Introduction

1. Theoretical foundations for improving the enterprise management system

1.1. Features of the organization of management at the enterprise

1.2. Organizational structure of management of industrial firms

2. Organizational economic characteristic ZAO Novokubanskoe

2.1. Organizational and legal conditions of production

2.2. General economic characteristics of the enterprise

2.3. Organizational structure of management

3. Analysis of the management features of CJSC Novokubanskoye

3.1. Analysis of the organizational structure of production and management

3.2. Labor analysis and wages CJSC "Novokubanskoye"

4. Ways to improve the organizational management system of CJSC "Novokubanskoye"

4.2. Possibilities of implementing a marketing service in an enterprise

4.3. Economic efficiency improvement of the organizational structure of management at CJSC "Novokubanskoye"

Conclusion

List of used literature

ESSAY

pages, tables, figures, sources

MANAGEMENT, MANAGEMENT SYSTEM, MANAGEMENT METHODS AND PRINCIPLES, ORGANIZATIONAL STRUCTURE, PRODUCTION STRUCTURE, ECONOMIC ACTIVITIES

The purpose of the thesis is to study the problem of enterprise management in the market and develop practical advice for its improvement.

The object of the study is CJSC "Novokubanskoye". In the thesis, theoretical issues of enterprise management in market conditions are covered, an analysis of enterprise management and performance indicators for 2001-2003 is carried out. Recommendations have been developed to improve the management of the enterprise of CJSC Novokubanskoye in modern conditions.

Introduction

The transition to market relations and the restructuring of the entire economic system impose new requirements on specialists working in managerial and economic services. They must be skillful organizers, prudent owners of production, be able to clearly identify the main ways to improve the efficiency of the company.

A more rational organization of economic services and production units, a scientific approach to management and continuous improvement and improvement of production technology and personnel management will give a tangible result in improving the efficiency of the enterprise and will help improve its economic situation.

Within the framework of the management structure, a management process takes place (the movement of information and the adoption of managerial decisions), among the participants of which tasks and management functions are distributed, and, consequently, the rights and responsibility for their implementation. From these positions, the management structure can be seen as a form of division and cooperation. management activities within which there is a management process aimed at achieving the intended management goals.

Thus, the management structure includes all the goals distributed among the various links, the links between which ensure the coordination of individual actions for their implementation. Therefore, it can be considered as the reverse side of the characteristics of the functioning mechanism (as a process of implementing the structural links of the control system). The connection of the structure with the key concepts of management - its goals, functions, process, functioning mechanism, people and their powers - indicates its enormous influence on all aspects of the organization's work. That is why managers of all levels pay great attention to the principles and methods of formation, the choice of the type or combination of types of structures, the study of trends in their construction and the assessment of their compliance with the goals and objectives to be solved.

In this regard, the theme of the diploma project “Improving the management structure of CJSC Novokubanskoye” is relevant today.

The purpose of the graduation project is to develop a holistic management system that is results-oriented and based on the use creativity labor collective, new methods and techniques of management.

Research objectives:

Consider the elements and relationships of the management structure;

Determine the relationship of the structure with the goals, objectives and functions of management;

Show the principles of building the organization's management structure;

The subject of the research is the organizational structure of industrial enterprise management.

The object of the study is CJSC Novokubanskoye.

The diploma project consists of an introduction, four chapters and a conclusion.

In the first chapter, the theoretical foundations of the organizational structure of management are given, the goals, functions, methods of management, and the basics of building organizational structures are disclosed. The second chapter gives the organizational and economic characteristics of the enterprise. The third chapter analyzes the organizational structure of the management of CJSC Novokubanskoye, the organization of wages, ensuring its dependence on the quantity and quality of labor. Recommendations for improving the management system of CJSC Novokubanskoye are presented in the fourth chapter.

1. Theoretical FOUNDATIONS FOR IMPROVING THE ENTERPRISE MANAGEMENT SYSTEM

1.1. Features of the organization of management at the enterprise

Management activity is one of the most important factors of functioning and development industrial molds in a market economy. This activity is constantly being improved in accordance with the objective requirements of the production and sale of goods, the complication of economic relations, the increasing role of the consumer in the formation of technical, economic and other product parameters. Big role play also changes in the organizational forms and nature of firms.

feature modern economy is its focus on ensuring rational management of the economy at the firm level in conditions of scarcity of resources, the need to achieve high end results with minimal costs, overcoming the low efficiency of production regulation by administrative methods, and accelerating the transition to an intensive nature of production development. The enterprise in modern conditions is placed in difficult economic conditions. On the one hand, the imperfection of legislation, high taxes, and the rupture of industrial ties with both suppliers and buyers have destabilized the situation on the market. On the other hand, equipment obsolescence, moral and material wear and tear, lack of funds for repairs, replacement and modernization.

Change of conditions production activities, the need for adequate adaptation of the management system to it affects not only the improvement of its organization, but also the redistribution of management functions according to levels of responsibility, forms of their interaction.

First of all, we are talking about such a management system (principles, functions, methods, organizational structure), which is generated by an objective necessity and the laws of a market economic system related to satisfying, first of all, individual needs, ensuring the interest of employees in the highest final results, growing incomes of the population, regulation of commodity-money relations, wide use of the achievements of the scientific and technological revolution. All this requires industrial firms to adapt to new market conditions, to overcome emerging contradictions in economic and scientific and technological progress.

Under these conditions become topical issues studying the construction of organizations. The market economy requires a quick response to changes in demand, improvement and modification of products, technologies and ways of managing and building organizations. It is no secret that each organization arises and lives differently, reacts differently to the ongoing changes. Improving organizational forms of management is one of the most important tasks facing management.

An important function of management is the function of the organization, which consists in establishing permanent and temporary relationships between all departments of the company, determining the procedure and conditions for the functioning of the company.

The function of the organization is realized in the firm by drawing up regulations on the departments and economic services of the organization. This is a very important process that requires constant attention from management. A well-thought-out organization of economic services prevents conflict situations, and contributes to the establishment of fruitful and efficient work. On the other hand, errors in the organization give rise to "forces" that tend to break the organization and create obstacles to work.

The function of the organization is realized in two ways: through administrative and organizational management and through operational management.

Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all departments, granting rights and establishing responsibilities between employees of the management apparatus.

This implies that the organizational structure of the company is being formed, the factors and methods for building the organizational structure are determined. That is, there is a process of creating or improving the organizational structure, the interconnection of its constituent economic services, their integration and disintegration. At this stage, the management of economic services and divisions is also placed, the process of forming job descriptions, as well as the delimitation of powers and responsibilities, and line and staff economic services are allocated.

Operational management ensures the functioning of the company in accordance with the approved plan. It consists in periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent adjustment. Operational management is closely related to current planning.

This way of implementing the functions of the organization suggests that the organization must create a system of rapid response to changes in a short period of time. This system may include such economic services or departments, such as: dispatch service, planning department, economic department, accounting, and the like. A distinctive feature of this system will be that the manager will constantly have information on the state of affairs in the units and, if necessary, a set of necessary measures that should be taken in a particular case.

Within the framework of the management structure, a management process takes place (the movement of information and the adoption of managerial decisions), among the participants of which the tasks and management functions are distributed, and, consequently, the rights and responsibility for their implementation. From these positions, the management structure can be viewed as a form of division and cooperation of management activities, within which the management process takes place, aimed at achieving the intended management goals.

The management structure includes all goals distributed among various links, the links between which ensure the coordination of individual actions for their implementation (Scheme 1.1).

Scheme 1.1. Factors that determine the organizational structure

Goals are a specification of the mission of the organization in a form accessible to manage the process of their implementation. They are characterized by the following features and properties:

A clear orientation to a specific time interval;

specificity and measurability;

Consistency and alignment with other goals and resources;

Targeting and controllability.

As a rule, organizations set and implement not one, but several goals that are important for their functioning and development. Along with strategic goals and objectives, they have to solve a huge number of current and operational ones. In addition to economic ones, they face social, organizational, scientific and technical tasks. Along with regularly recurring, traditional problems, they must make decisions on unforeseen situations, etc. Target classification (one of options which is presented in Table 1.1) allows you to specify the task of goal setting and use the appropriate mechanisms and methods developed for different groups goals.

Table 1.1 Classification of goals

Classification criterion	Goal Groups
Establishment period	Strategic Tactical	Operational
Content	Economic Organizational Scientific	Social Technical Political
functional structure	Marketing innovative Personnel	Production Financial Administrative
Wednesday	Internal	External
Priority	High priority Priority	Other
measurability	quantitative	quality
Repeatability	Permanent (recurring)
Hierarchy	Organizations	Subdivisions
stages life cycle	Design and creation of an object Object growth	Object maturity Completion of the life cycle of an object

As an example, the goal-setting process for the functional subsystems most often identified in organizations (marketing, innovation, production, personnel, finance and general management) is considered below, and table 1.2 provides approximate formulations of goals for these subsystems. In real conditions, these goals should be specified and quantified using appropriate indicators.

Table 1.2. Statements of the goals of functional subsystems in commercial organizations

Functional subsystem	Key Goal
Marketing	Reach the first place in the sale of products (of a certain type) in a specific market
Production	Achieve the highest level of labor productivity in the production of all (or certain) types of products
Research and development (innovation)	Win leadership positions in the introduction of new types of products (services), using a certain percentage of income from the volume of sales (sales) for research and development
Finance	Preserve and maintain at the required level all types of financial resources
Staff.	Provide the conditions necessary for the development of the creative potential of employees and increase the level of satisfaction and interest in work
General management	Identify critical areas of managerial impact and priority tasks that ensure the achievement of planned results

Goals and objectives of management and managers are the starting point for determining the scope and types managerial work that ensure their achievement. We are talking about functions that are integral parts of any management process, regardless of the characteristics (size, purpose, form of ownership, etc.) of an organization. Therefore, they are called general and they include planning, organization, coordination, control and motivation. The relationship between them can be represented by a pie chart showing the content of any management process (Figure 1.1). The arrows in the diagram show that the movement from the planning stage to control is possible only by performing work related to organizing the process and motivating employees. In the center of the diagram is the coordination function, which ensures that everyone else coordinates and interacts.

Figure 1.1. The relationship of control functions

The performance of control functions always requires a certain amount of time and effort, as a result of which the controlled object is brought to a given or desired state. This is the main content of the concept of "management process". They are understood as a certain set of management actions that are logically connected with each other in order to achieve the set goals by converting resources at the "input" into products or services at the "output" of the system.

This definition emphasizes the purposeful nature of the process carried out by the organization's management apparatus, as well as its connection with the functions, goals and resources necessary for their implementation. The management process is presented as a set of cyclic actions related to identifying problems, searching for and organizing the implementation of decisions made. Schematically, this approach is shown in Figure 1.2, where the production process is presented as a "black box" with "inputs" and "outputs", and the management process is considered as part of three blocks: M - modeling the state of the control object based on information coming from it; P - development and adoption of management decisions; B - organization of the implementation of the decisions made. The last block is connected via information channels to the "input" of the production process and thus ensures the changes planned by the control system.

Figure 1.2. Management Decision Making Process

There are no contradictions between these two approaches to determining the essence of the management process, they complement each other, forming a continuity of cyclically repeated decision-making processes related to the performance of management functions. In the process of performing management functions, managers have to make a large number of decisions, carrying out planning, organizing work, motivating people employed in the organization, controlling and coordinating all the processes that take place in it.

