Success of macroeconomic reforms implemented to date in Kazakhstan, created favorable conditions for a shift of focus on regional development policy as an important and promising tool to improve the overall level of socialeconomic development of the country whose potential still has not been used to the full. Thus, according to this message, President NursultanNazarbayev to the people of Kazakhstan (March, 2006), as a result of the search for new tools for development of non-primary sectors, more adapted to the conditions prevailing in Kazakhstan, with an emphasis on regional development appeared social-entrepreneurial corporations (SEC).

The aim of the article is twofold: to describe some theoretical underpinnings of reengineering and to analyze several advantages and disadvantages of reengineering for managers’ future consideration.A known definition of such a radical change states that reengineering is the fundamental rethinking and radical redesign of business processes in a company in order to achieve better organizational performance and reach excellent financial results. It is noteworthy to mention that the multiplicative effect of successful reengineering efforts extend not only to the company itself, but also for the whole country, given the impact of redesign results of the national companies, industry organizations and other commercial establishments.

Heterogeneity of economic space, irregularity of regional development are characteristic for any state as a social-economic system. Aim of the regional policy is consideration of interregional differences to determine potential and directions of the social-economic development.

The algorithm of development of marketing strategies of enterprises of mechanical engineering. Highlighted the dependence of the logistics strategies of marketing strategies. We developed a mechanism of planning the logistics strategies of the enterprise, the algorithm of designing supply chains in the SCM system. 

The article considers theories and technologies of continuous improvement. These theories allow organizations of all forms and types of economic activity grow and develop through management and implementation of continuous change. The article notes that success of the leading companies in the world does not only depend on the fact that they spend time on long-term improvements, but also on the fact that they carry out improvements in more than one area. Thus, understanding the essence of theories and techniques of continuous improvement, as well as their successful application creates opportunities for companies to increase their competitive advantage in the marketplace. 

Company competencies representa rational combination ofknowledge and skillsof employeesthatit requiresa certain period oftime to achievethe objectives andexpected results. One of the trendsinhuman resource managementis to manage theprocess ofdeterminingthe application, evaluation, acquisition, promotion and development ofcompetenciesin the company. Consequently, HR-manager shoulddetermine whethercompetenciesin candidates forvacanciesin the primaryinterviewfor employment, as well as to analyze andpredict the possibilityof acquisitionand further development ofstaffto meet the needsof the company.The purpose ofthe definition, use, purchase, promotion, development and evaluationof personnel competenceof the company -the achievement of plannedresultsin the shortestpossible timeandto obtainthe greatest possiblebenefitto the company. 

The given article is devoted to the problems of the governmental regulations of innovative actions. As shows the experience of developed countries the innovative development of country without an interference of the government don’t lead to the expected results, that is why the conduction and implementation of innovative and investigative policy should remain as the governmental task. The aim of the governmental regulations of innovative activity should become the properly conducted innovative policy. Innovative policy of the state by itself presents the set of forms, methods and directions which influence on the production of new products and technologies. 

The current volatile market environment requires organizations to a qualitatively new level of implementation practices. Successful organizations create new knowledge, skills, abilities, transfer them within the company and quickly update the range of goods and services. Competence of the personnel has become a strategic factor for the development of the organization. The process of staff development should be ongoing. Therefore, the managers of all levels of management faced with the task of forming learning organizations, able to use the knowledge and experience in their work. The purpose of this article to consider a variety of methods and tools for the development of the competence of personnel. 

Corporate Governance – is the management of   organizational and legal registration of businesses, streamlining the organizational structure, the construction of inter-firm relationships within the company and in accordance with the objectives. The system management of the organization’s corporate culture plays an important role, as a strategic tool to orient the team to achieve their goals. Since the internal characteristics of the corporate culture is difficult measurable, an important issue and the urgent need is to create techniques that allow to identify the main parameters of the current state of corporate culture in the company and the possible directions of change. 

The article considers the current problems of the transition to inter­ national standards of quality based on state programs aimed at provid­ ing sustainable competitiveness of domestic enterprises both domestically and abroad. International standardization is one of the most important ele­ ments of modern mechanism of quality control. Standardization System of the Republic of Kazakhstan should be harmonized with international, regional and national systems and to protect the interests of consumers and the state in terms of quality and range of products, services and processes, their safety for human life and health, environmental protection and so on. 

In a small work environment where every activity is wholly involved, directly affects each other and the business, management of one issue should go along and closely with the rest of operational issues. Risk man­ agement in a smalland medium sized business should not be an individual program but integrate withother management processes: business strategy planning, human resources management, financial management, and cus­ tomer  relationship management.

Risk management for a business of any sizes relates to systematically assessment and strategic response to threats. By their nature, small and me­ dium sized business owners are frequently entrepreneurs, successful and optimistic entrepreneurs. They have the tendency to be confident based on their success in establishing and leading the business, and it might be common for smallmedium sized business owners to put risk management plans down the list of priorities.

The Republic of Kazakhstan has high potential for tourism, still, in the ranking of countries by the Index of competitiveness of the travel and tourism sector in 2013 (Travel and Tourism Competitiveness Index 2013), published by the World Economic Forum [1] as well as the World Bank’s ranking of Logistics Performance Index (LPI) in 2014 [2] it took only 88th place. Therewith, the main factor holding back the development of tour­ ism, both in the country and in the regions, is still undeveloped tourist infrastructure, low rates of development and improvement of its basic ele­ ments in particular. The article describes the approaches to the formation of tourist infrastructure at recreational areas and the major factors affecting the tourist activity of the population, which allowed to establish the main problems hindering the development of tourist infrastructure as well as to formulate directions for its improvement. 

The article discusses the features of cost accounting in insurance or­ ganizations, including: the cost of conducting insurance business, such as the cost of conclusion, management and execution of insurance contracts, coinsurance and reinsurance, administrative and management expenses and general expenses, other expenses. 

The present paper develops the idea of personnel marketing applica­ tion with the purpose of meeting recruitment needs. Personnel marketing­ becomes more popular among companies as it successfully complements to their development solving a range of relevant issues. One of those issues is satisfying recruitment needs of short and long­term character. The paper also covers the challenges of companies applying personnel marketing in their business activities and defines an HR brand andan employer brand. The distinctive features of the employer practicing personnel marketing are specified by the authors. Additionally the key functions of personnel mar­ keting are described. The main objective of the paper is demonstration of the advantages of companies practicing personnel marketing in compari­ son with their competitors not applying it. The specificity of recruitment steps implementation by the mentioned companies is analyzed in detail. Finally, the paper concluded positive influence of personnel marketing on human resource management by satisfying short­term recruitment needs and securing long­term recruitment tasks. 

Kazakhstani companies  face  international  competition  and  necessity to manage projects with success. The project is successful if effectively managed. A project manager is in charge of all the aspects of the project and responsible for achieving goals and objectives of any project. To per­ form successfully a project manager has to communicate effectively with a wide variety of stakeholders. From this point of view so­called “soft skills” are more important that “hard” ones because a project manager’s authority may be frustrated by siloing effects. A project manager needs two kinds of skills: the management­related skills (hard) and interpersonal ones (soft). To lead a project to success, a project manager must be able to use interper­ sonal skills with ease. People are the central part of project management, not the procedures and techniques. Procedures and techniques are merely tools that help people make their projects successful. Soft skills deal with human factor issues and, until recently, have been less discussed in project management literature.