Definition of a problematics and tendencies of strategic development of the noncommercial organisations in the conditions of uncertainty and risk

the Developed conditions testify, that current functioning of the noncommercial organisations and efficiency of the given process have serious problems which in aggregate define a crisis situation with «the third sector» economy.

Existing results of scientific researches in management sphere the noncommercial organisations do not represent the generated concept which would cover strategic aspects of process of efficient control managing subjects of the given sector in the conditions of uncertainty and instability of an environment from package approach positions.

the Urgency and an insufficient level of scrutiny of the specified questions prove necessity of a substantiation of teoretiko-methodical positions and recommendations to management of activity of the noncommercial organisations in Russia. Thereupon the decision of following questions is expedient:

- to define problem areas in management of the noncommercial organisations in the conditions of turbulence of an environment;

- to order the priority directions reflecting essence and the maintenance of development of directions of activity of the noncommercial organisations in modern conditions.

the Revealed problems in activity of the noncommercial organisations vzaimoobuslovleny and vzaimodopolnjaemy. Moreover, revision is necessary for their decision and the subsequent preventive maintenance as behaviour NKO, and changes of conditions of their functioning.

we will carry out the analysis of the basic problems of a control system in the noncommercial organisations.

1. Financial problems.

Their nature consists that at NKO there are no strictly fixed sources of finance of activity. For steady functioning the noncommercial organisation should involve independently investments of private business and (or) search for reception possibility grantovoj supports.

All spectrum of financial resources of the noncommercial organisation can be consolidated in three groups:

- budgetary grants;

- grants;

- donations.

In addition, not for all comprehensible sources also it is necessary to name membership dues (in political parties, trade unions).

Donations - one of the most widespread sources of financial receipts of the noncommercial organisations. If to consider foreign experience, in Europe and the USA the big share NKO functions thanking a various sort to donations. The given practice is not peculiar to the Russian Federation. As a rule, donations are astable and not system sources of finance. The legal aspect of the given source of investments into Russia is regulated by Civil code article 582.

One of the most important for the organisations of the moments: the donation can be caused its use on certain appointment as the given fact allows to release activity of the managing subject from charge and profit tax payment.

According to the legislation of the Russian Federation, managing subjects of the third sector of economy can carry out enterprise activity provided that all means received from it will be directed on realisation of the authorised purposes.

Enterprise activity in itself can be the project or the program of the noncommercial organisation, however the rule on use of incomes remains invariable.

At conducting enterprise activity WITH NKO is obliged to carry out all norms and the requirements concerning it (including payment of all taxes, requirements on licensing and so on).

That the organisation could lead enterprise activity, the corresponding section should be included in its Charter. In it it is necessary not to specify the fact of it, but also to list concrete kinds of enterprise activity (type formulations «and other kinds of activity not forbidden by the law» are not supposed).

According to the researches spent by the Center of researches of a civil society and noncommercial sector NIU VSHE in 2016: «NKO means suffice Every fifth for realisation all conceived, 3 % NKO of means suffices even on creation of financial reserves. The others NKO to some extent test deficiency of material means». 18

Table 4 - Structure of financing of the noncommercial organisations

in Russia and its dynamics, in %

the Source of finance 2010 2012 2015 2017
Donations of private persons 33 35 38 39
Receipts from

enterprise structures

17 19 23 27
Grants, grants from local municipal budgets 17 16 18 21
Grants, grants from

regional budgets

10 11 18 19
Grants, grants from

federal authorities

10 10 11 14

18 Mersijanova I.V., Benevolensky V.B.Preimushchestva NKO as suppliers of social services: approbation in the Russian conditions//Questions of the state and municipal management. - 2016. - ¹ 4. - with. 7-26.

