Resource-based approach to article management. Modern problems of science and education

The resource approach is becoming more and more popular both in the natural sciences and engineering, as well as in the humanities, acquiring, as rightly noted, the status of an interdisciplinary explanatory principle of interaction of objects united into system complexes. In her opinion, this is due to the fact that the resource approach provides an opportunity, when studying the nature of the interaction of objects that are different in nature, in terms of one language to describe both the requirements imposed by the external environment on the system and the internal capabilities of the system to meet these requirements, which allows to impose restrictions on the variety of potentially feasible options for the interaction of systems.

At the same time, in our opinion, the very nature of this description, primarily in the field of studying human resources, today is significantly imprinted by the fact that initially the conceptual apparatus and the entire logic of the formation of the resource approach were formed in the field of modeling production and consumption processes in economic sciences. Traditionally, economic theory was at the junction of humanitarian and natural science knowledge. It has always been characterized by attempts to combine developments in the human sciences with a formal mathematical approach to describing economic macro and micro systems. The consequence of this was the creation of specific models of the subject of professional activity, which were then filled with specific content within the framework of the humanitarian disciplines and, in particular, psychology, which quickly responded to this request. The subsequent development of these meaningful ideas led to a contradiction between the simplified model and reality, which, in turn, gave rise to the formation of models of the next level.

This fully applies to the resource approach. Moreover, its transformation into an interdisciplinary explanatory principle, allowing a new look at the subject of professional activity, reveals a number of contradictions in the original model, which was its product. The current stage in the development of research in human sciences and, first of all, psychology and acmeology allows us to believe that their active inclusion in the implementation and development of the ideas of the resource approach can, as it seems, bring a lot of new and constructive things into it, ensuring both their own progress and further development of his ideas.

One of such areas where the ideas of the resource approach have already found application and in which, in our opinion, their further development is very promising is the assessment of the management personnel of the organization.

The resource concept as a strategic management concept began to dominate the economy in the 90s of the 20th century. As pioneering work in the framework of the new philosophy of business is considered an article by Professor of the Graduate School of Business at the University of Michigan B. Wernerfelt, published in 1984 - "Resource interpretation of the company." However, an explosion of interest in scientific and business circles in the resource approach occurred after the publication in 1990 of an article by G. Khamel, "The key competence of a corporation," in which in an accessible style and convincingly, using the examples of leading companies, the merits of the concept of a firm as a portfolio of competencies were explained, and not as a portfolio of business units. The authors concluded that the real sources of competitive advantage lie not so much in successful investments in attractive businesses, as in the management skills to consolidate technologies and production skills dispersed throughout the company in competence (for example, quality management, miniaturization, system integration), which endow individual businesses with the potential for rapid adaptation. to changing market conditions. The works of Hamel and Prahalad (especially the books "Competing for the Future" and "Leading the Business Revolution") not only popularized the resource approach, but also explained to managers the need to abandon traditional concepts in today's competitive environment. It was after these works that interest in a person in the organization, his role in the development of production and business, especially increased.

At the same time, the ideas of a resource-based approach to personnel management in an organization have a more ancient history. So, back in 1979, the Nobel laureate Theodor Schultz introduced the concept of "human capital", which was understood as the totality of innate and acquired human valuable qualities that can be enhanced by appropriate investments. " To a large extent, the interest in this was associated with the emergence of companies on the market, the market value of which far exceeded the value of their tangible assets. So, for example, in the value of Microsoft, only 5% are tangible assets, 40-45% is the brand value, and 50% is the share of human capital.

Today, the human capital of an organization is considered as a heterogeneous formation that includes several components, which are based on the division of the system of human resources. So, in the opinion, these are the vital resources of the individual, his physical and psychological potential, considered in the context of the ability to create value, the social resources of the individual - the potential of social interaction inherent in a person, his involvement in a certain social environment. In addition, these are the intellectual resources of a person, by which the author understands the knowledge, information and creative abilities of a person formed in the process of formal and non-formal education.

An increase in real economic interest in a person as an organizational resource has given rise to changes in the logic of personnel work. As noted, “in the evolution of the theory and practice of foreign personnel management, one can distinguish phases associated with the adaptation of both new management technologies and specific approaches in personnel work. The real revolution in personnel work was caused by the application of the ideas of a systems approach in management after the Second World War. The formation of system management has led to the emergence of a fundamentally new technology of personnel management - human resource management. This technology was incorporated into the strategic management system and the HR function became the purview of corporate executives. The nature of the personnel policy has also changed: it has become more active and purposeful. " In the logic of human resource management, as noted, the HR manager becomes "the architect of the organization's human resources." He plays a leading role in the development of the long-term strategy of the corporation and his mission is to ensure the organizational and professional coherence of the components of the human resources of the corporation.

The human resource management model has a number of significant differences from other approaches. One of them is a model for assessing personnel and, in particular, management personnel. "If in personnel management all attention is focused exclusively on ordinary workers, then in human resource management the emphasis is shifted to the management staff: it is the competence of managers that turns out to be a key element of the human resources potential of a modern corporation."

At the same time, despite the obvious advantages of using the logic and methodology of the resource approach in organizing personnel work, it cannot be considered as absolutely perfect in terms of effectively combining the interests of the employee and the organization. Analysis of the literature shows that when using the concept of human resources, the authors operate with a wide range of concepts and phenomena, which include: biophysical characteristics of a person; his individual psychological and personal characteristics, socio-cultural characteristics. The main thing is that all of them are considered as a resource if they are directly related to both the real functioning of the organization and its strategic development. To a large extent, this also applies to the logic of personnel assessment.

One of the features of the implementation of a human resource management model in personnel management was the introduction of a competency-based model for assessing employees. At the same time, competence is considered as one of the significant and measurable resources of a person and is not limited to his individual psychological and personal qualities, the knowledge, skills and abilities acquired by him. As the authors of one of the most fundamental works in this area, Lyle Spencer and Syne Spencer note, “Competence is a basic quality of an individual that has a causal relationship to effective and / or best-based performance in work or other situations.

Competencies are basic qualities of people and designate options for behavior or thinking that apply to various situations and last for a fairly significant period of time. " At the same time, the authors distinguish five types of basic qualities:

Motives. What a person thinks about or wants constantly and what causes action.

Psychophysiological features (or properties). Physical characteristics and associated responses to situations or information.

Self-concept. Attitudes, values or image-I of a person.

