Работы зарубежных магистрантов и аспирантов

Иностранные аспиранты, обучавшиеся (обучающиеся) на кафедре МТБ иУР

2019г. – год поступления

Абир Жабер, Ливан. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

Нажжар  Даад Хишам Ажиб, Ливан – Лукашук Наталья Анатольевна, к.э.н., доцент 

2018г. – год поступления

Бахид Азиз Хайдар Бахед, Ирак. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

2016г. – год поступления

Хайытжанова Энежан Магтымгулыевна, Туркменистан. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

Ал Лакис Джихан Мельхем, Ливан. Научный руководитель – Новикова Ирина Васильевна, д.э.н., профессор

Лаяль Хамзе, Ливан. Научный руководитель – Новикова Ирина Васильевна, д.э.н., профессор

Аль Атрам Али, Ливан. Научный руководитель – Лукашук Наталья Анатольевна, к.э.н., доцент

Хасан Зогэйб, Ливан. Научный руководитель – Лукашук Наталья Анатольевна, к.э.н., доцент

Хишам Аджиб, Ливан. Научный руководитель – Лукашук Наталья Анатольевна, к.э.н., доцент

2015г. – год поступления

Аскари Хоссейн, Иран. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

2012г. – год поступления

Аль-Фаяд Хайдер Азиз Хасан, Ирак. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

Иностранные магистранты, обучавшиеся (обучающиеся) на кафедре МТБ иУР

2017г. - год послупления

Бахид Азиз Хайдар Бахед, Ирак. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

2015г. – год поступления

Ян Шенхуа, Китай. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

2012г. – год поступления

Ал-Лабан Джихаа А.Абдул, Ирак. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор

Саидех Карванди Махмуд, Иран. Научный руководитель – Неверов Александр Васильевич, д.э.н., профессор



УДК 330.332:005.8(075.8)

Hisham Halim Ajib (AUL University, Lebanon)


     According to Hofstede, «culture is always a collective phenomenon, because it is at least partially shared with people who live or lived within the same environment, which is where it was learned. It is the collective programming of the mind that distinguishes the members of one group or category of people from another». In sum, the concept is representative when:
     – the members of a group share a set of ideas and values;

     – these are transmitted by symbols from one generation to another;
     – culture is an outcome of past actions of a group or its members;
     – culture is learned;
     – culture shapes behaviour and our perception of the world;
     – it is reinforced by components such as language, behaviour and ‘nation’.
     Tayeb (1998) says that the decision to become involved in international business depends among others, on the size of the company´ domestic market, its production capacity and capability, and the financial and other resources that the foreign market requires. In that way, firms can be placed on an internationalization scale ranging from domestic single nation to totally globalize.
     At any time we start to think about business we have to pass in studying culture since it affect business opportunity and business procedures, we have to make sure that we are well informed about the local culture before start doing business. The most influential studies analyzing culture are those performed by Geert Hofstede he identified five dimensions along which people seems to differ across culture, the element are social orientation, power orientation, uncertainty orientation, goal orientation, time orientation. The economy of Lebanon is a developing economy, with a private sector that contributes to 75% of aggregate demand and a large banking sector that supports this demand. The International Monetary Fund forecast a growth of 7% for Lebanon's real gross domestic product (GDP) in 2011. It has the 54th richest GDP per capita in the world, and it was forecasted that Lebanon's GDP per capita reached 20,000 by 2015, making it one of the strongest economies in the region, besides others factors due to culture to make business.


УДК 330.341

Ali Atrash (BSTU, Minsk)


     The theory, research, and practice of Human Resource (HR) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HR has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy.
     Effective human resource scientific management is critical in the operation of businesses, government agencies, industry and non-profit organizations. Human resources staff help their firms to meet the challenges of a rapidly changing world, especially as the legal environment becomes more complex.
     One of the biggest areas of weakness in the Human Resource field  is that the field often lacks scientific and accurate measures on many fronts. Taking human capability and nurture it with sound metrics, applied science and dedicated care and utilizing a proprietary customized systems, can help track and reward performance, cultivate goals and improve all-round productivity levels for clients. In addition the technology and systems provide a hire to exit strategy for each and every employee in a specified company in order to ensure that clients hire the right talent, provide stability and grow that talent, while caring for the rewarding end right from the start.
     Scientific HR management theory seeks to improve an organization's efficiency by systematically improving the efficiency of task completion by utilizing scientific, engineering, and mathematical analysis. The goal is to reduce waste, increase the process and methods of production, and create a just distribution of goods. This goal serves the common interests of employers, employees, and society.
     While scientific HR management principles improved productivity and had a substantial impact on industry, they also increased the monotony of work. The core job dimensions of skill variety, task identity, task significance, autonomy, and feedback all were missing from the picture of scientific management.


