The article deals with the complexity of diversification in industrial enterprises. The problem of the lack of cross-functional interaction (coordination) between the activities of specialists performing work on the strategic and tactical development of the enterprise is revealed. The mechanism of coordination of works of the specified divisions under diversification is offered. It is established that coordination as one of the management tools is effective only within a homogeneous structural unit. For the purpose of creation of conditions for improving the competitiveness of the enterprise it is offered to expand job descriptions of the experts who are engaged in heterogeneous activity, such as strategic and tactical development of the enterprise. To do this, it was revealed the intersection of their professional interests and, as a consequence, mutual responsibility for the efficiency of strategic tasks at the tactical level.
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