Knowledge. Information that a person possesses in certain content areas.
Skill. The ability to perform a specific physical or mental task.

In accordance with this, superficial competences (knowledge and skills) are distinguished - they are relatively easy to develop, as well as deep competences (motives and properties) that lie at the heart of the iceberg of a personality, it is more difficult to evaluate and develop them; however, it is more cost-effective to select people precisely for the presence of these characteristics. Self-conceptual competences lie somewhere in between. Attitudes and values such as self-confidence (seeing oneself as a “manager” rather than a “technician / professional”) can be changed through training, psychotherapy and / or positive development exercises, although this will take more time and effort.

A very interesting model from the standpoint of analyzing approaches to personnel assessment is the competency model for managers and top managers, developed by the authors on the basis of numerous studies.

Figure 1 Competence of managers and assessment of their importance by retirement. and a pensioner

Within the framework of the competence-based approach, competency models for various professions and job groups are being actively developed, diagnostics of the level of their actual development is carried out in terms of compliance with a given model. On the basis of diagnostics, individual plans for the development of personnel are built. At the same time, development within the framework of this paradigm acts, first of all, as a process of building up competencies.

Another important fact is that the overdevelopment of one or another competence is considered no less a disadvantage than the low level of its formation: “Level 2” versus “Level 6” on the Achievement Orientation scale. The best candidate is the person with the least overall difference in job requirements in terms of competencies. Note that the weighted absolute difference method also rejects the person for having more of any competence than the job requires. Intuitively, it is quite reasonable that an excessive amount of one competence (for example, a very high orientation towards achievement) should be compensated for by a lower level than the work requires by another. A highly motivated person is expected to develop competencies that they lack. "Punishment" for over-qualification came from real-life examples: more competent than the job requires, people pay too much attention to the "wrong" aspects of the job. "

Obviously, in this form, the resource approach, being quite convenient, due to its high formalization, a means of increasing the efficiency of personnel management in an organization, in fact, is a resource approach in relation to the organizational structure, and not to the subject of professional activity itself. Actually, it is the subject in this case that the organizational structure itself acts in the logic of the existence and development of which, its strategic tasks, goals and values, the resources (competencies) of potential and real employees are assessed and developed.

It is this moment that causes criticism from opponents of the resource approach, and therefore many believe that the approach to personnel work from the standpoint of human resource management should not be viewed from the figurative remark as a "panacea for all ills." At the same time, the actual resource approach in this case should not be considered as the reason for such criticism. Rather, we are talking about different possible positions in the assessment of human resources.

Within the framework of the domestic psychological, (), and especially the psychological and acmeological science (,), a different interpretation of the competence approach has been formed and is developing, which can also be considered in the logic of the resource model.

From the standpoint of the psychological and acmeological approach, a special place in the study of a professional person is occupied by his “professional competence”. "Readiness", "personal quality". Thus, the content of professional competence includes not only knowledge, but also abilities, skills, personal and professionally significant qualities. At the same time, as recent acmeological studies show, knowledge, abilities, skills and personal qualities that are included in the content of professional competence are transformed into the so-called competencies. "

It is important from the point of view of diagnostics and personality assessment that the concept of "competence" is a complex multi-level education, while it is broader than the concept of "competence". In accordance with the logic of the psychological-acmeological approach, competencies can be included in its structure as motivated abilities and actual readiness to implement certain behavioral models. Even more important is one more point - motivational semantic. Within the framework of the psychological-acmeological approach, competence is considered as a deeply personal education inherent in a person as a subject of professional activity. As a bearer of competence, the subject of professional activity chooses the sphere of application of his strengths, inscribing it into the general individual strategy of his own life and professional activity. And here the possibility of correlating the goals and values of the organization with the goals and values of the subject itself is of fundamental importance. It is the degree of this coincidence that determines the possibilities of a person's self-realization in activity. This again plays a special role in the assessment of the management personnel of the organization.

In this regard, the concept of "key competencies" is very interesting. In the modern theory of business development, this, as we have already noted, is a characteristic of an organization that provides it with a competitive advantage in the market. It is the development of this competence that is its strategic task, ensuring effective existence and development. In relation to a person, these are his strengths and capabilities, which, with a certain development in combination with other available resources, can ensure his success in the modern rapidly changing world.

In the broadest sense of the word, personality resources are everything that belongs to a person. In explanatory dictionaries, resources are usually understood as "stocks, sources of something, as well as the means to which they turn when necessary." It is interesting that in earlier editions another meaning of the concept of “resource” was mentioned, as a place of rest, recuperation: It is obvious that the competences and competencies of a person as a subject of professional activity are not exhausted, although they are an important component of them. First of all, these are biophysical psychophysiological and personal resources, as well as what can be designated as a human resource management system: its motivational and value-semantic sphere, which serves as the basis for the formation and implementation of an individual's life strategy.

So in modern psychological and acmeological studies (,) it is noted that such personal formations as abilities (complex and private) can be considered as acmeological resources; professionally important qualities, high self-efficacy in the field of substantive activity; a high level of self-control and personal responsibility; developed ability to forecast; low level of neuroticism and psychoticism; high level of development of communicative qualities; positive self-perception; high level of personality integration; the presence of initiative and responsibility; striving for high professional achievements; a high level of development of self-regulation mechanisms; positive self-concept; a high degree of satisfaction with their work and life; reflective organization of activity and reflective culture; self-esteem; creativity; high achievement motivation. However, even this very wide range of resources can hardly be considered exhaustive.

Very important here is the remark that “a person must himself determine and develop both the degree of his social maturity and the degree of his competence, which would give him the opportunity to find his own place and role in modern society.

The ideas of the resource-based approach to a large extent formed the basis for the concept of "potential" which is actively being developed today. By potential, we mean a cluster of resources, a certain level of development of which ensures the possibility of successfully completing a certain circle or class of tasks. With regard to the analysis of human resources, two projections are again observed here. So, in psychological and acmeological research in recent years, the "personal and professional potential" has begun to be actively explored. As noted in his dissertation research "Personal and professional potential is defined as a part of personal potential aimed at professional implementation." The author analyzes in detail the main directions of realizing the potential of an individual: external, aimed at the biosphere, society, technosphere and infosphere; internal, associated with the orientation of the personality and having a hierarchical structure that unites different levels of potential (biological, psycho-physiological and personal) and is based on the transition from energy self-regulation of the individual to the value-semantic self-government of the individual. Personal and professional potential, which ensures the progressive development of the personality in the process of professional activity, is considered as the basis for the formation of personality professionalism, complementing the set of acmeological invariants of professionalism.

