Decentralized principle of building a control system. New Opportunities for Decentralization: Five Examples The principle of decentralization is

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decentralized governance

According to the European Charter of Local Self-Government of October 15, 1985, the content of local self-government lies in the state-guaranteed right and real ability of the territorial communities of citizens themselves (territorial collectives) and the bodies formed by them to independently and under their own responsibility decide a separate part of public affairs, acting within constitution and laws of the respective state. Local self-government bodies are recognized as one of the main foundations of any democratic regime.

A very high degree of decentralization is observed in Sweden, and the government does not interfere in the affairs of local authorities. The same very high degree of decentralization is characteristic of Denmark.

Political decentralization

The goal of political decentralization is to give citizens or their elected representatives more influence in the development and implementation of laws and policies. Depending on the country, this may require constitutional or legislative reforms, the development of new political parties, the creation of local political units, and the encouragement of advocacy groups. One of the arguments in favor of implementing decentralization reforms is to increase the efficiency of both central and local authorities, as well as to create favorable conditions for economic development.

Political decentralization means regional representation in the national parliament, elections of regional governments, distribution of political power, constitutional rights regional level and the relationship between regional and national levels. Regional representation in the national parliament reflects the presence of one or two chambers of the legislature, and the adequacy of the representation of the region in the national legislature. The indicator of political interconnection reflects the role of the regional level in the activities of the national level.

Political decentralization includes indicators that measure political participation at the regional level and between different levels and shows how independently the regional level makes decisions at the national level, which has the right to intervene.

Degrees of functionality

Quite often, in many countries the degree of political decentralization is higher than functional. A high degree of functional and political decentralization is characteristic of Germany, Switzerland, Belgium and Spain, rather high - the Czech Republic, Portugal, Poland. Austria and Slovakia have more political than functional powers. In Slovakia, functional decentralization is at a very low level, while political decentralization is quite high, indicating that the regional level has little or no decision-making power. Greater political degree of functional decentralization in Bulgaria and Lithuania, whereby the regions have almost similar powers at the regional level, but little influence at the national level.

There is a high interdependence between functional and political decentralization. If the regions have certain financial resources, but are limited in making and implementing their decisions (Functional decentralization), then such financial autonomy loses its meaning. Otherwise, the powers to solve their own problems are not supported by appropriate financial resources, and also lose their significance.

The more political functions a regional level of power has, the more autonomous it is in the exercise of political power. Moreover, financial and functional, as well as administrative decentralization, have a positive relationship: the more a region has financial resources, the more functions it can perform and can afford to maintain a larger administrative apparatus.

Administrative decentralization

Today, there are four main forms of administrative decentralization:

Deconcentration is a weak form of decentralization, which transfers the powers to manage, use and implement social policy from central bodies to bodies in existing areas or, if necessary, to new ones, but with the condition that direct control over the implementation of these powers is carried out from the center.
Delegation does not provide for the responsibility of semi-autonomous local governments for the management, use of funds and implementation of social policies. These governments are not fully controlled by the central government, but are ultimately accountable to it. This type includes the creation of public-private enterprises or corporations - special projects to provide various services in the regions. Under this system, the local government receives broad powers.
Devolution - the transfer of all powers in the field of management, use and implementation of social policy at the subnational level to the regional or local government or state governments.
Alienation (or privatization) means the transfer of all enterprises, institutions and organizations to private ownership, and there is a complete removal from the state of responsibility for the management, use of finances and the implementation of social policy. Means of production may also be sold, workers may be fired or transferred from private companies or non-profit organizations. Many of these functions were first carried out by individuals, companies or organizations and then transferred to the government, either directly or through the regulation of business entities.

Introduction……………………………………………………………………………...3

The ratio of centralization and decentralization of management…...………….5

Features of centralization of management……………………………………..6

Decentralization of management…………………………………………………..9

Centralization and decentralization of management in the process of developing and making management decisions……………………………………………...12

Conclusion…………………………………………………………………….14

List of used sources and literature………………………...15

Introduction

One of the characteristic features of modern management is the need for a high professional level of the manager, the increased intellectualization of managerial work. The main purpose of the manager is to ensure the effective functioning, sustainable development or survival of the organization.

Every organization develops managerial decisions. And in every organization, the practice of developing and making managerial decisions has its own characteristics, determined by the nature and specifics of its activities, its organizational structure, the current communication system, and internal culture.

