The purpose of the work is to increase the effectiveness of programs for the adaptation of transport engineering enterprises to the sixth technological order.

To achieve this goal, the following tasks are solved:

- the essence of the sixth technological order is described;

- the structure of the program of adaptation of the enterprise to the sixth technological order is described;

- development of tables of elements and properties of technological order,

- a table of adaptation of the products of the transport engineering enterprise in the sixth technological order is formed.

The object of the article is a transport engineering enterprise.

The subject of the article is the development of a program for adapting the transport engineering enterprise to the sixth technological order.

Under the program of adaptation of the transport engineering enterprise to the sixth technological order, we will refer to a set of interrelated measures. These measures are aimed at modernizing the products and production capacities of transport engineering enterprises in the sixth technological order.

The structure of the program of adaptation of the transport engineering enterprise to the sixth technological order can include:

1) measures aimed at product modernization;

2) measures aimed at modernizing the production capacities of the transport engineering enterprise;

3) measures to improve the enterprise management system;

4) measures aimed at improving the effectiveness of management systems for the social development of personnel.

In this program, all activities can be divided into long-term and tactical.

At the same time, the modernization of products (and production) is carried out on the basis of technologies of a new technological order.

The development of the program of adaptation of the enterprise to the sixth technological order consists in determining the most important measures. These measures are then clarified when planning the transition of transport engineering enterprises to the sixth technological order. The structure of the programs also includes the establishment of a sequence of specific activities for the implementation of the plans [1, p. 211]. The researchers note that during the development of the technological mode, the production of the new mode increases by 35% in one year [2, p. 3-29].

At the same time, there are no methods that allow you to determine specific areas of product modernization. There is also no methodology for determining the goals of modernization of production during the transition of the enterprise to the sixth technological order.

This confirms the relevance of the topic of this article.

Further analysis of the results of scientific research on the topic of this article shows the following. Because of the large scale of the sixth technological order, it needs to be investigated. It is necessary to create a scenario for the development of the sixth technological order [3, p. 11-15]. It is necessary to develop socio-economic management of the development of the sixth technological order [4, p. 62-64]. It is necessary to recognize the need for a conceptual approach in the study of a new technological order [5, p. 70-75]. For strategic planning of the development of the sixth technological order in the domestic engineering industry, it is necessary:

first, to investigate the conditions for the development of the sixth technological order in the Russian economy [6, p. 37-40];

secondly, to study the opportunities for the development of the Russian economy in this period [7, p. 54-58

The methodological basis for the development of the adaptation of the enterprise to the new technological order is the scientific theory of technological orders [8, p. 60-74]. When forming enterprise development programs, the technological structure should be considered as the basis for the country’s progress [9, p. 93-100].

When forming a program for the development of enterprises, it is necessary to develop the theory of technological structures [ 8, p. 60-74; 10, p.80-93]. The functions, roles, and laws of the scientific theory of technological structures are described in [8, p. 60-74; 10, p. 80-93]. This article develops a methodology for creating programs for the development of enterprises in mechanical engineering. This method relates to the prognostic and methodological functions of the scientific theory of technological structures [8, p. 60-74].

The program of adaptation of transport engineering enterprises to the sixth technological order is created in the following conditions:

1) in the context of a qualitative leap in scientific and technological progress (this limits the possibility of using statistical methods);

2) the program has a complex system character: it includes methods of a number of sciences (engineering, economics, finance, sociology, and others);

3) the program should be formed to the full depth of the duration of the sixth technological order (mode);

4) the program should include risk assessments of the implementation of this program;

5) the program should include measures to reduce the risks of implementing this program;

6) the program should be based on the analysis of the specifics of the sixth technological order;

7) the program should be based on the results of the analysis of the composition of transport engineering products;

8) the program should be based on the results of the analysis of the structure of the means of production of the transport engineering enterprise.

In this article, we will define the concept of “technological order” as a system integration: the technological basis of the enterprise; social and industrial institutions; characteristic business processes; organizational structures of enterprises; concepts of personnel management. The technological order is characteristic of the economy at a certain stage of the historical, technological, social, economic, and cultural development of society.

Under the full theory of technological order, we will understand a new scientific discipline. This science is aimed at developing knowledge of a scientific nature. This is the knowledge that reveals the essence of technological orders in the economy. In addition, this scientific knowledge characterizes the impact of the technological order on the geopolitical, socio-economic situation of the state.

The structure of any technological order can be studied using the functional-decomposition representation of large systems [11, p. 184-186]. To analyze the properties of the technological order in the field of management, this representation of complex systems can also be used. In this approach, you can create six tables.

The first table (the table of elements of the layout) will have the form of a matrix. The rows of this matrix are indicated by the names of all known six technological order. We will add to them two additional (pre-capitalist) technological orders. The columns of this table reflect the parts (elements) of the technological order. As elements of the internal environment of the technological order can be: types of power plants; technologies; methods of organizing production, and more. An example of such a table (Table of elements of the internal environment of the technological structure) is given in Table No. 1.

Table No. 1 Table of elements of the internal environment of technological orders

Source: developed by the author

The world order can be called the external environment of the technological order. The characteristics of the world order can also be presented in the form of a table. The rows of this second table are similar to the rows of the first table (the names of technological structures are determined). At the same time, the columns of the second table should correspond to the characteristics (properties) of the world order – the external environment of technological orders (structures): types of money and features of credit and monetary relations (gold, credit money, electronic money, cryptocurrencies); social formation (community system, slavery, feudalism, capitalism, etc.); types of states and interstate relations, and more.

The table of elements of the external environment of technological structures (the structure of the world order) is reflected in Table No. 2.

Table No. 2 Table of elements of the external environment of technological order (structures)

Source: developed by the author

In the third table can be described by studying the properties of technological structures. This table describes the properties of technological structures in the field of products and technologies. An example of such a table (properties of technological structures) is given in Table No. 3.

Table No. 3 Table of properties of technological orders (technical structures) in the field of technologies and products

Source: developed by the author

When the technological structure changes, not only the production technologies change. In addition to production technologies, the following changes are taking place: production relations (institutions); organizational structures; methods and tools of management of organizations; methods of managing the social development of employees.

Table № 4 can provide the characteristics (properties) corresponding to a specific technological structure in the field of business implementation and management.

Table No. 4 Table of properties of control systems in technological orders

Source: developed by the author

The main directions of development of the sixth technological order can be recognized as the development of such technologies: nanotechnologies; digitalization technologies; artificial intelligence technologies; information technologies; intelligent technologies; neurotechnologies; environmentally friendly (“green”) technologies and others.

The economic efficiency of the introduction of technologies of the new technological order (way) depends on the number of integration of these technologies with the products of the old orders. We introduce the concept of “multiplication” of the application of new technologies in the products of previous technological orders. “Multiplication” is the number of integrations of new technologies with old products. The higher the level of “multiplication”, the greater the economic efficiency of new technologies.

Table 5 shows the main objectives of the modernization of the main products of the previous modes due to the technologies of the new technological order.

Table 5. Objectives of animation of the key technologies of the sixth technological order with the technologies of the previous technological order.

Source: developed by the author

The data in Table 5 allow us to determine the main directions of “multiplication” of technologies of the sixth technological order with the products of previous technological orders. This makes it possible to increase the level of coordination of scientific research and development work.

Table 6 shows an example of the analysis of the integration of technologies of the new technological order in the production of products of previous orders.

Table No. 6 Table of multiplication of technologies in the production of mechanical engineering products (tractor) during the transition to the sixth technological order

Source: developed by the author

The modernization program of a machine-building enterprise may include the development of all types of sixth-order technologies. Clusters or technology platforms can be created for the development of such technologies. Private development programs may include the development of a particular type of technology for the entire period of the sixth technological order.

At the same time, each of the types of enterprise adaptation programs can include two sections. The first section of the program may consist of measures aimed at adapting mechanical engineering (or a particular enterprise) to changing external conditions. And the second section of the program can form measures that are aimed at coordinating the internal activities of enterprises. When developing such programs, the results of work on the development of a neurotechnological platform can be useful [12, p. 44-63].

The development of enterprise modernization programs can be based on SWOT analysis. Such an analysis includes a joint analysis of: opportunities and threats of the external environment; analysis of the strengths and weaknesses of the enterprise [13, p. 32-43].

The principles of developing enterprise development programs can be called: the use of market opportunities through the use of new technologies; minimizing threats to the external environment based on new technologies; relying on the strengths of the company in the development of new technologies; eliminating the weaknesses of the company in the development of new technologies of the sixth technological order.

The article develops a methodology for forming a program for adapting a machine-building enterprise to the sixth technological order. The paper examines the essence of the internal and external environment of the sixth technological order. To analyze the content of the technological structure, it is proposed to use a functional-decomposition representation of the technological order. The following tables are developed in the article: “style-elements”;” style-properties”;” style-new technologies”, “product subsystems-new technologies”. The article proposes the principles of developing programs for adapting transport engineering enterprises to the sixth technological order.

This article hypothesis may be the statement that for the optimization and increasing of the stability level of the sector development

Hotel business, as part of a post-industrial service sector and factor development of the national economy a great role can play the formation and further development of the methodological foundations of general theory of the hotel business, the problem solving decision in theoretical and practical part.

The article aim is to determine the theoretical and practical problems of the general theory of hotel business as a scientific,

Methodological basis for improving the efficiency of activities hotel service organizations.

For achieving this aim, the following tasks should be solved:

- The scientific and methodological support of the functioning of organizations providing hotel services is researched,

- methodological provisions of the general theory of hotel business are developed

- theoretical and practical problems of the general theory of hotel business are researched.

The algorithm for designing, positioning and raising the quality of hotel services is developed on the base of models, standard representations of hotels and individual hotel services.

The article object is the sphere of hotel business as a part of the modern global sphere of service, economy and society.

The article subject is the methodological items, mission, aims, theoretical and practical problems of the general theory of transport systems.

