The end of the twentieth century was marked by the extensive and explosive development of two directions in the economy and culture of society — globalization and postmodernism. The postmodern is an aggressive and protest reaction to a modernist style. Modernists believed up to nowadays that reason, science, progress, self-sacrifice, respect are eternal values. However, the creation of a global consumer society, informatization, the development of new technologies, the Internet spread, mobile communications, social networks contributed to the emergence of new relations associated with the rejection of traditional values. The economy is being actively taken root into the culture of consumption in the service industry. Fashion, style, behavior standards, brands have become a commodity. Postmodern crosses culture to commerce, with consumption, liberates and releases instincts. At the same time, the newly-minted cultural mutants are characterized by imaginary identity, indifference and disunity. After the end of the Cold War, postmodernism ideas had been moved ahead over the different countries and continents successfully, until they had stumbled over China. The managerial problem of the human relations and impossibility of their measurement is shown in modern conditions as well as at the time of Platon, Aristotle, Lao-tszy, Confucius, Suntszy, etc. This phenomenon is considered by us by the example of sports development and mass culture in China. In a situation with the penetration of postmodernism into Chinese society, Chinese communist leaders are forced to address the practical wisdom of their ancestors to counter the destruction of national consciousness and the preservation of national identity. Sports has become one of the most accessible, important and capital-intensive mechanisms for the implementation of global projects. Commercialization and capitalization of major sporting mega events has become a part of political activity, national prestige in the international arena for many political systems and independent states. Several case studies illustrate how as well as how Chinese leaders try to preserve national identity and the balance of relations in society in the postmodern era using the example of the development of China’s sports reform.

The author offers new approaches to dealing with the strategic and operational management of the company. The model of guaranteed algorithmic impact of strategic requirements (recommendations) expressed in specific indicators on monthly budgeting process is offered in the article. The organic interaction of these control types will allow management to implement model developments systematically and consistently in the enterprise. Embedding monthly budgets in strategic management involves the creation of intellectual information system, the core of which would be the hierarchical knowledge base that provides algorithmic communication between the strategy and budget. In addition, the database of formulas must be created which are designed for monthly calculations of indicators that are defined by the strategic goal. The provided in the article technology of fuzzy hierarchical search of restrictions on a number of key fiscal indicators clearly demonstrates the process of smoothing conflicts and resolving problems encountered during the adaptation of target strategic requirements to the real possibilities of the enterprise.

As noted in the first part of the paper in the extensive literature on crises and crisis management, it is possible to allocate two main directions: internal —  where the main attention is paid to technical and structural aspects and external — where the organization focuses on managing of stakeholders. Despite the fact that over past 20 years each of these directions has being developed to a large extent independently, it had been revealed that there were definite number of opportunities for their integration. Based on the results of research given in the extensive list of used literature, it will be shown how both of these perspectives can be combined into single integrated structure. At the same time the study of potential for synthesis of internal and external perspectives is going to be covered by time frame of three main crisis stages: pre-crisis prevention, crisis management and post-crisis outcomes, and term “crisis management” will reflect activities at these stages of organizational management in broadest sense.

The problem of population decline, economic activity decrease and deterioration of investment attractiveness has become topical on the agenda of sustainable development of industrial or single-industry cities in most developed countries (uSA, Eu, Australia) during the last century. New urban trends are increasing of the economic efficiency of urban areas usage, encouraging restrain of the population, including youth and employable people, and attracting new ones through the creation of required jobs and the formation of comfortable living conditions. All of these demanded the mechanisms and tools development for the social and economic development of cities. world experience has accumulated various approaches to the transformation of shrinking cities —  economic and financial instruments supporting the development and provision of partnership of key stakeholders of cities, integrated urban development programs, tools for optimizing the spatial and territorial structure of cities, etc. The paper analyzes the existing practices of application of administrative and organizational mechanisms for the spatial development of shrinking cities in the united States, Britain, Germany, Spain and Australia. Based on the analysis, key conclusions are drawn about the factors that divide the trajectories from decline to the cities restoration. The practical significance of the conclusions lies in the possibility of using them in the development of strategies and programs for the russian cities development that are experiencing a tendency towards a contraction of economic and territorial space.

