Love

Manifestation of the problem in our time. People's problems exist to be solved What are the signs of a global problem

It is important to note that the problems noted above are manifested to a certain extent in everyday life. This is expressed in the position of state authorities in relation to certain confessions. As a result, the media in some cases create a certain image of what position certain confessions occupy in society and, thus, form public opinion.

An example is the presence of statesmen at religious ceremonies during religious holidays. As a private person, the President of the Russian Federation can visit the church during the service. But since this usually happens only on the biggest holidays and in the main cathedral, where the rite is performed by the Patriarch, the appearance of the President at such a ceremony looks like a political step, an expression of an indirect state favor for this religion.

Not belonging to other faiths, the President does not visit, for example, a mosque, synagogue or Buddhist temple during major holidays of the respective religions. In turn, regional leaders, following this example, visit the temples of those religions to which they themselves belong on solemn occasions. Involuntarily, food is given for reflection on state preferences in relation to confessions.

The Amur region can also be cited as an example. In the Amur region, the Russian Orthodox Church, headed by Archbishop Gabriel of Blagoveshchensk and Tyndinsky, occupies a strong position. After the inauguration, Governor Oleg Kozhemyako received a blessing from the Archbishop of Annunciation and Tyndinsky Gabriel, and also accepted the icon of the Almighty Savior as a gift from him.

This act was covered in the media.

In other regions of Russia, the situation is different.

For example, in the republics where a significant part of the population professes Islam, the policy towards this confession is formed in its own way. In such republics as Chechnya, Tatarstan, Tyva, Udmurtia and some others, Islam is actively supported, mosques are built, and religious holidays are celebrated. The authorities, one way or another, contribute to this. Buddhism is actively supported in Buryatia, datsans are built, and religious holidays are celebrated.

In conclusion, it should be noted that today traditional confessions in Russia enjoy the support of the authorities. In particular, the Russian Orthodox Church, to some extent, is experiencing rapprochement with state authorities at the highest level. As an example, it is fashionable to cite the meeting in January 2010 of Prime Minister Putin V.V. with Patriarch Kirill, where issues of cooperation between the state and the church were discussed. One of the topics on the agenda of the meeting was the transfer of religious property to religious organizations. After this event, the draft law "On the transfer to religious organizations of property for religious purposes, which is state or municipal property, was developed rapidly. Luparev G. Constitutional problems of legislation on religion and religious organizations // Religion and Law. - 2012. - No. 4.".

Also, the first persons of the state during the great church holidays attend the services of the main cathedral, where the rite is performed by the Patriarch. Such events are widely covered in the media. In the republics of the Russian Federation, where Islam predominates in the confessional composition, it is actively supported by the authorities. This is manifested in support for the construction of mosques, meetings with muftis, and so on. Representatives of Islam are expressing positions in the Chechen Republic on the introduction of the norms of Islamic law on the territory of the republic. These positions are supported by some representatives of the authorities of the Chechen Republic.

CONCLUSION

Thus, the theoretical development of the main provisions of the administrative and legal regulation of religious associations in the Russian Federation was carried out in the course work.

The study allowed us to draw the following conclusions:

The author's definition of a religious association, which is understood as a voluntary, non-state, non-profit association of individuals legally exercising the right to freedom of conscience, which has general and special features. This definition reflects the legal nature of religious associations, which, on the one hand, are free collective entities, and, on the other hand, embody the right to freedom of conscience recognized in international legal documents as an integral part of the inalienable rights of the individual;

The administrative-legal status of religious organizations is a complex category that includes the following elements, distinguished by the stages of activity of a religious association: administrative-legal norms regulating the procedure for establishing a religious association, including administrative-legal norms regulating the procedure for their state registration; administrative and legal norms that determine the goals of the activity of a religious association; norms of administrative law regulating the procedure for suspending the activities of a religious association; norms of administrative law, fixing the rights and conditions of activity of a religious association; norms of administrative law fixing their duties; norms of administrative law regulating the liability of a religious association; norms of administrative law governing the liquidation of a religious association; norms of administrative law establishing guarantees for the exercise of rights and fulfillment of obligations imposed by law on a religious association, and administrative-legal norms establishing guarantees for their protection;

In the administrative and legal sphere, religious associations are subjects of both external and internal administrative legal relations, interacting with state bodies and citizens, both members and non-members of these associations;

The constitutions of all the former Soviet republics contain a number of articles related in one way or another to religion. Together, their provisions form the normative basis and the theoretical and methodological basis of the legislation on religion and religious organizations in the post-Soviet sovereign states. Therefore, the imperfection of individual constitutional norms and formulas not only determines the weakness and inconsistency of other acts included in such legislation, but also seriously hinders attempts to reconstruct the latter.

In order to improve the interaction of executive authorities with religious associations, it seems appropriate for the Government of the Russian Federation to develop and adopt a regulation that will determine the forms of interaction between executive authorities and religious associations in order to most effectively exercise the right of citizens to freedom of conscience;

The control of executive authorities over the activities of religious associations should be based on the principles of a systematic, integrated approach, therefore, in order to improve the control of executive authorities over the activities of religious associations, it is necessary to clarify the legal status of the subjects of control, as well as a clear delineation of the competence of each of the elements of this system.

Almost every person perceives the word “problem” as a difficulty, trouble, obstacle, delay in something.

Problem: types of problems

Being an integral part of the modern world, it is generated by its variability. Violates the well-established process of life, affects all spheres of human activity, it is the problem that confuses a person. Problem types:

psychological;
scientific;
social;
economic;
managerial;
environmental;
global.

Psychological problems

Psychological problems are an imbalance in the state of mind of a person, affecting his relationship with himself and the environment.

There are the following types of psychological problems:

Explicit - in other words, "lying on the surface." in relationships, jealousy, painful attachments, obvious fears, lack of self-control and will, expressed in laziness and unwillingness to strain.
Hidden - present in a person, but not manifested to the extent that they can be detected.
Deep - the same hidden problems, about the presence of which there are no reliable facts, but according to some signs, psychologists tend to believe in their existence.

scientific problems

Types of scientific problems (theoretical, methodological, organizational) are a set of emerging theoretical and practical issues that are quite complex, contradict existing knowledge and require a solution through scientific research.

To solve scientific problems in modern conditions, the efforts of a large team of specialists in various fields are required, each of which must have the will and determination to achieve scientific truth.

