part among the top issues on the agenda. The perceived potential danger of Islamic militants as the main

№2. 2014 
 
 
149 
putting forth some basic principles for economic cooperation. 
In the fourth summit, which was held in the capital of Kyrgyzstan, Bishkek, leaders of the member 
states declared their discomfort with the acts of NATO encouraged by the US as a tool to contain China 
that can be considered as an intervention to the domestic politics in the name of human rights. “China as a 
neighbor of the Central Asian states does not wish to see NATO conduct military maneuvers there year 
after year, near its borders. This is causing China serious anxiety, especially after the Kosovo crisis.” 
Besides, in the joint declaration, they expressed their desire for a multi-polar world instead of a unipolar 
one, emphasizing that they were against any threat of power in the international arena without the 
approval of the United Nations, which can be considered as their reaction to the operations of the US in 
Bosnia and Kosovo at the time.  
 In the fifth summit of the Shanghai Five on July 5, 2000 in the capital of Tajikistan, the attendance of 
NATO, Uzbekistan and the Taliban regime in Afghanistan as observers, was a sign of the increasing 
interest of the international community. 
 In addition, China had declared its support for the principle of ‘One China’ and Russia’s acts about the 
Chechnya issue. Furthermore, the atmosphere for the new members to join the organization has been 
created. In addition, the Shanghai Five agreed to create an anti-terrorist center in the Kyrgyzstan capital, 
Bishkek. 
In this respect, it can be concluded that the Shanghai Five, predecessor of the SCO, successfully settled 
the security issues left over from the military confrontation between China and the former Soviet Union 
during the Cold War through dialogues and negotiations paving the way for mutual confidence in further 
regional security cooperation and other fields concerning separatism, extremism and terrorism. In addition 
to the changes in regional situation accompanied by the global world politics, their cooperation also took 
on nontraditional security threats, such as cooperation in intelligence and information sharing, police 
cooperation, judicial coordination etc.  
In sum, Shanghai Five, with an agenda that has moved from traditional military components to 
regional security and economic development including common interests such as religious extremism, 
international terrorism, trans-border crimes, weapons smuggling, drug trafficking and illegal immigration, 
had five assemblies until 2000 and in 2001 achieving its mission transformed into the SCO. “This meant a 
smooth transition from a mechanism of regular meetings of heads of state of the five countries to a 
regional cooperation organization.” 
The  role of the SCO in Central Asian security complex is getting increasingly complicated especially 
in the aftermath of 9/11. It seems that regional security complex theory becomes increasingly relevant for 
explaining the emerging regional security architecture in Central Asia. Rather than focusing on the 
security concerns of regional powers or of great powers separately and without referring to the structure 
emerged in Central Asian security complex, it is more illuminating if the researchers develop a regional 
perspective on Central Asia’s security issues. Such a perspective would not only enable researchers to 
comprehend the unique regional patterns of its architecture, but also pave the way for a better 
understanding of the interaction between domestic-regional-global dynamics, revealing the obstacles 
standing in the way of Central Asia to transform itself into a regional cooperative society.   
 
REFERENCES 
 
1
 
Roy Allison and Lena Jonson, “Central Asia: Internal and External Dynamics”,  Central Asian Security: The New 
International Context, (eds.) Roy Allison and Lena Jonson, London, The Royal Institute of International Affairs, 2001, pp. 1-23. 
2
 
Roy Allison, “Structures and Frameworks for Security Policy Cooperation in Central Asia”, Central Asian Security: The 
New International Context, (eds.) Roy Allison and Lena Jonson, London, The Royal Institute of International Affairs, 2001, pp. 
219-246. 
3
 
Niklas Swaustiöm, “The Prospects for Multilateral Conflict Prevention and Regional Cooperation in Central Asia”,  
Central Asian Survey, Vol.23, No.1, March 2004, pp.48-51. 
4
 