Two points stand out here. First, describing the concept of personal and professional potential, he notes that not all internal resources are developed in the course of a person's life, therefore, only those of them that were in demand in the corresponding socio-cultural environment and therefore developed most fully are included in his potential. Secondly, the fact that personal and professional potential is seen as part of the broader potential of the individual.

In the theories for assessing human resources, where the potential of an employee is considered as the basis of human capital, the level of development of a certain set of competencies, both actual, existing in the organization, and assumed from the standpoint of its strategic development, is first assessed.

Thus, the analysis of psychological and acmeological research brings us to a slightly different possible dimension of resources, which sets a different logic for constructing a diagnosis of human resources (Figure 2).

First of all, it is a competence-based diagnostics aimed at identifying human resources from the standpoint of the most effective use of the existing potential within a specific organization, taking into account its current state and prospects for strategic development.

Figure 2. Correlation of competence-based, personal-professional and psychological-acmeological diagnostics

Further, it is a deeper personal and professional diagnostics aimed at diagnosing personal resources, interests, inclinations and abilities, professional and personal competence, taking into account an individual life strategy, personal professional and managerial potentials in order to determine key competencies and competencies that provide the most complete and effective self-realization. subject of various areas of professional activity, as well as outline the most relevant areas of his personal and professional growth and development.

Finally, this is the most complex and comprehensive psychological and acmeological diagnostics, including the study of a whole complex of biological, psycho-physiological, psychological, personal resources of a person, his professionalism and competence in order to assist in his effective self-realization in society as a subject of his own life and activity, monitoring the dynamics of these changes in the monitoring mode and providing timely assistance and assistance in the maximum disclosure of his personal and professional potential.

So, in competence-based diagnostics, despite its resource orientation, a normative-deficit assessment model is implemented to a greater extent, where the main thing is to assess the level of development of competencies within a given normative scale and determine the directions of their development to the level of a given standard.

Personal and professional diagnostics, including this component, is more focused on the normative-resource model. With this approach, the central point is to identify, on the basis of the data of the normative model, the strongest sides of a person, assess his potential and the possibilities of restructuring resources in order to use them as efficiently as possible in the performance of various types of professional activities, as well as determine, based on the analysis of the structural features of personal, professional and managerial potentials the most effective position in the organizational and managerial hierarchy and the management team in order to build an individually oriented model of professional and managerial career.

A distinctive feature of psychological and acmeological diagnostics is a comprehensive diagnostics of all personality resources. Elements of normativity are manifested here in the scale given by the real and potential "I" of the subject. The central point here is the construction of an individual trajectory of a person's movement in the acmeological space, where professional activity and life activity are congruent to each other and ensure the maximum self-realization of a person, the most effective use of his potential in society.

Thus, the use of the ideas of the resource approach in the context of diagnosing the personality of a professional and a manager can, as we see it, enrich the arsenal of tools for a systematic analysis of external and internal capabilities and reserves of a person, set the logic of systematization and hierarchization of actual and potential resources, determine the patterns of their interaction and mutual influence. ...

The most promising application of new ideas in the implementation of the resource approach in the diagnosis of personnel can be found in the assessment of management personnel, especially the top management. As already noted in a number of our studies, it is in the diagnosis of management personnel that the use of the normative-deficit assessment system is the least effective and can lead to significant errors due to low results according to the data of this kind of diagnostics of really potentially strong leaders, who, characterized by moderate accentuations and non-standard thinking, do not fall into traditional statistical norms. In addition, management activity is a specific type of professional activity, in which the success of its implementation is largely determined not only by the presence of our own internal resources, but also by the clearly expressed ability to clearly diagnose and effectively mobilize the resources of other people, primarily through the formation of an effective management team. ... The latter presupposes the presence of specific resources that provide the possibility of combining efforts not only of individuals, but also of entire organizational and managerial structures, both at the formal level (the official administrative resource of the head) and at the unofficial level due to the inclusion of additional personal resources by each participant in the joint activity.

The relevance of the article is determined by the main provisions of the sustainable development strategy, the UN World Program "Decade of Education for Sustainable Development", the needs of the theory and practice of educating schoolchildren in resolving pedagogical and organizational-pedagogical contradictions. The methodological basis of the research is formed by the humanistic ideas of the resource approach: about sustainable success as goal achievement, the uniqueness of professional competencies, and the competitive advantages of an organization. The application of the ideas of the resource approach in the development of education requires the definition of concepts. The author considers three groups of concepts. The first group consists of generic concepts: potential, condition, resource. In the second group, specific concepts are analyzed: educational potential, resource conditions, educational resource, development of education. Types of educational resources: projected, unique, advanced management and information support technologies. Finally, the author considers the concepts that reflect the ideas of the resource approach in the education of schoolchildren and the management of the development of education. The definitions of the concepts reflect the main value of the resource approach for the development of the upbringing of schoolchildren - the focus on the personal resources of the child and the internal advantages of the educational organization in the upbringing process.

a resource-based approach to managing the development of education.

resource approach in education

educational development resources

resource conditions

educational resources

educational potential

potential

1. Kalashnikova SA Personal resources as an integral characteristic of personality / SA Kalashnikova // Young scientist. - 2011. - No. 8. - T.2. - S. 84-87.

2. Nechaev M.P. Theoretical foundations for the development of the upbringing potential of the educational environment of the school: Author's abstract. diss. ... Dr. ped. sciences. - M., 2012 .-- p. 14.

3. Political dictionary. [Electronic resource]. - Access mode: http://www.slovarus.ru/?di=5889

4. Prahalad KK, Khamel G. Key competence of the corporation // Bulletin of St. Petersburg University. Ser. 8. Management. - 2003. - No. 3. - P.18-47.

5. Decree of the President of the Russian Federation "On the National Strategy of Action in the Interests of Children for 2012–2017." dated June 1, 2012 No. 761.