In some organizations, top managers make all decisions, while lower-level managers only carry out their directives. In other organizations, the decision-making process moves down to the managers most closely associated with the specific issues on which decisions are made. The first case is known as centralization, the second - as decentralization.

The relevance is to consolidate the most rational degree of centralization or decentralization, in which the organization manages to achieve the best results in the process of making managerial decisions.

The purpose of the work is to consider the centralization and decentralization of management.

The object of the study is the place and role of centralization and decentralization in the development of management decisions.

The subject of the research is the centralization and decentralization of management.

In accordance with the object, subject and purpose, the following tasks should be solved:

Determine the factors influencing the ratio of centralization and decentralization;

Analyze separately the concepts of "centralization of management" and "decentralization of management";

Consider the centralization and decentralization of management in the process of developing and making management decisions.

The ratio of centralization and decentralization of management

Factors affecting the ratio of centralization and decentralization: - the amount of costs (can be expressed in money, prestige);

The degree of unification. The desired level of uniformity can be more effectively achieved by strengthening centralization;

Enterprise size. In large enterprises, decisions are made by a large number of managers at different levels, which are difficult to coordinate. Where powers are dispersed, decisions are made more quickly;

Philosophy of management. Managers may prefer an authoritarian management structure, where all decisions are made by top management, or a decentralized system, where leaders at all levels determine the scope of authority at their own discretion;

Having the right leader. In the absence of managers of the required level, it is advisable to concentrate powers in higher levels management;

The use of control methods. The greater the ability to control, the greater the degree of decentralization that can be achieved;

The nature of the organization's activities. If the commercial operations carried out are spread over large geographic areas, then a greater degree of decentralization will be required;

Influence external environment. This refers to, for example, government policy in the field of pricing, revenues or any restrictions on the use of work force. These reasons can reduce the degree of decentralization of the management of the organization, but their clear formulation can help solve the problem.

2. Features of the centralization of control

In the absence of delegation of authority, the management of the organization becomes too centralized. The level of centralization is the lower, the more decisions are made directly at the workplace, which are immediately implemented and are of a narrow, special nature. Centralization is characterized by the lack of delegation of authority and known limits of competence, which leads to a decrease in efficiency in decision-making. Excessive centralization infringes on the development of the initiative of representatives of the lower echelon of managers.

Complete centralization is hindered by the fact that people have limited resources of time, knowledge, experience and can simultaneously solve only a certain number of problems, assimilate a limited amount of information.

Degree of centralization managerial powers determined by the following circumstances:

Decision-making costs. The higher the cost of making decisions, the higher level they should be considered;

Organization size. The larger the firm, the more difficult it is to coordinate activities within it, and here the advantage of horizontal ties arises. AT large firms the maximum decentralization of powers and the division of the organization into a number of large blocks are necessary, the leadership of which should be as close as possible to the level at which decisions are made;

Features of historical development and traditions;

The character and outlook of senior leaders;

Availability of the necessary personnel;

The nature of the activity, which in itself limits the possibilities of centralization of powers;

Business dynamics - the higher it is, the higher decentralization should be;

External forces in the form of state regulation, features of taxation, the actions of trade unions.

Under the conditions of the existence of giant enterprises with the mass production of homogeneous products, the tendency to centralize management was predominant, since the conditions of production created the most favorable ground for it and made it possible to realize its advantages, which were as follows:

First, in strengthening the strategic direction of the management process and ensuring, if necessary, the concentration of resources in the key areas of the organization's activities;

Secondly, in the elimination of unjustified duplication of managerial functions, leading to savings in the corresponding costs (for example, instead of accounting in each division, a single accounting department with a smaller staff is created in the company):

Thirdly, in the concentration of the decision-making process in the hands of those who know the general situation better, have a greater outlook, knowledge, and experience.

However, the centralization of powers has its own reverse side- a lot of time is spent on the transmission of information, in the process of which a significant part of it is lost or distorted; the most important decisions are made by people who are out of touch with life and have little idea of the specific situation, while the executors, who are familiar with the situation, are excluded from the development and adoption of decisions, and those are imposed on them forcibly. As a result, solutions are not of sufficient quality and are inefficiently implemented in practice.

The way to curb the excessive independence of units is selective centralization, which suggests that, along with giving them greater freedom of action, their leaders fall into strict personal subordination to the first person of the organization, becoming his deputies, and therefore, are forced in this capacity to unconditionally obey the instructions of the central authority. .

Benefits of centralization:

1. Centralization improves the control and coordination of specialized independent functions, reduces the number and extent of erroneous decisions made by less experienced managers.

2. Strong centralized control avoids a situation in which some departments of the organization grow and develop at the expense of others or the organization as a whole.

3. Centralized management makes it possible to more economically and easily use the experience and knowledge of the staff of the central administrative body.

Decentralization of management

Factors that determine the degree of decentralization of governance include the following:

Receptivity to new ideas;

Willingness to transfer the solution of minor issues to the lower level of management;

Willingness to trust the lowest level of management;

The desire to exercise only general control (not hourly, daily).

Complete decentralization is impossible due to the fact that the organization will lose control and fall into a state of chaos. Excessive concentration of the solution of certain problems in a higher management structure will lead to the fact that most of them will inevitably be taken up at its lower floors, which will not add to their quality at all, but will reduce efficiency and increase the bureaucratization of management.

In conditions of significant complication of production and information processes, an increase in the number and degree of economic independence of the entities included in the organization, their territorial dispersion, rapid changes in the market situation, an exponential growth in the number of decisions made, there was a real need for decentralization of the management process. It allows, firstly, to quickly develop and make decisions, including with the participation of direct executors; secondly, to more definitely reflect the objective situation in these decisions; thirdly, to abandon detailed instructions from the center, thereby reducing its overload with secondary problems and reducing information flows.

However, the decentralization of management is accompanied by a number of negative consequences that must be taken into account in practice. First of all, due to the isolation of the decision-making process and its concentration on the lower levels of the management structure, the interests of other departments and the organization as a whole are often poorly taken into account or completely ignored, as a result of which decisions are often tactical in nature, turn out to be small, ineffective. Due to lack general rules and procedures for developing and making decisions, "shaking" takes a lot of time and is far from always successful. Finally, decentralization can lead to separatism, which causes great harm to the organization.

The extreme form of decentralization of management is its complete absence, which takes place in the so-called multiple structures - organizations of a conglomerate type, in which there are no connections whatsoever (information, technological, organizational and even financial), through which a centralized fund of monetary funds is formed and distributed. funds - they are replaced by financial control.

Since decentralization cannot occur indefinitely without the destruction of the organization itself, at some point it is replaced by the reverse process - centralization. Thus, a kind of "pendulum oscillation" occurs, giving the control system additional flexibility and stability.

Benefits of decentralization:

1. It is impossible to centrally manage especially large organizations because of the huge amount of information required for this and, as a result, the complexity of the decision-making process.

2. Decentralization gives the right to make decisions to the leader who is closest to the problem that has arisen and, therefore, knows it best.

3. Decentralization encourages initiative and allows the individual to identify with the organization. With a decentralized approach, the largest unit of the organization seems to its leader to be very small, and he can fully understand its functioning, fully control it, and feel like a part of this unit. Such an executive may be as enthusiastic in his division as an independent entrepreneur is in his entire business.

4. Decentralization helps prepare a young leader for more high positions, giving him the opportunity to make important decisions at the very beginning of his career. This provides an influx of talented leaders into the organization. It is assumed that talented leaders are not born, but become in the process of gaining experience. Since the time frame for promotion from the rank and file to the top becomes shorter, decentralization encourages the ambitious and assertive young executive to stay with the firm and grow with it.

The disadvantages of decentralization are that it closes the way to the benefits of centralization, and vice versa.

Centralization and decentralization of management in the process of developing and making management decisions

The term "centralization" refers to the degree of concentration of decision-making in one hand, which is associated only with formal power, with the rights that a certain person in an organization is vested with. The larger the organization, the more complex decisions it makes. Many firms are faced with the need to make operational decisions in connection with the behavior of competitors, changing customer needs, complaints from consumers or employees. In the case when the speed of decision-making is critical, it is necessary to resort to a certain decentralization. However, decentralization does not mean abolishing control. Control must be so effective that decentralized actions can be properly assessed.

The essence of centralized organizations is the separation of decision-making and implementation processes: top managers make decisions, middle managers communicate and coordinate them, employees carry them out. Comparative analysis shows that centralized organizations, whose activities are based on the principles of "command and control", as a rule, are costly. They are slow to adapt to market changes and poorly responsive to changing customer needs, limited in creativity and initiative to operate effectively in a competitive environment.

Decentralization requires such an organization of management activities that would make it possible to make complex and prompt decisions. An analysis of the experience of decentralization in management structures reveals a number of advantages of such organizational restructuring. First, as a result of decentralization, the professional skills of managers are developing, whose powers and responsibility for decision-making are increasing. Secondly, a decentralized structure leads to increased competition in the organization, encourages managers to create an atmosphere of competition. Thirdly, in a decentralized organization model, the manager can exercise more autonomy in determining personal contribution to solving problems. The expansion of freedom of action leads to an increase in the creative nature of managerial work, to the desire to contribute to the development of the company.