The initial impulse to the decision-making process is set by information about the state of the controlled parameters of the controlled object, and the impact is carried out after the development and adoption of the appropriate decision, which in the form of this or that information (command, order, order, plan, etc.) is fed to the "input" managed object. The process of making managerial decisions is cyclic in nature, begins with the detection of a discrepancy between the parameters of planned targets or standards and ends with the adoption and implementation of decisions that should eliminate this discrepancy.

A problem is understood as a discrepancy between the actual state of a managed object (for example, production) with the desired or specified (planned) one. It is in connection with the deviation from the planned (or normative) states, which is noted at a certain point in time or predicted for the future, that most often problems arise in organizations. But their source can also be a change in the goals or standards themselves.

A description of a problem situation, as a rule, contains two parts: a description of the problem itself (the place and time of its occurrence, essence and content, the boundaries of its impact on the work of the organization or its parts) and the situational factors that led to the appearance of the problem (they can be external and internal to the organization).

The internal factors that are most dependent on the enterprise itself include the goals and development strategy, the state of the portfolio of orders, the structure of production and management, financial and labor resources, the volume and quality of work, including R&D, etc.

They form an enterprise as a system, the interconnection and interaction of elements of which ensures the achievement of its goals. Therefore, a change in one or more factors at the same time causes the need to take measures of managerial influence aimed at preserving the properties of the system as an integral entity. For example, if there has been a change in the strategic direction in the development of an organization, it is necessary to determine how this will affect the activities of such subsystems as production, scientific and technological progress, personnel, etc. In other words, control system should develop a plan for organizational changes aimed at achieving the goals of the new development strategy.

External factors are less amenable to the influence of the managers of the organization, as they form the environment in which the organization operates. In modern conditions, it is characterized by great complexity, dynamism and uncertainty, which significantly complicates the consideration of environmental factors when making organizational decisions. And the factors themselves have a different impact on the work of the organization. For example, suppliers, customers, competitors, regulators, creditors, other organizations and institutions of society directly related to the area of activity in which the organization is engaged, have a direct influence on its work, the nature of the problems that arise and their resolution.

Changing tastes and priorities of consumers also cause many problems in an organization that has previously focused its production on meeting their needs.

The second group of external factors is practically uncontrollable by the managers of the organization, but it has an indirect (indirect) influence on its activities, which must be taken into account. It includes the state of the economy of the country (or region), the level of scientific, technical and social development, the sociocultural and political situation, events significant for this organization in other countries, etc. For example, the economic state of a country (region) affects the work of an organization through such environmental parameters as the availability of capital and labor, price levels and inflation, labor productivity, buyers' income, government financial and tax policies, etc. Thus, inflation leads to a reduction in purchasing power. ability and reduces the demand for the products produced by the organization. An increase in the level of prices for products of related industries causes a corresponding increase in production costs in the organization, which results in an increase in prices for its products and can cause an “outflow” of a certain group of consumers. When their incomes are reduced, buyers change the composition and structure of consumption, which can also affect demand. The level of scientific technical development in the country has a strong influence on the structure of the economy, on the processes of automation of production and management, on the technology by which products are manufactured, on the composition and structure of the personnel of organizations, and, most importantly, on the competitiveness of products and technologies. Accounting for numerous and diverse environmental factors, choosing the main ones among them and foreseeing possible changes in their mutual influence is the most difficult task facing leaders and managers.

A management decision is a concentrated expression of the management process at its final stage. It acts as a kind of formula for the management impact on the managed object and thus predetermines the actions necessary to make changes in its state.

Solutions must meet certain requirements. Chief among them are validity, clarity of wording, feasibility, timeliness, economy (determined by the size of costs), efficiency (as the degree of achievement of goals in comparison with the cost of resources). As a rule, decisions should be made where a problematic situation arises; for this, managers of the appropriate level must be empowered and made responsible for the state of affairs at the managed facility. A very important condition for the positive impact of the decision on the work of the organization is its consistency with the previous decisions taken both vertically and horizontally (unless, of course, the next decision is aimed at a fundamental change in the entire development policy).

Organizations make a large number of a wide variety of decisions that differ in content, duration and development, direction and scale of impact, level of acceptance, information security, etc. Their classification makes it possible to single out classes or types of decisions that require a different approach to the organization of the management process and decision-making methods, as well as unequal time and other resources.

1.2. Organizational structure of management of industrial firms

Organizational management structures of industrial firms are very diverse and are determined by many objective factors and conditions. These may include, in particular, the size of the production activities of the company:

Production profile of the company;

The nature of the products and the technology of its production;

The scope of the company;

Scale of activity and forms of its implementation;

The nature of a monopolistic association.

Each enterprise has its own structure, that is, the logical relationship of management levels and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization. Almost on every modern enterprise there is a division of labor. A characteristic feature is the specialized division of labor - the assignment of this work to specialists, i.e. those who are able to perform it best from the point of view of the organization. In all but the smallest organizations there is a horizontal division of labor along specialized lines. If the organization is large enough in size, specialists are usually grouped all within the functional area. The choice of functional areas determines the basis of the structure of the enterprise and, to a large extent, the possibility of its successful operation. The efficiency and feasibility of the way in which work is divided among people, from top to bottom, down to the very first level of organization, in many cases determines how productive an enterprise can be compared to its competitors. No less important is how the vertical division of labor is carried out, i.e. separation of work on coordination from the direct execution of tasks. The deliberate vertical division of labor in the enterprise results in a hierarchy of managerial levels, the central characteristic of which is the formal subordination of persons at each level. A person at the highest level of management may have several middle managers representing different functional areas in his subordination. These middle managers may also have several subordinates from among the line managers. The number of persons subordinate to one leader is the sphere of his control. If a large number of people report to one leader, then we are talking about a wide sphere of control, which results in a flat management structure. If the scope of control is narrow, then the management structure is multi-level or high.

The functions of managing the activities of an enterprise are implemented by departments of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relationships with each other. Organizational relations that develop between departments and employees of the enterprise management apparatus determine its organizational structure.

The variety of functional links and possible ways of their distribution between departments and employees determines the variety of possible types of organizational structures for production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.

The essence of the linear (hierarchical) management structure is that the control actions on the object can be transferred only by one dominant person - the leader, who receives official information only from his directly subordinate persons, he makes decisions on all issues related to the part of the facility he manages and is responsible for his work to a higher manager (Figure 1.3).

Figure 1.3 Linear control structure

R - head, L - linear controls (linear

managers), I-executors

This type of organizational management structure is used in the conditions of functioning of small enterprises with simple production in the absence of extensive cooperative ties with suppliers, consumers, scientific and design organizations etc. Currently, such a structure is used in the management system of production sites, individual small workshops, as well as small firms homogeneous and uncomplicated technology.

The advantages of the linear structure are explained by the ease of application. All duties and powers are clearly distributed here, and therefore conditions are created for an operational decision-making process, to maintain the necessary discipline in the team.

Among the shortcomings of the linear construction of the organization, rigidity, inflexibility, inability to further growth and development of the enterprise. The linear structure is focused on a large amount of information transmitted from one level of management to another, limiting the initiative of workers at lower levels of management. It makes high demands on the qualifications of managers and their competence in all matters of production and management of subordinates.

The increase in the scale of production and its complexity is accompanied by a deepening division of labor, differentiation of the functions of the production system. At the same time, the growth in the volume of management work is accompanied by a deepening of the functional division of managerial labor, the separation of functions and the specialization of management units. This creates a functional type of control structure.

The functional structure (figure 1.4) has developed as an inevitable result of the complication of the management process. The peculiarity of the functional structure lies in the fact that although unity of command is preserved, special units are formed for individual management functions, whose employees have knowledge and skills in this area of management.

Figure 1.4. functional management structure

P - manager, F - functional management bodies (functional managers), I - performers

In principle, the creation of a functional structure is reduced to grouping personnel according to the broad tasks that they perform. The specific characteristics and characteristics of the activities of a particular unit (block) correspond to the most important areas of activity of the entire enterprise.

Traditional function blocks enterprises are departments of production, marketing, finance. These are broad areas of activity, or functions, that are available in each enterprise to ensure the achievement of its goals.

If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller functional divisions. They are called secondary, or derived. The main idea here is to maximize the benefits of specialization and not allow leadership to be overloaded. At the same time, some care must be taken so that such a department (or division) would not put its own goals above the general goals of the whole enterprise.

In practice, a linear-functional, or headquarters, structure is usually used, which provides for the creation of functional units at the main links of the linear structure (Figure 1.5) The main role of these units is to prepare draft decisions that come into force after approval by the relevant line managers

Figure 1.5 Linear-functional pressure structure

P - manager, F - functional management bodies (functional managers), L - linear management bodies, I-executors

Along with line managers (directors, heads of branches and shops), there are heads of functional departments (planning, technical, financial departments, accounting), preparing draft plans, reports, which turn into official documents after signing by line managers.

This system has two varieties: a shop management structure, characterized by the creation of functional units for the most important production functions under the head of the shop, and a shopless management structure, used in small enterprises and characterized by division not into shops, but into sections.

The main advantage of this structure is that, while maintaining the focus of the linear structure, it makes it possible to specialize the performance of individual functions and thereby increase the competence of management as a whole.

The advantages of a functional structure include the fact that it stimulates business and professional specialization, reduces duplication of efforts and the consumption of material resources in functional areas, and improves coordination of activities.

At the same time, the specialization of functional departments is often an obstacle to the successful operation of an enterprise, since it makes it difficult to coordinate managerial influences.

Functional departments may be more interested in achieving the goals and objectives of their departments than in the overall goals of the organization. This increases the likelihood of conflicts between functional departments. In addition, in a large enterprise, the chain of commands from the manager to the direct executor becomes too long.

Experience shows that it is expedient to use the functional structure in those enterprises that produce a relatively limited range of products, operate in stable external conditions and require the solution of standard management tasks to ensure their functioning. Examples of this kind are enterprises operating in the metallurgical, rubber industry, in industries that produce raw materials.

The functional structure is not suitable for enterprises with a wide or frequently changing product range, as well as for enterprises operating on a large international scale, simultaneously in several markets in countries with different socio-economic systems and legislation.

Divisional structures are more suitable for enterprises of this type.

The first development of the concept and the beginning of the introduction of divisional management structures date back to the 20s, and the peak of their industrial use falls on the 60s-70s.

The need for new approaches to the organization of management was caused by a sharp increase in the size of enterprises, the diversification of their activities and the complication technological processes in a dynamically changing external environment largest organizations which, within the framework of their gigantic enterprises (corporations), began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right of tight control over corporate-wide issues of development strategy, research and development, investment, and so on. Therefore, this type of structure is often characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).

The key figures in the management of organizations with a divisional structure are not the heads of functional units, but the managers (managers) who head the production departments. The structuring of the organization by departments is usually carried out according to one of three criteria: by products, services provided (product specialization), by consumer orientation (consumer specialization), by territories served (regional specialization). The product division organization (Figure 1.6) is one of the first forms of divisional structure, and today most of the largest consumer goods manufacturers with diversified products use a product organization structure.

General divisions Production divisions

Figure 1.6. Product management structure

When using a divisional-product management structure, departments are created for the main products. Managing the production and marketing of any product (service) is transferred to one person who is responsible for a given type of product. Heads of auxiliary services report to him.

Some businesses produce a wide range of products or services that meet the needs of several large customer groups or markets. Each group or market has well-defined, or specific, needs. If two or more of these elements become particularly important to an enterprise, it may use a customer-oriented organizational structure in which all of its divisions are grouped around certain customer groups (Figure 1.7).

