The article2 discusses the following issues:the objectivity of socialization, creating social organizations and management;the relevance of management and competent managers in contemporary social practice;the relevance of Management History (HM) and the History of Management Thought (HMT);methodological problems of HMT that hinder the development of HMT and Management, as Sciences, and possible directions of their development;thoughts about the uniqueness of management as a professional activity, and on specific management training, based on HM and HMT on the new (or modern) conditions.

The article suggests the methodology of soft management with close reference to complicated economic systems as polysystem environments, containing separate economic systems with autonomous and centralized management, actively interconnecting between each other and outside environment under conditions of considerable uncertainty. For auditing and management by polysystem environments the methodology of regularizing Bayesian approaches and intellectual technologies on its basis, specifically soft measurements are suggested. The formalized auditing models and soft management for polysystem environments are introduced and the possibility of using this methodological basis for solving economic matters is mentioned.

In the search for ways to further improve the effectiveness and efficiency of organizational management modern economic science is increasingly drawn to the psychological and sociological methods of integrating them into the overall management methodology. One of the most significant results of this integration is the concept of “management style”, which is absolutely clearly perceived at the level of the qualitative characteristics of organizational management, by causing different interpretations at the level of its quantitative measurement. This paper presents an approach to the measurement of leadership style, which is based on the theory of change management in the interpretation of Isaac Adizes. The key point of this theory is that the successful management of any economic system, its management must cope with four kinds of administrative activity: execution of (P),administration (A), entrepreneurship (E) and integration (I). If the management team no people capable of providing at least one type of control, the organization has managed to deal with unbalanced control, which cannot ensure its normal functioning.Based on this postulate the metric notion of «management style» and the rules for determining its value are discussed in the article. The applicability of this approach and the potential benefits of its use is demonstrated by measuring the leadership styles of key job positions hypothetical regional administrations to develop proposals for its improvement.

Russia possesses intellectual resources, which accumulate the potential of the sixth technological tier technologies.Concentration, organization and reproduction of these intellectual resources, their transformation into breakthrough technologies, building-up of the production system for their development may turn into points of growth in Russia and, with the appropriate institutional support, will promote economic growth based on innovation.The present institutional support of the points of economic growth in Russia does not allow, because of its fragmentariness, to coordinate the interaction of the various stages of the innovation cycle and all structural elements of the national innovation system, and prevents from solving the problem of industrial and commercial development of breakthrough technologies.The article2 substantiates the proposals for institutional support for setting up innovative economy points of growth in Russia based on network principles.

The article examines and systematizes the trends of the most current importance for information and business communication development, the trends having an impact on a wide range of business operations and competitiveness of contemporary business. First of all, they are technological trends (IT development) influencing information exchange and creating new forms of communications. Furthermore, they are trends of development of new marketing and relations with customers within new business areas, the development of mechanisms building up business investment attractiveness and raising strategic trust to it. It’s also the development of social media as tools of interaction with a wide range of stakeholders and consumers, as tools promoting products and services and raising consumer awareness of them.The article examines new forms of communications via social networks - crowd practices - crowd sourcing and crowd funding, which are not so widely used in Russia but are becoming more and more popular as modern communication tools. Another modern trend in communications development is examined, i. e. omni channels. Within omni channels users communicate with a company while moving freely between online or offline channels which are fully integrated with each other. This allows for maintaining a personified approach to clients and creating a reliable customer databases.Great attention in the article is paid to the sense load of contemporary business communications, becoming the means of meanings management. In particular, the concept of “Coordinated Management of Meanings” (CMM) is being studied. The concept is applied in management practice for conflict resolution and relationship management within an organization or a community.According to the authors, all of these trends are the most relevant nowadays, and it is these trends that have a critical impact on information exchange and on altering aspects of management practice in companies and other organizations as well as their competitiveness. The conclusion is quite evident: the future belongs to the developing integrated communications and communication technologies which will significantly influence the future development of management itself.

The article2 discusses the possibility of using e-business tools for companies to save strategic stability under a shrinking market. The analytical study results in singling out consumer preferences under unstable external environment, as well as Russian companies’ opportunities of using e-business to form a new value. Advantages of e-business to maintain and increase market share under the conditions of consumer drop in demand are defined. The consumer survey and its results analysis have been conducted using the method of content analysis. This approach allowed to draw some conclusions regarding the features of building business models using e-business, to identify opportunities for transformation, aimed not only at improving the efficiency and competitiveness, but also on creating a new value for consumers in order to maintain and increase existing market share and to establish new markets of consumers.business allows to create a new value based on increasing efficiency by reducing, first of all, transaction costs, by decreasing asymmetric information, increasing the speed of transactions and so on. E-business strategies make it easier to create the effect of customer “locking”, i. e. the creation of various loyalty programs, the deepening of customization through the use of Big Data tools, consisting in the initial data analysis. The results of the latter determine the problems and opportunities to improve offers for customers.

The express analysis of reporting data of the company often simple in appearance allows diagnosing impartially rather deep tendencies in its development. Daily “routine” compels heads of the company to be focused on daily information. It leads to that gradually collecting problems become habitual. Moreover, selectivity of attention provides to heads the comfortable filtration eliminating disturbing information and exaggerating value of small “feats”. It, in our opinion, occurred in the analyzed petrochemical company. The solid financial opportunities peculiar to oil processing sector played an artful role in decision-making it the management. The main investments were made in fixed assets, but not in the personnel which needed incommensurably smaller investments. Probably, the management decided that with the personnel will manage to deal always.For the express analysis production function of Kobba-Douglas in the kinetic form offered by Ya. Tinbergen was used. The coefficients of elasticity calculated with its help showed that the company is oversaturated by fixed assets. As a rule, it arises in case of insufficient attention of the management of the company to preparation and motivation of its personnel. The coefficient of personnel elasticity confirms that the company has reserves for this purpose.The analysis of dynamics of labor productivity, fondovvoruzhennost and capital productivity confirmed this assumption.For deeper analysis tables of the main events occurring in the company in the analyzed period both in the field of fixed assets, and in the field of manpower were made. The analysis of dynamics of these events also confirmed that growth rates of investments into fixed assets significantly surpassed growth rates of investments in the personnel. Besides, authors made the hypothesis which is that during the analyzed period there was a transition between two essentially different models of company management. For former model the traditional model of management based on restriction of space of actions of each employee with the regulated business processes and instructions while the new model is based on expansion of space of actions and initiative of employees is characteristic.The received results testify to serious problems which will arise in the companies and which negative consequences soon it is possible to smooth competent preventive management.

Business processes description is traditionally a complex task, requiring involvement of consulting institutions and special training of managers engaged in the description. Poorly formalized management processes are implemented as informal management practices, so their description requires from managers the competencies that exceed their standard skills.The article2 classifies the factors, which help to formalize management business-processes and form the requirements to managers’ competence. The research makes inferences that business processes have an urgent need for description; reveals the problems of business processes management; determines the requirements for managers’ competence; elaborates quantitative and qualitative parameters of managers’ participation in competitions. The study shows, that knowledge formalization is carried out with the direct implementation of the company’s policy that is aimed at establishing and developing personnel’s scientific communication, revealing its creativity. The description of business processes management helps to regulate the requirements to managers’ competence as the ability to knowledge formalization, as well as to form competencies of the development of business processes description as the method of informal knowledge formalizing; the expansion of functional roles managers employed in the description of business processes and identifying the prospects of knowledge formalization under present conditions.