Matthew Oresman, “The SCO Summit and Criteria for Analysis”, 
http://www.chinaeurasia.org/files/CEF_June_2004.pdf. 
5
 
Barry Buzan, Ole Waever and Jaap de Wilde, Security: A New Framework for Analysis, Lynne, Rienner, 1998, p. 1-5. 
6
 
Barry Buzan and the Copenhagen School”,  Review of International Studies, Vol. 22, No.1, 1996, 81–93. 
7
 
Buzan, Waever and Wilde, op.cit.,p. 202-203 
8
 
Jivi Sedivy, Book Review of “Regions and Powers: The Structure of International Security by Barry Buzan and Ole 
Waever”, Journal of International Relations and Development, Vol. 7, 2004, p. 461. 
9
 
Baldwin, op.cit., p. 17. 

Известия Национальной Академии наук Республики Казахстан  
 
 
   
150  
10
 
Samuel P. Huntington, “The Clash of Civilizations” Foreign Affairs, 72:3. (1993:Summer) p.22.  
11
 
“Shanghai Cooperation Organization Established”, 
http://www.jamestown.org/publications_details.php?volume_id=24&issue_id=2049&article_id=18468.   
 
Резюме 
Мұратбек Жаннэт Мұратбекқызы 
ШЫҰ жəне Орталық Азиядағы аймақтық қауіпсіздік кешен концепциясы 
 
Бұл  мақалада,  Орталық  Азия  аймағында  қауіпсіздікті  қамтамасыз  ету  саласындағы  интеграциялық  үрдістер, 
аймақтық  бірегейліктің  институтционалдық  жəне  əлеуметтік-мəдени  аспектілері  жəне  олардың  Орталық  Азиядағы 
аймақтық  қауіпсіздік  кешендерінің  қалыптасу  мəселелері  қарастырылған.  Аймақтық  қауіпсіздік  комплекс  теориясын 
концептуалды  түрде  зерттеу  жұмысына  аймақтану  теориясы,  этносаяси  теория,  ұлттық  жəне  аймақтық  қауіпсіздік 
концепциялары,  сонымен  қатар,  ғаламдану  концепциялары,  Б.Бузанның  аймақтық  қауіпсіздік  комплекс  концепциясы, 
С.Хантингтонның  өркениеттер  соқтығысы  жəне  т.б.  концепциялары  маңызды  да,  шешуші  мəнге  ие  болғаны  атап 
көрсетілген. Осы тұрғыда ШЫҰ-ның Орталық Азиядағы аймақтық қауіпсіздік мəселесінде атқаратын рөлі.  
 
Резюме 
Муратбек Жаннэт Муратбекқызы 
ШОС и концепция региональной безопасности Центральной Азии 
 
В  данной  статье  отмечается,  интеграционные,  в  первую  очередь  в  сфере  обеспечения  безопасности,  процессы  в 
Центральной Азии.  Комплекс региональной безопасности Центральной Азии которая рассматривается в рамках теории 
региональной  безопасности  предложенный  Барри  Бузаном,  а  также  концепции  столкновения  цивилизаций  известного 
американского  политолога  Самюэля  Хантингтона.  В  данном  контексте  следует  отметить  ШОС  является  одним  из 
вариантов комплекса региональной безопасности, в рамках которого может развиваться серьезное сотрудничество как в 
сфере безопасности, так и в других областях.  
 
 
 
 
УДК  005.551 (574) 
 
S.G. SANDIBEKOVA,  A.E. ARTYKBAYEVA 
 
Kazakh-British technical university, Almaty 
 
CHANGE OF THE HR MANAGEMENT IN KAZAKHSTAN 
 
Summary.  In this article considered formation of the HR -management in market economy of Kazakhstan in 
socio- economical and socio-political restructuring conditions.  One of the main purposes of article is to make plan of 
direction in which necessary to find the ways of solution of problems and definitions like professional culture of HR-
management, instead of to resolve all questions which were considered and have in it the mass of stumbling blocks 
concerning classification. 
Keywords: HR-management, personnel work. 
Тірек сөздер:HR менеджмент, кадрлық жұмыс. 
Ключевые слова: HR менеджмент, кадровая работа.  
 
