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The topic is considered to be relevant due to the fact that entrepreneurship is necessary for the businesses survival and development worldwide, including Russia, and today some Russian companies are adapting their economies to the more developed economic standards. The entrepreneurial format adoption is an important stage of development for possible changes and growth in the future. The aim of this research work is to analyze some approaches to the phenomenon of entrepreneurship, to determine some specific features of entrepreneurial departments, including in the context of the Russian business space, and to study specific characteristics of these departments management in Russian companies. The main methods used in the study are the theoretical materials analysis, as well as the analysis of statistical data in the study area, the method of expert judgments, the survey method. The research work included the study of Russian entrepreneurship experience, specific features of entrepreneurial departments. The specific features of the Russian entrepreneurship were identified during the own diagnostic research, as well as some entrepreneurial difficulties caused by the entrepreneurship. Identified due to this research peculiarities of Russian entrepreneurship and difficulties of this phenomenon development in the Russian business space will allow to develop the Russian entrepreneurial business model based on its specific characteristics. On the basis of the obtained data a special mechanism can be created for the support and development of intraentrepreneurship departments within the overall entrepreneurship management mechanism in Russian companies, where the full range of necessary organizational and economic conditions, as well as the possibilities for entrepreneurial results assessment will be presented, combined with a complete list of tools to facilitate the emergence and development of intrarepreneurship in companies. 6838 E.P. TROSHINA, V.V. MANTULENKO, V.A. SHAPOSHNIKOV AND T.Y. ANOPCHENKO and test new products or services on domestic markets, to improve the existing products or services within the organization, to promote innovations. The entrepreneurial units have the right to provide services as the other units in their organization (on the relationship of self-supporting), as well to go on their own with their products or services on the market outside the organization. The entrepreneurial units like any internal organizational departments require an certain control system. Entrepreneurial departments management is a rational management of entrepreneurial entities of different organizational forms and autonomy degree, operating within the major economic objects to meet the enterprise needs and to get more profit. The advantages of the successful management of these units involve first of all the enhancing of the interest in profits, the greater market orientation, the decision-making process acceleration, the mobility improving and the motivation enhancing. Its disadvantages relate to the fact that the effectiveness may be temporarily reduced because of a partial change of functional specialization. The synergy, that existed between the departments, can disappear quickly, and the corporation evaluation from the outside world can change. However, the real practice shows that the introduction of independent economic units management really leads to greater economic growth. The creation of entrepreneurial business units leads to greater costeffectiveness than just any organizational operation, entailing delegation of authority and responsibilities. The entrepreneurial business units is effective only if there are departments, which have all the features of an independent enterprise. In all the cases, the purpose of these Entrepreneurial departments management is to establish the communication directly with target groups on the market. This is a problem of the organizational structure improvement of the same level as the problem of the managers and workers behavior optimization. The effective entrepreneurial departments management and the entrepreneurship support will enable Russian companies to develop, keeping pace with advanced foreign countries. Among the Russian firms applying the entrepreneurship there are such organizations as the company JSC «Gazprom» (Moscow), LLC «Samaratransgaz» and PJSC «Gazbank» (Samara), JSC «Rudgormash», JSC «Tyazhmekhpress» (Voronezh), PJSC «Tarkett» (Otradny), JSC «Tomsk distribution company» (Tomsk) etc. In Russia different options of the entrepreneurship have been applied from the beginning of the market relations introduction, and not only in large but also in medium and small companies. For example, the investment company NIPEK (Eurasian Oil Industrial Investment Corporation, established in 1992 as an open joint stock company, belongs to the financial-industrial group NIPEKBioprocess, CEO K. Bendukidze) created a subsidiary brokerage firm NTT (with 100% participation) and several holding companies (with 100% participation) for package management for a number of privatized enterprises shares, purchased at the check auctions. The trading company «Alfa-Eco» (the Alfa Group, trade in oil and oil products, coal and coke, sugar and tea, wine, CEO A. Fayn) established two holdings for the management of the own tea-packing and sugar factories. Its subsidiary company «IRCOL», performing the depositary functions, INTERNATIONAL JOURNAL OF ENVIRONMENTAL & SCIENCE EDUCATION6839 was formed with the share participation of the director of this company. Most financial companies in Russia form their subsidiaries – «Menatep», «Alfa Group», «Inkom», «NIPEK», «RINACO Plus», etc. The Russian giant company PJSC «Gazprom» demonstrates some rare forms of cooperation between small and large business organizations (business incubators, entrepreneurship). Among the largest Russian gas fields there are also small ones which were not used for a long time because of their unprofitability and the concentration of the large enterprises on the “big gas” problems. As a result, significant reserves of natural resources stayed undeveloped. For selected small fields the research institutes and design offices of «Gazprom» develop concepts of their development, construction and maintaining technologies; carry out project feasibility and material and technical base studies, order the equipment (usually in block-modular design). Only after that the company decided to establish an independent small firm for the development of a gas field of with small gas reserves and to support it financially. A similar approach is used for certain fields have entered into the final phase of development. The Entrepreneurial departments created within the large enterprise may be different in their specialization, size, number of delegated specific functions, the autonomy degree and are characterized with the following features: 1) the innovative nature of these departments due to the presence of: a) the business idea, the basis of which can be a rationalization proposal, a technical innovation; b) entrepreneur-initiator (a person who propose a new business idea which may lead in the future to the establishment of such an entrepreneurial unit). 2. Self-supporting nature of the department which provides: a) the existence of agreements between the company and its internal divisions; b) satisfaction of the internal needs of the company and (or) the existence of the opportunity to work in the market beyond the company to meet the needs of external clients on a returnable basis; c) financial and budgetary separation of the structural divisions of enterprises. The status of the entrepreneurial departments in the organization is also different. They can: have a legal personality; not have a legal personality, but use the rights of the organization (the part of which they are) by a proxy in the external market; not have a legal personality, their financial autonomy is fixed in the internal documents of the organization (for example, in accounting policy); not have a legal personality, their financial autonomy is not fixed anywhere. In our opinion, the entrepreneurship has at least two important aspects: structural («hard») and behavioral («soft»). The first of these aspects includes the organizational development of joint plans, the structure design and any other components, including the financial ones which people can organize 6840 E.P. TROSHINA, V.V. MANTULENKO, V.A. SHAPOSHNIKOV AND T.Y. ANOPCHENKO hierarchically. In many enterprises there are no strict funding mechanisms for events which are not included in plan-budget. However, a number of industries, especially in knowledge-intensive industries, have begun to expand their research budgets for the purpose of organizational support for the entrepreneurship with funds and other resources. The behavioral aspect of the entrepreneurship covers almost all the parameters of the corporate and organizational cultures of all the management styles and the morale state which involves the creation of quite flexible internal organization for productive work aimed at creating a competitive enterprise production. In this case there is an obvious need for new approaches development to the collective work.
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