P ^odolzhenie tables 4
Means grantodajushchih

the organisations

3 3 7 6
Receipts from the foreign commercial organisations 2 1 2 2

Budgetary assignments of the federal budget for financing of activity of the noncommercial organisations allocate:

- the Ministry of culture of the Russian Federation;

- Ministry of Health of the Russian Federation;

- the Ministry of Labour and Social Protection of the Russian Federation;

- the Administrative office of the President of the Russian Federation;

- the Ministry of economic development of the Russian Federation;

- the Ministry of Emergency Measures of Russia;

- Federal medical and biologic agency;

- Federal service of the Russian Federation under the control over a drug trafficking.

the Government of the Russian Federation has approved the program of budgetary financing of socially focused noncommercial organisations for 2016-2020.

the Program of stage-by-stage access of socially focused noncommercial organisations to budgetary funds for 2016-2020 is prepared by the Ministry of economic development of the Russian Federation.

the Program will be is realised in two stages. Per 2016-2017 «the essential increase in volumes of the social services rendered to the organisations to which grants for a competitive basis» will to be given is provided.

In 2018-2020 the separate law the mechanism of the state (municipal) order for rendering of services in social sphere »should« be started. For socially focused noncommercial

the organisations receiving not less of 90 % of the income «from granting of social, medical and educational services», introduction of the zero rate of the profit tax is possible. Such organisations will be included in the register of suppliers of social services. Privileges under the profit tax are supposed to be established and for legal bodies who endow to the noncommercial organisations. Also it is offered to give the chance to the noncommercial organisations not to remove offices, and to lead «activity in individual apartment houses», having prepared respective alterations in the Housing code.

Till 2020 it is supposed to develop the development concept dobrovolchestva in social sphere. Also monitoring of the most demanded, but services not rendered by official bodies to citizens will be carried out. Standards of social services should be besides, developed. Program realisation should increase «availability and quality of social services», a competition in this sphere and «to expand population possibilities in a choice of service providers».

In the Oryol area 907 noncommercial organisations, including 518 public associations, 193 religious organisations, 13 national public associations, 3 national-cultural autonomies, 10 public organisations representing foreign subjects, 54 regional branches of political parties, 27 Cossack societies [18] now are registered.

the Largest sotsinstitutom is the Association of public associations «Public chamber of the Oryol area», operating since 2004.

it is necessary to notice, that in region the system of information, methodical, consulting, property, financial support of public associations is built.

Since 2006 the Oryol public men take part in competition

on granting of grants of the President of the Russian Federation (drawing 3).

Drawing 3 - Volume of money resources of grants of the President of the Russian Federation, received by the noncommercial organisations in the Oryol area 20

the Volume of the federal funds involved with the noncommercial organisations in region for last 10 years, exceeds 96 million roubles.

Also since 2011 the noncommercial organisations of the Oryol area became the winner of competitive selections Minekonomrazvitija the Russian Federation thanks to what in addition for support of socially focused noncommercial organisations it has been received more than 16 million roubles.

Regional assistance to socially focused noncommercial organisations appears since 2007. For this time the volume of financial support of public organisations from the regional budget has increased with 2,5 to 10 million roubles.

20 the Site of Administration of the Oryol area.

Within the limits of 12 competitive selections it is stimulated during the period with 2007 on 2016 336 projects of public organisations, the total amount of which regional financing has exceeded 84 million roubles (drawing 4).

Drawing 4 - Quantity of projects of the noncommercial organisations, supported Pravitelsky the Oryol area 21

Concretizing distribution of volumes of financing on noncommercial the organisations of the Oryol area should note.

In 2014 it has been allocated:

«Public chamber of the Oryol area» - 500 thousand roubles,

- oblotdelenie the All-Russia public organisation of veterans (pensioners) of war, work, Armed forces and law enforcement bodies - 500 thousand roubles,

- the Union of women of the Oryol area - 500 thousand roubles.

In 2015 it has been allocated:

- «Public chamber of the Oryol area» - 1 million roubles,

21 the Site of Administration of the Oryol area.

- oblotdelenie the All-Russia public organisation of veterans (pensioners) of war, work, Armed forces and law enforcement bodies - 900 thousand roubles,

- the Union of women of the Oryol area - 700 thousand roubles.