The problem of HR-management was always popular in our country, at present time mass outflow of 
qualified and highly professional shots abroad still happening, the determining problem like type of 
professional culture of personnel management still exist and demands studying.This work doesn't apply 
for a full scientific explanation of the designated questions and the theory basis, its purpose is to make 
direction plan of researches, to introduce some amendments in the idea created today in personnel 
management culture. [1] ] 
Appearance of the HR specialists having preparation in the field of industrial sociology and 
psychology meant original revolution in traditional forms of personnel work. With the advent of human 
resource management as specialized staff activity in system of modern management is connected with 
formation of personnel management which gradually integrates and transforms the developed forms of 
personnel work. Assimilation of system approach ideas, development of various models of the 
organization as systems (not only functioning, but also developing) on the basis of new approach in 
personnel management — management of human resources was created an important stage of this 

№2. 2014 
 
 
151 
process. [2]  
For Kazakhstan formation of this new professional activity happens in the conditions of radical socio-
economic and socio-political restructuring therefore immaturity of the institutional environment leads to 
development of new personnel technologies is slowed down by traditional forms of the personnel work 
inherited by infrastructure. In this regard the institutionalization of "HR manager" profession,as well as 
many other specializations in management, can't normally function today neither business, nor 
government institutions, goes the twisting way. 
Core of any organization is people working in it and who need to be operated. Personnel management 
system very versatile and has man sides. It includes all aspects of interaction of workers with the 
organization. 
Human resource management of the organization is purposeful activity of an administrative board of 
the organization, heads and specialists of divisions of a personnel management system. It includes 
development of the concept and strategy of personnel policy, the principles and methods of control over 
the personnel. 
In Soviet period of HR-managers called personnel officers. Usually functions of these people were 
reduced to filling of service records and sending people for rest according to the Labor code of RK, ran a 
personal business, wrote duty regulations, and gave out the admission. This work was easy, and didn't 
demandspecialefforts. 
When blew the wind of change from the West, personnel officers, whose competence doesn't include 
care of overall performance of each employee, ceased to arrange the companies. 
Today a duty of personnel experts is development and maintenance of corporate culture of the 
company. Together with the management, HR manager has to formulate the purposes and organization 
mission, to bring them to employees, to hold events which would promote strengthening of internal 
culture and spirit of the company (for example, parties on the occasion of company birthday, joint 
departures on the nature). 
Admittedly recruiters and workers of the sphere of human resources, the HR-manager is very 
perspective profession. They believe that more and more companies in Kazakhstan will pay attention to a 
problem of efficiency selection of workers because shots play a crucial role in fight against competitors. 
Already now experts of this profile earn very not bad, especially if they serve in the foreign companies. 
Eventually more and more heads convinced that the main thing is people. Respectively, demand grows for 
employees who able to increase efficiency of this major resource. 
As a whole it should be noted that people of this profession always have a work. While there is a labor 
market whiles the companies, banks and insurance companies are born and die -"HR’s» will be necessary 
to all. 
Quite recently HR managers in firms were responsible for everything, as for "a human factor" — from 
document flow and timely filling of vacancies before holding corporate parties. At the same time and for 
all other, than nobody else didn't want to be engaged, relation like that meets and now.Today we deal, 
first, with expansion of specializations in the field of human resource management and, secondly, with 
increase of the importance of HR divisions and their heads in management of the enterprises. 
Today we deal, first, with expansion of specializations in the field of human resource management 
and, secondly, with increase of the importance of HR divisions and their heads in management of the 
enterprises. 
Who today it is possible to become, working in the field of HR-management? 
I will notice that names of concrete positions at different employers can differ, therefore to understand 
a real labor portfolio of the expert and his position in organizational hierarchy it is possible only from the 
announcement text. 
The most widespread categories of workers: 
- top managers: the HR director, the deputy of general director of the personnel, the director of 
personnel policy, etc.; 
- heads of an average link: the personnel manager, the head of the HR department, the unit manager in 
personnel service; 
- HR managers ("all in one"): HR-managers, the HR-managers operating the personnel, etc.; 
- Specialists in work rationing, privileges and compensations, analysts, etc.; 
- Training managers and specialists in personnel development; 

