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The paper is devoted to the methodological tasks of conducting transdisciplinary research of TI, that have been leading to the tasks of integrating the knowledge of various stakeholders. The methodological framework of the study includes a systematic approach, the provisions of knowledge engineering and social psychology. The methodological basis of TI is formulated, the essence of which is the identification, coordination and integration of individual and collective structures of knowledge. The requirements to the procedure of knowledge integration of different stakeholders are defined: to form an understanding of the complexity of problems, to take into account the diversity of the real world and scientific perception of problems, the link of abstract and specific knowledge of a particular situation, the use of the concept of the common good as a regulatory basis for harmonizing multiple values and norms. Conceptual models are considered as an integration tool. The theoretical and practical significance of the study lies in the rationale for the application of methods of joint conceptual modeling as a tool for integration and coordination of various types of knowledge and organization of communication processes in a stakeholders group.

The paper is devoted to studying the experience of Russian organizations in solving the problem of automation of one of the main HR functions — motivation and work incentives of employees of the organizations. After personnel administration, HR motivation management has become the second HR function, which is successfully automated in Russian organizations. The methodological basis of the study is a modern understanding of the theory of human capital. The research methodology provides for the reconstruction of the labor stimulation process based on the development and implementation of key performance indicators in conjunction with the automation processes of operational HR processes. The work results as follows: systematization of software that automates the basic processes for staff motivation; development of recommendations for HR departments on the development and implementation of an automated system of main performance indicators. The authors have proved that the correctly implemented automation of the HR function to calculate compensation and benefits during the transition to a more complex remuneration system makes it possible in practice not just to increase the economic results of the organization, but also to implement the fundamental principle of effective management — the principle of a fair assessment of the results of each employee’s work.

Subject . The diversity and significance of existing different economic systems cannot be overestimated. Therefore, it is obvious that they need to be investigated, adapted, designed and used. Purpose . The purpose of this paper is to present the results of a search study in the field of modern organizations management tools. The quality and effectiveness of managerial activity is currently determined not so much by the paradigms, concepts or principles used, but rather by the forms and content of the elements of the process activity used, and by the level of performance of professional managerial tasks. Methodology . The research consisted in the analysis of modern developments in the field of business process management in socio-economic systems. Materials on structuring and classification of management activity from various points of view were used. A study and review of various means and methods of management wascarried out. The most common structural unit of management activity in practice and in many scientific works is the task, which is a complex of procedures for converting input information into output information, performed at a certain time with a given quality. Among the implementation tools, the methods of performing the procedures, the methods of making managerial decisions and the elements of management were chosen. Results . The instrumental support of solving the tasks of the subprocess management of the development of managers of the organization was accomplished. Their composition is determined, the characteristic is given and features of their application are considered. It was shown the distribution of management tools for the tasks of the subprocess management of the development of managers of the organization. Practical implementation of tools to provide technologies for the application of management tasks in the organization is shown. Conclusions . The research is valuable for teachers, managers and consultants who conduct training, retraining and development of the professional competence of managers in organizations of any profile, taking into account industry specificity. Thus, the use of management technology tools allows to improve the quality and efficiency of the activities of a modern organization.