Social problems

Social problems are expressed in the partial or incomplete satisfaction of the needs and interests of individuals and groups. Needs should be understood as both physiological needs (clothing, housing, food) and spiritual issues (communication, education, self-realization).

There are the following types of social problems:

Individual and family. These are loneliness, depression, misunderstanding, social isolation, unfavorable atmosphere in the family, feelings of guilt, internal crisis, problems in teaching children and youth, difficulties with physical and mental health (old age, disability).
Socio-economic, associated with poverty, unemployment, an increase in the number of socially vulnerable people.
Socio-environmental, caused by the harmful effects on human health of a polluted environment.
Social stratification associated with the division of people in society on a certain basis (power, income level, profession), which causes a tangible inequality between the standard of living of various segments of the population. This contributes to the creation of favorable conditions for social exploitation and manipulation.
Behavioral, including deviant behavior, crime, social defects and anomalies.
Symbolization and social modeling, that is, a distorted worldview and distortion of social values.
Socio-political, caused by a low level of social activity of the population, tension and instability of relations in society.

Economic problems

The world, driven by integration processes, is increasingly coming to the need for the development of trade and economic relations between individual countries into a single world economic complex. Lack of food, requiring proper distribution among consumers, in this case is a primary problem.

The types of problems that exist accumulate into one whole, as they are completely dependent on each other. For example, the lack of important nutritional components - a food problem - adversely affects people's health, as a result, reducing the quality of the workforce. And this, in turn, negatively affects the rate of economic growth, slowing it down and causing a problem in the field of the economy.

Types of economic problems can be identified by the following questions:

What to produce?
How to produce?
For whom to produce?

That is, it is important to correctly determine the choice of goods produced, the resources and technologies required for this, as well as the correct redistribution of the resulting product between economic entities due to the limited number of goods created and services provided.

Management problems

Management problems are manifested when the planned indicators of the set goals in the work of the enterprise do not correspond to the planned indicators, which causes a failure and malfunction of the work process. In this case, the situation can be resolved by a competent managerial decision of the head, for whom it is very important to identify and diagnose the problem in a timely manner. Types of management problems:

strategic, requiring the formation, understanding, study, evaluation and practical use of the database;
tactical, solved in a shorter time than strategic ones;
long -, medium -, short-term and current;
by levels of management: grassroots, middle and top.

To solve the problem, it is necessary to accurately establish and understand the symptoms that caused it. The most common are:

inconsistency in the interaction between internal divisions;
poor quality of products and services;
high management and production costs;
insufficient qualification of the personnel and its turnover;
low labor productivity;
poor sales performance;
outdated technological process and significant wear and tear of equipment;
small profit;
huge debt.

Often the above symptoms complement each other, representing the problem in the complex. For example, low profits are associated with high costs and poor product quality.

Taking competent problem management into your own hands is within the power of a manager who has a significant amount of knowledge and experience, competence, business intuition and the ability to feel a problem at the stage of its inception.

Ecological problems

Environmental problems are mostly caused by human activities aimed at satisfying their interests and making negative changes in the natural environment. The following types of environmental problems are becoming increasingly important:

protecting living organisms from the harmful effects of solar radiation. The main reason for the appearance of "ozone holes" (a space with a low ozone content) is a significant concentration in the atmosphere of freons - highly volatile chemicals widely used in everyday life and production. Decaying in the upper layers of the air, they form chlorine oxide, which destroys ozone. The weakening of the ozone layer leads to inhibition of the process of photosynthesis in plants, a drop in crop yields, an increase in the level of ultraviolet radiation on Earth, which contributes to an increase in the incidence of skin cancer.
The greenhouse effect resulting from the heating of the lower layers of the atmosphere, capable of passing short-wave solar radiation through itself and at the same time preventing thermal long-wave radiation of the earth's surface. Gases (nitrogen oxides, methane, freon, carbon dioxide) form a kind of greenhouse roof over the planet, returning most of the heat to the Earth, which causes its accumulation in the surface layers of the atmosphere. This results in such negative consequences as the rise in the level of the World Ocean due to the melting of ice, an increase in precipitation, a change in the direction of winds and ocean currents, an increase in temperature, and natural warming. In December 1997, an international conference on global atmospheric climate change was held in Kyoto, in which 159 countries participated. It resulted in the adoption of an agreement providing for a total reduction of 5.2% in emissions of greenhouse gases into the atmosphere.
which are natural phenomena (rain, snow, fog) with high acidity due to the concentration of hydrogen ions in the solution. As a result, vegetation is suppressed, forest growth is reduced, crop yields are reduced, lakes are oxidized, leading to the death of algae and fish.
Waste disposal - unused residues of raw materials, semi-finished products, materials generated in the process of production and consumption of products.

The congestion of the planet with garbage containing toxic, infectious, explosive and flammable substances in its composition causes great harm to humanity and the natural environment, contributing to the pollution of atmospheric air, vegetation, soil, groundwater and surface water. The initial solution was to destroy the waste by landfill and incineration. With the increase in environmental pollution, environmental measures to eliminate this problem came to the fore - sorting, reuse and the use of low-waste technologies, in which the detrimental effect on the environment does not exceed the level allowed by sanitary and hygienic standards.

Types of global problems

Global problems, having a natural and social character, affect the interests of all mankind, seriously threatening its normal future. Being a complex and interconnected system that combines a complex of all the above problems, they require immediate resolution with the maximum efforts of all countries of the world.

Depending on the characteristic features, the following types of global problems are distinguished:

Between developed and developing countries, as well as countries with economies in transition. The decision is aimed at preventing conflicts and establishing an economic order, maintaining peace, fighting poverty, disease, hunger, and drug addiction.
Between nature and man. The settlement is aimed at protecting the environment, protecting and distributing fuel and raw materials, developing the oceans and outer space, and providing mankind with food, energy, and raw materials.
Between the individual and society. In this case, the need for healthcare, education, solving the demographic problem, and so on, comes first.

Global problems on a planetary scale

The global problems of the modern world include:

The threat of a nuclear war, the overcoming of which consists in curbing the arms race, prohibiting the creation and use of armed systems for the mass destruction of people, and the elimination of nuclear weapons.

