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Outsourcing and its interrelation with strategic management of the organisation and itsinformation infrastructure of management

In development of digital economy to the organisations it is constant treyobuetsja to find methods of acknowledgement own konkurentosposobnoyosti. To survive and become successful in conditions of constant strengthening konkurenyotsii it is possible to those companies which do own business more effekyotivnym in the method.

The modern model answering to calls of digital economy, outsourcing is.

Let's carry out the analysis of definitions of concept "outsourcing":

• From English outside resource using — (use vneshyonih resources) granting of services or supply realisation produkyotsiej external suppliers or manufacturers for reduction izderyozhek. [12]

• Transfer of traditional not profile functions of the organisation (for example, such as book keeping or an advertising effort) autyosorseram, to subcontractors, competent experts stoyoronnej firms. One of kinds of cooperation [13].

• Transfer to the external organisations till this moment samostojayotelno in-progress activities (services) or production functions [14].

• Partial or complete transfer of productions, including functions of planning, management and the control, external organiyozatsii [15].

• Fulfilment of separate functions (industrial, service, information, financial, logistical, administrative and so forth) or business processes (organizational, financial and economic, proizvodyostvenno-technical, marketing) the external organisation, which to race
Believes resources necessary for it, on the basis of long-term soyoglashenija [16 [17].

• the Organizational decision which optimises a business system configuration, proceeding from parametres "qualities-costs-possessions";

17 outsourcing is a drawing on the party.

• Sale of own capacities on realisation of any business processes (repair, book keeping); transition to acquisition of corresponding production or services at foreign orgnaizatsii [18 [19].

• Business technology, which assumes transfer to the foreign specialised companies (autsorsingovym to the companies) processes or functions in the business, together with responsibility for result

19

Fulfilment of these processes.

• Transfer of internal division of the enterprise and all svjazanyonyh with it of assets in the organisation of the service provider which suggests to render certain service during concrete time on ogovoyorennoj to the price [20].

Proceeding from the given definitions, the availability of business process is otyolichitelnoj line of outsourcing, in comparison with other forms of rendering of services. However it is possible to notice, that transfer of business processes (them elemenyotov) the organisation can be carried out with application of the "narrow" approach to "outsourcing" and the "wide" approach.

Within the limits of the "narrow" approach of advantage of "outsourcing" cannot be completely opened, since there is a complexity of branch of the model given business - from various kinds subkontraktinga. To the full advantage of bilateral integration of business and optimisation economic the active
sti the organisation can feel in the course of the "wide" approach to "autsoryosingu".

In our research the interrelation of levels strategicheyoskogo managements of the organisation and business processes corresponding to them is revealed. The given interrelation defines coverage of the approach which uses organiyozatsija in relation to outsourcing.

The term strategic management has appeared in the mid-sixties of the XX-th century for distinction definition between current management on a level of production and management which is carried out by a management organiyozatsy. Necessity of an establishment of the given distinction was caused by transition to new model of management of development of the organisation in the conditions of a varying environment [21]. Thus, term occurrence strategic upravyolenie is caused by increase in number of problems because of intrafirm and external changes, increase of a role of the top echelon of management in the organisations and strengthenings of instability of an environment. At the organisations (table 1.4) has increased neobhoyodimost in forward planning of own activity and availability of carefully planned sequence of actions with the external environment.

Table 1.4

Comparison of operative and strategic approaches to management

Operational administration Strategic management
The approach purpose to management Production of the goods and services for the purpose of reception priyobyli from their realisation Orientation to long-term prospect by means of ustayonovlenija balance with an external environment
Object of the approach to management Interaction with an environment with use miyonimizatsii resources and maksiyomizatsii profits Interaction with external sreyodoj through search new vozmozhyonostej, understanding konkurenyotsii, definition of own advantages, the analysis of external factors of activity organiyozatsii and adaptation to them
Time orientayotsija the approach to management Kratkosrochnoei srednesrochyonoe development Orientation to long-term prospect

Strategic management represents process of working out, acceptance and realisation of the strategic decisions based on strateyogicheskom a choice which, in turn, is based on a finding bayolansa between resource potential of the organisation and vozmozhnostja - mi/threats of its external environment [22]. Maintenance of the given balance and poyovysheniju to competitiveness of the organisation is promoted by outsourcing. A principal cause of the decision of transfer of a part of business processes on outsourcing is the aspiration of the chief of the organisation to consecutive kontsenyotratsii forces of the company and resources on basic, its main activity. TaYOkim in the image, expedient is to reveal communication between levels strayotegicheskogo managements of the company and outsourcing forms.