6. Feldstein D.I. The functional load of the Academy of Education in determining the principles and conditions for the development of a growing person at a historically new level of movement of society \ Report of October 29, 2013. [Electronic resource]. - Access mode: http://www.raop.ru/assets/files/Feldshtein_29_10_2013.pdf

7. Encyclopedia of Practical Psychology. [Electronic resource]. - Access mode: http://www.psychologos.ru/articles/view/lichnostnye_resursy

The modern model of the new school is associated with the development of the child's personal resources, the individualization of his educational trajectory, resource support for the development of the educational component of the general educational organization in order to self-actualize students. Today's attention to the resource approach, which arose in the West back in the 50-70s. last century, its application in various scientific fields (economics, medicine, psychology, education, strategic management) is gaining popularity. Resource, biosphere and integrative approaches provided a methodological basis for the concept of sustainable development as a strategy for the development of the world community in the 21st century. Its main idea is presented in the well-known report of the commission chaired by G.Kh. Brutland, Our Future (1987): "Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs." The concept of sustainable development was based on the following humanitarian principles: well-being of the population; maintaining high quality of the environment; economic development; solving social problems; ensuring international security. In order to implement this concept, one of the measures was the World Program “Decade of Education for Sustainable Development”, announced by the UN in 2005. Education for Sustainable Development implies the humanization and greening of technical and economic education, which ensures the sustainability of the social success of the individual and the survival of mankind.

Until now, the essence of the resource approach in the pedagogical literature on the problems of education, as the analysis shows, has not been considered in detail. From the standpoint of the resource approach, the following problems were investigated: the organization of the educational process (T.A. Tsetsorina), management of the development of the educational environment of the school (E.I. Ivanova); management of school development (V.M. Lizinsky). So, M.P. Nechaev, exploring the upbringing potential of the educational environment of the school, defined it as a set of cash means of the educational environment, its reserves and capabilities; The researcher considers the social, spiritual and material components to be the components of the upbringing potential [2].

The ideas of the resource-based approach have serious personality-oriented and humanistic foundations. They meet the needs of such a deeply humanitarian sphere as the upbringing of the younger generation in the face of modern challenges, the global crisis, uncertainty and competition. The purpose of this article is to give definitions of concepts, reflecting the ideas of the implementation of the resource approach in relation to the problem of the development of education of students in a general educational organization.

First of all, consider the essence of the concepts resource, potential, conditions, which are generic in relation to the concepts of educational resource, educational potential, conditions for the development of education.

It is known that the main thesis of the resource approach - sustainable success(how the achievement of the set goal) depends on the availability unique resources and organizational skills (competencies), which define (competitive) Benefits(J. Barney, K.K. Prahalad, R. Ramelt, G. Hamel and others). The resource approach strategy was formed as an alternative to another strategy - the adaptive approach - and reflects the following ideas:

it is not adaptation to the external environment that is important, but the anticipatory creation, retention and development of specific resources as a guarantee of leadership;
not competitiveness, but the creation of unique organizational competencies, quality management, system integration;
not repetition of the behavior model of others, but the development of uniqueness, uniqueness of services and resources.

Leaders, managers should not adapt to external uncontrolled forces of the environment, and to create and develop competitive advantages based on a portfolio of unique organizational competencies. Then the resources turn in competitive advantages . By "resources" usually mean real "reserves, sources" of something or "means" through which changes occur in an object or subject. Resource, Unlike potential(as the totality of all available possibilities) is always real asset on the way to the successful achievement of a goal that you can use, spend it, accumulate, combine, share, reproduce, manage it, etc. The potential, being a set of possibilities, turns into a resource, if the necessary conditions,without which the achievement and existence of the resource is impossible.

The logic of our research requires further reasoning in order to define the following triad of concepts: development of upbringing,educational potential, resource conditions.

Modern children grow up under the influence of the consequences of the global crisis and the informatization of society. They are influenced by both educational resources society (the value of knowledge, the Olympic movement, traditions of military glory, etc.), and anti-resources(the disunity of generations, the temptations of the virtual world, the threat of terrorist attacks, the expansion of violence in the media, the scandalous revelations of officials, the spread of drugs, etc.).

Under the influence of society and the domestic education system, according to psychologists, the sociological and psychological portrait of the child is changing, his personal resource, which consists of a resource state (physical and psychological health, energy) and a personal component (presence of strength, state of mind and internal readiness to solve the assigned tasks) . So, D.I. Feldstein notes that preschoolers have decreased cognitive development, motor energy, curiosity, imagination, and more. others; among younger students, there is a lack of social competence, speech development, increased aggressiveness, unwillingness to learn and be independent, etc.; adolescents show a craving for the search for life meanings, an increase in anxiety, feelings of loneliness and uselessness to the world of adults.

Unfortunately, the world of adults and its representatives closest to children - parents and teachers, who should and could become a reliable support for the safe growing up of children, are not always capable of rapid changes in society and concerted actions in the interests of childhood. For instance, Responsible parenting resource poorly formed, since often aimed at meeting the primary (physical) and material needs of children; limited by the consumer attitude of parents to school; characterized by disrespect for the rights and freedoms of the child, the lack of a culture of consumption of educational services.

In psychological studies, changes in the state of the younger generation are noted as significant. “If earlier,” writes D.I. Feldstein, - stable states of children were observed for centuries, then for decades, then today the development of society puts such pressure on the development of a growing person that changes in his psyche occur in 5-6 years, requiring definition new means of knowledge child, funds that were not previously available. "

In our opinion, as such a means or methodological basis for studying modern schoolchildren, problems of education and socialization can be resource approach, which allows you to identify and formulate contradictions:

between intensively changing and developing personal resource the child and the lack of full demand for it potential(opportunities for creativity, work) in the family, at school, in society;
between educational potential education system , manifested in a variety of theoretical approaches and pedagogical practices, and a deficit educational resources a modern educational organization to meet new challenges;
between social order state and society to educate citizens who are able to contribute to the processes of innovative development, and underdeveloped mechanisms and systems resource provision development of education.

So, educational potential we define as the totality of all possibilities individual, family, education system, society, state in the field of education of the younger generation. The upbringing potential of a family can be determined, for example, by the level of the parents' pedagogical culture, family habits and traditions.

Under development of education we understand purposeful creation resource conditions to transform educational potential education system (educational organization) and society in educational resources, ensuring the dynamics of the personal growth of students and the continuous improvement of the unified educational space of the school (city, region).

Resource conditions- these are the necessary and minimum circumstances for the transformation of educational potential educational systems and society in educational resources subjects and institutions of education. Resource conditions we name those that are aimed at creating educational resources. For example, the conditions for schoolchildren to go skiing are the presence of accompanying adults and the preparation of a "package" of documents. And the educational potential of a ski trip can be realized if pedagogical conditions are created: an exciting route or an interesting task for children.