Research analysis in the field of hotel business shows that in its development, this sector of the economy is based not only on the logical the method of research, but also on the historical method, especially, analysis, development, the hotel industry in pre-revolutionary Moscow [1,pp. 1543-1548],  on the studying  of the history of the hotel business development [2,pp. 24-27], studying the development of hotel business in the Novosibirsk [3,p. 228-235], Kursk region [4,pp. 69-78].

Much attention is given to the researching of legislative support in the field of hotel business and the foundation of the necessity to adoption the omnibus act on hotel activities [5, p. 48-52].

The methodological base for adoption of this law in Russia may be the main theory of hotel services developed in this article.

The researching of various aspects in the hotel business management are conducted: the essence and the structure of the customer service system [ 6, p. 369-373], methods of motivation of various categories of employees [7, p. 1271-1273], specifics of innovation activity [8, pp. 454-456].

The foundation of the establishment of the hotel business in small towns in Russia is carried out [9, p. 123-126]. The development of this sector of the economy leads to the necessity to develop the theoretical and methodological foundations of the hotel business [10, p. 2-3; 11, p. 2; 12, p. 2-3].

In the researching process, it is logical to study hotel activity as a part of the service sector [13, p. 13; 14; 15, p. 2-5] .

Hotel business is studied as an element of tourism activity [16, p. 2; 17, p. 307-311]. Particular attention is given to the value of the comfort level  [18, pp. 93-95], innovative technologies in the hotel industry [19, pp. 110-113], environmental technologies [20, p. 34-36].

The author emphasizes the practically oriented nature of bachelor’s degree training in the hotel business [21, p. 191-195], the necessity to improve the level of professional training in industry universities [22, p.103-111].

Herewith, the developed theory should be a part of modern science [23, p. 2-111], methodology of development of sphere of services [24, pp. 228-243], reflect methodology for the development of hotel business taking into account the need improving  the quality of hotel services [25, pp. 226-245].

Method.

The hotel industry should be considered as a part of the global service sector. In turn, the service sector, along with production and agriculture, appears as one of the three parts of the post-industrial economy.

A Service is any activity, event or benefit, which is the one of the participants in activities, is able to offer another participant and which has an intangible character and does not lead to the mastery of anything 13, p. 13.]

The service sector is considered as a complex socially significant economic activity, which is the object of study of the wide range of science (economy, marketing, management, sociology, law, computer science, psychology and other Sciences) [14; 15,p. 2].

In the 21st century in connection with globalization, the raising of population mobility is observed approximately in 50 times larger. Therefore, the activities of hotels can be considered as a part of the post-industrial socio-economic structure due to the active participation of the hotel industry in providing the infrastructure of modern globalization.

On the one hand, the hotel business is developing due to the influence of modern globalization. Manifestations of globalization can be considered: an increase in the number of hotels to serve a more mobile population; consolidation of hotels and their transformation into complexes for the provision of social and cultural services; the emergence and consolidation of international (transnational) hotel chains.

On the other hand, in the 21st century, the hotel business and its development create conditions for the continuation and acceleration of modern globalization, based on the intensification of economic and social contacts of representatives different countries and peoples; creation of new financial instruments for capital concentration (franchising, leasing, etc.).

Hotel service as a tool and a way to meet the social, economic, or technological needs of modern society and economy can be described by their advantages, disadvantages and specifics.

The content of social and economic essence of hotel services is described as the functions and role in production and consumption technologies. The functions of the hotel business can be considered as:

arrangement the infrastructure of global production management by social maintaining of  functioning  the international organizations, conferences, congresses, etc.;

- infrastructure support of global business and markets (accommodation of businessmen, negotiations, transactions, etc.);

- arrangement of conditions for temporary accommodation for  tourists, participants of  sport and cultural events (Olympics, world Championships, festivals, and more);

- arrangement  of opportunities for temporary residence of persons who work under a rotation system and migrant workers;

- providing social exchanges and contacts with conditions of temporary residence in safe and comfortable conditions for individuals and representatives of social groups;

- maintaining social stability under the conditions emergency situations by providing temporary accommodation for injured people;

- expanding the market possibilities under the conditions of inhabitation of structural changes and fluctuations in labor demand;

- arrangement of housing conditions for recreational recreation, participation in medical,  sports and entertainment, cultural and entertainment

events.

The consumers of hotel services are international organizations employees, businessmen, employees of organizations the needy of temporary housing within the territorial distributed business processes, and technologies of professional work, individuals those in need of contacts with relatives, traveling, undergoing treatment in other regions.

The socio-economic content of the hotel business should be considered providing the process continuity of meeting the needs

(Of individuals and social groups) in temporary accommodation.  According to Frederick Hertzberg, this need refers to hygienic needs, and within the framework of the pyramid of needs of Abraham Maslow, this need can be referred to the physiological needs of a person.

Hotel services may be classified according to a number of factors: resident’s social status; protective features and comfort; price level; special conditions (for tourists, people who arrived for treatment; passengers of transportation operations, etc.).

Hotel service has such features as the continuity of the processes of production and consumption of services, the use of technical means in the provision of services, the variability of quality, the non-preservation of hotel services [25 25, p. 226-245].

The variability of the assessment of the quality of hotel services is determined by the individual nature of the requirements and expectations of customers, the dependence of the level of hotel service on the qualification of staff, etc.

The analysis let give such definition of hotel services as: «hotel service is a business process based on the customer satisfaction during  their accommodation time in specially equipped and serviced rooms, perhaps in complex with additional services such as catering, hygienic character (shower, Barber, etc.), cultural entertainment and social and spiritual benefits».

The hotel service may also be considered as a specific service, which consists of the arrangement of safe and comfortable conditions for temporary guests’ accommodation in their interests, sleeping, rest for the physical recovery of the client receiving hotel and related services.

Under the technology of providing hotel services, we understand:

- The transformation method, the capital assets usage of hotels, intangible assets (brand, etc.), initial circulating assets into a finished product-a hotel service of a certain quality;

- system unification of the ways of provision of these services used to provide this service, tangible and intangible assets, staff development to meet the needs of customers in a time staying at the hotel territory.

On the Base of the analysis of researching approaches, hotels should be understood simultaneously as

-        firstly – the business activities (business);

-        secondly, as a form of practical technology, economic activities;

-        thirdly, as a methodology and a set areas of research the hospitality practices – the general theory

providing hotel services;

-        fourthly, as a theoretical and practical  oriented base of higher education of hotel staff and hotel chains.

The development of issues of quality standards of hotel services, improving the quality and stability of the quality of hotel services provided can be considered as one of the important theoretical and practical tasks of the general theory of hotel business.

However, as the researchers draw attention, at the beginning of the 21st century, there is still no complete theory of services that would classify and research existing practical and methodological approaches to the studying and management of service activities. Moreover, it again proves the timeliness of the topic this article and its focus on synthesis and description of a number of key theoretical and practical problems of the general theory of hotel business, and creation on this basis of a scientific base for improving the efficiency of the practice of providing hotel services.

Hotel business, understood as a business, can be as a separate part of the sphere of service and how the element is closely integrated with other segments of the services sector (post-industrial tourism [17, p. 307-311], museums [26, pp. 287-302], recreational medicine, etc.).

The necessity for the developing of the main theory of hotel business it is also confirmed by the fact that the Russian hotel industry (includes about 263000 hotel rooms, belongs to the category not well developed) has high perspectives [25, pp. 226-245].

The development of the general theory of hotel business is also timely because the hotel industry of our country needs in the methodological basis for its restructuring and modernization. In turn, the need for restructuring and modernization of the domestic hotel industry is determined by the fact that 80% of the hotel fund is located in facilities which were built in the past period of development. Now, the basis of the hotel fund consists of hotels with service at the level of economy class (3 stars) for domestic consumers [25, p. 226-245].

This part of hotels may not fully meet modern requirements, particularly for foreign customers (about 11% of them). This may hold development of international tourism in our country. Therefore, the formation of the general theory of hotel business can have a positive influence not only on the development of the hotel business itself, but also on tourism and museum business.

Within the global practice, in the interests of classifying hotels and their temporary accommodation services, a number of classifications are formed into next categories (categories) of hotels as (budget hotels, tourist class hotels, medium, first, as well as hotels of the highest category); such as in Italy, Spain. They are distinguished hotel categories from 1 to 4 Hotel service classification systems are formed by national state supervision and management bodies or self-governing public associations of hotel business representatives. At the same time, the participation of the hotels themselves in such a classification is not only mandatory, but also voluntary.

In our country, the classification of hotels was formed by Federal Agency Order for Tourism of the Russian Federation “On approval of the classification system of hotels and other accommodation facilities” in 2005.

Herewith, it is underlined that the concepts and definitions of hotels in our country often duplicate each other and they have no a clear scientific basis -[17, pp. 307-310]. It lets us consider the task of forming a scientific basis for the classification of hotels as one of the priority theoretical and at the same time practical tasks of the general theory of hotel business.

In the development process of the general theory of hotel business should be taken into account: the role of the consumer as a subject implicated in providing hotel services [6, pp. 369-373]; the existence of a list of integrated (complex) and separate indicators of the level of comfort of the interiors hotels [18,pp. 93-95]; innovative technologies in the hospitality case [8, pp. 454-456; 19,pp.  110-113] .  In the process of forming a detailed (general) theory of hotel business, it is recommended to take into account this area of activity, which is reflected in the technologies for making conditions for safe and comfortable temporary accommodation of guests, taking into account the aims of the hotel service organizations functioning, the available resources content, the business management system, and human resource management methods, specific needs of clients, communication organizations and marketing of hotel services.

The participants (subjects, actors) of the hotel industry functioning of the national economy may be recognized as the government regulatory agencies and management of the industry; organizations, producing hotel services, intermediaries, clients.

The complete theory of hotel business is a part of the modern scientific support of human life and may be considered as a part of the general theory of science (scientology) and the sphere of post- industrial service. Herewith, the science methodology is the complete theory is the most complete and productive form of scientific research, allowing not only to conduct a scientific analysis of practical processes, but also to predict their development [23 23, p. 2; 24, p. 228-243].

The comprehensive theory of hotel business will be called the scientific discipline aimed at the formation of scientific knowledge, technology research competence in the study of scientific aspects, methods, philosophy, tools, ideologies, methods, motivation, policy, the field of hotel service, create an innovative hotel services, marketing in the field of hotel services, the analysis of the results of economic and financial work of organizations of hotel services taking into account the interests of the competitiveness of society, the economy and the state.

In cognitive (gnostical) terms, the expanded theory of hotel business is represented as a methodology for studying, analyzing, diagnosing and managing the processes of scientific research of theoretical and practical problems and tasks observed in the field of hotel business.

Let’s describe the subject, object, functions, scientific method and roles the complete theory of hotel business.

The subject of a detailed (complete) theory of hotel business let’s call a body of legal, financial, marketing, economic, managerial relations (which are observed in the course of implementing hotel services), methods and for their researching tools and innovative development.

The object of the developed theory of hotel business can be considered as the hotel industry as a part of the national economy that provides temporary accommodation services to clients of various categories in need (tourists, people making business trips, etc.).

In the full theory of hotel business, the scientific method may be admitted as a set of techniques and principles, with the application of which an objective knowledge of the real processes of design, marketing, provision of hotel services and their socio-economic, including financial results is carried out.

It is necessary to describe the main functions of the expanded theory of hotel business.

In the development of the conceptual framework, theoretical instrumentarium and scientific research methodology in the hotel industry, its organizations, complexes and hotel services characteristics and their life cycle is the methodological function of the expanded theory of hotel business consists.

The processes of gaining, description, classification, accumulation, facts analysis and processes, problem and risks in the development of hotel activity include the cognitive function of the expanded theory of hotel business.

In the formation of tooling, methods, technologies of management by scientific research, management of innovative projects in the field of hotel business, development of practical recommendations for the subjects of hotel activity is a regulatory role (instrumental) function of the expanded theory of hotel business. In the scientific justification of the need for the formation and improvement of legislative acts regulating the development and innovation in the hotel industry, forms of responsibility for the provision of unsafe and/or low-quality servants are the legislative function of the development of the theory of hotel business.

In finding and determining the best (from the point of view of the accepted evaluation options) variations for the development of the hotel industry and its organizations, methods for ensuring environmental and safe modes of providing hotel services, is the optimization function of the expanded theory of hotel business.

Accumulation of historical data, assessment of the situation in the hotel industry (as part of the social environment and economy) in the future, taking into account the priorities of the development of definite directions of the hotel industry activity taking into account the achievements of scientific and technological progress covers the prognostic function of the expanded theory of hotel business.

The preventive function of the expanded theory of hotel business is the carrying out of maintenance programs according to the results of the forecast of the development of science and technology in the industry, the probability of crises in the industry.

The psychological function of the developed theory of hotel business is explaining to society the necessity of a positive perception of the development of the hotel industry, increasing the availability and quality of hotel services based on the achievements of scientific and technological progress.

The function of socialization of knowledge of the developed theory of hotel business is in translation of knowledge about the essence, functions, roles of the hotel industry in the conditions of post-industrial globalization, the impact of the development of hotel services on progress in business, society and the state.

The system-forming function of the developed theory of hotel business is the formation of knowledge that provides balanced innovative development of the industry; growth of customer service complexity; improving the quality of guest service; improving the efficiency of management in the hotel service.

Next should be considered as the roles of the developed theory of hotel business

-        providing of innovative development, the price compliance level, comfort and safety provided to clients of different  categories of hotel services;

-        increasing the level of processes balance of innovative development of the hotel industry, reducing the probability of unsuccessful projects, the emergence of crises in the hotel industry by improving the quality of scientific support for its development;

-        growth of profitability of functioning of organizations in the industry by based on the best use of scientific support activities;

-        Increasing the actuality level of scientific research and, at the same time, increasing the efficiency of using scientific knowledge in the hotel industry.

The laws of the expanded theory of hotel business may be defined as:

-        Hotel business is a structural post-industrial socio-economic globalization, providing increasing needs for temporary housing for an increasingly mobile population and increasingly distributed production systems, corporations;

-        the increasing differentiation of the necessities of consumers (businessmen, salesmen, shift workers, tourists, athletes, participants of recreational processes, etc.) leads to the expansion of the range and increasing differentiation of hotel services;

-        there is an increasing in versatility and complexity in the provision of hotel services;

-        the expansion of the list of customer requirements and the complexity of socio- economic processes lead to an increasing differentiation in the assessment of the functional completeness and quality of hotel services;

-        the development of the hotel business is considered as a consequence of the process of socio-economic globalization;

-        the expansion of the hotel business creates prerequisites for further development of globalization, integration of society and economy into global socio-economic processes;

-        the efficiency of business processes and technologies for the production of hotel services is at the same time of social, economic and cultural importance;

-        in connection with the growing complexity of business processes and technologies for providing hotel services, the level of support for this activity increases;

-        Arrangement and further development of the general theory of hotel business is appealed to increase the efficiency of practical use of scientific support for the functioning of the hotel industry and others.

The efficiency of the hotel business can be understood as its ability to achieve the aims in setting  for it and provided that no more than a certain amount of resources is spent, for a period of time not exceeding the specified one. The effectiveness of the hotel business may be considered from the point of view of various subjects.

The efficiency of the hotel industry for the state can appraise its ability to meet the needs of temporary housing for business and social processes of society, to serve international relations, to act as a source of tax revenues to the budgets of different levels (federal, regional, local budget).

Under the business process in the hotel business can be understood as a set of actions aimed at making a profit within the framework of providing temporary housing to customers.

The efficiency of business, business processes in hotel activities will be understood as the ability of the hotel business process generate profit in current activities and lead to capital growth in the long term.

The effectiveness of hotel activities for guests (clients) can be called the completeness of meeting the needs of customers in temporary housing within their effective demand.

As above mentioned, under the production technology of hotel services may be understood as a the system association of services involved in the production methods, instruments, technical means of qualification skills of employees of the organization of hotel services. Herewith, all technologies of hotel activity can be divided into basic (accommodation), auxiliary (cleaning, laundry, room service, reception) and providing (supply of linen, detergents, security, transport).

Discussion.

As the key theoretical tasks of the complete theory development of hotel service, may be recognized research in the interests of further development of the selected functions (system forming, cognitive, methodological, instrumental, legislative, and others) based on the integral use of knowledge from different fields of knowledge. For example, when solving the problem of developing the predictive function of the complete theory of hotel business, the problems of marketing, financial, scientific and technical forecasting can be studied in a complex development of the hotel industry and its individual organizations. The mission of solving theoretical and practical problems of the hotel business may be called a more complete satisfaction of the needs of individuals and society, increasing the socio-economic efficiency of the development of the hotel business.

The vision of the research methodologies development of and theoretical practical problems of hotel business can be considered inspirational the staff and the scientific community, industry scenario to that scientific discipline in recognized, scientifically significant and extremely a practically relevant and useful scientific direction that would lead to improving the social and scientific status of scientists engaged in research in the field of hotel business.

The production and providing of hotel services is related to the using and operating of buildings, structures, furniture, equipment, and household appliances. Herewith, at the beginning of the 21st century, hotels are complex, multifunctional technology-related complexes.

That’s why, one of the theoretical and practical tasks of the expanded theory of hotel business may be recognized as the formation of a complex of models for design, positioning and efficiency analysis business and competitiveness of hotel services both for  the industry level and in individual organizations.

In the interest of designing, positioning, and analyzing such objects, you can use the representation at the functional- decomposition level [ 25, pp. 226-245]. Within the framework of such representation, a table of functional portraits (functions and their implementing elements) may be formed. The following functions (rows) in this table may be considered: provision of living conditions for guests, room cleaning, laundry, room service, management (reception), delivery of linen, detergents, security, transport services for residents, catering services and more. In these columns of this table, there may be structural units involved in the implementation of all functions of hotel complex (Department of management, administrative Department, Laundry, safety Department, etc.). The intersection of the row and column is “+” or the complexity of works, if involved in the implementation of this function of the hotel complex. Summing up the amount of work on the column, you can determine the amount of work performed by the department for all functions taken together, then dividing this amount of work by the labor standard; you can calculate the number of employees of the department. In addition, it is possible to represent the structure of the hotel complex in the form of service contours. The outline servicing is a set of elements that ensure the implementation and / or control of one of the processes and / or parameters of this process [27, p3-12].

Under the expanded theory of hotel business using functional decomposition views and/or views in contours service aggregate-decomposition representation of hotels can be an analysis, design, and evaluation of business performance in hotels.

For analyzing temporary compatibility individual operations in the hotel business can be used cyclograms and Grant’s graphics

Network graphs or models can be used for analyzing the logical connection and timing of work implementation. The development of methods for modeling processes in the hotel business can be attributed to the methodological function or task of the expanded the theory of hotel business.

Within the framework of this task, a four-level product model can be used in the expanded theory of hotel business [24, p.228-243].

Let’s study the possibility of using this representation (model) in solving problems of design, analysis, and positioning of services in the hotel service. In the four-level representation of a hotel service, the first level shows its intended aim or benefit (meeting the needs of guests in temporary housing). The satisfaction degree of this necessity may  be evaluated by experts, for example, the number of stars of the hotel. The next (second) level of this hotel service presentation may be interpreted as a service in real performance and will reflect: the size of a hotel room; the number of places to stay in the room; the presence of sanitary-and-hygienic equipment, quality and the frequency of linen changes, availability of telephone, television and other devices, design of interiors of rooms, internal and  external design of the building, brand (brand name) of the hotel, etc. The third level of presentation of the hotel service (service with reinforcement) shows the possibility of obtaining additional next services: pre-order of rooms; discounts availability for regular clients; life and health insurance for the residence period and other. The fourth level of this representation is strategic, social, and environmental in nature and describes the long-term impact of this service on the social (society), economic (business), and environmental (environment) systems.

The hotel representation on its fourth level reflects positive effects of the hotel business in strategic development society and the national economy and, in particular, the integration of national economy into the international labour division through domestic security business contacts and labour migration; development social contacts, reduction of environmental costs in the hotel the case, the provision of insurance fund for housing, especially to meet the needs of those influenced by natural and man-made disasters and other.

The considered four-level representation (model) of services in the hotel business may be used in solving practical problems of designing, positioning, analyzing the quality and services pricing on the base of their consumer significance. Herewith, a four-level representation of a hotel service is suitable for solving practical problems of managing the quality of services provided and managing the brand of hotel complexes (branding).We describe the using of a four- level representation of hotel services in the interests of solving a practical problem of analysis quality of this type of service:

-        a four-level representation of the structure and the most significant properties of the service in the hotel service is formed;

-        for all levels of this representation and all features of service hotel are offered a scale for the expert assessment of the level of perfection (quality) of the studied service according to its specific characteristics (for example, on a ten-point scale, a system);

-        by the expert method through a specially formed expert group and on the base of a survey of guests is implemented the evaluation the service level separately for all characteristics, included in the four-level representation of hotel services;

-        on the base of a comparative analysis of the obtained expert data (estimation) with the projected indicators, a conclusion is made about the degree of compliance of each of the indicators with the level of hotel service declared by the owners and/or management of the hotel business, the detection of characteristics with insufficient quality is made;

-        economic, organizational, technical measures, options for improving the characteristics of the quality level of hotel services are being developed;

-        in the course of additional analysis, the most preferred options for improving the quality of hotel services are identified and determined;

-        the practical implementation of the option of measures to improve the quality of hotel services selected at the previous stage is carried out in the work of the hotel, monitoring of the practical effectiveness of the activities carried out and evaluation of the quality of services is carried out.

One of the key tasks of the expanded theory of hotel business may be considered as the making of a scientific platform in the hotel business, under the direction of which can be understood as a systematic combination of a complex of knowledge from different fields (management, marketing, technical service equipment, etc.), useful in the planning and effective provision of hotel services to customers.

Another important theoretical and practical task is to solve the problem of increasing the quality of higher education [22, p. 103-111] on the base of more effective integration of science, practice and education in the hotel business, as a result of increasing the completeness and acceleration of the processes of introducing scientific knowledge into the educational process and practice of hotels. With this integration of science, practice, and education, the results obtained in work [28, p. 25-40] can be useful.

For solving the formulated theoretical and practical problems of the development of the hotel industry and the developed theory of hotel business, it can be recommended to create a public association of practitioners, scientists, scientific and pedagogical workers (for example, the Academy of Hotel Business), whose mission could be interpreted as sponsoring scientific research, coordinating research, raising the efficiency of using research results.

Conclusion. In this article the theoretical and practical problems article are described the development of a complete theory of hotel business and for it in the article  was researched the modern state scientific, methodological providing of functioning hotel associations are formed methodical provisions total (complete) theory hotel business, describes the contents of theoretical and practical tasks of the general theory of the hotel business, the proposed analysis algorithm based on the use of models, standard representations of hotels and individual hotel services, it is proposed to make an academy of hotel management to coordinate scientific research.

The hypothesis of the article is the assumption that conducting a scientific analysis of the loyalty of employees of organizations will improve the competitive position of the organization.

The purpose of the article is to improve the effectiveness of the analysis of the loyalty of the personnel of organizations.

To achieve this goal, this article solves the following tasks:

- research on the essence of employee loyalty in organizations;

- descriptions of the employee loyalty model of the organization;

- analysis of organizational behavior patterns of employees;

- formation of a mathematical model for assessing the improvement of the competitive position of the organization after analyzing the loyalty of the staff.

The object of the article is the loyalty of the staff of organizations.

The subject of the article is the formation of a methodology for analyzing the loyalty of employees of organizations.

At the beginning of the 21st century, research is being conducted on the essence of employee loyalty in organizations [1, p. 392-395]. They study loyalty as a scientific category of management systems in organizations [2, p. 221-226]. An important area of research is the theoretical basis for the formation of personnel loyalty programs [3, p. 137-138]. The analysis shows the possibility of creating unsuccessful programs to ensure the loyalty of employees of organizations [4, p. 31-33]. At the same time, studies show the existence of the influence of staff loyalty on consumer loyalty [5, p.165-173]. They form brand loyalty models in higher education [6, p. 49-53]. The factors determining the level of loyalty of the university staff are studied [7, p. 20-25]. The relationship between psychological comfort and loyalty of the organization’s personnel is revealed [8, p. 97-106]. Staff loyalty needs to be managed [9, p. 86-89]. Motivation affects the level of loyalty of subjects of professional activity [10, p. 116-123].

Systems for measuring loyalty are synthesized [11, p. 298-304].

They study the effectiveness of loyalty programs of leading companies [12, p. 336-340]. Assess the impact of loyalty programs on the competitiveness of the organization [13, p. 215-221].

It is possible to develop methods for assessing the degree of loyalty of the organization’s personnel [14, p. 4-8].

Studies show the dependence of the organization’s competitiveness on the effectiveness of personnel loyalty programs [15, p. 875-879]. Game theory is used to model the loyalty of an organization’s customers [16, p. 26-32]. They propose to form a policy of increasing the loyalty of employees of organizations, the paradigm of increasing the loyalty of staff [17; 18, p. 272-291]. It is necessary to develop the industry practice of creating programs to increase the loyalty of employees of the organization [19, p. 68-76]. Employee loyalty can be determined within the framework of the theory of organizational behavior [20, p. 75-88].

Employee loyalty can be assessed using management neuromarketing methods [21, p. 182-192].

The analysis of publications on the topic of the article conducted in this article showed the following:

1) employee loyalty is an important variable in the activities of organizations;

2) the work on the assessment of employee loyalty using information technology was not found.

Therefore, the topic of this article is relevant.

The fact that a generation of post-millennials is entering the labor market makes this article even more relevant. People of this generation believe that organizations should think about their loyalty to their employees [22, p. 109-111].

Method. The analysis of the loyalty of the organization’s personnel will be called the establishment of the relationship between the level of loyalty of the organization’s personnel and its competitive position. The competitive position of the organization is characterized by the following indicators: production volume; market share; profit of the organization and others.

The principles of analyzing the loyalty of employees of the organization will be called the main methodological provisions of such an analysis. The principles of analyzing the loyalty of employees of an organization can be considered: the use of a scientifically based analysis methodology; a systematic approach to such analysis; the timeliness of the analysis; the accuracy and reliability of the results; the practical use of the results of such analysis; taking into account the strategy and nature of the organization’s activities, and others.

We can recommend starting the analysis of employee loyalty with the analysis of this concept itself. At the same time, you need to take into account the nature of the organization’s activities. For example, you need to consider whether such activities are routine or innovative.

The term “loyalty” is often used. At the same time, this term can have different interpretations. The concept of “loyalty” comes from the French word “loyal”. This word means “faithful” in translation. In practice, loyalty is often understood as a favorable attitude towards something or someone. There are such types of loyalty: customer loyalty; employee loyalty; subordinates ‘loyalty; managers’ loyalty, and more.

In this article, we will distinguish such states of loyalty of an employee of an organization: full loyalty; partial loyalty; disloyalty (negative loyalty); formal loyalty; external loyalty; imitation of loyalty, and more.

Formal loyalty is characterized by the fact that an employee is loyal only in formally defined situations. The external loyalty of an employee concerns only the visible aspects of its activities. Imitation of loyalty consists in hiding the employee’s disloyalty by demonstrating ostentatious external loyalty, using flattery.

In this article, loyalty is considered as a type of organizational behavior of an employee. The organizational behavior of an employee of the company will be called the sequence of his actions within the framework of his official activity. By predicting the behavior of an employee, we will understand the extrapolation of his behavior. Extrapolation is the continuation of the process trends into the future.

Research materials of post-millennials give grounds to speak about loyalty as a state of two types of relations [22, p. 109-111]: the attitude of an organization to its employees; the attitude of employees to their organization. In this paper, loyalty will be understood as the employee’s attitude to the organization.

In his research, Frederick Hertzberg found that the process of satisfaction and the process of employee dissatisfaction are two different processes.

On this basis, we will assume the following:

- the positive loyalty process and the negative loyalty process are two different processes;

- positive and negative loyalty of the same employee can be observed simultaneously.

The concept of “loyalty” should be considered as a scientific category. The essence of a scientific category is revealed by its functions and roles. In this article, under the functions of loyalty, it is proposed to understand such functions in the organization’s management system:

1) ensuring the functioning of the organization’s management system on the basis of established rules;

2) formation and maintenance of a certain organizational culture of the enterprise;

3) creating a favorable internal environment of the organization;

4) formation of a favorable external environment of the organization;

5) an additional source of the organization’s resources;

6) reducing the risk of internal conflicts in the organization;

7) reducing the risk of external conflicts in the organization.

The roles of loyalty of the organization’s personnel can be called: the ability to predict the results of the organization’s activities; reduction of damage in the organization’s activities.

The loyalty of the organization to its employee consists in creating: a certain workplace; maintaining comfortable working conditions; a favorable moral and psychological atmosphere; conditions for the disclosure of the creative potential of employees; a sufficient level of material remuneration; the existence of a system of non-material remuneration; a certain social status of employees; conditions for respect for human rights. The employee’s loyalty to the organization consists in: the employee’s compliance with the internal regulations; compliance with the requirements of labor discipline; conscientious performance of official duties; showing initiative and other things.

The loyalty of an organization to the elements of its external or internal environment can be considered.

The relations of loyalty of an organization with the elements of its external environment can be divided into the following parts: loyalty of state structures to the organization and vice versa; loyalty of the organization to suppliers and vice versa; loyalty of the organization to customers and vice versa.

Internal loyalty in an organization can be divided into the following parts: loyalty of the owners of the organization to the staff and vice versa; loyalty of the organization to individual groups (formal or informal) of employees and vice versa; loyalty of individual groups of personnel to each other; loyalty of the organization to individual employees (individuals) and vice versa.

Loyal (positively loyal) relationships between groups of entities in an organization can lead to economic and financial synergies. This synergy takes place as a result of the concerted actions of all participants in the organization’s activities.

The effect of economic and financial synergy in loyal relationships can be the result of: constructive use of all information; fruitful cooperation of system elements; joint innovative creativity of various entities of the organization; joint generation of ideas.

Disloyal (negatively loyal) relationships between groups of subjects can lead to an asinergetic effect. This effect occurs as a result of the implementation of risks, damages to the activities of the organization. Disloyalty of employees increases the risks in the organization’s activities. By their financial consequences, the risks of staff disloyalty can be: acceptable (loss of profit); critical (loss of revenue); catastrophic (loss of the organization’s solvency).

Risks in the organization’s activities arise as a result of: lack of timely solutions; conflict of parts of the organization; unsatisfactory solution of the organization’s problems; resolution of the conflict of interests in favor of the individual, not the organization; leakage of insider information; the occurrence of various types of conflicts between the participants of the organization’s activities.

The loyalty of the organization to innovation will be considered the behavior of the employees of the organization, which supports the proactive way of individual or collective behavior.

Innovative behavior is described by the systematic development of new ways of activity by employees.

Innovative behavior is characterized by the production of new objects of material and spiritual culture of the organization.

A model of innovative behavior of an organization employee can be developed. This model can take the form of a table. The rows in this table contain the last names of the organization’s employees. The columns in this model correspond to the elements of the employee’s loyal behavior. Elements of loyal innovative behavior of employees of organizations can be called: the proactive nature of their research (column №1, F1); a high degree of scientific novelty in creativity (column № 2, F2); the regular nature of creative processes (column № 3, F3); employee participation in organizational changes (column № 4, F4); information openness of the employee (column № 5, F5); democratic employee in decision-making (column № 6, F6); democratic employee in creative relationships (column №7, F7); employee’s focus on achieving high usefulness of the results of scientific research (column № 8, F8). This allows you to build a model of innovative loyal behavior of employees of the organization, which is shown in Table 1.

Table No. 1. Information model of loyalty behavior of an employee of the organization (fragment)

Source: developed by the author

Negatively loyal (disloyal) behavior in relation to innovation can be called employee behavior, which is characterized by: the use of formal restrictions to inhibit innovation (column №1-Fn1); information secrecy in the implementation of scientific work (column №2-Fn2); violation of objectivity in the evaluation of employees (column № 3-Fn3); underestimation of the results of the work of other employees (column № 4-Fn4); violation of fairness in the remuneration of employees (column № 5-Fn5); and others. Based on this data, a table can be built to predict the level of disloyalty of an employee. This table will have the same appearance as table № 1.

This type of table provides an integral assessment of the loyalty/disloyalty of the organization’s employees. These estimates can be extrapolated from the past to the future. This provides a basis for predicting the behavior of an organization employee.

It is possible to build information models of loyalty/disloyalty of employees of the organization in certain areas of its activities. The model for such forecasting can look like this. The rows in this table (as in the case of table 1) correspond to the surnames, first names, and patronymics of the organization’s employees. The columns of this table correspond to the actions of employees in the implementation of various projects (project №1, P1; project №2, P2; etc.). For example, a table of employee information openness in the implementation of a sequence of projects can be constructed. An example of an employee’s information openness model is shown in Table No.2. A value can be set at the intersection of a row and a column. This value is in the range from 0 to 1. The last column shows the average loyalty score for all projects (average value -AV).

This value characterizes the degree of information openness in the organization’s projects. Information openness is an expression of loyalty to the organization. Information secrecy is a manifestation of the employee’s disloyalty to the organization.

Table No.2. Information openness (loyalty) employee in relation to the organization (fragment).

Source: developed by the author

In the process of analyzing employee loyalty, there may be errors in evaluating employee loyalty. When performing the “loyal”/ “disloyal” assessment, errors of the first and second kind are possible. These types of errors are known in mathematical statistics. The first kind of error in assessing loyalty is to recognize the actually loyal employee as disloyal. The second kind of error in assessing loyalty is the recognition of an actually disloyal employee as loyal.

The well-known fact of ambiguity in the interpretation of the concept of “loyalty” can also have a great impact on the possibility of various kinds of errors in the process of evaluating loyalty. Building a loyalty model reduces this risk.

When understanding the essence of loyalty, it should be taken into account that the concept of “loyalty” is closely related, but does not coincide with such concepts as “trustworthiness”, “satisfaction”, “integrity”, “discipline”, “motivation”, “stimulation”, “control”, etc.

The difference between the concepts of “motive” and “loyalty” is as follows. A motive is the psycho-physical urge of an individual to act. Loyalty is the assessment by the managers of the organization of the nature of the action or inaction committed by an employee (under the influence of a motive).

Let’s consider the specifics of the content of loyalty in various theories of motivation. Consider the motivation model called the “pyramid of needs” by Aboaham Maslow. The conditions of employee loyalty can be considered consistent satisfaction of their needs: physiological needs; security needs; social needs; needs for respect; needs for self-expression. Let us consider F. Hertzberg’s theory of motivation. The conditions of employee loyalty will be the satisfaction of their hygienic and motivating needs. Within the framework of David McClelland’s acquired needs theory, an employee will be loyal to the organization provided that their needs are met: in achieving success; the needs of participation (belonging); the needs of power.

For high-tech corporations, procedural theories of motivation may be more appropriate. These theories of motivation take into account: the cost of employees ‘ efforts in achieving the result; the value of remuneration for the employee.

Within the framework of Viktor Vroom’s theory of expectations, it can be said that employee loyalty is determined by the ratio: the value of the types of remuneration received/ the level of expectations of remuneration of various types. Employee disloyalty can occur if it turns out that the employee’s expectations related to working in the organization are not confirmed.

When considering loyalty in the structure of John Stacy Adams ‘ theory of justice, one can say the following. The condition for employee loyalty is that they recognize their personal remuneration as fair. Remuneration corresponding to the employee’s personal contribution to the scientific, practical and financial results of the innovation project can be considered fair. If an employee considers that they are not being treated fairly, then the following forms of disloyalty (negative loyalty) may occur): reduced effort in the innovation process; an attempt to make demands for an increase in their remuneration; the search for a new job, and more.

Douglas McGregor’s X-theory is more suitable for describing the motivation and loyalty of employees of organizations that carry out routine processes. In these organizations, there is a clear division of responsibilities of employees and strict control of execution. Within the framework of this theory, a disciplined employee who has the necessary work skills can be considered loyal.

In the case of applying the Y-theory of Douglas McGregor, the loyalty of managers and subordinates can be considered. A loyal manager can be recognized as a manager who: creates conditions for the disclosure of the potential (self-actualization) of subordinates; rationally delegates authority to them. A loyal employee should be recognized as one who is characterized by the following: performs his work efficiently; performs the work in a given time; takes the initiative at the right time; shows an innovative approach to the performance of his functions; initiates overdue changes, etc.

Within the framework of this theory, the forms of expression of the manager’s disloyalty to the organization can be: the inhibition of employee innovation; the creation of difficulties in the work of subordinate employees active in the field of innovation, etc. An expression of disloyalty of employees can be considered: the lack of innovative proposals; unwillingness to take on additional responsibility in the course of innovation; self-exclusion from taking responsibility for innovation, and others.

William Oachey’s Z-theory says that depending on the conditions created by the organization’s management, personnel can behave within the framework of X or Y-theory. This actually confirms the hypothesis formulated in this paper about the relativity of the concept of employee loyalty: an employee can simultaneously be loyal to the organization in some aspects of his work and disloyal to the organization in other aspects of his work.

This indicates the need to assess the loyalty of staff in connection with the following factors: the specifics of the economic, financial, technological activities of the organization; the organizational culture of the organization. The need to take into account the organizational culture is explained by the fact that within the framework of such a culture, the moral and psychological climate of joint work of the staff is formed.

The analysis of the essence of the “loyalty” category performed in this article creates conditions for creating a model of employee loyalty in the organization. The following factors can be included in the model of loyal behavior of an employee of an organization: compliance with the current legislation; compliance with the regulations; compliance with the internal regulations of the organization; compliance with their job descriptions; benevolence of the employee in relation to the strategic plans of the organization; tact, courtesy, and consideration of the employee in relation to colleagues; benevolence, courtesy, and consideration of the employee when communicating with clients; compliance of the employee’s professional actions with the requirements imposed on them by the qualification and / or technological map of his activity, and others.

This is a model of loyal behavior of an employee of an organization in its routine production processes.

When assessing the loyalty of employees of innovation departments, the model of loyal behavior of an employee can include his ability to: generate new ideas and proposals; respect other people’s copyrights; risk a promising career in order to achieve innovative leadership of the organization; a benevolent attitude to the innovative proposals of other employees; objectively evaluate the scientific results of other employees; fairly assess the scientific significance and scientific novelty of innovative concepts and proposals; pay employees in full the royalties due to them for innovations and other things.

In this paper, we propose a factor model of loyal behavior of employees in its routine or innovative versions. These models can be used to increase the degree of validity and objectivity of the assessment of employee loyalty in the organization. The proposed model can be formalized in the form of a table. These tables will have the same appearance as tables 1 and 2. This table can include all the listed factors in their expert assessment.

As a result of such modeling, an absolute and/or relative assessment of the employee’s loyalty to the organization can be obtained. In order to ensure the growth of objectivity, such employee loyalty assessments can be determined based on the opinions of several subjects (for example, direct and superior managers; work colleagues; employees of related departments; customers of the organization, and others). Such an estimate can be considered multivariate.

Comparing different types of employee loyalty assessments with each other: increases the statistical accuracy and reliability of the employee loyalty assessment of the organization; opens up the opportunity to get important information. This information will characterize the specifics of the loyalty requirements on the part of all participants in such an assessment.

The analysis of a retrospective (historical) series of employee loyalty assessments can open up an opportunity to study the dynamics of the level of employee loyalty over time. This analysis will allow you to identify management decisions that have affected the level of loyalty of employees of the organization.

If we approach the study of personnel loyalty from the point of view of the methodology of the behavioral direction in management, we can find the dialectical and situational nature of determining and controlling loyalty in the behavior of the organization’s personnel. The dialectical aspect in assessing loyalty in employee behavior is related to the following. The fact of loyalty or non-loyalty of an employee of the organization can be established by monitoring the actions of the employee. These actions are performed by the employee in the course of performing his official duties in compliance with the internal regulations.

In the methodology of organizational behavior, there are four types of human behavior in the organization. Identifying the types of employee behavior in an organization is based on studying the combination of key elements of behavior. There are such types of behavior of employees of organizations. A dedicated and disciplined member of the organization (the first type of behavior) is characterized by the following: the employee accepts the values and norms of behavior in the organization; the employee tries to behave in such a way that his actions do not contradict the interests of the organization. It is possible to reliably judge the loyal behavior of an employee only if the interests of the organization and its employee coincide and are interdependent. You should also consider the possibility of a conflict of interest between the employee and the organization.

The second type of behavior is characterized by the following: the employee does not fully or partially accept the values of the organization; the employee does not fully sincerely behave; the employee hides his opinion in order to preserve himself in the organization; the employee tries to formally behave correctly; the employee emphatically follows the norms and forms of behavior established in the organization. This type of behavior is called adaptive. This type of loyalty level of employee behavior can be recognized as the most common. Formal, external loyalty of such employees takes place in the successful course of business in the organization. If problems arise in the organization, the formal loyalty of the employee can be replaced by relative loyalty or disloyalty of the employee in the event of an organization falling into a crisis.

In relation to such employees, the management of the organization may make a second kind of mistake: to recognize an internally disloyal employee as a loyal employee.

The third type of employee behavior is called “original”. This type of employee behavior is characterized by the following: the person basically accepts the values of the corporation; the employee does not accept individual patterns of behavior or some formal aspects of the functioning of the organization; being a sincere person, the employee does not hide this. Such employees have a relative independence of thinking and behavior. Such employees can critically reflect on the situation in the organization. They can contribute to: timely detection of the organization’s problems; put forward options for improvements in the organization’s activities; suggest changes in the organization’s technology, the procedure for making and implementing management decisions, and more. Such employees are objectively and essentially internally loyal to the corporation. But they are formally recognized as loyal only if their proposals to change the work of the organization are accepted. If managers do not agree with the opinion of such an employee, then he can be formally recognized as disloyal to the organization. In this case, the management of the organization may make a mistake of the first kind: to recognize a loyal employee as disloyal to the organization.

The fourth type of employee behavior is called “rebel”. This type of employee behavior is characterized by the following: the employee ceases to share values, patterns of behavior in the organization; such an employee, being a sincere person, does not hide it. The rebellious type of behavior may include: destructive type of behavior (when new ideas are not put forward against the background of denial); constructive, creative type of behavior (when there is not only a denial of something, but also new constructive ideas are put forward that can improve the activities of the corporation); leadership type of behavior, characterized by the ability to put forward an idea that motivates the team and rally the staff; imitation type of behavior when a situation arises that is convenient, favorable for causing damage to the organization, and others.

Errors of the first and second kind are possible in relation to such employees. To reduce such errors, an additional analysis of employee loyalty is required, taking into account the following factors: the real situation in the organization; the reasons for the current situation; possible solutions to the problem; personal and group interests and other aspects of the situation under study.

When evaluating the level of loyalty and the type of employee behavior, we recommend the following:

- to establish what exactly the facts and circumstances of the activity in the organization caused such outwardly disloyal behavior of the employee;

- to study whether the employee has constructive suggestions for innovative changes in the organization’s activities;

- determine such a characteristic of behavior as the sincerity or insincerity of the employee’s behavior;

- determine whether the employee’s behavior contributes to the identification of hidden (latent) problems in the organization’s activities;

- establish the essence of the employee’s suggestions for improving the organization’s activities;

- study the personal and group interests of employees within the specific situation in the organization, and more.

When evaluating the loyalty of an employee of an organization, it is recommended to consider the following. With the correct assessment of the loyalty of the behavior of its employees, the organization increases its competitiveness. In case of errors in the assessment of employee loyalty, the organization can: lose its important internal human resource to improve competitiveness; catastrophically ignore problems in the organization’s activities; do not use the opportunities that open up to the organization.

In the process of analyzing employee loyalty, you need to take into account the peculiarity of open-minded and sincere employees. They are often recognized as disloyal employees. At the same time, it is they who are able to prevent the possibility of a catastrophic crisis in the organization by their initiative and critical constructive thinking. The criterion for the sincerity of the employee’s behavior can be recognized as the discrepancy between the words and deeds, the results of the employee of the organization.

To analyze the sincerity or insincerity of an employee’s behavior, the possibilities of managerial neuromarketing can be used [21, p. 182-192].

When evaluating the loyalty, place and role of employees in the organization, it is recommended to consider the following:

first, the well-known Wilfredo Pareto principle (the 80/20 principle) works in economics: 20 % of efforts bring an organization 80 % of the result;

secondly, there is a well-known principle that out of all those engaged in science, the real result is brought by people whose number is equal to the square root of the total number of employees (for example, with a staff of 25 researchers, only 5 people bring a real scientific result);

third, the formula of any technical invention includes a part indicating the shortcomings of the existing design of the device. Therefore, it is impossible to consider a disloyal employee of a scientist who, within the framework of his professional activity, must identify the shortcomings of the existing design of a technical device;

Fourth, it is necessary to take into account the differences in the logical formulas and bases of innovation and routine activities of the organization. This is an objective factor of differences in employee behavior;

Fifth, employees who are actively engaged in innovation are at an increased risk of mistakes, misunderstandings, and conflicts.

At the same time, open employees initiate the most effective efforts of the organization.

It is recommended to take into account that the modern competition of high-tech organizations occurs at the level of their corporate organizational cultures.

Discussion. Depending on the effectiveness and/or efficiency of the employee loyalty management system, an organization can achieve an increase in its competitiveness. Such an increase in the competitiveness of the organization is ensured by: increasing the scientific and economic efficiency of innovative projects; accelerating the scientific and technological progress of the industry and the corporation; reducing the likelihood of crises and conflicts in its development; success in developing pioneering technological principles for the functioning of products; success in the synthesis of projects for restructuring and / or reengineering innovative business processes, and more.

As areas of use of the results of the analysis of the loyalty of the organization’s personnel can be called:

1) implementation of the results of such analysis in the formation of the personnel policy of the organization;

2) building individual professional careers of the organization’s employees;

3) improvement of the organization’s personnel motivation systems;

4) development of programs to increase the loyalty of the organization’s personnel in the strategic and tactical planning of work.

Increasing the loyalty of the organization’s staff leads to the following effects at the same time:

1) improving the efficiency of management decisions in the organization;

2) reducing the damage caused by disloyalty of the staff;

3) improving the efficiency of using the organization’s market opportunities.

The effect of increasing employee loyalty on improving the competitive position of an organization can be described by the following formula:

Kp= Ki* A₁*A₂*A₃;

Where:

K_p – a new level of competitiveness of the organization, achieved as a result of increasing the loyalty of the organization’s staff;

K_i – the initial level of the organization’s competitiveness before conducting a scientific analysis of the organization’s personnel loyalty;

A₁-coefficient (greater than 1), reflecting the improvement of the competitive position of the organization as a result of improving the effectiveness of management decisions after analyzing the loyalty of the organization’s personnel;

A₂-coefficient (greater than 1), which characterizes the improvement of the competitive position of the organization as a result of reducing losses from low loyalty of the organization’s staff;

A₃-coefficient (greater than 1), describing the improvement of the competitive position of the organization as a result of increasing the efficiency of the use of market opportunities by the organization after conducting an analysis of staff loyalty.

Conclusion. The article describes the methodology for analyzing the loyalty of employees of the organization. Personnel loyalty is considered as a scientific category in the organization’s personnel management system. The functions and roles of the concept of “staff loyalty” are proposed. Information models are being developed to assess the loyalty of the organization’s staff. The differences in the analysis of staff loyalty in the routine and innovative nature of the organization’s activities are described. A mathematical model is described for evaluating the economic efficiency of the employee loyalty analysis procedures. The directions of using the results of the analysis of the loyalty of employees of the organization are discussed.

There are grounds for setting the task of optimizing the level of openness: the regulation of the ratio of open/secret information can affect the financial results of a commercial organization.

The hypothesis of the article is the statement that to improve the financial performance of a commercial organization, it is useful to determine the optimal level of information openness/secrecy of the activities of such an organization.

The purpose of the article is to improve the financial performance of a commercial organization.

To achieve this goal, the following tasks are solved:

- the concept of optimal information openness of a commercial organization is discussed;

- a methodology for solving the problem of optimizing the level of information openness/secrecy in the activities of a commercial organization is being formed;

- the influence of the level of information openness/secrecy on organizational behavior is investigated;

- describes the impact of secrecy on the financial result of the organization;

- quantitative indicators are proposed to assess the impact of the level of information openness/secrecy on the financial results of the organization.

The object of the article is the information openness of a commercial organization.

The subject of the article is the description and solution of the problem of optimizing the level of information openness /secrecy in the activities of a commercial organization.

An analysis of the literature on the topic of this article shows the following. The activities and document flow of organizations may include a regime of secrecy [1, p. 2; 2, p. 2]. The regime of secrecy in the field of information use may include information exchanges of organizations [3, p.1]. Note the existence of a sociological aspect in the information society in secrecy [4, p. 112-138; 5, p. 445-448]. Secrecy in the transmission of data is considered as one of the key conditions for the successful functioning of business and professional activity [6, p. 18-25; 7, p. 37-39; 8, p. 118-120]. At the beginning of the 21st century, methods for establishing the confidentiality (secrecy) of information are being developed [9, p. 423-427]. They develop methods for establishing the secrecy regime in a commercial organization [10, p. 8-10]. Secrecy and confidentiality are recognized as tools of organization management and organizational behavior [11, p. 149-153; 12]. The point of view is expressed that confidentiality can be an instrument of economic security of organizations [13, p. 194-207].

Method. As a result of the global crisis, the global economy is being restructured. Due to the continued concentration of capital, markets are increasingly becoming oligopolistic. A feature of oligopolistic markets is that competing organizations monitor each other’s information and pricing strategies. In this situation, it increases the role of information as one of the types of resources of the organization.

In this situation, the task of optimal information openness of the organization can be formulated: to find the optimal ratio of information openness/secrecy in the activities of a commercial organization. The following points indicate the existence of an optimal level of information openness/secrecy: 1) the absolute openness of an organization may create increased risks for such an organization in the course of competition; 2) absolute closeness will not allow expanding the market share; 3) this means that there is an optimal ratio between information openness and secrecy in the activities of a commercial organization, which gives the maximum value of the financial result of the activities of a commercial organization.

The policy of secrecy (secrecy and confidentiality, closeness) we agree to call the activity of restricting access to information of the organization, carried out by its owners and management. At the same time, the secrecy policy can also be called a system of measures aimed at regulating and limiting information flows in the external and internal environment of organizations. In the policy of secrecy, consensual and confrontational approaches can take place.

The consensus approach in the secrecy policy is to reach agreement by all interested parties on a system of measures aimed at limiting the dissemination of information about the organization.

The confrontational approach in the policy of secrecy is that the composition of the system of measures aimed at limiting information about the organization is formed as a result of the confrontation of interested parties and organizations.

The organization’s secrecy policy affects the organization’s economic security and financial performance. This is due to the fact that the level of information openness affects the degree of certainty of the conditions of the organization’s activities.

The economic security of the organization is understood as the state of protection of the organization from the negative impact of external and internal threats, destabilizing external and internal factors. This state of security is a necessary condition for achieving the realization of the main commercial interests of the organization [14, p. 11].

The lack of information about the organization reduces the own risks of a commercial organization that respects secrecy. At the same time, on the other hand, uncertainty and risk in the activities of competitors simultaneously increase.

In financial management, it is customary to control information flows. On the one hand, they seek to restrict and strictly control access to both internal and external information flows. This type of information can be considered confidential: data about the organization’s plans, resources, and partners. On the other hand, the managers of the organization itself strive to have all the available information about partners, intermediaries, competitors, markets, etc.

In general and financial management, the concepts of “trade secret” are used to restrict access to information.

The Civil Code of Russia (article 1465) defines the concept of production secret (know-how). The secret of production (know-how) is recognized as information of any nature (production, technical, economic, organizational and other). This is information about the results of intellectual activity in the scientific and technical field. This is information about how to carry out professional activities. In order for commercial information to be recognized as secret, the following conditions must be met: the information must have actual or potential commercial value, provided that it is unknown to third parties; third parties should not have free access to this information on a legal basis; the owner of such information takes reasonable measures to maintain its confidentiality, including by introducing a commercial secret regime.

In this case, the secret of production can not be recognized as information that: must be disclosed; information that the restriction of access to which is not allowed by law or other legal act.

Competitive relations and competitive behavior are one of the external sources of security breaches in organizations. The theoretical foundations of competitive relations were studied in the work of Michael Porter [12; 13, p. 194-207;15, p. 10]. Competition is considered as the driving force of management development. This also applies to the financial management of organizations. Let us agree to define competition as a struggle between a certain number of market entities (actors) in a number of directions. The areas of competition include: effective use of production factors; ensuring the income of organizations; improving the position of organizations in the market; the struggle for financial resources; the struggle of organizations for the best technological position, and more. Losing in competition leads to a decrease in the economic security of the organization.

Organizational behavior is the sequence of actions of the company during the time of its functioning. Organizational behavior should always be considered from several points of view: the process of forming an organizational culture; creating behavior stereotypes; the financial result of the company’s activities [16, p. 11; 17, p. 75-88]. Structurally, organizational behavior can be divided into external (competitive, informational, etc.) and internal (resource, personnel motivation, financial, etc.).

Information organizational behavior is the sequence of actions of the organization in the areas of external and internal communications. The structure of information organizational behavior can include: the actions of the organization to disseminate information about itself; the actions of the organization to ensure the secrecy of part of the information about the organization’s activities.

The disclosure of classified information about the activities of an organization creates risks in the activities of this organization. The risks of an organization directly affect the finances of organizations: the damage from risks is deducted from the income of firms. One of the risks may be the risk of excessive openness. This is the risk of disclosing secret information about the company’s activities. We can also talk about the risk of insufficient openness of the organization. Insufficient information openness of an organization can create the following effects: worsen the organization’s position in the capital market; reduce the awareness of buyers and dealers, and so on.

When analyzing the information risks of the company, you need to consider the following. When studying competition, it is customary to use the following concepts: comparative advantages; competitive advantages; competitive position; strategy; competitive cross-section; competitive forces.

The comparative advantages of a firm are determined by the fact that its production of goods is characterized by relative advantages or disadvantages. The comparative advantages of an organization can be explicit and hidden (secret, confidential). Producers, organizations from certain countries can benefit by concentrating their resources in areas where their comparative advantages are higher.

Competitive advantages can be explicit and hidden, secret. Competitive advantages include everything that allows an economic actor to achieve victory in the competition. Factors for achieving competitive advantages can be considered: better consumer properties and product quality; more efficient production; effective advertising and PR; better extensive sales system; after-sales service system for goods; possession of patents, etc.

The competitive position reflects the position of the firm in its industry. The competitive position of the company is determined based on the results of its activities. This position of the organization is characterized by all the competitive advantages and disadvantages compared to its competitors.

The concept of “competitive strategy” is considered as a synonym for the business strategy of the organization. Competitive strategy is a set of rules that must be followed by any business unit of the organization. The goal of the company’s competitive strategy is to achieve and maintain its competitiveness in the relevant industry [4; 11, p. 173].

The competitive cross-section includes an array of information about the subjects of competition. This information is selected and structured in such a way as to identify and conduct a comparative analysis of the factors that determine their competitive position of the company. The competitive cross-section allows you to compare: the structure of income; the cost of production of various divisions; cost effectiveness; the amount of advertising expenses; the work of the supply and sales system, etc.

The forces of competition are the factors that determine the competitive position. The forces of competition can be divided into: internal (endogenous) and external (exogenous) groups of factors. In the information aspect, the forces of competition can be divided into: explicit and hidden (latent, secret, confidential).

The internal factors include the properties that make up the three levels of the product. The first level of the product includes the main benefit or service. The second level includes properties, quality, appearance, packaging, and brand name. The third level of the product includes: delivery and lending, installation, after-sales service, warranty. The fourth level of goods (services) includes factors of strategic and environmental impact. Competition in the saturated markets (buyer’s markets) of developed countries is conducted at the third and fourth levels of goods.

The external forces of competition include: the influence of buyers; the influence of suppliers; the number of existing competitors; the probability or threat of new competitors; the probability or threat of new substitute products.

The task of competitive behavior and strategy (according to Michael Porter) is to provide a market actor with certain competitive advantages. At the same time, the analysis of competition (position, forces of competition, etc.) acts as an important part of the preparation for the formulation of the strategy. The purpose of competition analysis is to assess what changes in strategy can be made by both the organization itself and its competitors. At the same time, Michael Porter examines the four diagnostic components of a competitive strategy (future goals; assumptions; current strategy, opportunities).

An organization can be competitive if it exceeds at least one of the key indicators of similar indicators of competing organizations (income, costs, liquidity, time, risks, etc.) included in the criteria for evaluating the effectiveness of any firm.

The dominance of an organization over its competitors is expressed and manifested in the fact that a certain corporation has the best indicators for all of the above parameters of the effect of other organizations (income, costs, risks, liquidity and time).

Risk management can be proactive (preceding), real-time ongoing processes, and subsequent. Subsequent risk management is based on the analysis of past events and facts of economic and financial activities.

They believe that as a result of the crisis, there should be changes in the philosophy of management and business: more attention should be paid to risk management, including information risks. Based on the development of risk management at all levels of the hierarchy, the firm’s crisis management should become proactive.

Information risk management should be considered as an element of the general and financial management processes. Information risk management occupies an important place: in the control of business activities; management of information processes in business. At the same time, information risk management should take into account the specifics of organizations that are subjects of financial and economic activity in the period after the crisis.

The most effective is proactive management of information risks at the stage of designing operations and financial management systems in the organization. The project of information support of the company’s activities is an image of the future of the information support system and / or financial management of the organization. When creating an information openness project, an organization should always create (as part of an overall project) a project to manage the risks of excessive openness and/or the risk of violating secrecy, secrecy and confidentiality in the company’s activities.

It should be borne in mind that in market conditions, economic firms should pursue a policy of information openness. Information openness ensures the promotion of the company’s products and services in the markets. At the same time, excessive openness and/or violation of secrecy and confidentiality in the activities can create information risks (and related losses) and reduce the financial results of firms.

In the process of designing information support for the company’s management, all information about the organization can be presented in the form of a sum of: open information about the organization; secret information that is secret and confidential information in the organization’s activities.

Information risks of an organization include the risk of excessive openness of the firm and the risk of violation of secrecy and confidentiality.

The purpose of solving the problem of information risk management is to determine the optimal level of information risks. At the same time, the financial result of the company should be the maximum.

The goal of information risk management is the ideal state of the system for managing these risks in the future.

The goal of information risk management must have all the properties of the goal. It is known that the goals of information risk management should have the following properties: clarity; unambiguity; measurability; availability of resources; the goal should have a motivating character.

Information risk management policy can be called a set of social and economic ideas and the purposeful activity of firms caused by them. The company’s information risk management policy includes: information collection; analysis and assessment of these risks; development of measures to reduce the likelihood of their implementation; formation of measures to limit the adverse consequences (damage) from information risk.

The policy of risk management of excessive openness and / or violation of secrecy and confidentiality can also be called a set of measures aimed at reducing the level of risks or damages in the organization’s activities from this risk.

The most important factors determining the effectiveness of the secrecy policy (information risk management) should be recognized as its compliance with the objective needs of the development of the material and spiritual life of society and specific organizations. When forming such a policy, it is important to take into account the real competitive and risk conditions; correct analysis of the information policy of competitors; analysis of the economic opportunities of the state and the organization, etc. Based on this, the information risk management policy may contribute to improving the effectiveness or reducing the effectiveness of the organization’s information risk management.

The practice of information risk management finds its concrete practical reflection and implementation in the methodology, methods, methods and tools of such management. The methodology of information risk management (as part of the financial management of an organization) is a general theory of the method in managing these risks and evaluating its results.

The main principles of financial information disclosure by organizations are: reliability; availability; efficiency; completeness and regularity; a reasonable balance between the information openness of the organization (corporation) and respect for the secrecy and/or confidentiality of activities, commercial interests; compliance with the neutrality of information (no advantages in providing it).

In accordance with Russian legislation, information disclosure is understood as ensuring the information openness of an organization. The information openness of an organization is understood as: the availability of information to all interested parties; the independence of the availability of information from the purposes of obtaining this information; the availability of the procedure for obtaining information that guarantees its finding and receipt.

At the same time, according to the “Regulations on Accounting” of organizations in Russia No. 12/10 (p. 22,24,25,30,31) the organization discloses certain information in the notes to the financial statements. The Organization must also disclose information on reportable segments.

In general, information about an organization may be disclosed: at the reporting date; when developing a business plan; when issuing a prospectus; when publishing articles and reports; randomly in the context of unauthorized information leakage, including obtaining insider information or economic espionage.

The importance of information and the risk of unauthorized disclosure depends on the key concepts of financial management.

The concept in financial management is a way of defining: understanding the essence of financial management; a theoretical approach to the phenomena of financial management. In the financial management of organizations, the following concepts are known: cash flow; the time value of money; the compromise between risk and return; agency relations, and others.

The secrecy policy of an organization affects the effectiveness of the concepts and the overall financial management of the organization as a whole.

The financial manager in his practice almost always strives to have as much information as possible. Information is considered as: one of the sources of power in the organization; a way to reduce the uncertainty of financial decision-making conditions. However, when receiving information, it is important to observe: the norms of the law; social and moral restrictions; not to violate the ban on destabilizing markets and manipulating prices.

In addition to secrecy, such information events can increase the likelihood of incorrect financial decisions of competitors in the context of global competition:

1) on disinformation by spreading deliberately incorrect data. Such actions are carried out with the aim of: reducing the likelihood of disclosure of the true secret by competitors; distracting and irrational use of the efforts and resources of competitors to fight against a false secret. Often, firms use misinformation to cover up their true goals when developing financial management decisions.;

2) on imitation of financial secrecy, which is a demonstration of false signs of secrecy in its absence. The imitation of secrecy can be a means to force competitors to make more cautious financial decisions. At the same time, the ban on manipulating financial markets and prices acts as a restriction on such actions to disinform competitors.

The situational approach to information risk management in the financial management of an organization can be defined as a way of thinking about organizational problems and their solution. The purpose of the situational approach is to link specific information techniques and concepts to certain specific circumstances of the activity in order to use them more effectively.

We will describe the financial consequences of the situation of unauthorized disclosure of information in the context of global competition for the activities of the organization. For this purpose, the following situational financial characteristics of the risk of disclosure of information in the context of global competition can be proposed.

Surprise can be described as the probability of a situation where competitors are unable or unprepared in time for immediate adequate response measures. Suddenness is associated with the fact that in order to implement the response measures, competitors need to collect, process, analyze information, make a decision, concentrate the resources necessary for the response measures, and implement the necessary measures. In the process of concentrating the necessary financial resources, it may be necessary to withdraw some assets (or resources) from circulation, for example, money, in order to acquire others, for example, the necessary goods, etc. This requires a certain amount of time and financial resources.

Even more significant is the financial impact of surprise when it comes to creating new samples of goods or financial instruments. In this case, due to secrecy, competitive advantages can be maintained for a long period of time. The time period for maintaining competitive advantages will be equal to the sum of: the duration of the development cycle of the corresponding product( financial instrument); the duration of the stage of bringing them to the market. This is the period of time from the moment of sudden introduction of a new product to the market to the moment of creation and introduction of a similar product to the market by competitors. The time interval of the period of surprise for competitors (surprise in competition) can be estimated: in the field of aviation – from 5 to 10 years; in the field of automotive industry it can be several years; in the field of consumer electronics it can be a period of about a year, etc. [11, p. 173].

The company’s work in the market of pure competition is characterized by the following: a large number of sellers and buyers; the fact that none of the market participants can influence the price level. In this case, the value of secrecy (secrecy and confidentiality) may decrease.

When working in the oligopolistic market of high-tech goods, surprise has a special behavioral and financial significance. This is determined by the fact that a small number of organizations operate in such markets. These firms react quickly to the actions of their competitors. At the same time, the cost of time and money for the development of a new product from such companies is large. The organization’s need to respond quickly to incoming monetary requirements requires the organization to create appropriate reserve funds.

Thus, the greater the surprise associated with an organization’s use of secrecy, the longer the period of time and/or the amount of money (financial resources) that the organization’s competitors will need to take adequate response measures.

We introduce the concept of the surprise effect as an absolute volume indicator of the amount of money (financial resources) needed to fend off unexpected, secret activities of competitors. If the magnitude of the financial effect of surprise exceeds the amount of reserve funds and other assets of the organization, then its insolvency and bankruptcy may occur.

The period of surprise is an absolute or relative indicator that indicates by what calendar period or what proportion of the stage or cycle of development, market cycle or product life cycle, the stage of the transaction, the organization (corporation) that has applied surprise is ahead of its competitors. The period of surprise is also related to the level of liquidity of competitors ‘ reserve assets and the time that competitors will need for the subsequent acquisition of physical assets necessary for the elimination of the situation of surprise (components, materials, product refinement, production of advertising materials, etc.) with the proceeds of the proceeds [11, p. 173].

It is known that the liquidity of an asset is the ability of this asset to be transformed into cash. The degree of liquidity of an asset is determined by the duration of the time period during which this transformation of the asset (at prices close to market prices) in money can be made.

In order to increase the validity of the decision on whether the information is public or should be recognized as a secret (trade secret), a firm can be recommended to conduct an analysis of the benefits and risks associated with the publication of such information. This analysis can be performed in Table 1.

Table 1 Analysis of the benefits and risks of publishing information.

Source: developed by the author

Discussion. The cost-effectiveness of measures for disinformation or imitation of secrecy in the context of global competition can be calculated by multiplying the probability of success in disinformation (imitation of secrecy) multiplied by the amount of resources spent by competitors in vain, as well as the period of time during which disinformation or imitation of secrecy will act, reducing or blocking the activities of competitors [12, pp. 118-120].

Of great theoretical and practical interest may be the study of the use of secrecy in the systems of motivation of personnel of organizations [18, p. 95-100]. This is due to the fact that some organizations use secrecy in matters of paying the staff of organizations to minimize conflicts between employees. However, this violates the basic principle of effective motivation systems. This principle is that the provision on the motivation of the staff should be known, communicated to the staff before the start of the activity. The second key principle of motivation systems is that the motivation system in the cancers of John Stacy Adams ‘ theory of justice should be recognized as fair. The lack of information about the motivation of other employees does not allow the staff to judge the fairness of the motivation system. This can create uncertainty in the behavior of staff, reduce the effectiveness of motivation systems and reduce the level of loyalty of the organization’s staff.

This article presents the arguments in favor of solving the problem of optimizing the information openness of the organization. At the same time, the authors ‘studies presented in the works [8,p.118-120; 12; 13, p. 194-207 ] were further developed. The results of this article show that secrecy (secrecy and confidentiality) have an impact on the financial result, economic security of the organization. This gives reason to believe that secrecy (secrecy and confidentiality) can be considered not only as a legal category, but also as a category of economic theory.

When solving the problem of optimal information openness of the organization, the criterion may be the requirement to maximize the financial results of the organization.

When forming an organization’s privacy policy, the following tasks can be set::

- minimizing the costs of measures to ensure the secrecy (preservation of secrecy) of information about the organization, provided that the probability of disclosure of classified information is not more than a specified value;

- optimization (minimization) of the amount of expenses of the organization to ensure the preservation of secrecy (secrecy and confidentiality) and losses from excessive information openness of the organization;

- with a given budget of expenses for ensuring the secrecy regime, the task of forming a set of measures that ensure a minimum of disclosure of secret information of the organization, etc., can be set.

Conclusion. The article substantiates the feasibility of setting the problem of optimizing the level of information openness/secrecy of commercial organizations. The factors of influence of information openness on the competitiveness of the organization are investigated. The article develops the methodological foundations of the organization’s secrecy policy, analyzes the impact of secrecy (secrecy and confidentiality) on the economic security of the company. The information organizational behavior of the company is considered. Quantitative indicators are proposed to assess the impact of secrecy on the financial results of the organization. The influence of secrecy on the motivation system of the organization’s personnel is discussed. The article shows that secrecy can be considered not only as a legal category, but also as an economic category.