Известия Национальной Академии наук Республики Казахстан  
 
 
   
152  
- Recruiters, HR-managers; 
- Clerks: HR-officers, document flow managers, HR- specialists, etc. [3] 
What distinguishes heads? Qualification, ability to make independent decisions and be responsible. 
Besides, it is necessary to possess sufficient ambition, desire and ability "to work others hands". [4]  
If before personnel work was function of linear heads of various level and a rank, and also employees 
of the HR departments which are engaged in registration, control and administrative activity, emergence 
of the administrative function connected with providing due level of personnel capacity of the 
organization, essentially expanded the range of tasks and increased value of this direction of management. 
Outlined on a threshold of the new millennium of change in the corporate governance, caused by 
globalization of the markets and industry structures, shifts in architecture of workplaces and a labor 
demography, orientation to the high income of owners, fast and continuous organizational and 
technological changes, are strategic. They cover not only business as a whole, but also the organization of 
personnel work in corporations. 
Without clearly formulated strategic objectives of corporation and main ways of their achievement 
personnel work loses the meaning. And if strategy of corporation isn't articulated", the HR manager has to 
collect information on its major components on particles: key factors of the external and internal environment, 
the strategic directions expected financial results, strategic threats and risks, behavior strategy in the market of 
services and sale of production, strategy of productiondevelopment, segmentation of the vital markets and the 
main tendencies of their restructuring. The thorough and constantly updated knowledge of the personal 
working in business to which the corporation devoted itself, becomes a decisive element of professional 
competence of the expert in human resources. Without knowledge impossible to develop and realize viable 
personnel strategy which has to be well planned answer to corporation business strategy.  
And it's possible to consider such problem as a definition problem like professional culture of 
personnel management. Or the solution of this problem and find a definition like professional culture of 
HR-management instead of resolve all questions which were considered and have in it the mass of 
stumbling blocks at least concerning classificationю 
In the Conclusion I want to say that it would be desirable to note the following if the HR manager is 
professional, he will successfully realize the functions, especially in the conditions of crisis. He will 
actively participate in development of the anti-recessionary program, to enter anti-recessionary committee 
and actively to realize anti-recessionary actions: reduction of number of the personnel, reduction of social 
expenses, cut in expenditure on material support of employees, etc. As it was possible to notice, the image 
of the modern HR-director differs from less odious managing director on staff recruitment radically. 
Change the positions of management in the work sphere with the personnel is strongly connected with a 
positive tendency of development of the organizations of a sample of the XXI century.. These companies 
have democratic system of work with the personnel. Only they will be able to resist competitors, and in 
turn means that the economy of all country as a whole will start improving, therefore, carefully picked up 
and economically competent experts will lead us to prosperity! 
 
REFERENCES 
 
1 The labor code of the Republic of Kazakhstan of May 15, 2007 No. 251-III (with changes and additions from 17.01.2014) 
(in Russ.). 
2 "Forbs" newspaper (in Russ.). 
3 Shekshnya S.V. Human resource management of the modern organization.5th prod.reslave. and additional. - M., 2002 (in 
Russ.). 
4 Vikhansky O.S., Naumov O.I. Management: person, strategy, organization, process.–M., 2003 (in Russ.). 
5 MaslovE.V. Enterprise Human resource management.-M., 1999(in Russ.). 
 