Figure 1.7. Customer-Oriented Organizational Structure

This type of organizational structure finds application in rather specific areas, for example, in the field of education, where recently, along with traditional general education programs, special departments have emerged for adult education, advanced training, etc. An example of the active use of a consumer-oriented organizational structure is commercial banks. The main groups of consumers using their services are individual clients (individuals), pension funds, trust firms, international financial institutions. Customer-centric organizational structures are equally characteristic of trade forms wholesalers and retailers.

If the activity of the enterprise covers large geographical areas, especially on an international scale, then it may be appropriate to organize the structure according to the territorial principle, i.e. at the location of all subdivisions (Figure 1.6). The regional structure facilitates the solution of problems related to local legislation, customs and consumer needs. This approach simplifies the communication of the enterprise with customers, as well as communication between its departments.

A well-known example of regional organizational structures is the sales divisions of large enterprises. Among them, you can often find units whose activities cover very large geographical areas, which in turn are divided into smaller units, divided into even smaller blocks.

Figure 1.8. Regional organizational structure

Different types of divisional structure have the same goal - to ensure a more effective response of the enterprise to a particular environmental factor.

The product structure makes it easy to handle the development of new products based on competition, technology improvement or customer satisfaction. The regional structure allows for more effective consideration of local laws, socio-economic systems and markets as market areas expand geographically. As for the consumer-oriented structure, it makes it possible to most effectively take into account the needs of those consumers on whom the enterprise is most dependent. Thus, the choice of a divisional structure should be based on which of these factors is more important in terms of ensuring the implementation of the company's strategic plans and achieving its goals.

The divisional structure significantly accelerates the reaction of the enterprise to changes in the external environment. As a result of expanding the boundaries of operational and economic independence, departments are considered as profit centers, actively using the freedom granted to them to increase work efficiency.

At the same time, divisional management structures led to an increase in hierarchy, i.e. vertical of control. They demanded the formation of intermediate levels of management to coordinate the work of departments, groups, etc. The duplication of management functions at different levels ultimately led to an increase in the cost of maintaining the administrative apparatus.

Adaptive, or organic, management structures provide a quick response of the enterprise to changes in the external environment, contribute to the introduction of new production technologies. These structures are focused on the accelerated implementation of complex programs and projects, and can be used at enterprises, in associations, at the level of industries and markets. There are usually two types of adaptive structures: project and matrix.

The project structure is formed when the organization develops projects, which are understood as any processes of purposeful changes in the system, for example, the modernization of production, the development of new products or technologies, the construction of facilities, etc. Project management includes the definition of its goals, the formation of the structure, the planning and organization of the execution of work, the coordination of the actions of the performers.

One of the forms of project management is the formation of a special unit - a project team working on a temporary basis. It usually includes the necessary specialists, including those in management. The project manager is endowed with the so-called project authority. Among them, responsibility for project planning, for the state of the schedule and the progress of work, for the expenditure of allocated resources, including financial incentives for employees. In this regard, great importance is attached to the manager's ability to form a project management concept, distribute tasks among team members, clearly define priorities and resources, and constructively approach conflict resolution. At the end of the project, the structure breaks up, and employees move to a new one. project structure or return to their permanent position (with contract work, they quit). Such a structure has great flexibility, but in the presence of several targeted programs or projects, it leads to a fragmentation of resources and significantly complicates the maintenance and development of the production and scientific and technical potential of the organization as a whole. At the same time, the project manager is required not only to manage all stages of the project life cycle, but also to take into account the place of the project in the network of projects of this organization.

In order to facilitate the tasks of coordination in organizations, headquarters management bodies from project managers are recognized or so-called matrix structures are used.

Figure 1.9 Matrix control structure

The matrix structure (Figure 1.9) is a lattice organization built on the principle of dual subordination of performers: on the one hand, to the direct head of the functional service, which provides staff and technical assistance to the project manager, on the other hand, to the project (target program) manager, who is endowed with the necessary powers to implement the management process in accordance with the planned time, resources and quality. With such an organization, the project manager cooperates with two groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is preserved.

The authority of the project manager can range from complete authority over all details of the project to simple offices of authority. The project manager controls the work of all departments on this project, the heads of functional departments control the work of their department (and its divisions) on all projects

The matrix structure is an attempt to take advantage of both the functional and design principles of organizing an organization and, if possible, avoid their disadvantages.

The matrix management structure allows you to achieve a certain flexibility that is never present in functional structures, since in them all employees are assigned to certain functional departments. In matrix structures, you can flexibly redistribute personnel depending on the specific needs of each project. The matrix organization provides a great opportunity for coordinating work, which is characteristic of divisional structures. This is achieved through the creation of a project manager position, which coordinates all communications between project participants working in different functional departments.

Among the shortcomings of the matrix organization, the complexity and sometimes incomprehensibility of its structure, the imposition of vertical and horizontal powers undermining the principle of one-man management are usually emphasized, which often leads to conflicts and difficulties in making decisions. When using a matrix structure, there is a stronger dependence of success on personal relationships between employees than in traditional structures.

Despite all these difficulties, the matrix organization is used in many industries, especially in knowledge-intensive industries (for example, in the production of electronic equipment), as well as in some non-manufacturing organizations.

The powers of a manager at any level are limited not only by internal factors, but also by environmental factors, the level of culture and value orientations society, its traditions and norms. In other words, the management structure must correspond to the socio-cultural environment, and when it is built, it is necessary to take into account the conditions in which it is to function. In practice, this means that attempts to blindly copy management structures that operate successfully in other organizations are doomed to failure if the operating conditions are different. Of no small importance is also the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and the level of culture, on the other.

Figure 1.10. Scheme of the structure of the enterprise management apparatus

Any restructuring of the management structure must be evaluated primarily from the point of view of achieving its goals labor, acceleration of technical development, cooperation in making and implementing managerial decisions, etc. During the crisis period, changes in management structures are aimed at creating conditions for the survival of the organization through a more rational use of resources, cost reduction and more flexible adaptation to the requirements of the external environment.

In general, a rational organizational structure of enterprise management must meet the following requirements:

Be functional, ensure reliability and manage at all levels;

Be operational, keep up with the progress of the production process;

Have a minimum number of management levels and rational communications between management bodies;

To be economical, to minimize the costs of performing managerial functions.

1.3. The main directions of restructuring the organizational structures of management

At present, the following main directions for restructuring the organizational structures of management at the present stage have been identified:

1. In management principles: periodic correlation between centralization and decentralization in management due to changes in strategic priorities, activation or weakening of the effectiveness of interaction between departments, strengthening of program-targeted management to consolidate company resources in more advanced areas of scientific and technical research or in the development and implementation of large-scale projects that require the unification of specialists of the same profile in one unit.

2. In the management apparatus: regrouping of units; changing the relationship between them, the nature of interaction, the distribution of powers and responsibilities; reorganization of internal structures as a result of the acquisition of other firms or the sale of manufacturing enterprises that do not fit into it; separation into independent business units of program-target project groups of a venture nature or the creation of new units on their basis; changing the nature of intercompany relations through partial interpenetration, participation in equity capital; increased integration of formally independent small companies in research and production complexes of large corporations; increased activity in the reorganization of research and production complexes in high technology industries; the creation in the administrative apparatus of an increasing number of intermediate management units of specialized units that oversee production units in which sales volumes of products and profits do not grow, and which have problems interacting with other business units and administrative services.

3. In control functions: Gain strategic planning and forecasting based on the development of long-term economic and technical policies; strengthening control over product quality at all stages from product development to its serial production; giving priority to informatics and economic analysis activities of the company on the basis of improving accounting and reporting based on the comprehensive use of electronic computer science; giving greater importance than before to issues of production and personnel management; attracting employees to participate in the share capital of the company by acquiring shares, participating in resolving issues at meetings of the Board of Directors; encouragement of employees for the development of new ideas in the field of improving production technology, creating and introducing new products; increased attention to the socio-psychological aspects of management; increased focus on marketing activities to the development of activities, forms and methods to achieve the final results outlined in the marketing program for the product and for the production department, to strengthen economic relationships with other divisions of the company and with functional services; increasing the cost effectiveness of marketing activities.

4. In economic activity: change in the technological process; the use of flexible automated technologies, the widespread use of robots, machine tools with numerical control; deepening inter-company cooperation at the international level in the field of specialization and cooperation in production, the implementation of major joint scientific and production programs and agreements on economic and scientific and technical cooperation; creation of joint production enterprises not only in the field of natural resources development, but, in particular, in high-tech promising industries in developed countries.

According to classical organization theory, the structure of an organization should be designed from the top down. It is not surprising that the sequence of developing an organizational structure is similar to the sequence of elements of the planning process. Leaders must first divide the organization into broad areas, then set specific goals, just as in planning, first formulate general goals, and then make specific rules.

The sequence of actions of the organization structure is as follows:

1. To carry out the division of the organization horizontally into broad blocks corresponding to the most important areas of activity for the implementation of the strategy.

2. Establish the ratio of powers of various positions.

3. Define job responsibilities as a set of specific tasks and functions and entrust their implementation to specific individuals.

The organizational structure that emerged as a result of the development is not a frozen form. Since organizational structures are based on plans, significant changes to the plans may require corresponding changes in the structure.

Operational management of production is characterized by the adoption by management personnel of decisions in a real emerging production situation. Under these conditions, the developed plan assignments or decisions of the heads of production units should ensure a strict and clear in time order for the implementation of the planned work.

At the inter-shop level, operational management is carried out to solve the fundamental issues of removing, replacing products put into production, including new products in the production program, ensuring external supplies of components, using internal material, labor and financial resources.

Procedures are currently operational management are increasingly intertwined with technology and regulation (dispatching) of production.

Operational management of production is carried out on the basis of continuous monitoring of the progress of production, providing a targeted impact on teams.

This is achieved:

Strict distribution of work for short periods of time;

A clear organization of the collection and processing of information on the progress of production;

Integrated use of computer technology for the preparation of options for management decisions;

Daily analysis and possession of the management personnel of the production situation in each link of the enterprise;

Timely decision-making and organization of work to prevent violations during production or to quickly restore it in case of deviation from the planned control trajectory.

The management structure is influenced by a significant number of factors, the most important of which are: the industry affiliation of the enterprise, the scale and range of production, the features of the applied technological processes, the level of specialization, cooperation and combination of the enterprise. The degree of rationality of the management structure largely depends on the level of technical economic indicators production. A properly constructed structure of enterprise management creates the prerequisites for high efficiency of management, coordinated work of its structural divisions.

2. ORGANIZATIONAL AND ECONOMIC CHARACTERISTICS of CJSC "NOVOKUBANSKOE"

2.1. Organizational and legal conditions of production

Closed Joint Stock Company "Novokubanskoye" was formed by the labor collective of the state farm "Novokubansky" in the order of its reorganization in accordance with the Government Decree Russian Federation dated September 4, 1992 No. 708, registered by the Decree of the Head of Administration of the Novokubansky District No. 243 dated March 17, 1997.

CJSC Novokubanskoye is located in the suburbs of the city of Novokubansk and 225 km from the regional center of the city of Krasnodar. The land use of ZAO consists of three sections. The farm has three production units. Communication with the Armavir railway station, the second subdivision and the regional center is carried out via asphalt roads, and between other subdivisions and land masses via gravel and improved dirt roads. Points of delivery of agricultural products and supply bases are located in Novokubansk.