Before defining concepts resources for the development of education, educational resources, a resource approach in the development of education, it is important to answer the questions: is it always legal to talk about a resource? Is everything that is called a resource in the special literature really is?

Most researchers believe that any object in the system can be a resource if it is stable, specific, used, divided, multiplied, divided, managed, etc. For example, a human resource is more often a professional phenomenon, it becomes decisive in the development of any humanitarian structure, acting, in fact, in the role of a dominant factor in managing the development of the educational environment of a school.

We tend to think that if a resource is real asset, then it has the following features: a) formation(strong / weak, was / was); b) quality(high \ low, new \ old); v) accessibility(organization of access, is / is not available); G) restrictions(this \ other, selected \ denied) . For example, the school museum is a resource in the upbringing of children, since it meets the status, is certified; has a set of qualities (aesthetic, informational); there is a work schedule, a child-adult community has been created; the limitation is the choice of subjects (local history, school history) and the area of the exposition. Further, the program also becomes one of the resources for the development of upbringing, if it defines any models of changes (personality, group, collective) and the prospects for the development of the upbringing system, indicates the real stages of the student's personal growth, and developed criteria for the effectiveness and efficiency of the program. At the same time, the software resource acquires certain limitations based on the personal preferences of teachers in the choice of certain forms, methods, and technologies of education.

And what characteristics should an extracurricular activity have to become an educational resource, and not an anti-resource? Of course, the main features of the resource:

a) well-formedness a complex of educational influences (purposefulness, cognition, emotionality, aesthetics, subjectivity of the child's position);

b) qualities eventfulness (consolidation of the influence on the personal experience of the child, in the tradition of the class, in the history of the school, etc.);

v) accessibility participation of each student according to his age and abilities (social test, social initiative, social creativity, etc.);

G) limitation(it will manifest itself in the mass character of the educational influence and personal characteristics of the appropriation of ideas, values, recorded in the process of reflection or subsequent evaluative activity).

In this way, educational resource- this is a real asset (result, product) of the subject's educational activity, achieved in the process of implementing the ideas of the resource approach in education.

Types of educational resources:

projected educational resources, reflecting new meanings of education, which exist in the form of a concept, program, fixed idea or mission of school education;
unique educational resources reflecting the unique competencies of all subjects of educational activity. They exist in the form of knowledge, information; "Breakthrough" ideas and projects; in the form of the fixed quality of the result, innovative product, mastered innovation; in the form of author's techniques mastered by teachers of competencies;
advanced technology creating conditions - forecasting, design, programming, planning;
information technology educational activities - ICT, mass media, consulting, dialogue, expertise, training, etc.

Parenting Development Resources- these are managerial resources that ensure the continuity of the process of development of upbringing. These include regulatory, personnel, scientific and methodological, organizational, information and communication, capital, financial resources.

As workers, we also accept the following definitions of concepts:

resource approach in education - this creation conditions for productive interaction of all subjects a single educational space in order to meeting interests and needs children in personal growth and creative development, so that their human resources (spiritual, cognitive, communicative, etc.) become decisive in the process of improving the educational system of an educational organization;

resource approach in managing the development of education involves the implementation of a set new meanings education, professional and organizational unique competencies subjects of educational activities, advanced management technologies and information support to solve the problems of education and achieve the effects of socialization of students.

So, the definitions of concepts reflect the main value of the resource approach for the development of upbringing of schoolchildren - the focus on the internal characteristics of the individual and the advantages of the educational organization.

Reviewers:

Demakova I.D., Doctor of Pedagogical Sciences, Professor, Head. Department of Pedagogy and Psychology, FGAOU Academy of Advanced Training and Professional Retraining of Educators of the Russian Federation, Moscow.

Loginova L.G., Doctor of Pedagogical Sciences, Professor, FGAOU Academy of Advanced Training and Professional Retraining of Educators of the Russian Federation, Moscow.

Bibliographic reference

Klochkova L.I. IMPLEMENTATION OF THE IDEAS OF THE RESOURCE APPROACH IN THE DEVELOPMENT OF THE UPBRINGING OF SCHOOLBOYS: TO THE QUESTION ABOUT THE SYSTEM OF CONCEPTS // Modern problems of science and education. - 2014. - No. 3 .;
URL: http://science-education.ru/ru/article/view?id=12821 (date of access: 02/01/2020). We bring to your attention the journals published by the "Academy of Natural Sciences"

Nizhalskaya N.I.

Candidate of Economic Sciences, Associate Professor,

Novosibirsk State University of Architecture and Civil Engineering

RESOURCE APPROACH IN THE STRATEGIC DEVELOPMENT OF THE ORGANIZATION: THEORETICAL AND PRACTICAL ASPECTS

annotation

The genesis of the resource approach is carried out and the basic concepts and ideas of the resource approach are investigated. Classifications of resources by various authors are presented. The resources and competencies, which, taking into account the identified opportunities and threats, are the most important from the point of view of obtaining a sustainable competitive advantage, have been identified. The assessment of the functional strategies for the development of the enterprise: marketing, financial and production. The directions of development of the marketing strategy are proposed, as well as the problems identified at the stage of analysis of the financial and economic activities of the enterprise are being solved.

Keywords: resource approach, resources, competitive advantages, strategic development.

Nizhalskaya N.I.

PhD in Economics, Associate Professor,

Novosibirsk State University of Architecture and Civil Engineering

RESOURCE APPROACH IN THE STRATEGIC DEVELOPMENT OF THE ORGANIZATION: THEORETICAL AND PRACTICAL ASPECTS

Abstract

The genesis of the resource approach is carried out and the basic concepts and ideas of the resource approach are studied. The resources of different authors are cited. The resources and competences are determined with regard to identified opportunities and threats. They are the most important in terms of obtaining a sustainable competitive advantage. The estimation of functional strategies of enterprise development is carried out including marketing, financial and production. The development directions of the marketing strategy are suggested, while problems revealed at the stage of analysis of financial and economic activities of the enterprise are solved.

Keywords: resource approach, resources, competitive advantages, strategic development.