УДК 338.242 (075.8)

Layal Hamse (BSTU, Minsk)


     Organizational structure may be defined as the network of relationships that exists among various positions and position holders. More over any organization is considered as a network of contracts, agreements and informal arrangements between individuals members of the organization.
     Contract is an agreement about the terms of the exchange of powers, concluded as a result of free and informed choice of the parties and meets the specific institutional conditions. The important role in this process is beloged to transaction costs. Better conception of the transaction costs is a conception of C. J. Dalman. C. J. Dalman following coined the concept of transaction costs: a «cost of collecting and processing information, negotiating and decision-making, monitoring and enforcement of the contract». The existence of transaction costs will push willing to trade for the introduction of various forms of business practices to reduce transaction costs in the case where the cost of generation of such forms be less than the savings on transaction costs. The choice of partners, contract type, selection of products and services – all may change. But, perhaps, the most important form of adaptation to the problem of the existence of transaction costs is the emergence of the firm.
    According to the theorem of R. H. Coase «The company is growing until the internal costs of the company will not exceed the market costs» An important step in the further development of transaction theory was the work of A. Alchian, G.Demsetz. The essence of the company they are taken out of the benefits of cooperation when jointly using a resource in the composition of a team, you can achieve better results than acting alone. However, the production of a unified «team» makes it difficult to assess the contribution of each participant to the overall result, creating the incentives for «shirking». Approval Alchian and Demsetz, control over deviant behavior efficiently carried out within a firm when one of the participants (owner) assumes the functions of supervision over the others. But since the ability of the Central agent to prevent «procrastination» is also limited, at a certain point the costs of a «team» activities begin to outweigh the benefits, so that further expansion of the firm becomes inefficient. These are starting prerequisits for our reseach the problem of convinsation to flat organizational structures.


УДК 330.341

Jaihan Lakkis (BSTU, Minsk)


     The economy of Lebanon is developing, with a private sector that contributes to 75% of aggregate demand and a large banking sector that supports this demand. The major industrial sectors include metal products, banking, agriculture, chemicals, and transport equipment. Lebanon has a competitive and free market regime and a strong laissez-faire commercial tradition. The Lebanese economy is service-oriented; main growth sectors include banking and tourism. There are no restrictions on foreign exchange or capital movement. The Lebanese economy depends on its tourism sector throughout all seasons of the year. The US puts a strong exporter position with Lebanon, generally ranking as Lebanon's fourth-largest source of imported goods. More than 160 offices representing US businesses currently operate in Lebanon. This is connected with a large Diaspora in the US. More over eEmigration has yielded Lebanese "commercial networks" throughout the world. The government is tackling the daunting task of administrative reform, aiming to bring in qualified technocrats to address ambitious economic programs, and reviewing further savings that can be realized through reforms of the income tax system. The Lebanese Government faces major challenges in order to meet the requirements of a fiscal adjustment program focusing on tax reforms and modernization, expenditure rationalization, privatization, and improved debt management.
     As of 2013 World Bank analysis of Quality Life Index, it was estimated that: 15% of the Lebanese people live below poverty line ($2,500); 45% of the Lebanese people live in the moderate middle class ($9,000) annually. This is 12% from the level of 1998; 33% of the Lebanese people live in the upper middle class ($15,000 - $27,000) annually. This is 19% from the level of 1998; 7% of the Lebanese people lives in the highest upper class rich ($30,000 and above) annually. This is  1% from the level of 1998.
     In connection of that we can see Lebanese economy needs the reforms in economy and strategy of its development. On the basis of the potential strategic directions of development of the national economy of Lebanon  a model of transformation of the structure of human capital will be proposed. Its implementation, as an essential condition for growth and development of the national economy, will give a dynamism of sectors and fields.


УДК 502.171

Hassan Zoughaib (BSTU, Minsk)


     Lebanon is a much dissected country with steep slopes, which makes land very susceptible to erosion in the absence of proper land management practices. Deforestation and unsustainable agricultural practices on slopes have caused accelerated land degradation especially on the eastern slopes of Mount-Lebanon and the western slopes of the Anti-Lebanon where erosion has removed the soil altogether in many places so that the mother rock is exposed. Lebanon has a relatively favorable position as far as its rainfall and water resources are concerned, but constraints consist of the wide variations in average annual rainfall per region. Average annual rainfall is estimated at 840 mm. Moreover there are large seasonal variations with 80-90% of the annual rainfall falling between November and March and less than 5% falling between May and September. This leads to limited water availability during the dry summer months where evapotranspiration may reach up to 200 mm per month and resulting in a large water deficit, severing vegetation, encouraging forest fires and exposing the soil to wind erosion.
     Additionally, rainfall events with very high intensity lead to severe water erosion on slopes in the winter season especially in areas with scarce vegetation cover causing flash floods mainly in the north-western part of the country (esp. the Baalbeck-Hermel region). Flash floods cause casualties and serious damage to infrastructure.
     The soils of Lebanon are typically Mediterranean in character. Most of the soils are calcareous except for the sandy soils formed on the basal cretaceous strata, basaltic soils spread in Halba plateau and alluvial soils of Central and Western Bekaa. The soils of Lebanon are relatively young and highly fragile and prone to desertification especially on the mountain and hilly lands, which form around 70% of the country. The rate of soil erosion varies with slope intensity, soil type and land cover. Wind erosion, is restricted to the sandy shores and to the arid lands in Northern Bekaa (Zurayk, 1994). Today dense forests cover only 7% of the total Lebanese area (FAO, 1990) and are under permanent threat from forest fires. The remaining natural vegetation is increasingly threatened by intensive agriculture, urban sprawl and pollution. This leaves large areas exposed to desertification processes with little protection. The flowchart below attempts to visualize the relevant pressures and driving forces (including human and climatic factors) leading to land degradation.

Если вы заметили ошибку в тексте, пожалуйста, выделите её и нажмите Ctrl+Enter