Any business process which is transmitted on outsourcing, does not carry avyotonomnyj character: it develops in a certain environment, which okayozyvaet on it strong influence. Hence, that outsourcing has brought qualitative advantages of the organisation, the trustworthy information should make its basis and not only concerning internal components of the business process which is transmitted on outsourcing, but also about factors of its external environment. Outsourcing inclusion in organisation activity represents process of use of knowledge, skills, instyorumentov and management methods business processes in a context organizatsiyoonnyh the purposes and problems for the purpose of creation of value for the company on a basis dosyotignutyh results of outsourcing. In the given process it is necessary to consider that results of the transmitted business processes and value brought by them should have quantitative measurement [23].

Unlike strategic management of the organisation outsourcing demands definition of degree of conformity of each separate transmitted business process of strategy of the organisation as a whole. Also it is necessary to notice, that outsourcing of business processes of levels of strategic management orgayo
nizatsii more low, than the general management, corresponds to strategy of that level to which the given business process belongs, instead of to organisation strategy as a whole.

In a situation when there is a change of terms, expenses or quality of results of certain business process in the organisation and she sobstvenyonymi forces, with attraction of present resources, aspires to removal of the given discrepancy, unfortunately, more often possible results will not lead to achievement of an object in view of that level of strategic management of the organisation which this business process concerns, and in poyosledujushchem and strategy of all organisation.

In case of transfer of the given business process on outsourcing, at ispolyozovanii resource base autsorsera and its professionalism, begins vozyomozhnym to carry out duly updating of the purpose and appointment danyonogo business process so that it did not contradict organizayotsionnoj to strategy and has allowed to reach greatest possible rezultayota. Hence, outsourcing allows to see, how changes in frameworks of one business process influence results of realisation of organizational strategy of level which the given business process concerns, with the ambassador -

24 blowing influence on results of organizational strategy as a whole [24].

Thus, outsourcing acts as a link between strayotegicheskim management of the organisation and observance of terms, expenses and treyobovany to quality within the limits of realised business processes (fig. 1.2).

Outsourcing is one of kinds of a joint management of the organisation which is realised within the limits of the business process transferred on control to foreign experts, for the purpose of its achievement strategic naznacheyonija at observance of the requests presented by time, costs, reyosursam both to the established purposes and problems [25].

Fig. 1.2. Interrelation of levels of strategic management organizatsiyoej and outsourcing of its business processes.

The interrelation of organizational activity and the basic components of definition of concept "outsourcing" is presented on fig. 1.3.

Fig. 1.3. The basic making definitions of concept "outsourcing" and their interrelation with organizational activity.

Within the limits of the carried out research it is necessary to notice, outsourcing increases possibilities and improves strategic management oryoganizatsiej thanks to formation of its competitive advantages. By consideration of outsourcing as competitive advantage organiyozatsii, it is possible to define following characteristics, which demonstriyorujut its positive influence on its reached results dejatelnoyosti: outsourcing creates additional value for consumers, be difficult copied process (protects from possible imitation konyokurentami) and opens new possibilities in the future [26].

Any organisation without dependence from sphere of its activity and otrasyolevoj accessories builds own strategy so that to create competitive advantage in the market. Strategy is geneyoralnyj a plan of action which is directed on long-term strengthening dosyotignutogo competitive position of the organisation and defines priorities of strategic problems, resources and sequence of steps on achievement of its strategic targets. The general strategy of the organisation can be dekompoyozirovana on strategy of levels of organizational management, programs and separate business processes of each level which achievement of the purposes will result in its realisation.