The importance of strategic development is undeniable for different organizations, since makes it possible to survive in the competition in the long term. Improving the company's strategy is an integral part of its existence and development, contributes to its retention in high positions in the competition and helps in achieving the company's goals. The most effective way is the strategic development of the enterprise based on the resource approach.

Adhering to the standard definition of resources for constructing further theoretical constructions, we note the already existing classifications of K. Hofer and D. Schendel, R. Grant, J. Ruus, S. Pike and L. Fernstrom, as well as S. Montgomery and D. Collins.

There are some differences in all considered classifications, but all authors try to identify those types of resources that will be strategically valuable for achieving high financial results.

In modern conditions with high dynamics of the external environment, the resource approach gives an organization the freedom to make decisions about a strategy, the choice of which is determined by the acquisition and purposeful development of specific resources and competencies during the period of its activity.

Based on the results of considering the theoretical aspects of the resource approach in the strategic development of an organization, the following conclusions can be drawn:

- in the concept of the resource approach, explanations are given to the genesis of competitive advantages, the formation mechanism of which is to identify, create, and effectively manage the strategically valuable resources of the organization;

- Achievement of competitive advantages is possible due to the company's strategic resources, which are access to priority and limited sales channels, high quality products, a wide range and reputation with suppliers and buyers.

The implementation of the production strategy is impossible without financial resources, which depend on the implementation of marketing and financial strategies.

To create an enabling environment for achieving production goals, emphasis must be placed on developing marketing and financial strategies, taking into account available resources.

The importance of assessing the available resources in the organization will be confirmed by the example of OOO TD Techno. The TD Techno LLC company was founded in 1997 in the city of Novosibirsk.

LLC "TD Techno" produces bath and heating stoves, fireplaces, metal wall brackets for various types of equipment, AV furniture.

The main share of the company's revenue in 2016 comes from sales of AV equipment - 458,265 thousand rubles, which is 73% of the total share of revenue, furnace equipment - 87,000 thousand rubles, which is 14% and shop equipment - 80,000 thousand rubles. rubles, which is - 13%. A more detailed structure of revenue by main customers of OOO TD Techno is presented in Table 1.

As can be seen from the table, the main share of revenue in the direction of AV technology is brought by the M.Video and Eldorado retail chains - 63%, CSN accounts for 18% and the other 18%.

In the area of furnace equipment, the main buyers are dealers in the regions, which account for 56%.

In the area of commercial equipment, the main consumer is Eldorado - 81%, M.Video - 10% and others (pharmacies, grocery stores in Novosibirsk) - 9%.

Table 1 - Structure of revenue by major customers

Direction	Buyers	Share in revenue by direction, 2016	Share in total revenue, 2016
AV-Technics	El Dorado	27 %	73% (458,265 thousand rubles)
	M Video	36 %
	CSN	19 %
	Other	18 %
Furnace equipment	Siberian master	15 %	14% (87,000 thousand rubles)
	Stove-maker	11 %
	Stoves and fireplaces	18 %
	Other	56 %
Retail store equipment	El Dorado	81 %	13% (80,000 thousand rubles)
	M Video	10 %
	Other	9 %

The areas of commercial and oven equipment have a huge development potential, which is not yet very developed. Commercial equipment, which is practically focused on only one large buyer, requires the development of a search for new market segments and distribution channels. The resources and capabilities of the enterprise contribute to the development of this direction.

The growth in the volume of commercial equipment must be supported by entering the markets of the so-called DIY (do it yourself) and HouseHold (home, family, household) segments.

The DIY segment includes home improvement stores that sell home and garden products. Recently, the demand for this group of goods has increased significantly due to the active construction and repair of cottages.

HouseHold is a home and garden retail format.

In addition to the existing range of commercial equipment, it is necessary to develop the production of garden and country furniture.

Another promising segment is the FMCG segment (fast moving consumer goods).

You can enter these markets with products of your own production, which are presented in Table 2.

Table 2 - Assortment of products in the direction of trade equipment

Product type	Range
Commercial furniture	Cash terminals, a terminal for a seller, podiums, showcases, metal racks
garden furniture	Benches, chairs, tables, stools, gazebos, flower beds, fences, swings, baby goods boxes, etc.
Interior furniture	Tables, cabinets, chests of drawers, modular products (kitchens, walls, etc.), bathroom furniture, etc.
Storage furniture	Warehouse and archival racks, etc.

An initial work plan for entering the DIY, HouseHold and FMCG markets is proposed:

Form a base of the main DIY, HouseHold and FMCG retailers in Russia (contacts, names, addresses, websites, assortment, etc.)
Preparation of commercial offers, price lists, product catalogs and positioning, presentations, promotional materials.
Cold calling, meeting scheduling.
Formation of a schedule of meetings / business trips.
Meetings and product presentation.
Coordination of the terms of supply, prices, sales.
Conclusion of contracts.

The stove direction also has a wide range of products, but the production of domestic boilers is very poorly developed here. Domestic boilers are used to supply heat to residential and work premises. The boilers manufactured at the enterprise have a lower cost price on the market and are in no way inferior to domestic and foreign counterparts, even in design. It is necessary to develop this direction as the boiler market has significant growth potential.

A new sales channel and development of maintenance services, the main ideas for promoting and increasing sales of boilers in the Russian market, the essence of which is as follows:

Development of partnerships with construction companies that are engaged in low-rise construction, as well as with engineering companies that will carry out installation and after-sales service of boilers. Selling boilers "directly to the house", which will be integrated into the heating system of houses, will allow you to bypass competitors and bypass the sale of products through dealers. Thus, a new distribution channel for domestic boilers can be obtained.
Sale of household boilers via the Internet site directly to customers. This distribution channel has been very popular lately, because has a wide target audience.
On the platform of household boilers, in the future, it is possible to develop the direction of industrial boilers, which are used in small and medium-sized enterprises for space heating.

The following measures are proposed to improve the financial strategy:

To develop new sales channels for the sale of commercial and furnace equipment, provide bonus incentives for customers, which can provoke a long-term and mutually beneficial partnership.
To eliminate cash gaps, work with suppliers of materials and components for the needs of production for 100% payment after delivery and factoring.

The development of new sales channels for commercial equipment, by entering the DIY, HouseHold and FMGG market segments, will give a new impetus to this direction: expanding the range of products, developing technologies and increasing sales and increasing profits. The success of entering these market segments is determined by their own growth: the development of geography, the opening of stores, an increase in space, an expansion of the assortment, etc.

Domestic heating boilers should be sold in partnership with low-rise housing developers. Now developers, following demand, are paying more attention to engineering systems, which are developing towards the use of energy-efficient and environmentally friendly heating equipment.

A competent offer and partnership agreements will allow to form a new format of cooperation and thereby increase the demand for boiler equipment, which will lead to an increase in the company's profits.

The implementation of bonuses to buyers implies the accrual of certain bonuses to the account of the buyer, depending on the contractual terms and volumes of delivery of products by the enterprise. The accrual of bonuses will also depend on the terms of payment for orders by the buyer, and will have to be carried out according to the following approximate schemes:

100% prepayment of the order - monthly bonuses;
50% prepayment of the order - quarterly bonuses;
100% payment immediately after delivery - semi-annual bonuses.

This scheme from a marketing point of view will lead to positive approval when the buyer makes a supplier choice in favor of the enterprise and to an increase in the number of customers and reputation. From a financial point of view, an increase in the number of receipts and an increase in profits. With 100% prepayment, urgent funds appear for the purchase of materials and components. Bonuses are focused on long-term partnerships with large buyers. With short-term supplies of products, this scheme is not effective.

The proposed activities will create conditions for the development of enterprise strategies: obtaining the maximum possible profit, increasing sales, increasing the number of customers, increasing market share, solving financial problems.

The study confirms that the development of an organization should be carried out in accordance with strategies, focusing on the available resources. Due to this, the company will have a competitive advantage in creating a product that will be in demand in the market and bring profit to the company.

References / References

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References in English /References in English

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Endovickij, D. A. Resursoorientirovannyj jekonomic news analiz: teorija, metodologija, praktika / D. A. Endovickij, N. P. Ljubushin, N. Je. Babicheva // Jekonomic news analiz: teorija i praktika. - 2013. - No. 38. - P. 2-8.
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The purpose of strategic management is to ensure a long-term presence of the company in the market. A prerequisite for this is stable competitive advantages. The question is how to achieve and maintain them.

Many different (or differently presented) theoretical approaches to the interpretation of economic reality still do not meet the needs of practice in management tools.

The key problem of strategic management is that specific basic hypotheses are refined to the level of speculative framework constructions, which in themselves are convincing and explain the economic reality, but due to a narrow angle of view, cannot serve as a solid basis for recommendations in the field of practical actions. Against this background, the question is raised about the appropriate delineation of the theoretical framework for the interpretation (or creation and use) of stable competitive advantages.

Such a framework is the subject of further consideration. This market approach with an analysis of the external environment in relation to the enterprise. This approach is fully consistent with the work of Michael Porter on corporate strategy, which has a following and is very popular. AND resource approach with an analysis of the internal strengths and weaknesses of the enterprise using its unique achievements, resources and key competencies.

For example, to gain and maintain a market segment, Honda is leveraging its advances in the design and manufacture of top-quality engines for motorcycles, automobiles, lawn mowers and other accessories as a competitive advantage, and Canon - its capabilities in the field of optics and miniaturization (originally for cameras ) for copiers and printers.

Companies that build their strategy on the basis of key areas of competence or unique achievements may want to start shaping it by defining them for the component of internal business processes, and only then for the client component, choosing a buyer and the market segment in which these competencies and achievements are decisive.

The multidirectionality of these approaches served as the basis for considering them as antipodes, to believe that the use of one excludes the use of the other. This opposition is unnecessary. The prospect of integrating both concepts into a single framework is more attractive in order to take into account various aspects of competitiveness and to use the advantages of a balanced point of view for the strategic management of the enterprise. As a result, it would be possible, on the one hand, to explain the development of an enterprise (in terms of an interpretive approach) using original resources and a specific competitive environment, and, on the other hand, to develop, given a certain combination of resources and market conditions, practical recommendations for strategic management.

Market approach

A hallmark of market orientation is that the performance of an enterprise is determined by sales markets. Accordingly, special attention is paid to attractiveness of the company's environment as an indicator of the growth, capacity and quality of the market, as well as commodity positioning in relation to competitors.

The core of the market approach is knowledge that can be learned from the relationship between market structure and enterprise performance. In accordance with the structure-behavior-result paradigm, the market structure determines its behavior and thus specific results (Fig. 1.17).

Since it is assumed that factor markets are perfect, then differences in the factorial equipment of enterprises operating on the market are quite possible, but can be easily smoothed out. Thus, the adherents of the approach under consideration actually proceed from the fact that quasi-homogeneous enterprises operate in all industries. Such global market determinism is very far from reality.

Figure 1.17 - Relationship between market structure, market behavior, resources and results.

For the development of strategic recommendations, it is also assumed that only enterprises the same industry operate under conditions the same environment... The classic market approach toolkit includes, for example, the product life cycle concept, the experience curve concept, the PIMS program, and the portfolio of opportunities and risks.

In empirical studies, the supposed relationships between industry structure and market behavior are only tentatively revealed. Within the framework of a market-oriented approach, the question of what factors led the company to a favorable positioning in the market and how it is possible to maintain or strengthen these positions remains controversial. It is these questions that are the subject of the resource-based approach.

Resource approach

This approach is based on the assumption that the proposed products in the market are the result of principled market behavior, which in turn reflects the resources and competencies possessed by the enterprise. Resources and product become two sides of the same coin. Accordingly, the paradigm "resources - behavior - result" is put forward. However, in the development of strategic recommendations, there is a danger of replacing one one-sidedness with another due to insufficient consideration of market conditions.

Since an enterprise is understood as a set of original resources, it is logical to assume that a kind of resource base is a fundamental feature of a resource approach. With the help of relevant competitive resources, the company tries to conquer and strengthen strategically advantageous market positions that are inaccessible to competitors. To generate sustainable competitive advantages, the approach under consideration imposes certain requirements on resources.

Unimitability. Any resource is considered strategically relevant potential if it is protected from imitation by competitors. The degree of security depends on many factors. So, the history of development each enterprise is always unique, and a competitor's attempt to repeat it in a short time by means of large investments often does not lead to the goal at all or leads to it with a very unfavorable cost-benefit ratio. It is also possible opacity links between resources and competitive advantage. For example, it is well known that the products of a given enterprise are of excellent quality, but the competitor is not clear with what resource this is associated. The situation is similar with the interconnectedness of resources, when only a certain combination of them leads to the emergence of stable competitive advantages.