In 2016 it has been allocated:

- «Public chamber of the Oryol area» - 750 thousand roubles,

- «Patriots Orlovshchiny» - 500 thousand roubles,

- the Farm Cossack society of the city of Mtsenska - 495 thousand roubles,

- oblotdelenie the All-Russia public organisation of veterans (pensioners) of war, work, Armed forces and law enforcement bodies - 480 thousand roubles,

- the Union of women of the Oryol area - 480 thousand roubles.

2. Organizational problems.

the high-grade mechanism of interaction of the noncommercial organisations with real and potential consumers of the services Now is not generated.

One of the major problems in the modern Russian validity is that partner relations between authorities and, co-operating with them, public organisations are insufficiently generated. The major problem is development of accurate reference points, a substantiation of effective model of social partnership between the civil society presented by the non-governmental noncommercial organisations, and the power in the name of local government.

the Sector of the noncommercial organisations exists in regions of Russia even in the conditions of weakness of institutes of local government. The available contradiction leads to that the noncommercial organisations develop in conditions bjurokraticheski the designed environment.

Weakness of institutes of local government leads also to that communications between a society and the noncommercial organisations are not system so also adaptation of activity of such organisations to existing social requirements is slowed down, great inertsionnost their activity.

Additional aspect of the specified weakness of institutes of the local government, in functioning of noncommercial sector, disproportions of social and economic development of city and rural settlements in regions that slows down natural adaptation of communities to available external conditions are reflected. Result of it are social problems by which decision the noncommercial organisations but which could be resolved naturally in the presence of the developed system of local government are guided.

As an example here pertinently to result activity of such type of the noncommercial organisations as funds of support of local communities, whose activity is directed on a wide range of local social problems, and also on motivation of citizens in the further residing at settlement. Thus, resources of which the organisations for lack of the developed local government dispose, a priori do not provide a system positive effect for social sphere of region.

the Problem is weakness of social communications in city communities. The revealed problem of weakness of social communications in city communities also has system character for activity of the noncommercial organisations and is closely connected with a problem of weakness of institutes of local government.

For the noncommercial organisations it creates a situation when they in the activity objectively cannot lean against wide civil activity, use informal civil networks and a resource of local charity.

the Result here is additional dependence of noncommercial sector on the resources meted by local authorities, and also external in relation to region welfare funds and rather narrow circle of physical persons. A result is that fact, that the noncommercial organisations in many regions have very limited possibilities on independent and flexible formation of the agenda in the field of the decision of social problems.

Research of modern functioning of noncommercial sector has shown, that their interaction with TV is rather low, and is inadmissible low with Internet editions. The last are potentially capable to be the most fertile for contacts to noncommercial sector a category of mass-media. Partially so negative data on interaction with Internet editions speak presence concerning a high share of the veteran organisations which, however, do not do all picture. Other explanation lays in sphere of principles of work of various kinds of mass-media from which Internet editions represent the most cheap sphere. Frequently, the journalists occupied in them do not lead independent information search and do not leave on direct contact with njusmejkerami. Journalists of traditional mass-media, on the contrary, more often "leave" on heroes of the plots. Thus, in many cases representatives of the noncommercial organisations show insufficient activity on expansion of contacts to mass-media.

As a whole now it is necessary to establish on the basis of rate and character of dialogue with mass-media and as on the basis of other data, that workers of the third sector possess low kontaktnostju and are not able to build professional communications on which success of their organisation can depend.

3. Personnel problems.

the Noncommercial organisations possess rather low level of personnel potential. Thereupon there are complexities in the organisation of an effective control system of their activity.

Discriminating line of the noncommercial organisations in Russia is very high fluidity of staff which is mainly connected with impossibility to provide necessary wages, and also insufficient interest of the employee in organisation activity.

Representatives of a management of the noncommercial organisations consider important for successful development of the organisation following qualities of employees:

- "intelligence",

- "working capacity",

- "sense of duty",

- "reliability".