The involvement of interested persons into process of organizational management is supplied thanks to descending and voshoyodjashchego planning in strategic management of the company. So, napriyomer, chiefs of business processes of the company can in bolshej degrees poyonjat the general prospects of the purposes of the organisation and accept on the basis of it boyolee intelligent decisions. Besides, decomposition of strategy of the organisation on the purpose of separate business processes can give the chance them rukovodiyoteljam (including autsorseram) to state ideas rather ispolzoyovanija possibilities of the organisation and its limited resources to compare
Company business processes among themselves and also to redistribute resources and priorities between various business processes [27].

Being based on the analysis of the considered definitions of concept "autsoryosing", approach scale to outsourcing and its interrelation with levels strayotegicheskogo managements of the organisation and business processes (tab. 1.5), to it corresponding, we will consider "outsourcing" as follows: Outsourcing is a kind of a joint management of the organisation, directed on acquisition by the organisation of new competitive advantages in dolgoyosrochnom the period at the expense of specialisation use autsorsera, predosyotavljajushchego the goods, works or services on more favourable conditions, than oryoganizatsija can create it independently.

Hence, process of decomposition of strategy of the organisation and vyjavyolenie business processes for transfer on outsourcing with forming vzaiyomosvjazi with the general strategy and the organisation purposes is accompanied by that it will bring the companies the big benefit, than independent realisation kazhyodogo business process separately from each other at its various levels strayotegicheskogo managements.

Let's underline, that development of processes tsifrovizatsii on what was soyosredotocheno our attention in the previous paragraph of the dissertation, demands at realisation of transformation of systems of management modern orgayonizatsy, focused on introduction in them elements strategic - in essence - autsoringa, evolution adequate to these changes inyoformatsionnoj management structure. Without the decision of this problem, successful realisation of the indicated transformations simply is impossible. In this svjayozi, in the following paragraph we will consider theoretical and applied asyopekty imlementatsii in activity of the organisations of toolkit of IT outsourcing.

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Table 1.5

Interrelation of outsourcing with levels of strategic management of the organisation and business processes corresponding to them

Strategic management of the organisation Outsourcing
Levels Functions Organisation business processes Type Direction Funktsional The approach to autyosorsingu
The strategic Working out of decisions for strategic business problems and search of new possibilities Administrative activity oryoganizatsii Strategic management,

Management of investments,

Management of staff, ekonoyomicheskaja safety, inforyomatsionnaja safety, operayotsionnoe management, marketing and sales, organizational

Management, internal konyotrol, quality management

The strategic Business transformation autsorseyorom Autsorser incurs management of all service of the organisation, operation, razviyotiem systems, zakupkayomi, service etc. The wide
Development konkurentyonyh advantages

Through key fakyotory success

The tactical Coordination usiyoly, directed on increase proyoduktivnosti dejayotelnosti organizayotsii The basic dejayotelnosti organiyozatsii Production and sales of production / rendering of services And

Production and sales of production / rendering of services

Etc.

The functional Outsourcing biz -

Bore-processes

Autsorser incurs management vydeyolennoj function,

Independently opreyodeljaet necessary resources with rukovoyodstvom the organisations, are co-ordinated by structure and service level

Average
The operational Realisation osnovyonyh functions (podyobor staff, proyogramma indemnifications etc.) Auxiliary activity oryoganizatsii Technical and technological maintenance, IT Support, management of the finance, personnel clerical work, legal support, materialnoyotehnicheskoe support, transport maintenance, buhyogalterskoe support, podyobor and training of staff and druyogie auxiliary business - processes with allowance for specificity of activity of the organisation The resource Outsourcing priyolozheny Autsorser predostalja - et necessary reyosursy, is responsible for availability of a resource and its conformity trebovayonijam the organisations. The narrow
Management inforyomatsionnymi potoyokami and osushchestvleyonie base operayotsy Outsourcing inyo

frastruktury


1.3

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A source: Repin Nikita Vasilevich. DEVELOPMENT of the INFORMATION INFRASTRUCTURE of MANAGEMENT by the ORGANIZATION With IT OUTSOURCING USE. The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. Perm - 2018. 2018

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