Thus, the participants of joint-creative type of activity possess the brightly expressed orientation on a collaboration with the specialists of different areas, by flexibility of changing of positions, orientation on individual development. For , workings in such type of activity, basic become achievement of new knowledge, conditioning for individual development, respect of rights for every . Unlike the joint-interactive type of in organizations of joint-creative type it is impossible to decide a problem most voices and enter dictatorship of majority. Problems must decide a consensus, and a decision must abandon realization of legal interests of minority without fail, their rights never can be broken.

Under finances, as element of organization, more frequent than all understood not only money but also other resources which disposes or which organization for realization of own activity can attract. It is accepted to select three basic function of finances:

1) distributive;

2) stimulant;

3) control.

From point of management a personnel major component part of resources of organization is become by a «human capital». Due to works of the American economists, nobel of T. Shul'tsa (T. of Schultz, 1971) and G. Bekkera (1993, 1996, G.S. Vecker, 1994) laureates many organizations successfully overcame primary metaphorical of concept «Human capital» and fully in earnest understand under him present for every worker supply of knowledges, skills and labour motivation.

In our country lately works, devoted this problem, appeared also (A.I. Dobrynin, S.A. Woodpeckers, V.A. Konnov, S.A. Burial mound, 1992; S.A. Woodpeckers, 1993; M.M. Cretan, 1991; G.M. Kurosheva, 1995). In a row from them presented and of basic concepts. So, in obedience to the point of view of S.A. Dyat¬lova (1994), a human capital can be examined, as a supply of knowledges, skills, capabilities and motivations of worker, which assist growth of his labour and productivity and the same influence on growth of profits of this man.

A very productive attempt to measure an intellectual capital was undertaken the largest Scandinavian company Skandia (O.A. Trestles, 1997). At its realization a director on the intellectual capital of AFS (largest separation of company) L. Edvinsson came from three followings principles: 1) intellectual assets excel assets, reflected in balance of company in once or twice; 2) an intellectual capital is raw material which financial results turn out from; 3) managers must distinguish two type of intellectual capital — human and structural. The human is valuable that is the source of new ideas. But human capital (through a selection, preparation et cetera) augmentation is unavailing, if he can not be claimed. And it is provided a structural intellectual asset, for example, by the informative systems, knowledge of the market ductings, by a relationship with users and, certainly, guidance, responsible for realization of innovations at the level of group. Such approach helped in practice, for example, twice to cut down expenses on creation of new branch by a selection general technological part, independent of local terms.