In our opinion, all it is a consequence of the representation which have taken roots in the third sector, that «noncommercial work» is not work to the full, and «the noncommercial product» precisely also is not a high-grade product.

This system of installations directly influences efficiency of the noncommercial organisations. Practice of supervision over activity of the noncommercial organisations shows, that the least efficiency the small organisations and low budget projects as they, as a rule, are forced to face even in small projects very various problems for which decision profile experts are often necessary differ. A result of shortage of a wide set of the qualified experts becomes universalizatsija employees and poor quality of a given product. However, it is necessary to notice and that a number of the organisations have absolutely insignificant constant staff, but are capable to involve effectively in the work volonterskie groups. In
this case the situation will look perfect differently. Precisely also low budget projects often appear ineffective for the reason that the considerable part of financing is spent for the salary of employees and only insignificant part is put in product creation. To a lesser degree the problem of an inefficiency of use of resources concerns the charitable organisations, and also the organisations widely using work of volunteers.

In practice at definition of object and methods of activity of the noncommercial organisations dim enough representations of a management and the key employees, leaning against existing social axiomatics and mythology, especially concerning a family, children and youth, older persons prevail. As a result, such activity turns to attempt of reproduction prevailing in this or that collective of the noncommercial organisation of social and cultural and community templates.

Also among overwhelming majority of heads and employees of the Organizations deficiency of such administrative skills, as is observed:

- a reflexion;

- orientirovannost on result;

- system planning of activity;

- search of several decisions of one problem.

the Given situation leads to that the noncommercial organisations start to work by a principle «projects for the sake of projects», thus quantity indicators (quantity of projects, quantity of the people covered by projects etc.) instead of qualitative become the main thing, and people, representatives of target groups of the organisations, play a "mass meeting" role in activity of the last.

Moreover, deficiency kompetentsy in respect of direct work with people takes place. Contact of the noncommercial organisations to the target groups is under construction frequently on a paternalism principle - employees of the organisations put themselves in position of "seniors" in relation to citizens on which decision of problems this or that social noncommercial project is formally directed. In other words, instead of a principle «the citizen - to the citizen» prevails a principle «the senior - younger». The exception is constituted here by the territorial organisations of self-management as social questions are not key for such organisations.

Deficiency tselepolaganija during activity planning. Deficiency tselepolaganija is understood as a problem of effective statement of the purposes and problems within the limits of projects realised by the noncommercial organisations, and also a problem of true definition of methods of the decision of tasks in view.

the System problem, in our opinion, is weakness of horizontal cooperation. In regions between the noncommercial organisations horizontal cooperation which joint realisation of projects is meant is extremely poorly developed.

It turns out, that the organisations are ready to exchange experience, but in a practical field de facto compete with each other for resources and consequently in the conditions of limitation of the last contact during realisation of the projects prefer to avoid. The exception is constituted by cases when one organisation can act as a source of resources for other organisation.

Result of it is dispersion of the environment of the noncommercial organisations and absence of system effect from their activity. In regions there is a certain quantity of the noncommercial organisations, but is not present
their network. Thus at the organisations for today the social and economic motivation to construction of such network is absent.

4. Legal problems.

In the developed legal conditions the noncommercial organisations have no possibility to take part in legislative process as there are no operating mechanisms of granting of the public point of view in a format of the decisions considered by authorities of various level.

the Noncommercial organisation is registered by a principle of a uniform window: the complete set of documents moves in Management of Ministry of Justice and, in case of the positive decision on registration, in Management duties the document transfer enters into tax organs for the further registration of the newly founded noncommercial organisation as the tax bearer.

At primary registration or modification of constituent instruments of already created organisation its founders frequently have the problems connected with a suspension of registration or with refusal in it. The suspension occurs, as a rule, because of insignificant errors in documents or grantings of their incomplete complete set. After correction of the defects specified by the inspector of the authorised body, registration proceeds in the general order.

But often infringements are so considerable, that the Ministry of Justice is forced to give up in registration. In this case the state duty on registration does not come back, the complete set of documents is formed anew and moves in registering body. It is necessary to consider two basic groups of infringements because of which refusal in registration is possible.