Резюме 
 
С.Ғ. Сандібекова, А.Е. Артықбаева 
(Қазақстан-Британ техникалық университеті, Алматы) 
 
ҚАЗАҚСТАНДАҒЫ HR-МЕНЕДЖМЕНТ  РӨЛІНІҢ ӨЗГЕРУІ 
 
Бұл  мақалада  түбегейлі  социалды-экономикалық  жəне  социалды-саяси  өзгеріс  жағдайында HR менеджменттің  
Қазақстан  нарықтық  экономикасында  қалыптасуы  қарастырылған.  Мақаланың  негізгі  мақсаты  классификациялану 

№2. 2014 
 
 
153 
сұрақтары сияқты қарастырылған барлық сұрақтарды шешпей,   HR менеджменттің кəсіби мəдениет түрін анықтайтын 
жəне қиындықтарды шешетін бағытты анықтау болып табылады.  
Тірек сөздер: HR менеджмент, кадрлық жұмыс. 
 
Резюме 
 
С.Г. Сандибекова, А.Е. Артықбаева 
(Казахстанско-Британский технический университет, Алматы) 
 
ИЗМЕНЕНИЕ РОЛИ HR МЕНЕДЖМЕНТА В КАЗАХСТАНЕ 
 
В  данной  статье  рассматривается  становление HR менеджмента  в  рыночной  экономике  Казахстана  в  условиях 
коренных  социально-экономических  и  социально-политических  преобразований.  Целью  статьи  скорее  наметить 
направление, в котором нужно идти на пути к решению проблем и определения типа профессиональной культуры HR 
менеджмента,  а  не  разрешить  все  вопросы,  которые  рассматривались  и  имеют  в  себе  массу  камней  преткновения  по 
вопросам классификации.  
Ключевые слова: HR менеджмент, кадровая работа.  
 
 
 
УДК 332.14:338.2 (574) 
 
Г.К. МУХАНОВА 
 к.э.н., доцент кафедры «менеджмент» 
Казахский экономический университет им. Т. Рыскулова, г. Алматы 
 
РЕГИОНАЛИЗАЦИЯ ЭКОНОМИКИ И УПРАВЛЕНИЯ В КАЗАХСТАНЕ:  
ПРОБЛЕМЫ И ПЕРСПЕКТИВЫ 
 
Аннотация 
 
Целью данной статьи является анализ проблем и на его основе определение перспективных направлений 
регионализации  экономики  и  управления  в  Республике  Казахстан.  При  подготовке  статьи  использованы 
такие  методы  как:  аналитические  расчеты  на  основе  комплексной  обработки  статистических  данных. 
Сравнительно-сопоставительный  метод,  методика  анализа,  синтеза  и  диалектики  развития  также  нашли 
применение  в  данной  статье.  Выявлены  современные  аспекты  теории  регионального  управления, 
произведена  оценка  современного  состояния  регионализации  в  Казахстане  на  основе  признака 
инновационной  активности  регионов,  предложены  пути  улучшения  институтов  регионального  управления. 
Область  применения  очерчена  региональным  срезом  и  областными  формациями  Республики  Казахстан. 
Кроме  того,  даны  рекомендации,  обоснованы  предложения  по  совершенствованию  направлений  развития 
управления  в  областном  срезе.  Особое  значение  имеет  разработанные  классификации  регионов  РК.  Их 
практическое  применение  позволит  более  точно  выстраивать  политику  государства  по  социально-
экономическому развитию регионов. Предпринята попытка оценки современного состояния регионализации 
экономики  Казахстана.  Определен  круг  основных  проблем  данной  области  и  выработки  направлений  их 
решения, как с социально-экономической, так и с административно-управленческой точки зрения.  
Ключевые  слова:  регионализация,  Казахстан,  область,  экономическая  и  социальная  политика, 
региональное  управление,  приоритетные  направления  развития  экономики  региона,  инновационный 
потенциал региона 

жүктеу/скачать 3,9 Mb.

Достарыңызбен бөлісу: