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the Mechanism of realisation of strategy of development of a mining complex of local significance

Process of formation and strategy realisation is subject to influence of set of the direct and indirect factors which joint effect provokes risk nedostizhenija planned results. So, for example, adyoministrativnye effects in some cases are a little effective, volumes of the majority of resources are limited, separate stages of realisation strategicheyo
skoj programs can be badly co-ordinated, information obesyopechennost is fragmentary, etc.

Proceeding from it, the accurate understanding and process vision reayolizatsii is required to strategy from all key executors. We will specify most rasyoprostranennye errors which meet in strategic planirovayonii developments of branches:

1. Consideration of the strategic program, as the list nesvjazanyonyh projects. At such approach the sense strategic programyomirovanija which consists in the coordination and joint realisation of separate subroutines and actions for achievement of general purposes disappears.

2. Formation of the branch strategic program, being based only on the information on this branch disregarding its interaction with vneshyonej environment. Because of actively proceeding integration processes as goyorizontalnyh, and vertical, the account of dynamics of development soyoprjazhennyh is required, and also competing branches. Besides, development of each branch considerably depends from flowing and perspective sotsialnoyoekonomicheskogo conditions in region.

3. Consideration of the branch strategic program as obosobyolennogo the document having certain communication with an environment, odnayoko which purposes are established proceeding from the retrospective analysis. In addition to the previous item it is necessary to notice, that the purposes of the branch strategic program (in particular branches GPK MZ) ustanavlivayojutsja on the basis of strategy more a high level. At level of regions osnovyonym the document of strategic character is strategy sotsialnoyoekonomicheskogo developments.

Thus, process of formation and formalisation of the mechanism of realisation of strategy has essential significance at realisation of strategic management. World experience shows, that sotsialnoyoekonomicheskoe development of branches of complexes and regions depends from a method
nosti government bodies to develop and realise the effective mechanism reayolizatsii strategic programs [38, 53].

Such mechanism gives the chance to build accurate interrelations and zayovisimosti between results of realisation of separate projects, rukovodjayoshchim structure and executors, internal and external accountants, gosuyodarstvom and other stejkholderami. Key problems of the mechanism realizayotsii strategy are indicated in drawing 6.7.

Differently, if process of formation of strategy creates some kind of "skeleton" of system of strategic planning the mechanism realizayotsii strategy orders structure of this system, and also methods of interaction with an external environment.

Thus, the mechanism of realisation of the strategic program is a system is administrative-legal and organizational-economic instyorumentov, having accurate interrelation, and allowing to reach uniform strategic targets, and also to minimise risk of default, or neyodobrosovestnogo fulfilment of separate stages of the strategic program, at the expense of attraction and an effective utilisation of necessary resources.

Let's consider more in detail this definition. Is administrative-legal tools are expressed available adequate legislative base. For the purpose of prevention of a various sort of contradictions, it is required to supply acceptance of regulatory legal acts not only at regional level, but also at federal and municipal level [242].

Under "organizational-economic" the following is meant by tools: definition of the centres of responsibility and an order vzaimodejyostvija separate subjects, stimulation of economic subjects, noryomirovanie, decrease in tax rates, kvotirovanie etc.

Necessary resources (by consideration GPK MZ) is sovoyokupnost personnel, mineralno-raw, financial and information resources which are required for effective realisation of the program. At an estimation of the required volume of resources it is necessary to proceed, first, from nyyo
neshnih and perspective possibilities of region. Secondly, it is necessary to evaluate potential and expediency of attraction of resources from other regions.

Drawing 6.7 - the Primary goals within the limits of the realisation mechanism strategicheyoskoj programs of development of branch

It is developed by the author.

In short-term prospect personnel resources consist from opredelenyonogo quantities of the experts having required for fulfilment of tasks in view kompetentsijami. By consideration of personnel resources in long-term prospect, it is necessary to add also availability organizayotsy, young experts attending to preparation.

Information resources depend on tendencies of development of informatsiyoonno-communication technologies, and also an information field openness. Rather GPK MZ it is possible to tell, that are available znachiyotelnye the problems connected with absence of the information in opened dostuyope. The federal and regional branch statistics is fragmentary, and the "manual" tax of the information of the separate enterprises trudnorealizuem in the absence of open income statements of their activity [48].

Source of financial resources can be, as gosudarstvenyonye structures, and the private capital. Thus it is required to create prozrachyonuju the scheme of state-private partnership at realisation strategicheyoskih projects of regional significance.

The effective utilisation of resources considers their is minimum possible consumption which, however, will allow to reach planned koliyochestvenno-quality indicators of the strategic program.

For the purpose of minimisation of risk of default, or poor-quality vyyopolnenija program stages, the mechanism of its realisation should predusmatriyovat realisation of monitoring and the control of conformity of the planned and actually executed works. To lower obshcherealizatsionnye risks strayotegicheskoj programs the transparency and an openness of the information on results of activity of the economic structures involved in her will allow.

Besides it, the control of activity within the limits of branches GPK MZ dolyozhen to provide and prevention of attempts not authorised doyobychi minerals that is the widespread phenomenon in territory LO, especially in sphere of extraction of construction materials.

Process of formation and realisation of the strategic program razyovitija GPK MZ can be divided into 6 key stages (drawing 6.8). It is necessary to notice, that it is many-sided and the labour-intensive process, which itself can be considered in the form of the independent project, which realisation treyobuet attraction of a definite volume of personnel resources.

Perspective and realised in practice two are represented osyonovnyh a variant of attraction of personnel resources. The first - job assignment between acting to divisions of bodies of regional power LO. The second - formation of separate body within the limits of Committee ekonomiyocheskogo development and the investment policy LO, performing strategiyocheskoe planning of branches of region.

Does not cause doubts, that process of formation of strategic programs partially covers functions of acting committees and departayomentov. Nevertheless, coordination of their interaction, and also communication with external executors is beyond kompetentsy existing departments. Also, considering perspective requirement in osushchestvleyonii strategic planning for all branches, we consider tselesoobrazyonym creation of the isolated division supervising work on razrayobotke of strategic programs of region.

For example, the first stage (fig. 6.8) includes the tax and the analysis sushchestvenyonogo information volume, and a tentative estimation of the resources accessible to use at realisation of the strategic program. Resources, thus, can be not connected in any way among themselves (fig. 6.9).

Thus, the strategic program of development GPK MZ should be formed proceeding from requirements of various interested parties and for the purpose of reception stable poslerealizatsionnogo sotsialnoyoekonomicheskogo effect. As a whole, all directions of works which are carried out during formation and realisation of the strategic program, it is possible to break in separate directions, responsibility for which should be poruyochena to various executors. However the organisation of interaction of these executors for the purpose of achievement of the delivered strategic targets, should be carried out by department of strategic development of region (fig. 6.10).

Drawing 6.8 - Stages of realisation of the strategic program of development GPK LO

It is developed by the author.

Drawing 6.9 - Sources of various resources at realisation of the strategic program, on an example of Leningrad region

It is developed by the author.

Drawing 6.10 - Zones of responsibility of structural divisions of bodies of a regional government at formation and realisation of the strategic program of development GPK MZ

It is developed by the author.

The offered approach is aimed at the organisation co-ordinated vyyopolnenija all stages of formation and realisation of strategic programs GPK MZ.

6.4

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A source: Peshkova Galina Jurevna. STRATEGIC PLANNING of DEVELOPMENT of the MINING COMPLEX of LOCAL SIGNIFICANCE. The DISSERTATION on competition of a scientific degree of the Doctor of Economics. Kursk - 2018. 2018

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