1. The infringements connected with inadequate official registration of papers. The infringements, most often supposed by founders by preparation of documents: instructions of the incorrect organisation-legal form or the name in the statement and constituent instruments. Organizational ­
legal forms of the noncommercial organisations are specified in the law ¹7-ÔÇ «About the noncommercial organisations» and other federal acts. Any other organisation-legal forms to exist should not, at their choice it is necessary to be guided only by the current legislation, and in any way own discretion or harmony of the name. As to the name according to item 23.1 it should not offends morals, national and religious feelings of citizens.

2. Errors at executing a process-verbal or decisions on creation the organisations connected with absence of quorum at voting or signed by the unauthorized person. Such errors infrequently happen at primary registration, but quite often arise at modification of constituent instruments of already created organisation. The contradiction of the charter to the current legislation. Kinds of activity of the organisation are incorrectly specified. At the noncommercial organisations special franchise. Activity principal views should correspond to the purposes of the organisation designated in its Charter. The noncommercial organisation has the right to be engaged and enterprise activity, but in exact according to the purposes specified in documents. The list of kinds of enterprise activity settling also is specified in item 2 of item 24 of the law «About the noncommercial organisations. Any exceptions of the above-stated list by the law it is not provided.

Except already listed bases for refusal in registration of the noncommercial organisation, there are others, such as:

- impossibility of the person to be the founder of the noncommercial organisation according to point 1.2 of article 15 of the law «About the noncommercial organisations»;

- the created religious organisation does not admit religious quality;

- if documents are given in inadequate body.

Classification of problems in management of the noncommercial organisations and priority directions of their development are resulted in table 5:

Table 5 - the Basic problem areas in management

the noncommercial organisations in the conditions of uncertainty and risk and

priority directions of their strategic development


Problem area the Reasons Priority directions of development
Financing - absence fixed

on NKO sources


- influence of sources

financings on a profile of activity NKO

- shortage of premises for work

- working out of a complex of planned actions for attraction of the finance in the conditions of crisis

- creation kraudfandingovyh platforms

the Personnel - shots with low


- the average and higher education organisation,

certification systems at a professional training for NKO

Mechanisms of interaction of various level - functioning

majority NKO on

to a basis of the state

the order

- absence of horizontal integration between NKO

- mistrust to NKO

- development digital

interaction formats

- creation new the Internet - projects

Regulatory legal acts - absence

the legislative leadership at NKO

- formation and

perfection of mechanisms of representation of the public point of view in a format of decisions

Because, how much operatively and structurally the designated problems begin to be solved, functioning and development of the noncommercial organisations and quality of services rendered by them will depend.

22 It is constituted by the author.

Results of such analysis should be taken as a principle formations of conceptual positions on development of the noncommercial organisations in the conditions of uncertainty and risk.

According to the author, the system analysis of the problem fields caused by specificity of functioning of the noncommercial organisations now have not deep, superficial character. The decision from the developed crisis situation ordering of the priority directions reflecting essence and the maintenance of development of noncommercial sector of economy of Russia sees.

Within the limits of search of sources of finance of activity of the organisation it is expedient to consider possibilities of endaument-funds.

the Operating company - the professional participant of the market, it invests means of the noncommercial organisation according to the strategy adjusted with the noncommercial organisation. In Russia exists more than 80 operating companies [19] .

the First and most obvious advantage of the target capital that it gives to the noncommercial organisation stability is a guarantee of performance of current obligations which should be executed.

For other organisations «third sector» economy, endaument can be «a safety pillow» on a case of a crisis situation.

the Endaument-fund forces the noncommercial organisations to make long-term plans. To dispose of its means is not only to operate actives, but also to be engaged tselepolaganiem.

Some noncommercial consider the target capital as the special tool for communications with large business. For example, in the form of participation stejkholderov (interested persons) in work of a board of guardians.

in Russia 177 endaument-funds operate, however more than half from them are registered in Moscow and the Moscow area. In St.-Petersburg and Leningrad region - 26 endaument-funds; in Tomsk - 6; in Perm - 4; in Vladivostok - 3; in Belgorod, Vologda and Voronezh - on 2 etc. 24

the Majority of them (104) operate in an education sphere, but is and in sphere of the social help (23), in culture and art (22) sphere, at welfare funds (14) etc.

In "twenty" of the largest funds of the target capital - Fund "Ñêîëêîâî" (4 billion 716 million rbl.), Fund of the European university in St.-Petersburg (1 billion 516 million rbl.), Fund of development MGIMO (1 mlrd 450 million rbl.), Fund of the target capital of the Russian military-historical society (1 billion 355 million rbl.) etc.

the Important trend which has appeared recently - orientation not only to large donations of one-two donors (ten and hundred millions roubles), but also on more modest, but numerous contributions (ten and hundred thousand roubles).

So 10 years ago the target capital of Fund of the help to hospices "Belief" has been at a time generated by several socially responsible businessmen. And created in 2014 endaument Fund of local community «Civil union» (Penza) it was created already on other basis: the largest payment which has been received in the target capital, was from Vladimir Potanin, and all the rest - from 100 roubles to 100 thousand are means of small and average business.

the Noncommercial organisation can create at once a little endaumentov. It becomes, on the one hand, for diversifikatsii risks, with another - for financing of different problems (for example, support
concrete faculties, instead of all university). So, fund Solomona Guggenhajma has 25 target capitals.

For the decision of a problem of estrangement of the power and public organisations, for removal of barriers of mistrust and vigilance it is possible to develop and use actively such form of direct and unostentatious interaction of institutes of a civil society with the power as clubs of business and professional dialogue. The considered variant is perspective for a considerable quantity of public organisations existing in municipal union. For an establishment of social partnership and confidential relations he assumes a social equality establishment between the power and a society. Such forms of the organisation can be different. Feature of such meetings is the emotional saturation and common cause atmosphere. At such meetings the power «removes epaulets», and the society leaves from suspiciousness. When the power and a society meet face to face in informal conditions, they have an understanding of that all of them live in one territory and that mutual aid and cooperation will make positive impact on a life and those and others. Thus, the power can see and understand potential, including economic, civil activity of a society as the administrative resource for territory development, and having understood need, requirement, strong and weaknesses of a civil society - to offer more concrete, expedient and effective forms of useful interaction with bolshej frequency. During too time the initiative in the organisation of actions should lay on the noncommercial organisations, instead of on authorities. The factor of attraction of authorities is possibility to raise their image in the opinion of the public. It is necessary to invite mass-media to such meetings, it is possible even noncommercial mass-media which will shine this event.

the Problem of increase in quantity of highly skilled professionals in the noncommercial organisations can be solved in two ways:

1. Attraction of experts from the outside. It is a problem of the organisations. It can be promoted in many respects by presence in the ranks of noncommercial sector of public figures which promote increase of prestigiousness of the given sector.

2. Training and improvement of professional skill of employees of the noncommercial organisations. Now in practice the negative tendency when labour loading on the worker increases is observed. Because of it in the organisations turnover of staff increases. The authorities are interested in simplification of this labour loading.

the Analysis of the revealed problem fields of functioning of the noncommercial organisations in Russia has allowed to systematise them from a position of a substantiation of necessity of use of the anti-recessionary approach in management NKO.

the Maintenance of problem fields of the internal and external influence proving necessity of working out of anti-recessionary strategy of development NKO are resulted in drawing. 5.

we Will characterise the maintenance of each of the allocated problem fields for which decision anti-recessionary strategy of management are necessary.

Speaking about an economic component as the factor influencing development of the noncommercial organisations in Russia it is necessary to allocate developed trends:

Drawing 5 - the Actual tendencies influencing development

the noncommercial organisations

- increase in cumulative budgetary investments in support of NKO with increase of risk of the unbalanced sequester in the conditions of crisis;

- low budgetary possibilities for reduction of risks of development NKO regarding transition to the following step of a cycle of development of the organisation;

- the low security resources NKO aggravated with difficulties in reception of credits, investments, premises and the equipment;

- inefficient for support NKO bank system;

- the instability of the legislation which is complicated and not stimulating productive development system of the taxation (expenses for administration mismatch activity scales);

- high costs in connection with logistics and backwardness (inaccessibility to activity NKO) obshcheinzhenernoj and a social infrastructure;

- since 2015 - growth of basic availability of premises and the equipment because of leaving in the conditions of crisis of a part of the commercial organisations;

- obshcheekonomicheskaja the tendency to diversifikatsii administrative and economic functions (cost chains, external advisers, etc.) leads to increase in offers of training, consulting, autsoringa accounting services, etc.

- absence of economic monitoring NKO. Absence of the authentic statistical information on condition NKO, not allowing objectively to estimate and predict its development;

- influence of not economic (administrative) barriers;

- actually full absence of financial resources for realisation of capital investments, first of all in infrastructural objects of support NKO.

the Political field of the factors influencing development of the noncommercial organisations includes:

- federal requirements to development NKO (the specialised policy of support NKO, separate directions of social policy, etc.);

- formation of regional programs (strategy) socially - economic development taking into account elements and problems of activity NKO;

- political support by the state charitable, rendering concrete services to population NKO;

- formation of a uniform policy (unification) of involving NKO in decision-making with use of introduced mechanisms (the public control, an independent estimation of activity of establishments, etc.) and under condition of an input in the given processes through specialised subjects (public chamber, social councils);

- absence of fixed politiko-legal criteria,

providing advantages of support otechestvenno­

focused, patriotically adjusted "not political" NKO;

- increase in regulation of activity NKO (including kontrolno-supervising activity) regarding involved sources of finance, organisation-legal registration and separate kinds of activity;

- presence of elements federal and regional normativnopravovoj ­ the base essentially solving a question on a place of an infrastructure of assistance NKO in forms and measures of support of socially focused noncommercial organisations;

- crisis of some traditional federal, inter-regional and thematic programs, projects and the organisations in connection with leaving of a part of not Russian (not state) donor organisations;

- an insufficient transparency (or low development of rules) grantings NKO of budgetary funds in the form of grants;

- change (in a number of aspects - development) legal base of activity NKO and possibility of their support;

- presence of practice and experience of constructive interaction obshchegrazhdanskih the organisations and the state and municipal bodies for formation of the effective state (municipal) decision.

Social aspects of development of the noncommercial organisations in the conditions of turbulence of an environment are characterised by such tendencies as:

- increase of social loading on managing subjects;

- till 2015 - changes in assortment of workers: low inflow of youth, people of a pension age, people arrived on a new residence, etc. are ready to continue work; the layer of the labour which has got labour skills only in NKO, low functional professionalism and high "thematic" knowledge, skills and experience etc. was generated

- since 2015 - growth of availability of workers of higher qualifications because of a situation on a labour market;

- considerable inflow of new people to noncommercial activity and as consequence - change of culture and traditions in activity of the organisations;

- change of culture and traditions in administration NKO (non-uniform / unstable business culture);

- increase involved in single charity and in different forms self-organising of citizens;

- insignificant public support and trust of citizens of part NKO. On former actually the basic stejkholder NKO - authorities and local government;

- development of various protest and antiprotest movements, destructive actions, social and religious dogmatism, simultaneously high level of criticality to traditional democratic procedures and rhetoric. High uneasiness to the organisations developing international contacts;

- high sensitivity of employees NKO to changes and formats of sociolabor relations (crisis influence in aggregate with legislation changes about NKO)

- features of formation of regional and local societies.

the Technological aspect of development NKO in modern conditions includes the following revealed tendencies:

- technologies of noncommercial activity were generated and applied;

- development of technologies of network interactions and IKT in activity of some the organisations;

- simultaneously in a considerable share of the organisations discrepancy of level of information technologies and information systems to a today's stage of technological way;

- a deterioration of fixed capital NKO;

- discrepancy of quality of services NKO (and also control systems of quality of activity) to in most cases operating requirements and standards;

- actual absence of a policy of innovations in the organisations;

- absence of uniformly formed and publicly accessible information base on existing technologies, techniques and decisions;

- requirements to creation in control systems of the noncommercial

the organisations and noncommercial projects of the integrated

(kontrolno-supervising bodies interfaced to requirements, electronic platforms, bankovsko-accounting systems, portals of documenting of design activity) hardware platforms, technologies and systems.

the carried out research testifies that the considerable part of difficulties and obstacles in a way of formation and development Russian NKO during the actual period lays behind frameworks of the sphere of noncommercial activity:

- superfluous administrative barriers;

- low interest of authorities in development NKO on places;

- negative perception of employees NKO the separate

representatives of power structures, political establishment and a considerable part of citizens as the persons which well-being is reached exclusively thanks to evasion from statutory and customs of norms and rules of conducting activity;

- mistrust of active citizens to a state policy in

to sphere NKO, and to the registered noncommercial

to the organisations, expressed, in particular, in such forms, as delimitation with for a long time operating NKO, "preservation" personal aktivistskih achievements, demonstrative rupture with «traditional public men» or «NKO with offices»;

- insufficient level or instability of the civil

culture and activity.

Thus, for increase of a management efficiency and development of the noncommercial organisations it is expedient to allocate such priority directions as:

- increase of a skill level of the administrative personnel of the noncommercial organisations;

- introduction in practice of management of new methods and technologies of interaction with authorities of various level, partners, legal and physical persons, mass-media;

- use of additional special advantages of the noncommercial organisations. It is a question of presence of fiscal incentives, attraction of the volunteer assistants, new members of the organisation.

- perfection enterprise kompetentsy for development of enterprise activity, in the purposes of attraction not only external sources of finance, but also receptions of own profit;

- working out and introduction in practice of administrative activity of strategic aspects of decision-making on the basis of innovations, a mental potential of employees of the noncommercial organisation;

- creation of corresponding image of the organisation, observance of ethics of business behaviour, development of public relations and improvement of quality of rendered services, products.

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A source: Surovneva Anna Aleksandrovna. FORMATION of ANTI-RECESSIONARY STRATEGY of the NONCOMMERCIAL ORGANIZATIONS. The dissertation on competition of a scientific degree of a Cand.Econ.Sci. An eagle - 2018. 2018

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  1. Functions, principles and methods of strategic management of the noncommercial organisations in the conditions of crisis
  2. System of indicators of an estimation of activity of the noncommercial organisations in the conditions of realisation of anti-recessionary strategy of development
  3. Chapter 3. Teoretiko-methodological aspects prinjayotie decisions in the conditions of risk and uncertainty
  4. KAMALJAN artak Kadzhikovich. ACCEPTANCE of ADMINISTRATIVE DECISIONS In the conditions of RISK And UNCERTAINTY. The DISSERTATION on competition of a scientific degree of the Doctor of Economics. Voronezh -,
  5. the Mechanism of development of communications in the conditions of uncertainty removal in management of staff
  6. 2.3 Tendencies of development of branch and their influence on strategic management.
  7. Risk and uncertainty of agrarian and industrial complex
  8. § 2.3. The noncommercial organisations as a kind not state The organisations
  9. Factors of occurrence of crisis in the noncommercial organisations
  10. Paragraph 2.2 the Legal capacity of the noncommercial organisations.
  11. § 1.1 Noncommercial organisations as subjects of an inconsistency
  12. 6. The basic directions state reguliroyovanija the agrarian economy, considering a risk factor and uncertainty
  13. Identification of crises in activity ofthe noncommercial organisations
  16. § 2.3 External management of the noncommercial organisations at bankruptcy
  17. the Technique of a strategic choice (decision-making) within the limits of the strategic program of branch development