The specifics of the enterprise. With the growth of the organizational specificity of the resource, the costs associated with its transfer increase.

On the other hand, with an increase in the number of enterprise-specific resources, there is a threat of loss of flexibility. Therefore, it is important to constantly monitor the relationship between the quasi-retention potential of any resource (as the difference between its optimal use at the enterprise and suboptimal use for alternative purposes and / or other market participants) and the possible loss of flexibility.

Irreplaceability. Independent of the enterprise, but crucial for the value of the resource, is the danger of its replacement. With insignificant imitation barriers, it is possible to create a resource similar to the one being replaced. Formidable barriers force the use of alternative forms of development, in which an equivalent range of services can be provided only with the help of completely different or differently combined resources.

Ability to increase market value. Only those resources that contribute to the creation of value (value) in the sales market have strategic relevance. Only if the consumer is willing to pay for the additional benefit from the resource being used can success and thus amortization of the capital invested in the resource be ensured.

After identifying relevant competitive resources in the enterprise, it is necessary to specify the prerequisites that ensure long-term success from their use. For this, it is necessary to carry out further differentiation of resources in the other direction.

Integration of market and resource approaches

The toolkit intended for strategic management is designed primarily for established market structures and existing markets with high growth rates and low risks. Hence the danger of an overly optimistic assessment of the possibility of developing the competitive position of the enterprise. This risk can be significantly mitigated by integrating market and resource approaches.

Taking into account not only the product, but also the resources that generate it, allows the manager to gain more detailed knowledge of the strategy being implemented.

The concept, in which the resources that provide competitive advantages (and thus the products produced) are compared, and the economic fields (markets) of the enterprise, is a resource-market portfolio.

The portfolio concept distinguishes between existing and newly developed resources and markets. As a result of this two-dimensional approach, four segments are formed (Fig. 1.18), for which two main strategies can be formed.

So, on the one hand, you can use available competitive advantages based on resources, and p expand them towards new markets. On the other hand, the management of the enterprise anticipates what the demand for resources in the markets will be in the future.

Based on this foresight, a decision is made as to which resources and how to develop. Against this background, private strategies are recommended in certain segments of the portfolio.

In conclusion, it should be noted that the integration of market and resource approaches should be perceived only as the first step towards the creation of a complete theory of strategic management. A significant advantage of integration is the bringing together of separate knowledge in relatively multiple and independent decisions. So, comparing excess resources and needs for them allows you to more accurately analyze the real strategic position of the enterprise. An integrated approach can inform policy recommendations from multiple perspectives.

Figure 1.18 - Resource market portfolio.

The precondition for the integration of market and resource approaches is a favorable ratio of costs and benefits from planning. The development of an easy-to-use integrated approach is a subject for further research. What criteria for the relationship between internal and external orientation will be decisive can be determined only in each specific case, depending on the situation outside and inside the enterprise.

Resource approach

Resource approach(eng. Resource-based view) is an approach to the strategic analysis of an organization's activities, within which a great deal of attention is paid to organization-specific resources and competencies in the context of its competitive environment. The resource-based approach was published in Jay Barney's article "Company Resources and Sustainable Competitive Advantage" and subsequently became a new stage in the development of competitive analysis. One of the strengths of the resource approach is the ability to use it to explain in accessible terms the reasons for the success of companies, the application of the competence-based approach in practice and the development of competitive strategies for the development of the organization.

Organization resources

Competitive advantage

A company has a competitive advantage when it "implements a value-creating strategy for customers that is not pursued by any of its competitors in the market." A sustainable competitive advantage is called the case when "none of its current or potential competitors, using the same strategy, will be able to obtain a comparable benefit from the strategy being implemented." In this approach, sustainability means long-term preservation from being copied by competitors. The resource-based approach, however, assumes that over time (in the course of structural changes in the industry) sources of competitive advantage may lose their relevance and go out of the category of strategically important.

Sources of competitive advantage

The company's resources, which can become sources of sustainable competitive advantage, must be non-standardized (heterogeneous) and immobile. Otherwise, when several players in the market have similar resources, any company can repeat the strategy of another and get a comparable result, which contradicts the definition of sustainable competitive advantage.

Within the framework of the theory, four characteristics are distinguished that the key resources of the company have: they must be

valuable;
rare;
incompletely amenable to imitation;
irreplaceable by other frequent and reproducible substitute resources.

Value is understood as the ability of a company at the expense of a resource to use opportunities or neutralize threats from the external environment. Even if a resource has all the other characteristics, but does not help the company interact with the external environment, it cannot be considered strategic.

The scarcity of a resource is determined by the degree of its prevalence among competing companies. Some strategies require more than one resource, so scarcity can be considered in relation to the set of resources required to provide a competitive advantage.

Resources that are incompletely amenable to imitation have several distinctive features that prevent competitors from fully imitating them at the expense of other resources: their appearance is caused by unique environmental conditions in the past; their relationship with the resulting competitive advantage is not fully understood; they are characterized by complex social relationships. Other sources also highlight the physical uniqueness of the resource (real estate, sources of raw materials) and "economic protection" as reasons for incomplete imitation, when imitation of a resource is unprofitable from an economic point of view due to market capacity.

The last feature, irreplaceability, arises when none of the other common and reproducible resources can be used in a similar way to form a competitive advantage.

Collis and Montgomery took a more practice-oriented approach to identifying key resources and identified five distinguishing features of this category of resources. The resource can be classified as strategically important when

it is difficult to copy;
it becomes obsolete slowly;
owned by the company, not its employees or customers;
cannot be easily replaced;
surpasses similar resources of competitors.

The first and fourth characteristics coincide with those of D. Barney, while the rest raise questions about the durability of a resource, ownership of it and its relative value. Strategically important resources should be relevant to the company in the long run, ownership should be assigned to the company, and value should be measured based on objective information, preferably with the help of an external expert. Managers must develop strategies that are resource-based that fully meet these requirements. Most of these resources are intangible, reflecting the desire to pay more attention to the cultural and technological aspects of coprarative resources. Many resources, in particular those related to the characteristics of the corporate culture, cannot be definitely attributed to the strengths or weaknesses due to their complex social nature, therefore the company must think one step ahead of the competition and, if necessary, pay more attention to this or that resource. Due to the complex complete changes in the external environment, it may be necessary to invest in additional resources in order to update them in accordance with market conditions.

Notes (edit)

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