often holding type, consisting of economic actors. However, the performance of many corporate structures in the regions, including in the Mari El Republic, such as OAO RAO "UES of Russia", OAO "Akashevskaya", OAO "Mari machine-Builder", etc. suggests a lack of effectiveness of their functioning. One of the significant reasons mentioned, is, on the one hand the operational and tactical level of goal-setting interaction in them, on the other simplified the nature of this interaction, based mainly on sopodchinennosti system of vertical construction, the designated production tasks.

The study of interaction practices in corporate structures suggests that the assessment of interaction is mostly episodic in nature and is largely based on the monitoring of the results of economic activity of economic subjects. This assessment of the results of their activities by the parent company, as a rule, is based on data of accounting and financial reporting. Can also be used various forms of internal reports, including selected performance indicators, e.g. sales, the quantity of released product, size of inventory, and others.

The existing paradigm of the functioning of corporate structures in the region prove conclusively that their leadership has the necessary tools that would allow to fill the decision-making process adequate and sufficient information. Such tools can be a system of key performance indicators and balanced scorecard, which received wide distribution in management practices in Western companies.

The task of the system of key performance indicators and balanced scorecard is translating the company strategy into a comprehensive set of performance indicators determining key parameters of the system measurement and control.

One of the most important elements of the analysis of the current strategy of the corporate structure, there must be a study of the economic actors within it, to ensure that they share similar elements, i.e. the strategic alignment of the system elements and subsystems of IKS.

Lack of strategic mapping casts doubt on the benefits of integration, since it is possible that the independent functioning economic subjects achieved the best results.

The corporate structure of the region consisting of economic entities different levels of autonomy and specialization, appear to be composed of the managing and managed subsystems linked by communication channels to form together a single unit. As managed subsystems can be considered as a separate economic entities and the management subsystem are the parent or parent company in case of vertical integration, or other economic entities in the corporate structure at horizontal integration, in General, represents a system of interaction of economic subjects of the corporate structure.