Examples
Examples of biocomputer technologies application
 

Biocomputer technologies in economy and management

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The employees

The first most important class of tasks worth before the chief is an estimation of intellectual opportunities of existing personnel of high and average link, and also the estimation of new workers being employed.

Only biocomputer technologies allow solving of this problem effectively.

It is enough to enter into the biocomputer a surname, a name and patronymic of a person and we receive his/its intellectual potential according to below-mentioned form.

Expert estimation of intellectual potential

Singular destination: Has
Type of Reason: Cleared up
Phenomenal capabilities: Totally 80 kinds
Disclosing of phenomenal capability: 6 %
Charge of Reason bowl: 69 %
Degree of harmonic development: 68 %
Existence of complexes: 72000
The opportunity of setting free of complexes: Is available
Probability of success in firm (group, division):
  • Small
  • Average
  • Large
  • Super large

yes
yes
yes
is not available
Personal features (in % from the greatest
possible value):

  • Diligence
  • Endeavour
  • Firmness
  • Initiative
  • Reliability
  • Understanding of tasks of the chief
  • Understanding of a situation
  • Readiness to the compromise


93 %
97 %
91 %
97 %
94 %
76 %
96 %
67 %
Professionalism:
  • In economic problems
  • In technical sphere
  • In organizational questions
  • In legislation

74 %
98 %
93 %
76 %
Skill to communicate:
  • within a firm
  • Outside of firm

76 %
94 %
Ability to supervise:
  • Group
  • Department
  • Firm
  • Group of firms
  • Inter-firm

Yes
Yes
Yes
Yes
Yes
Honesty:
  • Complex
  • Financial
  • Social
  • With subordinated
  • With the colleagues
  • With the chief of firm
  • With business partners

84 %
98 %
92 %
94 %
90 %
87 %
68 %
Fidelity:
  • To State laws
  • To interests of firm
  • To political views
  • To religious norms
  • To personal opinion
  • To given word

71 %
73 %
79 %
37 %
97 %
91 %
Stability to stress:
  • State
  • Business
  • Personal (family)

72 %
24 %
91 %
Propensity to mistakes:
  • Does not make
  • Makes a little
  • Makes much
  • Recognizes own mistakes
  • Accuses for mistakes the others

No
7 %
No
35 %
44 %
Propensity to transfer an information:
  • To anybody
  • To competitors
  • To State bodies

No
No
No
Style of behaviour:
  • Propensity to conflicts
  • Propensity to adventures
  • Inadequate reactions
  • Objectivity
  • Passivity
  • Propensity to command work

No
No
No
65 %
No
97 %
Expedient terms of hiring:
  • Short
  • Average
  • Permanent

No
No
Yes
State of health (general): 79 %
Conformity of persons character to a mode of firms activity: 98 %
Will create a danger to firm:
  • For employees
  • For partners

No
No
The recommended form of encouragement:
  • Salary + premium
  • Share of profit
  • Salary + share of profit
  • Moral encouragement

No
No
Yes
Yes
Recommended mode of work:
  • Rigid control
  • Free with periodic control
  • Free based on results

No
No
Yes

Also, an expert estimation of activity of board of high and other link chiefs on the basis of past year/other important period results is available.

Expert estimation of chief's activity

Name of chiefs characteristics 1-st Chief 2-nd Chief 3-rd Chief 4-th Chief 5-th Chief 6-th Chief 7-th Chief 8-th Chief
1. Professionalism 67 78 84 98 61 78 92 76
2. Reliability in businesses 87 81 80 92 29 73 86 93
3. Honesty in businesses 73 92 54 90 86 90 84 87
4. Perspectivity 3 7 4 36 2.5 0.01 17 75
5. Counteraction to a chief 5 1 4 0 1 7 7 -
6. Share of contribution to effect 6 1 2 19 0.5 0.08 0.28 0.02
7. Actual total potential 63 61 84 94 4 74 67 47
8. Conformity to new requirements of chief 49 35 31 84 0.1 26 71 24
9. Probability of information outflow 0 2 4 0 0 17 0 0
10. Interest in companys development 10 7 38 74 14 3 25 3
11. Feeling of owner 8 2 6 59 0.5 0.05 6 0.1
12. Complex estimation of activity within 5-ball scale 2 3- 2 4- 2 4- 3 5

Such analysis enables the chief to understand, who from his/her team and at what stage of company development will be his/her colleague, adherent or who, being silent, will prevent transformations.

Expert estimation of chief's MAN-HOURS

Name of parameters Chiefs MAN-HOURS in 2003, %
The Director General 1-st deputy 2-nd dep. 3-rd dep. 4-th dep. 5-th dep. Average value
1. Work with the business partners and clients of firm 8.9 9.7 8.4 9.5 6.9 7.3 7.3
2. Work with the Bodies of territorial management 7 6.8 7.3 8.6 9.5 5.6 6.7
3. Forecasting, strategic planning 8.7 9.3 6.7 7.4 5.6 7.5 6.6
4. Introduction and development of new technologies 5.5 5.3 6.4 4.6 5.5 4.5 5.8
5. Work with the foreign partners and financial structures 7.8 8.2 5.6 4.8 4.5 6.4 6.4
6. Interaction with other bodies of management of firm 8.2 6.9 8.2 9.4 7.3 6.5 8.9
7. Current problems of firms management and divisions 7.4 8.3 7.7 12.2 7.6 7.7 8.2
8. Search and attraction of potential clients 7.8 5.2 6.3 1.6 5.4 6.6 6.0
9. Analysis of market information of firms services and results of marketing researches 6.8 5.7 6.5 4.7 5.7 4.2 6.2
10. Control of work of firm and its divisions 6.0 6.5 7.1 8.9 5 5.5 6.2
11. Self-improving 5.3 4.4 4.5 4.1 12 6.2 5.3
12. Work with the staff 4.7 4.2 4.2 2.8 5.4 6.8 6.2
13. Other businesses 5.6 6.4 7.4 7.2 6.3 6.5 6.5

Such analysis opens a true picture of really carried out work by the assistants of the chief. More often the larger part of time they are engaged in the same problems as their chief, and thus, merit in decision making, they appropriate to themselves.

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