The territory of the economy is included in the second agro-climatic region, which is characterized by a temperate continental climate. According to the amount of precipitation, the territory of the economy belongs to the area of unstable moisture; in terms of heat supply - to moderately hot.

CJSC Novokubanskoye operates in the manner prescribed by federal law"On joint-stock companies" of December 25, 1995, the Civil Code of the Russian Federation, constituent documents.

The Company operates on the principles of economic independence, is liable for its obligations with all its property.

The Company independently exercises the rights of possession, use and disposal of its property, which consists of fixed assets and working capital, tangible and non material assets and funds transferred by shareholders, income received and other property acquired legally.

The main activities of ZAO Novokubanskoye are:

Production, processing, harvesting and marketing of agricultural products;

Production of wine materials, alcohol, brandy, cognacs and other wine products from winemaking waste;

Bottling cognacs, drinks, wines in bottles of various sizes and shapes;

Organization and operation of company stores, cafes, tasting rooms.

The form of ownership of CJSC Novokubanskoye is private (common share). The land belongs to the society on the basis of the right of collective ownership in accordance with the current legislation.

Allocation in kind of a land share and a property share to persons who have left the company is not made, but their value is paid in monetary terms. The authorized capital is formed from the contributions of its founders and amounts to 273,378 thousand rubles and is divided into 273,378 shares with a par value of 1,000 rubles.

All shares of the company are nominal and are distributed among the founders in proportion to their contributions to the authorized capital.

Sales revenue is determined as products are shipped. Revenue for tax purposes - as payment is made.

Revaluation of fixed assets is carried out in accordance with the regulations, using coefficients and involving professional specialists.

Costs by current, average and overhaul fixed assets, executed by an economic method, are written off to the cost of production without the formation of reserve funds.

In order to ensure the reliability of accounting and reporting data, an inventory is carried out once a year at CJSC Novokubanskoye, no later than December of the current year.

At the oil depot and warehouses of fuels and lubricants, wine products, in the finished product bottling shop, an inventory is carried out monthly.

Write-off of inventory items in production is carried out according to the method of average cost.

CJSC Novokubanskoye is creating a reserve fund, an accumulation fund and a consumption fund.

The main crops of crop production: grapes, grain crops, corn, vegetables, gourds, sunflower. Animal husbandry is represented by two main categories: cattle breeding and pig breeding. In addition, CJSC Novokubanskoye produces cognacs: Novokubansky, Big Prix, Rus Velikaya, etc.

Two thirds of products are supplied under long-term direct contracts. The main consumers of the products are: Kubarus-Moloko OJSC, Novokubanskoye OJSC, administration of the Upper Kuban rural district, Armavir Food Processing Plant LLC, KSP Druzhba CJSC, Vostok LLC, Khaos CJSC, etc.

The supreme management body of CJSC Novokubanskoye is the General Meeting of Shareholders, which amends and supplements the Charter of the company, elects members of the Board of Shareholders and the Audit Commission, approves annual reports, balance sheets.

The body exercising general management of the company's activities is the Board of Shareholders of the company, which determines the strategic directions of the company's business activities, creates structural divisions, determines the directions and specific participants in long-term economic relations, determines the rules for working with personnel, including internal labor regulations.

The general meeting elects from among the shareholders CEO. The General Director ensures the implementation of decisions of the General Meeting of Shareholders, carries out operational management of the company.

2.2. General economic characteristics of the enterprise

Key performance indicators of ZAO Novokubanskoye are shown in Table 2.2.1.

Table 2.2.1 - Analysis of the main performance indicators of CJSC Novokubanskoye

No. p / p		Indicators				Growth rate
No. p / p		Indicators				2002 in % to 2001	2003 in % to 2002
1		2	3	4	5	6	7
1		- Proceeds from the sale of goods, products, works, services, thousand rubles.	67477	81446	111478	120,7	136,9
2		Cost of goods sold, thousand rubles	35742	42238	57301	118,2	135,7
3		Average annual cost of fixed assets, thousand rubles	53076	56592	63211	106,6	111,7
4		Average annual number of employees, pers.	480	484	515	100,8	106,4
5		Wage fund, thousand rubles	15821	19612	23414	123,9	119,4
6		Labor productivity, thousand rubles	140	168	216	120,0	128,6
7		Average monthly salary of employees, rub.	2747	3377	3788	122,9	111,3
8		Costs per 1 ruble of sold products, rub.	0,53	0,52	0,51	98,1	98,0
9		Capital productivity, rub.	1,27	1,44	1,76	113,3	122,2
Continuation of table 2.2.1
1	2		3	4	5	6	7
10	Capital intensity, rub.		0,78	0,69	0,58	88,5	84,1
11	Capital-labor ratio, thousand rubles		110,6	116,9	122,7	105,7	104,9
12	Current liquidity and solvency ratio		6,9	15,2	26,0	220,3	171,0
13	Autonomy coefficient		0,96	0,96	0,93	100,0	96,9
14	Financial dependency ratio		0,08	0,04	0,03	60,0	75,0
15	Profit from sales thousand rubles.		31735	39192	54162	123,5	138,2
16	Profit before taxation, thousand rubles		30036	38419	56791	127,9	147,8
17	Profitability of the performed activity, %		88,8	97,8	94,5	110,1	96,6
18	Return on sales, %		44,5	47,2	50,9	106,1	107,8

Analyzing the data in Table 2.2.1, we can conclude that the sales revenue in 2003 increased compared to 2002, its growth rate is 136.9%. The following indicators influenced the increase in revenue from the sale of products:

In 2003, 19,950 centners of winter grain were sold, and in 2002 - 16,385 centners, that is, 1.2 times more was sold in 2003; grapes sold in 2003 14265 centners, in 2002 - 12971 centners.

In 2003, wine products were sold for 64,952 thousand rubles.

JSC "Novokubanskoye" produces cognac "Rus Velikaya", "Novokubansky", "Big Prix", "Jubilee -25", brandy "Prometheus".

In 2003, 11,150 cognacs were produced more than in 2002. In 2002, compared to 2001, sales revenue also increased. Its growth rate was 120.7%. As a result of soil and air drought in the period from June to July 2002, there was a partial death of agricultural crops: corn for silage, annual and perennial grasses, fodder melons, which led to a shortage of crops and failure to fulfill the plan for the production of hay (88.0%), silage (87.0%), fodder melons (80%).

Profitability in 2002 compared to 2001 decreased by 29%. This was due to a decrease in the selling price for grain by 59-92 rubles. for 1 centner. If in 2001 the selling price of grain was 162-73 rubles, then in 2002 it was only 102-81 rubles. In general, the loss in the sale of grain amounted to 442 thousand rubles. Sunflower remains profitable, the profit from its sale amounted to 664 thousand rubles. profitability was 94.4%. Grapes gave a profit of 221 thousand rubles, despite the decline in yields in 2002 compared to 2001 by 46.9 cents. 1 ha. On the whole, profit in crop production in 2002 decreased against 2001 by 3,176 thousand rubles.

Animal husbandry remains especially low-profit. For the first time in the last 10 years, a loss in the amount of 1,407 thousand rubles was received in the livestock sector in terms of sales of products. Including 403 thousand rubles for the sale of milk. for the sale of cattle meat 649 thousand rubles, for the sale of pig meat 336 thousand rubles. The cost of cattle meat in live weight was 3008-45 rubles, and pig meat 5685-60 rubles.

The main profit was from the sale of wine products. Profit from the sale of cognac is 37358 thousand rubles, from the sale of brandy 2798 thousand rubles.

The average annual number of employees in 2003 increased by 31 employees against 2002, and in 2002 compared to 2001 it increased by 4 employees.

In 2001, 15,821 thousand rubles were accrued and paid wages, in 2002 - 19,612 thousand rubles, the average monthly wage per employee was 2,747 rubles in 2001, in 2002 - 3,377 rubles, an increase of 22.9%.

The annual payroll fund for all sources in 2003 compared to 2002 increased by 19.4%, or by 3,802 thousand rubles. Accordingly, increased average monthly payment labor. In 2003, the average monthly salary was 3,788 rubles against 3,377 rubles, that is, it increased by 411 rubles, or 11.3%.

Labor productivity (average annual output per worker) increased from 140,000 rubles in 2001 to 216,000 rubles in 2003, or 1.5 times. The growth of labor productivity was influenced by the increase in agricultural output.

Return on assets (the ratio of sales proceeds to the value of fixed assets) increased from 1.27 rubles to 1.76 rubles. In 2003, agricultural machinery and equipment for winemaking were purchased in the amount of 2388 thousand rubles.

Capital intensity (the ratio of the average annual cost of fixed assets to the cost of manufactured products) decreased from 0.78 rubles in 2001 to 0.58 rubles in 2003.

The indicator of the total capital-labor ratio characterizes the level of provision of the enterprise with fixed assets in 2002 compared to 2001 increased by 5.7%, and in 2003 compared to 2002 by 4.9%.

The coefficient of current liquidity and solvency characterizes the general security of the enterprise with working capital for doing business and repaying its urgent obligations. In 2001, at CJSC Novokubanskoye, this coefficient was 6.9, in 2002 - 15.2, and in 2003 - 26.0.

The autonomy coefficient shows the extent to which the assets used by the enterprise are formed at the expense of equity. In 2001 and 2002, it amounted to 96%, and in 2003 - 93% of the assets of CJSC Novokubanskoye were formed from equity, which indicates a stable financial position of the enterprise.

The financial dependence ratio shows the extent to which an enterprise depends on external sources of financing, i.e. how much borrowed funds attracted the company for one ruble of equity capital. In 2001, CJSC Novokubanskoye attracted 0.08 rubles of borrowed capital for one ruble of equity capital, in 2002 - 0.04 rubles, in 2003 - 0.03 rubles, which shows the company's independence from creditors.

The profitability of production activities (the ratio of profit from sales to the amount of costs for sold products) in 2003 amounted to 94.5%, in 2001 - 88.8%. It shows how much the company has profit from each ruble spent on the production and sale of products.

Return on sales (profit before tax to the amount of received revenue) increased from 44.5% in 2001 to 50.9% in 2003.

In conclusion, we can conclude that the financial condition of CJSC Novokubanskoye in the dynamics of three years is characterized by stable. The company seeks additional opportunities to expand the range of products, finds new markets, pays due attention to product quality.

2.3. Organizational management structure of CJSC Novokubanskoye

The organizational structure of enterprise management is a set of production shops and divisions, functional and production departments and services with an ordered system of interconnection and interdependence. The purpose of the organization and management system is to solve various problems: organizational, technical, financial, economic, marketing, motivational and socio-psychological. The solution of these problems is necessary to achieve the mission of the organization, i.e. its main strategic goal. The essence of this goal is to ensure expanded reproduction by making a profit, fulfilling obligations to the state to pay payments and taxes, as well as meeting the social and living needs of the company's employees.

Specifically, the organizational structure in CJSC Novokubanskoye is a four-stage hierarchical system: enterprise, workshop, site, team. The production structure and management system is organized in accordance with the basic technology of society, i.e. production and processing of agricultural products. The structure of the management organization gives an idea of its divisions, services, officials, subordination and the relationship between them (horizontally and vertically). In total, the production and management structure consists of 48 structural divisions. These divisions include: 14 top-level departments, 3 main production and 11 auxiliary workshops, 3 production sites and departments, 20 brigades and other divisions and services of the administrative apparatus and service production. The aging workshop, the bottling workshop and the wine material workshop are among the main production workshops.

Auxiliary shops, departments and services include: production laboratory; mechanical repair shop; repair and construction shop; transport shop; electrical shop; garage; storage facilities.

To ensure and carry out the activities of the "Company", management and control bodies have been created:

Board of Directors;

The sole executive body is the General Director.

The Board of Directors of the company is elected at the meeting of shareholders. The Board of Directors consists of 7-10 members. Meetings are held as needed, but at least once a month. One of the meetings is held no later than three months after the end of the financial year in order to review the draft profit and loss account and the auditor's report.

The General Director carries out operational management and is vested in accordance with the legislation of the Russian Federation with all the necessary powers to perform this task.

The General Director performs actions on behalf of the company within the competence established by the Board of Shareholders. In resolving operational issues of the functioning of CJSC Novokubanskoye, the General Director acts on the basis of unity of command. The General Director ensures the implementation of decisions of the General Meeting of Shareholders (Figure 2.1).

The production divisions of CJSC Novokubanskoye are workshops, sites, service facilities and services (directly or indirectly involved in manufacturing process), the connections between them constitute an organizational structure that predetermines the level of labor productivity, the efficiency of the operation of technological equipment.

The structural production units include workshops, areas in which the technological process of cognac is produced and passes. Cognac production operations are carried out in the main workshops. The bottling section carries out bottling of cognac. Auxiliary sections: mechanical repair shop, repair and construction site, electrical shop, technical department, raw material department, production laboratory.

An invaluable role in the production structure of CJSC Novokubanskoye is played by the production laboratory. Technological processes are being finalized in it, experimental work is being carried out, cognac brands are being brought to full compliance with market requirements.

In the main workshops, a subject structure is used: a certain technological process takes place in each workshop (Figure 2.2).

The subject structure has great advantages. It simplifies and limits the forms of production interconnection between shops, shortens the route of movement of raw materials, simplifies and reduces the cost of inter-shop and shop transport, increases the responsibility of workers for the quality of work.

The subject structure of the workshops allows you to arrange the equipment in the course of the technological process. All this ensures an increase in output, an increase in labor productivity, and a reduction in cost.

The management structure is influenced by a significant number of factors. the most important of which include: the scale and nomenclature of production, the features of the applied technological processes. A properly built management structure creates the prerequisites for high management efficiency and the coordinated work of all its structural divisions.

The accounting department of CJSC Novokubanskoye ensures the processing of documents, the rational maintenance of accounting records in accounting registers. On their basis, reports are prepared. Timely receipt of accounting information on the production and economic activities of the enterprise allows you to quickly influence the course of production, apply appropriate measures to improve the economic performance of the enterprise (labor productivity, profits).

The accounting department of CJSC Novokubanskoye has:

Accounting department, whose employees, on the basis of primary documents, perform all calculations on wages and deductions from it, monitor the use of the payroll fund and the consumption fund, keep records of calculations for social insurance contributions and provision for contributions to the Pension Fund;

Materials accounting, whose employees keep records of the acquisition of material assets, settlements with suppliers of materials, receipts and expenditures of materials, their storage and use, etc.;

The accounting department of raw materials, whose employees keep records of costs for all types of production, calculate the actual cost of manufactured products and draw up reports, determine the composition of costs for work in progress;

General accounting, whose employees keep records of other operations, maintain the General Ledger and draw up financial statements;

Sales accounting, whose employees keep records of cash and settlements with enterprises, organizations and individuals.

The accounting apparatus is directly related to all workshops and departments of the enterprise. He receives from them certain data necessary for accounting.

One of the most important structural divisions of the administrative apparatus is the operational management service, whose functions include information support and regulation of the production process.

Operational regulation, which means the development and implementation of management decisions, developed and adopted by the subjects of management in accordance with the specific situation. The process of operational management of information collection is carried out with the help of centralized management accounting. The structure of this department includes 6 specialists, including 3 specialist programmers who implement the software for the management process and Maintenance computer technology. At the moment, 6 programs have been developed and are being implemented: "Manager's Program", "Planning Program", "Payroll", "Raw Material Accounting", "Sales Accounting", "Weight Programs". The specialists of the administrative apparatus are provided with computers in order to implement all these programs. The number of computers in the enterprise is 14 units. In order to ensure the effectiveness of control over the implementation of programs, a computer group has been allocated to the department and reports to the chief accountant.

3. ANALYSIS OF THE MANAGEMENT FEATURES OF CJSC NOVOKUBANSKOE

3.1. Analysis of the organizational structure of production and management

Analyzing the organizational structure of production and management, it should be noted that it is a traditionally established system, cumbersome, not rational and not adapted to changing new market conditions and production volumes.

The organizational structure of enterprise management refers to the classical linear functional management system. The essence of this system is that the managers (general director, heads of workshops, site foremen and brigades) are one-man bosses and are fully responsible for all issues of organization and management of a subordinate facility.

The development and solution of functional issues in accordance with the tasks and their job responsibilities are carried out by functional services, departments and other divisions together with production divisions.

Heads of departments and services, reporting to Gen. to the director of the enterprise: chief engineer of the enterprise, deputy director (chief technologist), deputy director, chief economist, head of the personnel department. Functional departments: sales department, main accounting department, art. foreman, heads of departments.

Services and departments subordinate to the chief engineer: production and technical department, department of the chief mechanic, fuel and lubricants warehouse, refueling, transport shop.

Departments and workshops subordinate to the Deputy Director (chief technologist): cognac production, aging workshop, bottling workshop, wine material workshop, laboratory, supply department.

Departments and workshops subordinate to the deputy director: central warehouse, kindergarten, canteen.

The Department of Economics is developing financial plans, which are forecasts of the volume of production and sales of products, the development of scientific and technological progress, the introduction of new management decisions and financial resources, and their provision. Main indicators in the process financial planning: profit, capital investments.

Makes the most appropriate decisions in the investment process, determines the optimal growth rate of sales, the structure of funds raised, methods of their mobilization; ways of investing.

Coordinates financial activities with all services.

The analytical work of the Economics Department of CJSC Novokubanskoye is aimed at identifying and mobilizing reserves, saving costs and increasing the efficiency of using all available resources.

The department systematically monitors incoming revenue, costs and profits, which is the key to sustainable financial position, the normal circulation of enterprise resources. Compares the actual balances of inventory items with the calculated values of norms and standards in the context of individual standardized items, ensures inventory management and liquidity of current assets.

The company pays great attention to control and analytical work, since its effectiveness largely determines the result. financial activities. The Department of Economics and Finance of CJSC Novokubanskoye constantly monitors the fulfillment of indicators of financial, cash and credit plans, plans for profit and profitability, monitors the use of equity and borrowed capital for the intended purpose, and the targeted use of bank credit.

As a result of close contacts with the accounting department, production plans, lists of creditors and debtors, documents on the payment of wages to employees are submitted to the department of economics and finance.

3.2. Analysis of labor and wages of CJSC Novokubanskoye

Analysis of the use of labor resources must be considered in close connection with wages. The work of personnel is the object of management, and wages are the main material form of remuneration for work and a way to motivate employees.

Motivation is one of the main factors determining the effectiveness labor activity. In this regard, the improvement of the organization of wages, its direct dependence on the quantity and quality of labor, final production results plays an important role. In the process of analysis, reserves are identified for creating necessary resources the growth of wages, the introduction of progressive forms of remuneration of workers, systematic control over the measure of labor and consumption is ensured.

The tasks of analyzing the use of the wage fund:

Evaluation of the use of funds for wages;

Determination of factors influencing the use of the wage fund by categories of personnel and types of wages;

Evaluation of the effectiveness of the applied forms of remuneration and types of wages, bonus systems for employees;

Identification of reserves for the rational use of funds for wages, ensuring outstripping growth in labor productivity in comparison with an increase in its payment.

The analysis begins with determining the amount of excess (decrease) in the cost of wages for the personnel of the enterprise engaged in the main activity, included in the cost of services sold compared to their normalized value. At the same time, the normalized amount of labor costs is calculated in accordance with the Law on Taxes on Enterprises, Associations and Organizations, which provides for an increase or decrease in taxable profit by the amount of excess or decrease in labor costs compared to their normalized value. The normalized value of labor costs is determined based on the costs for these purposes in the previous year, taking into account the growth in the volume of sales of services and the growth rate of labor costs established by the government.

Labor costs are analyzed not only for the enterprise as a whole, but also for individual workshops. At the same time, subdivisions that have allowed the excess of the normalized value of these expenses are singled out, the causes are studied, and effective solutions are developed to prevent them.

Since the object of taxation is the amount of excess funds allocated for consumption (labor costs included in the cost of services, various payments from profits, income from shares and other funds recommended for consumption), compared with the non-taxable amount of these funds, determined in the manner prescribed by law. Under these conditions, the object of analysis of the use of the wage fund also becomes the determination of the compliance of the amount of funds allocated for consumption with the non-taxable amount of these funds, the identification of the reasons that caused the excess of this amount, the development of recommendations for improving the system and forms of remuneration. For analysis, they use the data of calculations for a tax that regulates the spending of funds allocated for consumption.

In the process of analysis, the deviation of the actual wage fund by categories of personnel from the previous year is determined under the influence of changes in the number of employees and the average wage of one employee, and reserves for saving the wage fund associated with the elimination of the causes that cause an unjustified increase in the number and wages of employees are revealed.

CJSC Novokubanskoye determines the deviation of the reporting fund from the plan for certain types wages, establish the causes of deviations, identify reserves for saving the wage fund as a result of the elimination of unproductive payments and its unjustified increase. For the analysis, data from the current wage fund is used.

The analysis of reserves for saving money on wages is achieved primarily as a result of reducing the labor intensity of the production of services and products, the introduction of a brigade form of organization and wages, the revision of outdated production standards and prices, service standards, the elimination of staff surpluses, and other measures that ensure an increase in labor productivity, as well as due to the elimination of unproductive payments and the elimination of unjustified increases in the wages of individual workers. Therefore, the calculation of the amounts of possible fund savings is based on the results of an analysis of the reserves for increasing labor productivity.

Analyzing the ratio between the growth of labor productivity and its payment, the average salary of one employee is determined based on the wage fund of workers involved in the production of goods and services, and their number. The ratio between the growth of labor productivity and its payment is judged by the lead coefficient.

In the process of analysis, not only determine the ratio between the growth rates of labor productivity and average salary, but also establish the fulfillment of the planned ratio between them.

Table 3.2.1. Analysis of labor and wages at CJSC Novokubanskoye

2001	2002	2003	Deviation, ±
2001	2002	2003	2002 from 2001		2003 from 2002
1	2	3	4	5		6
1. Average annual number of employees, pers. Including workers, pers.
2. Annual salary fund, thousand rubles. including workers, thousand rubles of which are permanent, thousand rubles. seasonal and temporary, thousand rubles
Average monthly salary of employees, rub.	2747	3377	3788	+630	+411
Average monthly salary of workers, rub.	2711	3229	3621	+518	+392

Table 3.2.1 shows that in 2003 the total wage bill increased. In 2003 it amounted to 23414 thousand rubles, increased by 3802 thousand rubles, in 2002 the increase was 376.4 thousand rubles against 2001, the amount of which was 15821 thousand rubles. rubles.

The average monthly salary of workers in 2003 increased by 411 rubles and amounted to 3788 rubles, and in 2001 the salary was 2747 rubles.

The wages of workers increased from 2,711 rubles in 2001 to 3,621 rubles in 2003.

In the context of the transition to a market economy system, in accordance with changes in the economic and social development of the country, the policy in the field of wages, social support and protection of workers is also changing significantly. Many functions of the state for the implementation of this policy have been transferred directly to enterprises that independently establish the forms, systems and amounts of wages, financial incentives his results. The concept of "salary" has been filled with new content and covers all types of earnings (as well as bonuses, additional payments, allowances and social benefits) accrued in cash and in kind (regardless of funding sources), including amounts of money accrued to employees in accordance with the legislation for unworked time ( annual leave, holidays etc.).

Thus, the labor income of each employee is determined by personal contributions, taking into account the final results of the enterprise, are regulated by taxes and are not limited to maximum amounts (table 3.2.2).

Analyzing the data in Table 3.2.2 for CJSC Novokubanskoye, we can conclude that in 2003, workers employed in all sectors of the economy worked 3,000 man-days and 48,000 man-hours more than in 2001.

Table 3.2.2 Analysis of the total amount of the payroll of CJSC Novokubanskoye

2001	2002	2003	Deviation, ±
2001	2002	2003	2002 from 2001	2003 from 2002
1. Worked out by workers employed in all sectors of the economy, total: Thousand man-days Thousand man-hours
2. Consists of the list of employees at the end of the year - total, people. Of them women, people
3. From the total amount of the wage fund, the following has been accrued in cash and in kind: Payment at tariff rates, salaries, piece rates (without vacation pay, surcharges and allowances) Remuneration (allowances) for length of service, length of service Bonuses from all sources, including remuneration based on performance for the year Vacation pay Payment for the cost of food for workers Financial assistance, including additional amounts for vacation

From the total amount of the wage fund, payment at tariff rates, salaries, piece rates increased from 10442.8 thousand rubles. in 2001 to 14237 thousand rubles. in 2003.

Remuneration (bonuses) for length of service, length of service increased in 2003 compared to 2002 by 920 thousand rubles, and in 2002 compared to 2001 - by 3044.4 thousand rubles.

In 2003, bonuses increased from all sources, including remuneration based on the results of work for the year by 251 thousand rubles, and in 2002 compared to 2001 by 662.7 thousand rubles. Vacation pay in 2001 amounted to 1,762.4 thousand rubles, in 2002 - 1,862 thousand rubles, in 2003 - 2,680 thousand rubles.

In 2003 material assistance, including additional amounts for vacation, increased by 285 thousand rubles in comparison with 2002, and by 434.2 thousand rubles in 2002 compared with 2001.

To assess the level of labor productivity, a system of generalizing, partial and auxiliary indicators is used.

Generalizing indicators include the average annual, average daily and average hourly output per worker in value terms. Partial indicators are the time spent on the production of a unit of a certain type of product in physical terms for one man-day or man-hour. Auxiliary indicators characterize the time spent on performing a unit of a certain type of work or the amount of work performed per unit of time.

The most general indicator of labor productivity is the average annual output of products by one worker. Its value depends not only on the production of workers, but also on the share of the latter in the total number of personnel, as well as on the number of days worked by them and the length of the working day.

This most objective indicator will help us evaluate table 3.2.3

Table 3.2.3 Labor productivity analysis of CJSC Novokubanskoye

The average annual output per worker in 2001 amounted to 140 thousand rubles per person, in 2002 it increased to 168 thousand rubles per person, in 2003 it increased quite seriously and amounted to 216 thousand rubles per person.

4. WAYS TO IMPROVE THE ORGANIZATIONAL MANAGEMENT SYSTEM OF CJSC Novokubanskoye

4.1. Proposed measures to improve the organizational structure of management

One of the most important factors for the successful functioning of an enterprise in market conditions is a well-established, freely adapting organizational structure of management to various changes.

In the market conditions of the functioning of the enterprise, the management structure should:

Meet the requirements of the production structure and contribute to its development in accordance with the changing conditions of production;

Ensure that all objectively necessary management functions are performed;

Meet the standards of manageability and the requirements of rational information communications;

Have a minimum but sufficient number of control steps;

Strengthen all functions of the administrative apparatus;

Guarantee high adaptability, reliability, efficiency, quality, cost-effectiveness and management efficiency.

Currently, there are various types of organizational management structures, however, there is still no rational structure that would be equally suitable for all types of organizations. The rational organizational structure of the enterprise should not allow duplication of the same functions at different levels of making a particular decision.

Between everyone building blocks management systems should clearly delineate powers and responsibilities. However, these distinctions should not be the basis for the initiative of the management links. The main criteria for a rational management structure are:

Interaction of management links;

The concentration of functional units in functional units, but under the condition of their partial independence, i.e. real opportunities for the participation of each link in a single management process;

The smallest number of sources of "reception" and "exit" of commands for each control link;

The ability of the management structure to adapt to changing external and internal conditions of the enterprise.

The purpose of any organizational structure is to ensure that the objectives of the organization are achieved. Since over time, the goals of the enterprise change, it is necessary to carry out appropriate changes in the organizational structure of enterprise management:

Units should be focused on the dominant system (for example, the market, a higher organization);

The basic building blocks should be groups of specialists and teams of one-man leaders;

We must strive for a minimum number of levels of management;

Each employee must be responsible and have the opportunity to take the initiative.

An analysis of the existing organizational structure of the management of CJSC Novokubanskoye showed that it has a number of shortcomings, such as:

The duality of subordination and the possibility of receiving opposite instructions for subordinates;

Inability to adapt to rapid changes in the external and internal environment;

Difficulty in passing information between departments, services.

According to the optimal scientifically substantiated standard of manageability, the number of structural subdivisions or subordinate managers of both levels of management per manager or specialist should not exceed 5-7 units.

In the existing management system, there is a duplication of functions and an uneven load on the execution of managerial and organizational duties and responsibilities by leading specialists. So, 5 structural divisions are subordinated to the chief engineer, the deputy. 7 subdivisions are also subordinate to the director for general issues, 10 subdivisions are subordinate to the general director. One of the disadvantages, in addition to those listed, is the duplication of responsibility by leading specialists.

The absence of a marketing service is one of the main shortcomings of the organizational structure of management, because management in market conditions cannot successfully solve the issues of supply of raw materials and sales. From the foregoing, we can conclude that the problem of optimizing and improving the organizational structure of the enterprise's production is relevant and requires immediate resolution.

To eliminate these shortcomings in the management structure of CJSC Novokubanskoye, it is necessary to take a number of measures to improve it. In our opinion, when improving the management structure, it is necessary to follow the following principles:

The principle of unity of command and personal responsibility. It excludes the duality of submission and the possibility of receiving conflicting instructions;

The principle of prevalence of control. It is necessary to correctly determine the number of subordinates that one person can effectively manage, i.e. control rate;

The principle of clear functional differentiation. Each production and functional link should have limited functions that do not affect the functions of other departments at the same management level;

The principle of conformity of the rights, duties and responsibilities of each link of management and official. This correspondence creates real conditions for the adoption and implementation of optimal decisions;

The principle of flexibility and economy. The organizational structure of management must respond to changes in the internal and external environment at the lowest cost, i.e. possess the property of rational self-adaptation.

In addition to these principles, when improving the management structure, it is necessary to take into account the influence of internal and external factors.

To improve the efficiency of the functioning of the organizational structure of the management of CJSC Novokubanskoye, it is proposed to carry out the following activities:

2. Create an information and analytical department.

3. Introduce a sociological service.

4. Reduce the staff of the administrative apparatus and the total number of administrative personnel.

5. Create an adaptation system at the plant that would help improve the efficiency of the management apparatus under constantly changing internal and external conditions for the functioning of the enterprise.

Let us consider in more detail the proposed measures to improve the management system of ZAO Novokubanskoye.

To the greatest extent, the effectiveness of the management apparatus depends on the work of the linear and functional services of the enterprise. When analyzing the work of various services and departments of the management structure, it was found that such functional links as the dispatch service and the sales and supply department do not adequately fulfill the duties assigned to them. Often, through their fault, the plant has difficulties with the sale of products, as well as equipment downtime due to uncoordinated actions of the plant's dispatch service. Analyzing the activities of the dispatching service of the enterprise, a number of significant shortcomings were identified:

The head of this service is a person who does not have the proper qualifications and experience in this field;

There is no information storage;

Information is analyzed manually, which slows down the speed and accuracy of its processing;

The information provided by the service is often out of date;

There is no interaction with various departments, services and production units of the plant.

To eliminate these shortcomings, it is proposed to create an information and analytical department instead of the dispatch service. It will be an independent structural unit and is subordinate to the general director of the plant.

The responsibilities of this department will be as follows:

Receive information from all production and economic units on the progress and actual state of work, also issue information at any time of the day;

Realize operational control over the course of production, ensuring maximum use of production capacities, delivery of finished products, rhythm and timely shipment of finished products, coordinate actions for the reception and sale of raw materials;

Control the supply of raw materials to the main production,

Necessary materials, loading and unloading means;

Compile reporting reports and other information on the progress of production, participate in the analysis and evaluation of the activities of the plant's divisions, identify intra-production reserves.

The main advantages of the information and analytical department compared to the dispatch service will be as follows:

High speed and accuracy of information processing;

Quick search for the necessary information;

Free access to information directly from departments, services;

Reducing the loss of working time;

Job cuts, which will cut labor costs.

The introduction of an information and analytical department at the plant will lead to a reduction in a significant number of employees in the management apparatus.

In each department, service of the enterprise management apparatus, there are a number of functions performed by workers manually, this leads to the fact that these works are performed slowly, often unskilled, with a large number gross mistakes.

Documentation passing through all these departments very often does not get to the right addressee in time. Because of this, there are large losses of working time for a number of employees of the enterprise. With the introduction of the information and analytical department, there is no need to perform a number of functions. All these functions will be carried out in the department, which will inevitably lead to the reduction of a number of employees in the administrative apparatus. I propose the following abbreviations:

1. In the production and technical department, cut one design engineer.

2. In the department of the chief power engineer, cut the head of the instrumentation and automation.

3. In the wine material workshop: master operator and mechanical engineer.

4. In the accounting department, it is necessary to reduce the junior accountant and the accountant-calculator, since their functions will be replaced by a computer.

5. Supply department: head of department and four forwarders.

6. The dispatching service is completely liquidated, while 4 people are being reduced.

7. In the personnel department: timekeeper.

8. In the economic department, there is no need for an engineer for the organization and regulation of labor.

So, the total number of reduced will be 17 people. These reductions will not entail a decrease in the efficiency of plant management, on the contrary, they will contribute to:

Reducing bureaucratic barriers;

Reducing the cost of the control apparatus;

Increasing the speed of information passing;

Reducing the loss of working time, due to the heavy workload of employees.

The effective functioning of any enterprise, in particular its organizational structure, depends on the state and development of labor resources. The effectiveness of the work of employees depends on the state of the socio-psychological climate in the team. Given the importance of the social development of the team in modern conditions, it is proposed to introduce a psychologist service at the plant, whose functions will include all issues related to the selection of personnel, resolving conflicts that arise together with the heads of departments; taking part in the formation of teams and labor collectives, advising company managers on socio-psychological problems of production management.

Improving the organizational structure of personnel management of an enterprise only by its individual elements will not lead to the achievement of the desired result, i.e. the ability of the structure to adapt to various kinds of changes and contribute to improving production efficiency. In order for the personnel management structure of an enterprise to be able to freely adapt to the constantly changing external and internal conditions of the functioning of the organization, its comprehensive improvement is necessary.