The process of decentralization requires the adoption of certain organizational and economic measures, including the incurring of costs. In particular, it is necessary to develop and implement training programs for managers, to overcome the prevailing stereotypes of working in centralized structures and the resistance of workers to change. Accounting and reporting systems are undergoing changes, which entails an increase in administrative costs.

A higher degree of decentralization in organizations, seen as downstream decision-making, suggests that:

More decisions are made at the lower levels of the management hierarchy;

Decisions made at lower levels are more important;

Various organizational functions are more influenced by decisions made at lower levels;

The volume of centralized control over decisions made by management personnel is reduced.

This approach leads to increased autonomy in decision-making in individual units, reducing the scope of centralized control. This increases the responsibility of the divisions for their profitability. These divisions are relatively autonomous, self-financed small companies within the structure of the main company.

Conclusion

Thus, the powers in the management structure are not always distributed evenly and, for one reason or another, can be concentrated mainly on the upper, or on its lower “floors”. Then, in the first case, there is a centralization of managerial powers, and in the second, their decentralization.

Centralization and decentralization of management can develop both in breadth and in depth. In the first case we are talking about an increase in the number of problems controlled by this subject; in the second - about their more thorough and detailed study, which otherwise could be carried out at the lower levels of the managerial hierarchy.

At the same time, there are organizations that are not amenable to decentralization, although it is needed - this often leads to false decentralization, associated only with the form, but not with the essence of the processes.

So, which structure is better - centralized or decentralized? The answer is to find a balance. Therefore, there is a "golden mean" - a skeletal structure. In the skeletal structure, the role of the "collective center" is played by several equal subsystems with more significant powers than others. Such an organization does not allow any one of the main subsystems to carry out an operation that is "out of the rules." In such systems, it becomes very important to develop the rules of the game, which are followed by all participants in the skeleton (framework) of the system.

Many firms have a skeletal structure, where the role of the center is played by the management, the board of directors, and the rules of the game for them are the company's charter.

Therefore, the most rational is the degree of centralization or decentralization at which the organization manages to achieve the best results.

List of used sources and literature

Abakumova O.G. Development of management decisions. Lecture notes. - M., 2006 - 177 p.

Vertakova Yu.V. Management decisions: development and selection: tutorial. - M.: KNORUS, 2008. - 352 p.

Kardanskaya N.L. Making a managerial decision: Proc. for universities. M.: UNITI, 2009. - 237 p.

Karpov A.V. Psychology of managerial decision making. - M., 2008. - 440 p.

Larichev O.I. Science and art of decision making. - M., 2009. - 219 p.

Litvak B.G. Development of a management solution. - M., 2006 - 440 p.

Remennikov V.V. Development of a management solution. - M., 2008. -161 p.

Smirnov E.A. Management decisions. - M.: INFRA-M, 2008. - 264 p.

Smirnov E.A. Development of management decisions: Textbook for universities. - M.: UNITI-DANA, 2009. - 271 p.

company management……………………………………………………………………………………………………………………………………………………………………16 ...

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The number of Ukrainians who today need social assistance, is constantly growing. In response to such a challenge, it is the decentralization of social policy that can radically change the quality and quantity of social services.

Power - to communities or new rules

Today in Ukraine there are 13 million pensioners, 2.6 million people with disabilities, 2 million Chernobyl survivors, 1.6 million World War II veterans and other segments of the population who depend on social protection and government support.

According to the amendments to the Constitution, the draft of which was prepared by the Cabinet of Ministers of Ukraine, the regions will receive significantly expanded powers in almost all areas - from the housing and communal services system to the healthcare sector.

Now very clear and understandable patterns are being formed, according to which the distribution of power will be carried out. Each level of government will have its own powers. Local power will be concentrated on three levels. The smallest is a community (community), the largest is a region. A community can unite a dozen settlements. If there is a district center, that is, a city of regional significance, and around it there are a dozen small villages, then the community will unite this city and villages. At the community level, there will be an elected council (rada), its executive committee and a chairman who is elected by local residents. In total, there are about 1.5 thousand communities in Ukraine.

The current districts will become large: out of 490 districts, about 120 will remain. Each district will have its own council, which will form an executive committee.

Regional councils with executive committees will operate at the regional level.

The latter will just deal with issues related to their competence - roads, schools, hospitals and so on.

At the Regional State Administration they will find "control"

The current regional state administrations will change both their functions and their name. But if we want to save the state, we need to leave the body of the central government in the field. In any state, the executive branch must be represented locally. In France, these are prefects, and in Poland - governors, in Italy - commissioners. Now there is a discussion about what name to give the Ukrainian government.
Local authorities will perform the following main functions:

Supervision of observance of the legislation by local governments; - coordination of territorial executive authorities. (For example, if education is transferred to local government, then the inspection for quality control of education is controlled by the state);

Coordination and implementation government programs which are funded from the budget.

In conditions emergency or martial law - management of all bodies on the territory of a district or region.

In order for local governments to have the opportunity to develop the region, they want to leave much more tax funds on the ground than they do now. It is preliminary proposed to leave on the ground up to 25% of income tax individuals, from 10 to 25% corporate income tax. It is also good that the unified and land taxes are proposed to be left on the ground in full.

It is also assumed that 100% financial support of the powers delegated by the state to local self-government bodies.

At the same time, local governments will be able to introduce local taxes, determine their rates and establish benefits. Tax collection will be divided into two parts. There is a common state tax office. And local self-government bodies will have their own small structure, which will collect local taxes and fees established by local councils. These are small taxes that will form part of the local budget.

"Ambulance" - to the community, cancer center - to the region

The powers of local self-government and central authorities will be divided in all key areas.

It is proposed to give the community level issues of development, maintenance of local infrastructure, landscaping, emergency and primary medical care, the work of kindergartens and schools, housing and communal services, passenger transportation.

The district authorities will manage the transport infrastructure at the district level, issues of secondary medical care, and maintain improvement facilities.

At the regional level, issues of roads of regional significance, transport infrastructure, and specialized medical care will be resolved. For example, in education, funding for preschool and secondary education will remain at the community level. Specialized school education (sports schools, boarding schools) - at the district level. Vocational technical education, higher education the first and second levels of accreditation - in the region. And the state will be responsible for the higher education of the third and fourth levels of accreditation (institutes and universities).

In the field of medicine, functions will also be distributed. Prevention Ambulance and primary health care remains at the community level. Inpatient medicine is a district. Specialized medicine (cancer centers, cardio centers) is an area. And the institutions that deal with very complex pathologies are the level of the central government.

In the issue of infrastructure, responsibility will be distributed as follows: public infrastructure - urban roads, water and gas networks - is the level of the community. Local roads between communities and bridges on these roads is a district. The internal regional infrastructure, with the exception of strategic infrastructure, such as bridges across the Dnieper, is an oblast. And the trans-Ukrainian highways, for example, the Kyiv-Chop road, are a state.

Law enforcement agencies will remain under the jurisdiction of the central government. But within the framework of the communities, a security militia will be created, which is fully staffed, financed and managed by the local self-government bodies of the community. There will be no such district policemen or regional policemen at the district and regional levels.

Departments of the Ministry of Internal Affairs will also work together with the municipal police.

The central government deals with criminal cases. This is 100% government function.

The security police draw up administrative protocols, deal with minor offenses - someone smokes in the wrong place, someone parked in the wrong place, violates the regime of silence, cleanliness. The militia should be engaged in it, but actually it is not engaged in it. There should be no investigating bodies of the municipal militia.

Power in the country is in the hands of the people

If the decentralization of power is carried out, the upcoming local elections will become a litmus test for the majority of Ukrainians, because in a long period of time people will really have unique chance get their own representatives in local authorities. Let's put it this way: local elections will allow the "third force" to prove itself in the plane of defending the interests and rights of those who find it most difficult today. First of all, pensioners, war and labor veterans, and the disabled need help today. If these people get their representatives in local authorities, then it can be argued that a qualitative renewal of services for these categories of the population is guaranteed. We, the Party of Pensioners of Ukraine, understand that it is our representatives in local authorities who will become reliable assistants for vulnerable categories of citizens, and therefore we will do everything to ensure that the barrier between officials and ordinary Ukrainians is forever overcome.

Summing up, it becomes obvious that the democratization of power is not a tribute to fashion, not a political conjuncture, but a need to increase its efficiency, one of the ways of which is decentralization. The democratization of power should be carried out, firstly, in the direction of the redistribution of powers and resources between the center and local governments in the interests of territorial communities. Now the central government is overloaded with power, while there is very little real power in the localities. Secondly, territorial communities should be able to prove their ability to take on additional powers and, of course, additional burdens and responsibilities. This is a real potential for the initiative of territorial communities and their leaders, one of the main ways to develop our country and improve the well-being of every person. With such an organization of power, when local self-government is not an appendage of the state, but its main and equal partner, a person, his rights and freedoms, health, honor and dignity really are highest value and the essence of the activities of all power structures.

Russian state on present stage development is in conditions that are characteristic of permanent innovation process. This is a determinant of the fact that in post-Soviet Russia there was a need for a well-built domestic politics, activities state institutions, as well as in establishing a certain vector of political control. In particular, one should find an answer to the question: "Decentralization - what is it, and what is its difference from the centralization of power?"

What are the processes of centralization and decentralization of management?

Turning to the terminology, we can conclude that the centralization and decentralization of management are different concepts. Thus, centralization is the concentration of all power in the hands of one organization. From a political point of view, when the government does not accumulate all power in its own hands, but gives some competence to local self-government bodies, this is decentralization. What it is, in more detail allow you to find out expert answers on this issue.

Two methodological approaches to the decentralization of power

Today, according to Vardan Baghdasaryan, there are two methodological approaches that allow answering the question: what is decentralization? The entire volume of managerial powers can be represented by a specific figure, which will be 100%. If more than 90% of the powers are concentrated in the hands of higher authorities and only 10% are given to the competence, then it can be argued that management is centralized in this state. If a percentage distribution of power is inversely related, that is, 90% relate to the powers of local self-government and only 10% to authorities at the federal and regional levels, then we can say that the process of decentralization of management has passed.

Thus, the first methodological approach allows us to speak of a management model - excessive decentralization. In other words, topical issues for local self-government cannot be resolved directly at the “locals”. To do this, it is necessary to lobby the interests of a particular locality in organs at higher levels, which in most cases is impossible to implement.

If the decentralization of powers follows the second model, then the risk of separatism within the state increases. This can become the main determining factor in the collapse of the country's statehood.

What are the disadvantages of decentralization of power?

It is not enough to answer the question: "Decentralization - what is it?" - it is important to understand the main pros and cons of this mechanism of separation of powers.

Loss of monopoly on the government. This minus lies in the fact that the central authorities cannot carry out stabilization competent part of the powers is assigned to the regions Russian Federation which is a significant financial burden for them. It is for this reason that the spread
The growth of bureaucracy. Decentralization of power is not only the distribution of powers, but also an increase in the number of state institutions and officials, each of which performs its specific role. This causes excessive regulation both in the political sphere and in the economic and social sphere.
In addition, the decentralization of power means increasing corruption in local governments. With the differentiation of power, there is a redistribution of powers at the local level. Local elites come to management, thanks to which they lobby the interests of a business company using bribery of the authorities, giving bribes and presenting gifts.
Lack of transparency in local government. If the highest state authorities publish reports on their activities, then local self-government leaves its work in the shadows. Officials at the local level control the activities of the media, so it is not possible to publicize the activities of the authorities from a disadvantageous side.

Despite the fact that the decentralization of power in Russia faces numerous problems, this mechanism has a number of unrealized advantages and opportunities.

LSG flexibility

Local self-government bodies are much better informed about the existing problems in the territory of a certain settlement. Thanks to this, it is possible to make flexible decisions aimed at solving emerging situations. However, due to the lack of proper political and economic incentives, the system does not work.

Competition of LSG jurisdictions

One of the main advantages of decentralization is competition between different jurisdictions. However, due to the fact that there is no single economic space within the Russian Federation, there is a low mobility of labor force, labor and

Responsibility of LSG

Responsibility of the authorities to the electorate. It is believed that it is LSG that is as close as possible to the people, knows their needs and problems. Therefore, activities should be as open and transparent as possible. In fact, the top local authorities are representatives of local elites who prefer to leave in the shadows own work thus hiding the true direction of the activity.

Mechanism of checks and balances

The usurpation of power can be avoided by proportional centralization and decentralization of management, which implies a strict division of powers according to the 50/50 principle. However, for the effective functioning of the mechanism, institutions specialized in control are needed. On the territory of the Russian Federation, this practice is weak, which does not allow adequate coordination of management between different levels of government.

The centralization and decentralization of power is the issue that is most relevant today on the territory of Russia. Only a competent distribution of powers among the bodies of various levels of government will help to avoid possible disadvantages this mechanism of differentiation of competencies and realize opportunities.