Gaponenko Aleksandr

The article explores the impact of well-being programs on employee health, job satisfaction, and productivity. Based on recent research and real-life examples, the article highlights the benefits of these programs for both employees and organizations. Many businesses across the globe have demonstrated the positive effects of implementing wellness programs. Fostering a positive company culture that prioritizes health and wellness is critical to the success of workplace wellness programs. The article discusses the challenges faced by businesses, emphasizing the importance of a personalized approach that is appropriate to a company's unique needs and resources. The paper argues for the feasibility and effectiveness of corporate well-being programs in a variety of industries. The authors provide recommendations, which can be used to form and develop corporate integrated programs to promote employee well-being.

The article highlights the current issues for commercial and public sector organizations in assessing and discovering employees' potential. The authors propose an expanded view of employee's potential by shifting the focus to the fact that a staff member can learn quickly and effectively, renewing their knowledge and competencies as well as revealing abilities unused in current occupations for different reasons.The article discusses new possibilities for developing the employee's potential by increasing their behavioral and social flexibility and raising their general level of awareness,education,and culture.Among the methods proposed, the development of mental models and the use of eurythmy practices are of particular interest.The authors recommend specific trainings in companies and organizations to transform the Fixed mindset into a Growth mindset, as well as dedicated classes that use the business eurythmy practice.The study reveals approaches and instruments promoting the development of employee potential, as well as examples from the experience of Russian and international organizations.

The article examines different approaches to assessing new transformational changes in the educational sphere, determined by the general patterns of a rapidly changing VUCA world. By 2030, 14% of employees of organizations around the world may need to change careers and acquire new competencies. The problem of competency shortages will affect everyone - employers, students, and even entire families. Educational technologies are also changing. New approaches and innovative technologies are being developed in schools, universities, and corporate training. Most expert organizations, commissions, and councils involved in educational transformation agree that the new digital world needs a broader range of competencies, not just digital skills. In the sphere of higher education, the transformation of the educational process and the development of universal skills are especially relevant for students of management specialties such as “Management” and “Public Service”. The necessity to introduce into the process of both university and corporate training the new approaches and methods for assessing the universal competencies of future managers is obvious. At the same time, higher education institutions still focuse on acquiring contextual skills based on the so-called explicit knowledge, and not on developing universal skills.

The article discusses the method for team interactions aimed at improving the efficiency of communication and developing a common balanced position. The basis of the method is employee interactions which reveals the potential of all team members through specific mental practices. The team result of this method exceeds the result that can be achieved through consensus-building techniques. Among the possible areas where this method can be applied are teams in commercial organizations and the public service. Teams, using creative functions in their work, engaged in the development of projects related to the development and promotion of a new product or the development of a new business model, the formation of a comprehensive development plan for the region, face different opinions, sometimes even conflicting points of view and ideas. As a result, when discussing a project, these points of view often clash. How can we organize interactions in such a way as to quickly come to the most effective solution to the problem, with the full consent of each team member? In this article, the authors tried to answer this question and proposed a method for forming effective interaction between team members in solving creative problems.

An important factor in the development of small and medium-sized businesses is consulting support that helps to attract investment. According to studies, investment advice prefers to follow a large business, while highly relevant issues of interaction between investors and small and medium-sized business project initiators often remain out of sight. The article reviews and analyzes the best practices for holding mini-forums aimed at creating sustainable links between project initiators in need of investment and private investors willing to invest in highly efficient business projects. This kind of interaction format increases the productivity of consulting activities in the field of helping small and medium-sized business project initiators in finding investments. Holding domestic mini-forums today is concentrated in the framework of the ‘Business Angels of Russia' Community. Within the framework of mini-forums, investors can get detailed information about several projects at once, and project initiators find their investor faster and easier. Consultants, in turn, expand the range of potential clients. In general, the practice of holding mini-forums contributes to the activation of potential and existing investors and the development of small and medium-sized businesses in Russia.

Explicit and implicit knowledge as factors of competitiveness of organizations is considered in the article. It is concluded that in recent years, under the influence of accelerating the exchange of information, implicit knowledge becomes a relatively more significant factor of competitiveness. Among this implicit knowledge are individual skills and competence of teamwork, corporate culture. Competitiveness of an organization means achieving superiority over other organizations, while the results of its activities are better than those of competitors. A distinctive feature of implicit knowledge is that it cannot be transferred on any medium, it cannot be codified, and it is not transmitted in the form of information. It is formed in the process of obtaining personal and collective experience and is shared with the help of relatively long training and education. Its use makes it possible to create long-term sustainable competitive advantages that are difficult and sometimes impossible to transfer to another organization.

The ways of development of learning organizations are considered in the article. The article shows that such organizations use a variety of forms of staff development: individual and group, traditional and in the process of activity, as well as training, consulting, coaching, mentoring, rotation. Organizations that do not want to learn and do not take into account changes in the environment, according to the authors, can not succeed. Maintaining continuous online learning is one of the main factors of a strong competitive position in the market today. The authors show that in the learning organization the significance of the employee is determined by his/her skills and abilities, while in traditional companies the main criterion is his position. In learning organizations, employees make their own decisions about their work areas, whereas in traditional organizations they are mostly executors. In learning organizations, the norms and rules that employees of these organizations adhere are changeable, in the best of these organizations the loyalty and trust to the company are cultivated. There is often the ossification of internal processes and structures in the traditional organizations. The article suggests recommendations for the development of the organization as a learning one, with the use of values management approaches.

Substantiates the innovative nature of management in the current economic conditions, show features of modern management. The paper presents the new facilities management generated by the computerization of production. It is concluded that the prevalence of knowledge management, and analyzes other modern forms of technology management. Highlighted the tendency of the spread of concepts, methods and management models that have proven successful in commercial organizations, government organizations.

The article provides an analysis of a project aimed to teach public servants the basics of managerial knowledge in the Yaroslavl region. It includes the following areas: information technologies, management theory and practice, human resource management, strategic management, managing regional and city development. The conclusion is that it is quite possible to provide high quality, interesting large scale training for public officials.