Methods for managing the construction organization’s competitiveness, the stability of their functioning and development in the conditions of Russian regions

The article considers the issues of managing the competitiveness of Russian enterprises in the globalization process context and the current information environment. The Russian developments in the field of business process management (BPM) are analyzed. It has been established that the activity and development of regional construction organizations is described by a five-stage development cycle model (explerent - patient - violent – kommutant – letalent (cessation, destructuring)). The main problems in this area are: the lack of clear concepts for the competitiveness management regional features’ diagnosis; lack of a methodology for assessing the resources’ state of crisis regional construction organizations (RCOs) and their management strategies; insufficient issues elaboration of designing the organizational structure and organizational culture of the RCO; lack of methods for substantiating the priorities in ensuring the RCO competitiveness. Thus, the system of information support of industrial and economic activity in construction commonly used in the territory of the Russian Federation is not effective, since it does not meet the requirements of a managerial nature and strategic understanding of the state and prospects of the RCO development, reflects only certain aspects of the organization’s development. The way out is the information and analytical base creation based on the monitoring the development resources of the construction complex. The development of such a product is impossible without substantiating the methodological aspects of information support and assessing the state of construction resources in the regions.