The transition to the formation of budgets on the basis of the program-target method is one of the significant achievements of the budget policy pursued in russia in terms of increasing the budget expenditures efficiency. According to the audit and accounting bodies, the implementation of state programs in many strategic areas has not yet led to the expected increase in the effectiveness of budget spending. The ineffectiveness of using state programs is largely due to their poor-quality training. The subject of this study has been selected methodological approaches to assessing the quality of the preparation of state programs in the field of financial management at the level of the subject of the russian federation. The logical and informative analysis of selected from open sources texts of government programs was carried out on the basis of the quality assessment methodology developed by the author and supporting the principle of targeted decomposition. The results of the analysis of the main parameters of state financial management programs indicate the formal approach of the regions of the russian federation to the program texts design. According to the author, to improve the efficiency of financial management, it is necessary to develop special budgeting models for this sphere, including both process and project management principles.

The article highlights the current problems of financial support for investment projects for the development of the Arctic. There is one of the most important factors in the implementation of such projects significant for the national economy should be a focus on the systematic development of the Arctic territories and the optimal development of its scientific and industrial potential. The full-scale implementation of such projects will provide a cargo flow increase across the Northern Sea route, that will affect positively on strategic positions of the russian economy, have being possessed one more perspective transit transport corridor. A research purpose is comprehensive study of the existing and perspective investment projects of the Arctic region development, to working-out on recommendations about the priority projects selection and assessment of their efficiency. The analysis of various federal programs and initiatives of the executive power of the Arctic shows the efficiency evaluation of investment projects of the region development and their selection should be based on indicators as commercial and budgetary, as well as the socio-economic efficiency of each project. Evaluation of each type of efficiency involves the use of a number of indicators from which the authors single out the most significant. Besides, the selection of the development investment projects of the Arctic region should consider the following criteria: coordination of project parameters, their consistency with the priorities of the Arctic state policy; specification of deadlines, amounts of funding, resources support and the presence of targeting in each project; definition of the target results of the project providing for the special (basic) zones formation in the Arctic development. Such approach provides a comprehensive assessment of each project from the point of feasibility view of implementing and obtaining the required results, which is going to be expressed in the sustainable scientific, industrial, economic and technological development of the russian Arctic. It is revealed that the assessment of the effectiveness of projects for the development of the Arctic region should be based on a set of indicators of commercial, socio-economic and budgetary efficiency. regulatory base assessment: methodological documents approved by the federal executive authorities, taking into account the peculiarities of the implementation of infrastructure projects based on various forms of public-private partnership. The stated above application assessment criteria for each individual Arctic project will allow optimal allocation of budget funding in the context of a shortage of public finances.

The head of the school, as well as the business owner, it is important to understand the dynamics of the organization’s development. The current formal assessment procedures for schools and various ratings fix the current state of the organization, but do not allow to define at what stage of the development it is. Analysis of existing approaches to determining the stages of the life cycle of organizations has shown that existing methodologies are business-oriented and is not able to be used for educational organizations. The paper describes the school lifecycle model, proposed the methodology of a determining the stage of the school lifecycle using quantitative and qualitative parameters. Assessment the stages of the life cycle of four schools that are identical in their characteristics (status, age, size, location) and providing practical solutions are important result of the research. At first, the authors examined the position of the schools in the model of the lifecycle by quantitative indicators using three criteria: education quality, educational process resource supply, competitiveness of educational services. School reports based on self-examination provided the empirical evidence for indicators’ calculation. All the indicators are analyzed in a five-year dynamics, their averages for sample schools are defined over two time periods and percentile changes over a given period are calculated. The life cycle stage of a school is determined based on an aggregate indicator (final school evaluation), which is calculated considering weight coefficients. At second, we determined a dominant organizational culture type, which based on the robert E. Quinn and Kim S. Cameron’s OCAI method, for verification the primary quantitative diagnostics results. Qualitative data was obtained from a teachers and school managers’ poll. The life cycle determination method that has been proposed in this study can be used in management practice by the school principal.

The history of management of various social objects — family, private, public, church, regional, state — has been around for many millennia. And at the same time objectively constantly there were questions “What should heads (managers) of these objects do for ensuring their survival, growth and development?”, “What roles should leaders of social organizations play?”, “What competencies should a leader have in order to effectively and efficiently perform their roles?”. The evolution of views on the role of managers of social organizations from ancient times up today is stated in the paper. There are given results of scientific research on the subject “the role of managers”, which have been revealed the “national”, regional and industrial specific of managerial roles, a completely new role, and above all — the rating of managerial roles at various stages of the social organizations lifecycle.