World terrorism aimed at capturing new territories and intimidating the population.
consisting in the rapid intervention of man in natural processes.
The lack of natural resources is a very significant problem (the types of problems that exist are also relevant, each in its own way). In this case, it is extremely necessary to overcome the crisis interaction between man and nature, leading to such catastrophic consequences as the depletion of natural resources and unprecedented environmental pollution. The necessary steps are the development of measures aimed at the economical use of natural resources and the reduction of soil, air and water pollution.
The demographic factor, which consists in a decrease in the rate of population growth in developed countries and an increase in its number in developing countries.
The economic and cultural difference between the standard of living of the population of developed countries (West and East) and third world countries (Asia, Africa, Latin America). In this case, efforts are required to reduce the growing gap and eliminate economic underdevelopment throughout the world.
The scientific and technological revolution with its negative consequences, requiring the rational and efficient use of its achievements for the benefit of society and each individual separately.
Spread of infectious diseases (AIDS, Ebola virus).
Drug addiction, alcoholism and other harmful habits. In this case, efforts should be directed to overcoming the downward trend in the fight against alcoholism, drug addiction, AIDS, tuberculosis and other diseases.

Global problems are called problems of particular importance, on the overcoming of which the possibility of continuing life on Earth depends. The solution of global problems is possible not only as a result of the unification of the economic efforts of countries, but also the adoption of political steps, changes in public consciousness, in the field of international law, etc. However, the economic prerequisites and the world economic significance of solving these problems seem to be the most important.

Signs of global problems:
without their solution, the survival of mankind is impossible;
they are of a universal nature, i.e. affect all countries;
the solution requires the unification of the efforts of all mankind;
they are essential, i.e. their decision cannot be postponed or shifted onto the shoulders of future generations;
their appearance and development are interconnected. These features require some explanation.

Without solving global problems, the survival of mankind is impossible. This means not only that their development gradually or simultaneously destroys or is capable of destroying humanity. For example, the proliferation of nuclear weapons across conflicting countries and regions of the world potentially threatens a nuclear catastrophe and its consequences for all the inhabitants of the Earth. Some problems are not in themselves a problem in the negative sense of the word. Simply, in the absence or insufficiency of universal efforts in certain areas (for example, in the exploration of space or the oceans), it will not be possible to create a material base for universal survival.

The universal nature of global problems means that manifestations of global problems can be seen in any country. At the same time, not every problem common to all countries is global. For example, unemployment exists in any country, but we do not call this problem global, because it is internal to countries. In addition, the problem of unemployment does not satisfy other features characteristic of global problems. Global problems affect all countries, but affect them in different ways. For example, the demographic problem associated with the exponential growth of mankind has a different character in different groups of countries.

The need to unite the efforts of all mankind in the conditions of the current imbalance in the economic development of the countries of the developed North and the backward South predetermines the different contribution of individual nations to the process of solving global problems. In addition, the severity of individual global problems for different countries is different and, therefore, the degree of interest and participation of countries in resolving individual global problems is different. Thus, resolving the problem of poverty in the underdeveloped countries of the African region is key to the survival of most of the local population. The participation of the countries of the "golden billion" in resolving this problem is determined only by moral motives and is often expressed in the form of humanitarian aid or other forms of charity.

The emergence and development of global problems is associated with human activity, and not necessarily negative, aimed at self-destruction. Moreover, almost all global problems have arisen as a result of the creative activity of people. They are a consequence of progress, which, as we see, has too deep negative consequences.

In scientific publications, in international organizations, there is no single formulation and list of global problems. Often individual problems are grouped into more general ones. For example, they often talk about a natural resource problem, which includes raw materials, energy and food. The most common point of view is the following.

The global issues include:
ecological;
the problem of peace and disarmament, the prevention of nuclear war;
overcoming poverty;
demographic;
raw materials;
energy;
food;
international terrorism;
space and ocean exploration.

The list and hierarchy of global problems are not permanent. While the development of individual global problems is approaching the verge beyond which they are irreversible (for example, environmental or raw materials), the significance of individual problems has significantly decreased in recent years or their nature has changed significantly (the problem of peace and disarmament). In recent years, international terrorism has been added to the list of such problems.

The most acute today seems to be a global environmental problem. Behind the brief but capacious concept of "environmental problem" lies a long series of changes in the quality of the natural environment that are unfavorable for human life and health. It is no coincidence that many scientists talk about the development of several global environmental problems. They are interconnected and flow from one another. Thus, as a result of atmospheric pollution by industrial emissions, the Earth's ozone layer decreases and the climate warms, although scientists name not only anthropogenic (as a result of human activity), but also natural (natural) causes of the development of global environmental problems. Anthropogenic factors include irrational nature management and an increase in the amount of waste polluting the environment.

In each of the three components of the environment, negative changes are observed today: in the atmosphere, on land and in the aquatic environment. The ongoing changes affect physical (shifts of glaciers, changes in air composition, etc.) and biological objects (fauna and flora) in each of these elements and, ultimately, adversely affect human health and life (Fig. 3.2). Recently, scientists have also started talking about potential threats to human life from outer space (asteroids, "space debris", etc.).

In the atmosphere, the main negative manifestations of global environmental problems should be considered the deterioration of air quality, acid rain, depletion of the stratospheric ozone layer, as well as temperature and other climate changes. As an example, we note that only air pollution is the cause of 5% of all diseases of the world's population, it complicates the consequences of many diseases. In rural areas of developing countries, about 2 million people die every year due to high concentrations of harmful particulate matter in the air.

The limited and largely non-renewable land resources are no less than the state of the atmosphere subject to rapid and massive deterioration. The main problems here are soil degradation, desertification, deforestation, reduction of biological diversity (species diversity), etc. Only the problem of desertification, i.e. The increase in the scale of desert lands in the world affects the vital interests of every third inhabitant of the Earth, since this process involves from a third to a half of the land surface.

Environmental problems also affect the aquatic environment, which is expressed in an acute shortage
fresh water (40% of the world's population experiences water scarcity), its purity and potability (1.1 billion people use unsafe drinking water), marine pollution, overexploitation of marine living resources, loss of coastal habitats.

For the first time, the global problem of protecting the environment from the harmful effects of man came to the international level in 1972 at the first UN Conference on the Environment, which received the name of Stockholm at the place of its convocation. Even then it was recognized that natural resources must be protected, the Earth's ability to restore renewable resources must be maintained, and pollution must not exceed the ability of the environment to clean itself. In the same year, an international organization, the United Nations Environment Program (UNEP), was established. In the 1970s and 1980s, the international community adopted a number of international conventions in the field of ecology. Among them: the World Heritage Convention, 1972; “On International Trade in Endangered Species of Wild Fauna and Flora (CITES)”, 1973; “On the Conservation of Migratory Species of Wild Animals”, 1979; Montreal Protocol on Substances that Deplete the Ozone Layer, 1987; Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and Their Disposal, 1989 and others.

The next major milestones in international cooperation in this area were the creation in 1983 of the World Commission on Environment and Development and the holding in 1992 in Rio de Janeiro of the UN Conference with the same name. The Summit in Rio de Janeiro revealed the unequal opportunities for the countries of the North and the South to move towards sustainable development and approved the document "Agenda for the 21st Century". According to estimates made within the framework of the summit, it is necessary to allocate 625 billion dollars annually to implement the provisions of the document in developing countries. The main idea contained in this document is to find a balance between the three directions of human development on the path to sustainable development: social, economic and environmental. Rio de Janeiro also signed the Framework Convention on Climate Change and introduced the principle of common and shared liability, reflecting the fact that industrialized countries are the largest contributors to carbon dioxide pollution.

In 1997, at an international conference in Kyoto (Japan), a legal instrument of the Framework Convention appeared - the Kyoto Protocol. According to the Protocol, signatories and ratifiers must reduce their total greenhouse gas emissions by at least 5% compared to 1990 levels. The Protocol contains a new, hitherto unused market mechanism to achieve the goal, including:
the possibility of joint fulfillment of commitments to reduce emissions;
trading in quotas for greenhouse gas emissions. A seller country that exceeds its emission reduction commitments may sell certain units of already reduced emissions to another party;
the possibility of participation of legal entities-enterprises in actions to receive, transfer or purchase emission reduction units.

By December 2001, 84 countries had signed the Kyoto Protocol and 46 more had ratified or acceded to it. The Protocol will enter into force only 90 days after it has been ratified by at least 55 signatory countries.

Problem symptoms

What individual events that may indicate problems in the management system and the need for its restructuring should be brought to the attention of senior management in a bureaucratic organization? One such factor is the nature and frequency of the problems that middle managers have to deal with. Due to the lack of a mechanism for identifying problems in a bureaucratic organization, the flow of problems into the management system depends entirely on individual managers. If managers do not show initiative, the number of problems will be small. Statement of the problem before lower managers is not a systematically performed procedure, but essentially depends on the relationship that has developed between higher and lower managers.

Few bureaucratic organizations have perfect sensing devices that allow them to scan their environment in order to detect areas of problems or areas of opportunity. Although some organizations have special units in the management apparatus that perform economic analysis and study market conditions, these units (as in identifying problems) are not organically integrated into the decision-making process. They do not automatically proceed to investigate the problems generated by the environment, nor to the application of programmed solutions.

In cases where the leader is one of many like him, he is often isolated from the external environment surrounding the organization. Except for those events that he can directly observe or feel, he may be completely unaware of the organization's external environment and therefore leave it unconsidered. Recurring problems may remain unresolved simply because the manager knows nothing about them, ignores them, or does not seek to detect them. While circumstances may change significantly both inside and outside the organization, outdated responses may still apply.

Many organizations, using computers, are introducing rapid data collection, recording, and operational reporting practices so that, in theory, management can take any necessary corrective action. However, we find that in these organizations problem identification is quite primitive, and although management receives a lot of data, the information is unlikely to help correctly identify problems.

We saw earlier that an important function of the information department is to collect data on events outside and within the organization that indicate areas of potential problems and to enable a problem-solving mechanism. While data processing procedures have been improved in the organizations mentioned and data is now reaching managers more quickly, there is no indication that more issues are being addressed. If a manager is bombarded with reports, messages, speeches, official documents and data, the process of selecting the necessary information can become unmanageable: he will be forced to spend time searching for problems in a mass of data, and there will be too little time to solve them.

In a bureaucratic management system, each leader sets his own workload by solving problems. If he is satisfied with the existing work setting, he may not be engaged in identifying problems, but in explaining to employees the procedures existing in the organization, not at all dealing with problem solving. In such cases, the organization does not receive any feedback from the leader. In such a management system, other members of the organization (workers and employees, consumers, suppliers, shareholders) do not find support in identifying problems that, in their opinion, are important for them personally or for the entire group as a whole. Identification of problems in this case is usually completely left to the discretion of individual managers.

In the event that staff leaders, assisting a line manager, point out a problem, the latter may ignore their proposal. If there is no generally accepted agreement in the organization about what are the problems of the organization, this function also remains with the individual leader. As a result, one manager, when considering a situation, may believe that work is being done satisfactorily, while another may regard the same situation as containing problems and requiring immediate action. The opposite reaction of the two leaders is, therefore, not only a consequence of the different activity of each of them, but follows from the difference in the perception of the situation. If executives interpret the term “organizational problem” differently, each of them will identify a different number of problems. Some will respond only to situations that threaten the effectiveness of the organization as a whole, which is in stark contrast to the behavior that seeks areas for improvement and reorganizes and changes operating procedures every now and then.

Consequently, in a bureaucratic system, there is a tendency to identify as problems what managers want to consider as problems, rather than what they are, whether they are problems that arise in the external or internal environment of the organization. (HQ staff in some cases raise non-existent problems just to justify their official position.) In the absence of an effective perception mechanism, bureaucratically built organizations are characterized by a slow and imperfect reaction to changes in the environment outside and inside the organization.

If any of the listed deficiencies in identifying problems is detected, top-level management should introduce a unit into the organization that perceives problems - the information unit.

Coordination and unification of the work of managers. The next possible drawback of the bureaucratic management system is the lack of mechanisms for coordinating the activities of managers. Therefore, if it turns out that the teamwork of senior staff is not good enough, this issue should also be considered by senior management. There are many very serious problems in an organization with 1,000 leaders, who all too often operate independently of each other.

Recall that the management unit in the proposed system is primarily responsible for coordinating the decision-making process. Once problems are discovered, they are forwarded to the management unit, which registers, classifies as relevant and irrelevant, and determines whether there are ready-made solutions for the selected problems. Further, this unit activates the problem-solving mechanism. The localization of problems in the organization, their priorities are determined, the route of their passage and responsible persons are established, as well as the schedule and the necessary methods for their solution (all this data is recorded). Then, the management unit monitors the deadlines for solving problems, checks the content of decisions and, before starting the approval procedure, analyzes them.

Although in a bureaucratic management system, the actions of managers are coordinated through a chain of orders or a hierarchy of persons with the right to approve decisions, no documentation is used to achieve the integrity of the system. It is difficult to imagine how systematic behavior of leaders can spontaneously emerge from a multitude of subordination relationships. In a bureaucratic organization there is no management unit that integrates the actions of managers in developing solutions, no procedure for transferring, distributing problems and setting deadlines for their solution, no procedures to make sure that new problems coming from the external environment will be transferred to the appropriate person for solution. .

If, for example, the consumer (in the sphere of distribution) raises the problem of production, how could this problem reach the point of production? In the best case, it will go a long way to the top of the organization: the consumer will raise the issue with the seller, who, in turn, will bring it to the attention of his immediate supervisor, and so on through the chain of command up to the highest official responsible for production, who, in turn, Apparently, he will pass it on to lower leaders. Before a problem can be solved, it will have to go through a number of links in the organization, and each time its further movement will depend on the personal discretion of each leader.

In such conditions, problems will be lost, forgotten or postponed. Moreover, in cases where one department (for example, production) raises a question about the work of another department, unhealthy criticism can be expected from the latter. This unit may take a defensive stance or simply ignore the problem. Sometimes problems will move in a horizontal direction, for example, from the sales department to the head of the production department, but there is no certainty that the production will respond properly. In addition, managers often do not know to whom they should refer the problem.

As we have already said, in the planned system of management, the managers are referred to the problems that they are supposed to work on; in a bureaucratic system, the manager himself chooses the problems. As a result, the latter can select only those problems in which he is interested, or those that, in his opinion, he is able to solve. He can ignore or exclude from consideration all other problems. For example, the head of the production department may spend all his time on problems that are associated with equipment, ignoring those related to personnel, costs, etc. And if his personal experience and area of \u200b\u200binterest lies in the field of equipment, then his behavior can be regarded as a natural reaction. In fact, the study of the activities of leaders confirms that they are primarily concerned with certain types of problems.

Further, senior management, by leaving too many tasks to the discretion of individuals, takes a certain risk, as managers will select unimportant problems and not pay attention to more significant tasks. Even leaving aside the question of whether these selected problems will be successfully solved, it is obvious that the overall welfare of the organization will not increase much in such a setting.

Because the bureaucratic management system does not have a problem review mechanism that can be used to rate problems according to their relative importance, it lacks a priority system to direct managers to the most significant problems for the organization. If top-level management retains the problem-solving function and if the time required to solve them exceeds the available time pool, then the number of unresolved problems will increase. In such an organization one can observe a few top-level managers overburdened and lower-level managers simultaneously underused, a disproportionate waste of the total management time that easily occurs when there is no consistent problem-solving schedule.

Finally, in a bureaucratic organization there is no centralized registration of problem-solving activities. Even in cases where senior managers distribute problems to lower levels, this is usually done verbally. If managers receive several problems or are busy with other issues, the problem they originally received may be forgotten. Therefore, the first step that top-level management must take when restructuring the bureaucratic management system is to create a management unit in the organization.

The quality of managerial decisions. If the competence of the manager is questioned, senior management may express a desire to become familiar with the decision-making process. However, in the bureaucratic model there are no strictly established stages, procedures and necessary methods for solving problems. As methods, the leader can use intuition, personal experience, or advice from performers or employees of the management apparatus. In doing so, he may miss some very important steps or come to the conclusion that the problem does not need to be studied, because, as he believes, he knows the causes that caused it. Similarly, he may use imperfect methods to identify causal variables or not consider all of the relevant factors.

For example, when studying the problem of decreasing sales volume, the manager will completely concentrate his attention on the psychological aspects and ignore the economic factors that may be critical in this situation. Or he will focus his attention on the internal environment and ignore the influence of the external environment, which may contain determining factors. The manager's analysis and results may also be affected by bias and the resulting evaluation bias, so that he ends up working with only two or three significant factors because it is convenient for him, or his qualifications will not allow him to highlight these factors. He may not even be convinced that these variables are significant and, instead of examining them, will rely entirely on his own experience and personal opinion.

Another common mistake in a bureaucratic organization is that managers can only search for a partial solution to a problem, not highlighting all the alternatives. Often (in specialist literature or white papers) there are “answers,” that is, better solutions to certain problems, but managers sometimes overlook these sources of information and are more likely to rely on their own limited knowledge and experience.

In the bureaucratic system of management, it is not always required that decisions be made based only on the goals of the organization. Once the decision-making process is designed, the payoff of each alternative is calculated, the only criterion used is the organization's objectives. This allows managers to compare solutions using specially designed forms, and the management unit can easily check the correctness of their calculations.

In a bureaucratic system, managers consciously or unconsciously have the opportunity to choose decision alternatives that serve their personal goals and not those of their organization. Even in cases where the manager tries to be impartial when choosing alternatives, the reason for choosing one or another line of behavior may be the opinion of the staff. In addition, the manager may fail to calculate the returns of each of these alternatives and forget to establish costs (or input) and results (or output). In some cases, the return of each alternative cannot be predicted in advance, and although there is significant risk, the manager must make a choice only on the basis of his personal assessments. (However, this situation is significantly different from when managers do not make any effort to evaluate known alternatives in relation to the goals of the organization.)

Summing up, we can say that in the bureaucratic organization there are no means that would make it possible to establish that the leader uses the goals assigned to him as a criterion for choosing a decision. To improve the process of making decisions, top-level management must pre-set goals and stipulate the methods that managers will use in solving these problems.

Coordination of decisions. The top-level manager may also struggle with conflicts, due to which the middle-level managers subordinate to him are unable to achieve effective cooperation between the units they lead. This situation is a symptom of the need to improve the mechanism for reaching agreement. In our proposed decision-making model, the process of achieving agreement in the organization (stage 6) provides an optimal solution for the entire organization. In the bureaucratic management system, there is no mechanism for clarifying decisions for the entire organization, which allows calculating the return received by the organization; each decision-making manager is responsible for the work of his unit and may not be involved in the work of other units. The situation is as if each leader had his own business.

The fight against sub-optimization is especially difficult in the bureaucratic management system. Since in this system the results of achieving local goals by the subdivision led by him serve as the basis for rewarding the leader, each leader will strive with all his might to achieve precisely these goals. However, the local goals of departments often contradict each other, as well as the goals of the entire organization. Managers are not required to compare their decisions with the decisions of other managers and are not required to jointly assess their impact on the decisions of other departments. Even if a manager receives informal information from another manager about a decision he is planning or implementing, he is not obliged to change the decision for which he has been authorized to implement. He must change the decision made only when a higher official gives him an appropriate instruction. At the same time, the management unit does not calculate the net return received by the organization.

Much of what has come to be called the term "politics in the organization" is generated precisely by these circumstances. It seems that the bureaucratic system of management promotes competition and conflicts between leaders rather than their cooperation to achieve the overall goals of the organization.

In the bureaucratic model, there is no clear mechanism for coordinating and linking the work of managers, as well as workers and employees, there are no means to be sure that after the decision is drawn up, the staff will act strictly in accordance with it. One of the assumptions made in the bureaucratic model is that subordinates will act in accordance with instructions. How, then, does the bureaucratic organization ensure the agreement of the rank-and-file personnel with the decision made if, as is often the case, the subordinates do not follow the instructions? Managers always have the right to impose penalties or encourage subordinates. However, in a bureaucratic system, rewards are not related to the decision-making process: rewarding staff does not depend on the degree of their agreement with the decisions, and they do not receive a share of the return brought by this decision.

Therefore, the staff of the organization will be guided by the new decision only to the extent necessary to ensure that there are no sufficient grounds for dismissal. And here again, the responsibility for ensuring that subordinates follow the decisions made lies with each individual leader, and, apparently, each leader must have the ability to “lead the team” in order to ensure decision making. Unfortunately, however, this talent is never identified or judged by its actual influence on the behavior of subordinates. In fact, the leader must achieve the necessary behavior of subordinates by all means available to him. Moreover, due to restrictions imposed by unions, or due to a shortage of labor resources, the sanctions that a manager can resort to may not be effective enough.

The staff (who have no special powers) also face the problem of persuading line managers to accept the decisions they propose. And again, this activity is based on the assumption that line managers always perceive and take into action the “good” decisions of the headquarters. However, practice indicates that this is not always the case, and staff leaders must also rely on so-called "organizational talent" to "push" their proposed solutions to line managers; but they, like line managers, do not have the advantages that come with precise sanctions or methods that guarantee success.

In general, under the conditions of the bureaucratic model, ordinary personnel are so excluded from the decision-making process that they do not even report that they understand (or do not understand) the proposed solutions. Between managers and ordinary personnel there is no permanent mechanism for clarifying the decision and feedback. On the contrary, in the decision-making system we have described, it is assumed that even before the decision is put into effect, it must be clarified by those ordinary employees who will take part in its implementation. This will lead to the fact that the staff will understand the decision, comprehend their new responsibilities and the changes that they must make in the usual performance of tasks.

The optimization of local goals, the presence of bickering within the organization, the contradictions between line and staff personnel, as well as the opposition of ordinary workers, apparently, are the most obvious and striking symptoms indicating the need for effective clarification, coordination and feedback mechanisms. Management units can undoubtedly provide significant assistance in solving these problems in a bureaucratic organization.

Implementation of the solution. The next area of concern for senior management to address is the way in which decisions are put into action. In a bureaucratically built organization, when empowered, it is not always realized that the solution to the problem eventually obtained must have a specific form, and there seems to be no agreement that the end result of the development of decisions is the solution of the problems of the organization. Therefore, one leader may rely entirely on verbal instructions, another may issue lengthy instructions (which may make it difficult to understand what exactly needs to be done). Subordinates in such an organization do not always know if the decision has been officially approved: they may think that the leader may have expressed his own opinion or simply discussed the problem with them, or established an official policy. Therefore, it remains unclear for subordinates whether they can rely on their own experience, act in the usual way, or follow the instructions received.

Moreover, since many instructions are given orally and management decisions sent to implementers are not always recorded, a misunderstanding of the very nature of the instructions arises and persists whether or not the instructions were issued. Further, the manager, in all likelihood, is not able to keep in mind all the orders that were given to him over a long period of time, especially if they were given to numerous subordinates. In addition, if instructions are lengthy or highly technical, subordinates may forget or not understand their content, thereby reducing the effectiveness of such decisions.

Conflicts caused by ambiguities in the distribution of authority can arise when managers give instructions to employees bypassing their immediate supervisors. Headquarters employees can also exceed their authority by directly giving orders to executors. As a result, the personnel of the organization may receive conflicting instructions, be in a state of uncertainty and not know whose instructions they should follow, especially in cases where the ordering officials can directly or indirectly impose penalties for refusing to follow the instructions given by them. We have come to the conclusion that good communication in an organization cannot be achieved without a proper mechanism for its implementation.

The effectiveness of solutions may be reduced due to their unsatisfactory preparation for implementation. Lack of a plan to prepare for the implementation of a solution can leave a unit severely under-resourced at the most inopportune time. Other aspects of the decision may also be inconsistent. For example, equipment has been purchased, but no plans have been developed to train staff in its use. The time required to debug this equipment may not have been taken into account, or the manager may not have estimated the costs of implementing the solution. Finally, if several departments (for example, departments of technology, sales and human resources) must implement the decision, which happens quite often, then the bureaucratic system rarely has a ready group to coordinate their efforts.

Looking at the management of the application of decisions (9th stage), we see that in order to ensure an effective decision-making process, a stock of written decisions is needed. However, due to the fact that many organizations do not create such a reserve, recurring problems can be solved anew. In this case, the stages of preparation for the implementation of the solution, management of application and verification of effectiveness are more difficult than they could be, and it is unlikely that such an organization will be able to quickly adapt to unforeseen circumstances. The lack of an archive of decisions makes it difficult to detect erroneous decisions, clarify them and control the activities of managers. Organizations often record data whose value is much lower than the value of decisions, so the absence of a decision archive is not due to the cost of creating it, but simply to the fact that registration of decisions of managers is not required. Without such a pool of well-formulated solutions, the manager and his subordinates lack a source of ready-made answers as the environment in which they work changes.

Checking the effectiveness of decisions (stage 10) is not an integral part of the process of solving the problems of a bureaucratic organization. Managers in such an organization have the right to check the implementation of their decisions, but a natural question arises about the effectiveness of such a check, even if it is carried out regularly. There can be no certainty that these managers will actually evaluate their decisions by comparing the expected return with the actual return on each of the decisions. In addition, when the situation outside or inside the organization changes, ineffective solutions may be applied. In contrast, as we have seen, in a planned control system, checking the effectiveness of a solution helps to identify new problems. And, finally, if the organization does not require periodic review of the effectiveness of all implemented decisions, it is impossible to assert or guarantee that subordinates agree with them.

Systematic testing of the effectiveness of decisions touches on an important aspect of the relationship between people in an organization. If, after completion of the audit, it is necessary to apply disciplinary actions, they are carried out more reasonably, without losing a sense of proportion. In a bureaucratic organization, the manager is only able to check some decisions or only the behavior of certain subordinates, which can lead to unhealthy relationships and accusations of bias on his part. If a leader ignores some cases of wrongdoing by some employees and at the same time praises and exaggerates the merit of others, then this will lead to favoritism and discrimination.

If any deficiencies are identified during the implementation of the solution, senior management must determine exactly how each task should be carried out. To ensure the necessary control and feedback, independent verification of the effectiveness of decisions is of particular importance.

Unpredictable leadership behavior. When senior management considers restructuring the current management system, they may find it difficult to identify common negative traits in the behavior of leaders, and this prevents the choice of necessary measures. If an organization allows managers to determine how they will do their jobs and subordinates how they will do theirs, the unpredictable, random behavior of leaders should be studied first, since the organization's performance in this case will also be random and unpredictable. Thus, because the staff of a bureaucratic organization does not systematically search for a single optimal procedure for the decision-making process, an organization with a hundred leaders will have a certain number of people who correctly understand their role and perform their tasks effectively, a relatively large intermediate group of leaders who, are likely to perform some tasks well and others less effectively, and a small number of managers who tend to misunderstand their role. The nature of this distribution of leaders can be critical: if an organization has too many ineffective leaders, it can easily go bankrupt.

Maintaining the efficiency of the bureaucratic organ Downgrading usually involves determining the required number of leaders and the powers of each, and then selecting suitable leaders for the new position. The management staffing plans provide for the selection, training and evaluation of staff.

Most organizations have plans to retain and expand their leadership staff. These plans are based on the assumption that the manager himself is the source of management problems. Accordingly, senior management believes that the best way to recruit is to attract the best leaders through improved selection, training and evaluation methods. Top-level management is deeply mistaken in not applying the same approach to solving management problems that it uses to solving non-management problems.

If an organization is languishing under the weight of ineffective decisions, an assessment should be made of its formally established decision-making process, highlighting the policies, procedures, methods, standards and objectives that are used in formulating decisions of this organization. It is also necessary to carefully consider how the established process is implemented, whether the necessary equipment is ordered, whether the appropriate personnel are involved in building the control system, and whether the application of solutions is managed. Finally, it is necessary to check whether managers follow the procedures formally established by the decision-making process.

The source of the problems may be in the original design of the control system. Top-level management usually focuses on the implementation phase of the solution and on attracting qualified leaders to the organization. However, if the initial design of the system is incomplete or poorly prepared, its implementation, management of application, and control of the operation of the system will also be unsatisfactory. Quite often, but not fairly, all the blame falls on the individual leader. In fact, the entire design of the control system should be subjected to more scrutiny and evaluation.

Operation of the control system. There is every reason to believe that the main reason for the difficulties and inefficiency of the bureaucratic management system is that it does not distribute the efforts of managers in accordance with the flow of problems. This shortcoming is addressed by allowing managers to choose tasks of their own, but it may turn out that they are not tasks of the decision-making process. However, we accepted from the outset that the only function of leaders is to solve problems, and that in a dynamic situation every organization can only survive through successful problem solving. In cases where managers perform non-problem-solving tasks, many vital problems will remain unresolved (for example, if the sales manager begins to personally engage in sales or the head of research does research himself, or the head of human resources conducts interviews with new hires to work).

In this case, the manager is no different from an employee who does not develop a solution.

In a bureaucratic organization, the head is responsible for the work of the unit entrusted to him, so he seeks to solve those tasks that, in his opinion, lead to the achievement of the goals set for his unit. For example, a sales manager may seek to reduce sales declines by studying the activity of sales agents and understanding the course of actual sales. He may be remarkably successful in achieving his unit's goals, but he may not have accomplished his main task: identifying the causes of adverse situations and finding the best actions that his unit can take to optimize the situation. Managers' performance is also reduced when top-level managers assign non-decision-making tasks to middle-level managers (for example, time-consuming clerical work that could easily be done by less skilled individuals).

Top-level management can also destroy any desire to solve problems in middle-level managers if it secures this function for itself. In different organizations, this phenomenon occurs to varying degrees due to the fact that in a bureaucratic organization, top-level management holds different points of view on what managers should do. In one case, a top-level manager can empower subordinate managers and agree with the decisions that they will develop for their units. In another, such a leader is not confident in his subordinates, and thereby reduces their desire to work on solving problems. Then the organization's management resources may be misallocated: some managers are overloaded and cannot solve all the problems, while others are engaged in solving tasks that are unusual for them.

Control of the activities of managers in the bureaucraticmanagement system is limited mainly to periodic evaluation of managers and familiarization with the work of their departments (the issue of encouraging middle managers is decided on the basis of subjective judgments by top management.) Unfortunately, in such a system there is no mechanism for checking the number of decisions made by managers, and their qualities. In this respect, the bureaucratic system differs sharply from the proposed one, which allows top-level management, the management unit, supervisors, and line staff to scrutinize decisions before they are implemented.

However, this does not mean that there are no points of control in the bureaucratic system. A decision that requires significant costs or changes in the budget may be considered first by senior management. Line managers review and question the decisions of staff leaders. However, while there are opportunities for such checks, those who review these decisions may use highly personal criteria in their final selection.

In a bureaucratic management system, it is very difficult to measure the effectiveness of the decision-making functions, because in it decisions are usually evaluated not by the amount of return to the organization per unit of output (decision). Therefore, the assessment of the decision developed by the bureaucratic system, as a rule, is obtained on the basis of judgments. The measure of the effectiveness of the head is the efficiency of the unit: if the leaders achieve their goals within the allowable costs, they assume that they work effectively. However, there is a difference between these two methods of measurement: to determine the effectiveness of the head of the unit, not only the results of the work of the unit must be measured, but also the specific actions or decisions of the head himself.

Insufficient measurement accuracy and the absence of mechanisms for monitoring unit performance make it extremely difficult to separate the influence of management decisions from the influence of other factors. The results of the work may be caused either by causes external to the unit, or they may reflect the decisions of a senior manager, staff of the headquarters or ordinary employees. But the main objection to using the results of the work of departments as an indicator of the work of the leader is that this indicator is not sensitive enough to assess the contribution of a particular leader. In fact, a department can perform very well with a very poor manager: if there is an increased demand for products, sales volumes can increase without any effort on the part of the sales managers (external cause). As a result, we can say that the measurement of the performance of managers is undoubtedly a more correct way to measure their performance than the measurement of the performance of the departments they manage.

Because the bureaucratic organization lacks a reward system for leaders that encourages effective decisions, such an organization tends to promote rivalry rather than cooperation among leaders. Moreover, if a manager is rewarded according to the results achieved by the unit he leads, he can be expected to strive to "account well", no matter how much his performance may interfere with the productive work of other managers.

Thus, we see that if the decision-making system is not designed as a whole, then many of the disadvantages of the control system that we have considered will occur. The restructuring of the bureaucratic management system requires top management to determine the behavior that they expect to get after the restructuring, detect cases where the results they expected were not achieved, and take the necessary measures.

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The global problems of mankind affect our planet as a whole. Therefore, all peoples and states are engaged in their solution. This term appeared in the late 60s of the XX century. Currently, there is a special scientific branch that deals with the study and solution of global problems of mankind. It is called globalization.

Scientific specialists from various fields work in this area: biologists, soil scientists, chemists, physicists, geologists. And this is no coincidence, because the global problems of mankind are complex and their appearance does not depend on any one factor. On the contrary, it is very important to take into account the economic, political and social changes taking place in the world. Life on the planet in the future depends on how correctly the modern global problems of mankind will be solved.

You need to know: some of them have existed for a long time, others, quite “young”, are connected with the fact that people began to negatively affect the world around them. Because of this, for example, the environmental problems of mankind have appeared. They can be called the main difficulties of modern society. Although the problem of environmental pollution itself appeared a long time ago. All varieties interact with each other. Often one problem leads to another.

Sometimes it happens that the global problems of mankind can be solved and completely get rid of them. First of all, this concerns epidemics that threatened the lives of people on the entire planet and led to their mass death, but then they were stopped, for example, with the help of an invented vaccine. At the same time, completely new problems are emerging that were previously unknown to society, or already existing ones are growing to a world level, for example, the depletion of the ozone layer. The cause of their occurrence is human activity. The problem of environmental pollution allows you to see this very clearly. But in other cases, too, there is a clear tendency for people to influence the misfortunes that befall them and threaten their existence. So, what are the problems of humanity that have planetary significance?

environmental disaster

It is caused by daily environmental pollution, depletion of terrestrial and water resources. All these factors together can accelerate the onset of an environmental catastrophe. Man considers himself the king of nature, but at the same time does not seek to preserve it in its original form. This is hindered by industrialization, which is proceeding at a rapid pace. By negatively influencing its habitat, mankind destroys it and does not think about it. No wonder pollution standards have been developed that are regularly exceeded. As a result, the environmental problems of mankind may become irreversible. To avoid this, we must pay attention to the preservation of flora and fauna, try to save the biosphere of our planet. And for this it is necessary to make production and other human activities more environmentally friendly so that the impact on the environment is less aggressive.

demographic problem

The world's population is growing at a rapid pace. And although the “population explosion” has already subsided, the problem still remains. The situation with food and natural resources is deteriorating. Their stocks are declining. At the same time, the negative impact on the environment is increasing, it is impossible to cope with unemployment and poverty. There are difficulties with education and health care. The solution of the global problems of humanity of this nature was undertaken by the UN. The organization created a special plan. One of his items is the family planning program.

Disarmament

After the creation of a nuclear bomb, the population tries to avoid the consequences of its use. For this, treaties between countries on non-aggression and disarmament are signed. Laws are being adopted to ban nuclear arsenals and stop the arms trade. The presidents of the leading states hope in this way to avoid the outbreak of the Third World War, as a result of which, as they suspect, all life on Earth can be destroyed.

Food problem

In some countries, the population is experiencing food shortages. The people of Africa and other third countries of the world are especially affected by hunger. To solve this problem, two options have been created. The first is aimed at ensuring that pastures, fields, fishing zones gradually increase their area. If you follow the second option, it is necessary not to increase the territory, but to increase the productivity of existing ones. For this, the latest biotechnologies, methods of land reclamation, and mechanization are being developed. High-yielding varieties of plants are being developed.

Health

Despite the active development of medicine, the emergence of new vaccines and drugs, humanity continues to get sick. Moreover, many ailments threaten the lives of the population. Therefore, in our time, the development of methods of treatment is actively conducted. Substances of modern design are created in laboratories for effective immunization of the population. Unfortunately, the most dangerous diseases of the 21st century - oncology and AIDS - remain incurable.

The ocean problem

Recently, this resource is not only actively explored, but also used for the needs of mankind. As experience shows, it can provide food, natural resources, energy. The ocean is a trade route that helps restore communication between countries. At the same time, its reserves are used unevenly, military operations are conducted on its surface. In addition, it serves as a base for the disposal of waste, including radioactive waste. Mankind is obliged to protect the wealth of the World Ocean, avoid pollution, and rationally use its gifts.

Space exploration

This space belongs to all mankind, which means that all peoples must use their scientific and technical potential to explore it. For the deep study of space, special programs are being created that use all modern achievements in this area.

People know that if these problems do not disappear, the planet may die. But why do many do not want to do anything, hoping that everything will disappear, “dissolve” by itself? Although, in truth, such inaction is better than the active destruction of nature, the pollution of forests, water bodies, the destruction of animals and plants, especially rare species.

It is impossible to understand the behavior of such people. It would not hurt them to think about what to live, if, of course, it is still possible, on a dying planet their children and grandchildren will have to. You should not count on the fact that someone will be able to rid the world of difficulties in a short time. The global problems of humanity can only be solved jointly if all of humanity makes an effort. The threat of destruction in the near future should not frighten. Best of all, if she can stimulate the potential inherent in each of us.

Do not think that it is difficult to cope with the world's problems alone. From this it seems that it is useless to act, thoughts appear about powerlessness in the face of difficulties. The point is to join forces and help the prosperity of at least your city. Solve the little problems of your habitat. And when every person on Earth begins to have such responsibility to himself and his country, large-scale, global problems will also be solved.