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21 администрирование персонала
Позволяет присваивать сотрудников организационным единицам и структурам, в течение процесса приема на работу, а также вести все необходимые данные персонала, например, изменения МВЗ (Место возникновения затрат.), зарплаты и т.д. по всему циклу работы сотрудника в компании. — Personnel administration makes it possible to assign employees to organizational units and structures during employment, and maintain all the necessary personnel records, such as PCE changes, changes in wages, etc. throughout the cycle of employee work at the company.
Russian-English Dictionary "Microeconomics" > администрирование персонала
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22 контроллинговая единица
= КЕ controlling unit [CU]Организационная единица, структурирующая предприятие с точки зрения внутреннего учета и распределения. Контроллинговой единице присваивается одна или несколько балансовых единиц, в которых, в случае необходимости, могут использоваться разные валюты. Все балансовые единицы, относящиеся к одной и той же контроллинговой единице, должны использовать один и тот же оперативный план счетов. Все внутрипроизводственные перерасчеты работ могут осуществляться только между объектами, которые включены в одну и ту же контроллинговую единицу. — An organizational unit which structures the enterprise from the perspective of internal accounting and allocation. One or more balance units are assigned to the controlling unit, where, when necessary, various currencies can be used. All the balance units, which refer to the same controlling unit, must use the same operating plan of accounts. All the in-house work recalculations can be made only between the entities, which are included in the same controlling unit.
единица неделимого частного блага (товара), единственная — single unit of indivisible private good
Russian-English Dictionary "Microeconomics" > контроллинговая единица
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23 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management.
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