To do this, it is planned to introduce an adaptive system to improve the efficiency of enterprise management.

The essence of the adaptation system is to increase the efficiency of the enterprise, through the adaptation of the management structure to new market conditions. This system will cover all levels of the enterprise: production units, departments, sites, jobs.

The main goal of the system is to develop the ability to adapt the organizational structure of management to the constantly changing conditions of the enterprise. This goal can be achieved through the following main tasks:

Decentralization of management;

Increasing the personal responsibility of employees of the enterprise;

Organization of committees for collegial decision-making, uniting departments, services of the enterprise in accordance with their functional affiliation.

In my opinion, the following committees can be distinguished at the plant:

Management Committee labor resources;

Committee for the management of scientific and technical development of production;

Product Quality Management Committee;

Committee for the management of working capital, material and financial resources;

Committee for the management of fixed assets and capital investments;

Management Committee social development team.

The main task of these committees is cross-functional coordination, i.e. systematic consideration of issues related to the relevant function and the involvement of those leaders on whom the adoption and implementation of certain decisions to the greatest extent depends.

Committees should work on a voluntary basis. The composition of the committee is determined by the tasks facing them, but not less than 5 people. They work constantly, but meet to discuss problems once a week. Each committee will have a coordinator. The effectiveness of these committees will be assessed by the effect obtained as a result of the implementation of the activities proposed by them. For the formation and control over the functioning of these committees, it is necessary to appoint a responsible person in the person of the chief engineer of the enterprise.

One of the important factors in the functioning of the adaptation system is its information support. In the process of functioning of the adaptation system, it is necessary to ensure the unity of sources of information and the formation of practically the shortest, if possible, direct channels for the movement of information flows. This will allow the greatest possible coordination of interaction between the adaptation system, the management apparatus and the production process as a whole, and this, in turn, will lead to an increase in production efficiency.

4.2. Possibilities of implementing a marketing service in an enterprise

Improving the organizational structure of the management of CJSC Novokubanskoye will be the introduction of a marketing service instead of a sales department.

Responsibilities of the Sales Manager include:

Control over the timely and high-quality preparation of the raw materials workshop and the uninterrupted acceptance of raw materials, high-quality underworking and safety of incoming raw materials;

Resolves issues of material and technical supply, sales of products;

Solves issues of uninterrupted operation of transport, incl. effective use railway cars, preventing their excessive downtime;

Provides safe conditions labor of employees in subordinate units;

Manages warehouse operations.

As can be seen from the job description of the head of sales, most of his duties are not related to his activities, which entails difficulties in selling the company's products. Due to its high workload, as well as a low professionally qualified level, the lack of work experience led to the fact that the plant stopped monitoring the condition of its consumers. Since 2000 the sales department did not conduct any market research for its products. For this reason, the plant had great difficulties with sales, which affected the performance. In this regard, the situation for the formation of a marketing service has naturally ripened at CJSC Novokubanskoye.

The tasks of the marketing service at the plant will be:

Study of the consumer and his behavior in the market; – analysis of market opportunities;

Study of the goods;

Analysis of sales forms and channels;

Research and selection of promotional activities;

Studying competitors.

Ultimately, the entire marketing service will be focused on expanding its activities. The manager must be a person with the appropriate education and work experience of at least 3 years in this field. Using the expert method, it was found that with the introduction of the marketing service, the market share of CJSC Novokubanskoye will increase by 16% and amount to 32%, and hence the rate of profit will also increase.

Consider the dependence of the rate of return on the market share of CJSC Novokubanskoye in the following graph (Fig. 3.1).

profit, % 40

10 20 30 Market share, %

A - the actual situation, B - the situation after the introduction of the marketing service.

Figure 4.1. The dependence of the rate of return on market share

ZAO Novokubanskoe

The figure shows that the rate of return for an increase in market share by 16% will be 28%.

In conditions of intense competition, it will be difficult for the plant to increase its market share. To ensure this task, we propose to use a differential approach to the market, taking into account its specific consumers.

A serious obstacle to the effective operation of CJSC Novokubanskoye is the lack of a marketing service in the organizational structure. Therefore, some marketing functions are performed by the sales department and the supply department.

The main functions of the supply department at CJSC Novokubanskoye are:

1. In planning - forecasting and determining the needs of the enterprise in material resources; studying the market of individual goods and determining the sources of covering this need; establishment of business relations with suppliers.

2. In operational procurement work - control and coordination of the terms of shipment of products by suppliers to the address of the enterprise; receiving and organizing the plant of incoming products from the railway station.

3. In providing workshops with materials - planning needs and setting a limit on the release of materials to workshops; organization of their delivery to workshops and workplaces; cost control in production.

4. In the organization of warehousing - incoming control over the quality of incoming materials, their acceptance and proper storage, preparation of materials for production consumption, their release to workshops.

The main functions of the sales department of ZAO Novokubanskoye are:

1. Plans, sets goals, predicts, develops a strategy and tactics to get the best results in the market;

2. Determines sales targets, hires, selects suitable employees for the current and future needs of the enterprise;

3. Inspects, controls and evaluates the results of marketing activities;

4. Organizes effective management information and other sales support systems;

5. Gets good deals

The difference between marketing and ordinary production and marketing activities:

Marketing	Sales
The main attention is paid
To take into account the tastes, requests of real potential consumers;	On a possible reduction in the cost of production;
Scientific research is aimed at:
Market analysis (consumers, competitors);	For the implementation of products according to the plan;
The pricing policy is formed taking into account:
Market conditions	Current price lists and production costs
The development of new products is based on the analysis of:
Consumer products and production capabilities, other market factors.
Manufacturing process:
Maximum flexibility	Usually hard
Packaging is considered as a means:
Demand generation	Preservation of goods
The competitiveness of a product is viewed through the prism of:
consumption prices; selling plays a subordinate role	Selling price
Philosophy of production and the whole team
Produce what is sold, not sell what is produced	Sell what is produced without paying attention to the consumer

Comparative analysis in this form allows us to say with certainty that these differences are significant for all listed portions. The main thing in marketing is the emphasis on the analysis and satisfaction of consumer demand for goods and services; it is adapted to change. According to the philosophy of marketing, selling is a means of communicating and exploring consumer demand. Marketing is looking for a real difference in the tastes of consumers and develops proposals aimed at satisfying them. It is focused on the long term, its goals reflect the overall objectives of the enterprise, and finally, marketing considers consumer needs in a broad rather than a narrow sense.

People consume certain goods and services. Marketing allows them to become more informed, selective, in turn, influencing the general culture of production and lifestyle. In this regard, marketers believe that they simply respond to people's desires and produce the best at prices that people are willing to pay.

The scope of marketing is extremely wide. It deals with pricing, warehousing, packaging, marketing, transportation, and more.

On the basis of production analysis, we can say that the transition of production and marketing activities on the principles of marketing has two interrelated consequences.

First, with a marketing orientation, the planning and management of sales operations becomes the most important element of sales management in order to ensure that the programmed sales targets are achieved, as well as profits. These include: forecasting sales volumes for relevant products, developing financial estimates for sales, segmenting the market, drawing up and implementing sales plans and assignments for resellers and company stores, organizing information links with them, introducing statistical sales operations and statistical analysis of sales of products to end consumers, performance appraisal of sales personnel.

Secondly, the functions of the sales department are significantly modified. From a simple order executor, this department is essentially transformed into a responsible coordinator and consultant for production and technical services, on the one hand, and resellers, on the other. In this case, his tasks include, in particular, advising the latter on the conformity of the products produced in terms of market needs and demand of the population, improving products in terms of aesthetic and functional parameters, packaging, price levels, and a range of services. This is especially important when it comes to entering a foreign market, where the requirements of buyers are very high, and competition does not leave hope for the sale of "weak" products. In this regard, the enterprise should consider the issue related to the creation of a rational marketing management organization.

Creation of a marketing service at CJSC Novokubanskoye, which will perform the following functions:

Organization of activities for the study of markets (buyers, competitors, goods) and the external environment as a whole;

Providing an active impact on the production and marketing activities of the enterprise, in particular on the development, development and trial sales of new products;

Forecasting the development of the market and determining the volume of production of goods depending on the expected situation on the market;

Development of a market strategy, including the choice of distribution channels for products and the organization of goods movement.

4.3. Economic efficiency of improving the organizational structure of management at CJSC Novokubanskoye

An important aspect of assessing the effectiveness of management is to determine the effectiveness of measures aimed at improving the management structure. The above proposed measures to improve the management structure are aimed at improving the economic parameters of the production and economic activities of the plant. Let us calculate the economic effect of measures to reduce the number of employees in the administrative apparatus. The necessary data for the calculation are presented in Table 3.1.

Table 4.1. Initial data on the number of personnel of measures to reduce CJSC Novokubanskoye

The calculation of the economic effect is carried out in several stages:

1. Savings on the wage fund will be

Efot \u003d 3400 x 17 \u003d 51,000 rubles.

For one month, the savings on the wage fund will amount to 51,000 rubles, for the year - 612 thousand rubles.

2. Savings on the cost of contributions to off-budget funds

Evn.funds \u003d 965.6 x 17 \u003d 16415.2 rubles, for the year - 196.9 thousand rubles.

3. Annual economic effect on labor costs and contributions to off-budget funds

Eg \u003d 612 thousand rubles. + 196.9 t. rub. = 808.9 thousand rubles

4. The increase in productivity for the enterprise in% is calculated by the formula:

(3.1)

where Chs - the number of employees released as a result of the proposed measure,

Chppp - the estimated number of industrial and production personnel of the enterprise.

The calculation shows that the annual economic effect from the release of management employees will be 808.9 thousand rubles, however, with the introduction of the services we offer, it will decrease by the amount of costs associated with the adoption of new employees in the amount of 6 people with a salary of 3800 rubles. per month, which will amount to 273.6 thousand rubles per year. Thus, the salary of employees will be:

Z.p. \u003d Z p (f) - Eeff. + Z,

where Z p (f) - the actual wages of employees of management,

Eef. - the effect of the release of employees of the administrative apparatus,

Z - the costs associated with the adoption of new employees.

5. Security of the enterprise with labor resources and the efficiency of their use:

VP \u003d CR × GV (3.2)

RP = CR × HV × DV (3.3)

where CHR - the average number of employees of the enterprise;

GV - the average annual production of products by one worker;

DV is the share of sold products in gross output.

Prior to the implementation of the proposed measures:

VP \u003d 515 × 216 \u003d 111478 (t. Rub.)

After implementation:

VP \u003d 504 × 241 \u003d 121464 (tons of rubles)

6. Increasing the speed of information passing will lead to an acceleration of the turnover of working capital:

where VP is the proceeds from the sale;

Juice - average annual cost working capital.

Direct turnover ratio shows the value of sales per one ruble of working capital. An increase in this ratio means an increase in the number of turnovers and leads to the fact that the volume of sales for each invested ruble of working capital is growing.

The introduction of these measures will allow CJSC "Novokubanskoye" to receive additional profit, presented in table 4.2.

Table 4.2. Economic effect from the proposed activities of CJSC Novokubanskoye

Analyzing the data in the table, it can be seen that due to an increase in labor productivity, sales revenue increased by 9986 thousand rubles, due to a reduction in the number of employees by 11 people, the wage fund decreased by 338.4 thousand rubles, due to an increase in the speed of information passing, the turnover ratio increased by 0.13, profit before tax will increase to 75.0 thousand rubles.

The organizational structure of management after the implementation of the proposed recommendations is shown in Figure 4.2.

Conclusion

Transition of the national economy to a market economy, privatization state enterprises, entrepreneurial activity production structures various forms ownership, the development of multilateral ties between them, the rejection of strict price regulation requires a significant improvement in the entire organizational system of enterprise management.

This is largely due to the need to increase the level and target orientation of advanced training of personnel in the engineering and economic field (in terms of mastering modern techniques and methods of organizing production management).

Advanced training of specialists in the field of organization is closely related to the activities of enterprises in their independence in choosing and making organizational and economic decisions.

It aims to activate human factor, is focused on the introduction of socially significant measures and rationally possible and necessary involvement of employees in production management.

The management structure of an organization is an ordered set of interrelated elements that are in stable relations with each other, ensuring their functioning and development as a whole. The elements of the structure are individual employees, services and other parts of the management apparatus, and the relationship between them is maintained through connections, which are usually divided into horizontal and vertical. Horizontal links are in the nature of coordination and are, as a rule, single-level. Vertical connections are connections of subordination, and the need for them arises when management is hierarchical, i.e. with multiple levels of control. In addition, links in the management structure can be linear and functional. Linear connections reflect the movement of management decisions and information between the so-called line managers, i.e. persons who are fully responsible for the activities of the organization or its structural divisions. Functional connections take place along the line of movement of information and management decisions on various management functions.

The versatility of the content of management structures predetermines the plurality of principles for their formation. First of all, the structure should reflect the goals and objectives of the organization, and therefore, be subordinate to production and change along with the changes taking place in it. It should reflect the functional division of labor and the scope of authority of management employees; the latter are defined by policies, procedures, rules and job descriptions and are expanded, as a rule, towards higher levels of management. At the same time, the powers of a leader at any level are limited not only by internal factors, but also by environmental factors, the level of culture and value orientations of society, the traditions and norms adopted in it. In other words, the management structure must correspond to the socio-cultural environment, and when it is built, it is necessary to take into account the conditions in which it is to function. In practice, this means that attempts to blindly copy management structures that operate successfully in other organizations are doomed to failure if the operating conditions are different. Of no small importance is also the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and the level of culture, on the other.

In the thesis work, an analysis was made of the existing organizational structure of the management of ZAO Novokubanskoye. The main activities of CJSC Novokubanskoye are the production, processing, procurement and sale of agricultural products, the production of cognacs, drinks, etc.

The average monthly wage increased from 2,711 rubles in 2001 to 3,621 rubles in 2003, and labor productivity also increased by 48,000 rubles.

An analysis of the organizational structure of management showed a number of shortcomings, such as:

Unnecessary steps and links in the control system;

The duality of subordinates and the possibility of receiving opposite instructions for subordinates;

High degree of centralization of management;

Low efficiency of the management apparatus due to the large number of its employees;

Inability to adapt to rapid changes in the internal and external environment;

Difficulties in passing information between departments, services.

To eliminate these shortcomings in the management structure, a number of measures are planned to improve it.

To improve the efficiency of the functioning of the organizational structure of the management of CJSC Novokubanskoye, it was proposed to carry out the following activities:

1. Set up a marketing service in the factory.

2. Introduce a sociological service.

3. Reduce the staff of the management apparatus.

4. Create an adaptation system at the plant that would help improve the efficiency of the management apparatus under constantly changing internal and external conditions for the functioning of the enterprise.

Due to the increase in labor productivity, sales revenue will increase by 9986 thousand rubles, due to the reduction in the number of employees by 11 people, the wage fund will decrease by 338.4 thousand rubles, due to the increase in the speed of information passing, the turnover ratio will increase by 0.13, profit before tax will increase by 75.0 thousand rubles.

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An objective prerequisite for the intensification of the activities of the internal affairs bodies at the present stage of the development of society is a more complete and detailed disclosure of management reserves and its central element - management activities based on the introduction of computer technology.

Management activity through its functions acts as the main information foundation of the intra-organizational activities of any organization, its strategy and tactics. The main purpose is the preparation of information for making managerial decisions.

Management activities cover all types of accounting information necessary for management within the unit itself, therefore, it is an extremely complex and labor-intensive process, on the rational organization of which the effectiveness of substantive activities depends.

The issues of rational organization of labor in the internal affairs department have long been given much attention. At the same time, the need for an integrated approach is constantly emphasized, which implies the implementation of a whole complex organizational measures in the following areas: improving working conditions, equipping workplaces, streamlining working hours, physical and psycho-physiological rehabilitation during the working day, rationalization of labor operations, cooperation and division of labor, regulation, stimulation of labor, improving cultural and professional level 2 .

Management activity based on the introduction of computer technologies is currently one of the important areas of various types of human activity, since it involves the introduction of the achievements of science and practice into the labor process, its regulation, as well as the protection of the rights and legitimate interests of the individual. The workplace of most modern specialists is already unthinkable without a reliable assistant - a computer.

At present, in the Russian Federation there is an awareness of the need to spread innovation processes to all aspects of the life of society, including law enforcement. The scientific organization of these processes, as well as the work of employees of internal affairs bodies, is partly expressed in the sequence and pace of legal reform, in improving the structure of internal affairs bodies and their functions, in ensuring social protection and working conditions, in the modernization of technical equipment and other areas. The main and determining value of the scientific organization of labor is the adaptation of a particular system to changing relations through the use of achievements in the field of scientific and technological progress.

The quality of law enforcement activities of the internal affairs bodies is expressed using the concept of "efficiency". This concept includes many elements, including saving working time, streamlining work with documents, using various technical means, scientific organization of workplaces, using more advanced methods of operational activities, etc. The scientific organization of labor in the internal affairs bodies ensures the effectiveness of solving the listed tasks on the basis of modern achievements in science and practice.

In this way, management activities based on the introduction of computer technologies in the internal affairs bodies-this is an activity designed to ensure the effective solution of the tasks set on the basis of the application of scientific achievements and best practices in strict observance of legal norms.

In the activities of the internal affairs bodies, the introduction of computer technologies contributes to the improvement of the methods of operational activities and the introduction of the achievements of modern technology. Such aspects as the creation of modern working conditions, improvement of the style and methods of management, scientifically organized selection of personnel and stimulation of their activities have a significant impact on improving the efficiency of activities. In general, the introduction of computer technologies creates conditions for the formation of forms and methods of activity of internal affairs bodies that meet modern requirements.

The process of introducing computer technologies is based on the fact that activities, including those in the internal affairs bodies, consist of labor operations and processes in which both individual employees and their teams are employed. The introduction of computer technology leads to a differentiated approach to optimization for various categories, both for ordinary employees and for management. Computerization of labor processes allows solving a variety of problems of improving the activities of internal affairs bodies.

The main tasks of introducing computer technologies in law enforcement activities are:

economic tasks;

psychophysiological tasks;

social tasks;

legal tasks.

Economic tasks involve saving material and financial resources, as well as saving working time, psychophysiological resources of a person and his labor costs in specific areas of activity.

Psychophysiological tasks are associated with the creation of favorable working conditions, maintaining the optimal parameters of the working environment, as well as ensuring health and high performance.

Social tasks are to create conditions for professional growth education, comprehensive and harmonious development of the individual, increasing the content and attractiveness of work, for career growth, as well as cultivating a conscientious attitude to official duties.

Legal tasks have special significance and specific content. On the one hand, the scientific organization of labor in law enforcement must fully comply with the law. On the other hand, innovation processes are conditioned by the laws of the development of society, which objectively implies the need to improve legislation, taking into account their content of practical activity.

In the internal affairs bodies, the introduction of computer technologies is subject to the goals and objectives of law enforcement. Accordingly, the principles of introducing computer technologies in the internal affairs bodies can be considered in conjunction with the principles of law enforcement (legality, transparency, respect for human rights, and others). The main principles of introducing computer technologies in the internal affairs bodies include the following:

Priority of human rights over other goals improvement of internal affairs bodies, i.e. in this activity, only that innovation is possible, which corresponds to generally accepted norms, the protection of human and civil rights.

The rule of law over the manufacturability of innovation, those. for law enforcement, it is not the material benefit received from the innovation that is more important, but its compliance with the requirements of the law that regulate this type of activity.

Unity of system-wide means and methods of law enforcement. This means that innovation cannot be the prerogative of one structural link in the system of the Ministry of Internal Affairs of Russia.

Separation of competencies between the developer of innovation and the customer of scientific products (for example, between a scientific organization and the Ministry of Internal Affairs of Russia), which is based on a contractual form legal relations in accordance with the legislation of the Russian Federation.

Responsibility for the consequences of applying the innovation is a mandatory component. In this regard, as a rule, innovations in the internal affairs bodies must undergo preliminary testing.

Publicity of forms and means of introducing computer technologies. This principle lies in the fact that, on the one hand, law enforcement is open to public control and discussion, and on the other hand, publicity helps to eliminate any kind of inconsistency, random innovation.

Continuity of forms and methods of introducing computer technologies involves the consistent improvement of law enforcement activities, taking into account previously introduced innovations.

The tasks of introducing computer technologies are most fully disclosed in the relevant areas of this activity:

division and cooperation of labor;

rationalization of labor processes;

introduction of advanced techniques and methods of work;

improvement of labor rationing;

optimization of incentive methods;

ensuring working conditions;

rational use of working time;

development of creative activity of its participants.

The division of labor is associated with the functions of structural units, individual employees and is due to the different tasks of the internal affairs bodies. The concept of cooperation is more often used in the meaning of interaction, since labor cooperation is used when the knowledge and experience of various specialists are needed to perform some work. Examples show that the choice of forms of division of labor and cooperation, as well as their reasonable limits, is not always obvious. In addition, it is necessary to take into account managerial, legal, social, technological, psychological, physiological and other aspects of activity. It is known that excessive specialization of individual elements of the system can lead to unjustified complication of the management process and reduce its effectiveness. On the other hand, excessive cooperation of labor can cause inertia of individual participants in the interaction, as well as "shifting" responsibility on each other.

The rationalization of labor processes, the introduction of advanced methods and methods of labor is one of the leading directions in the introduction of computer technology for many types of human activity, because the improvement of labor methods contributes to technical progress. The rationalization of law enforcement and its methods has its own directions. First, the organizational and legal forms of operational and service activities are developing, which is associated with the improvement of legislation and the introduction of best practices. Secondly, scientific and technological progress offers more and more advanced models and models of technical means for operational and service activities, which make it possible to more effectively solve the tasks assigned to the internal affairs bodies.

The rationing of the work of employees of the internal affairs bodies has several aspects: the rationing of working hours; rationing headcount, as well as weapons; regulation of the employee's salary; rationing of clothing allowances and food rations; rationing official duties; rationing of the working day, etc. The main parameters of the standards are established by legal acts for city district authorities, for structural divisions, for categories of positions and special ranks. Such norms are convenient for the management apparatus, but do not always satisfy the needs of the employee. So, the work of a practical worker sometimes turns out to be not standardized according to the length of the working day, not in all cases he is provided with means of communication and transport, not in all services the condition of the office premises and the accommodation of employees in them correspond to the standards. There are also no standards for many labor operations in law enforcement. Even qualification standards have not been developed for certain categories of positions. These and some other problems are known. They point to the existence of unresolved issues of labor rationing.

In the internal affairs bodies there is a system of measures to stimulate labor, among them - disciplinary, material and moral incentives. However, practice shows an underestimation of the role of incentives in organizational and managerial activities. Incentives are often identified with motivation, or the effectiveness of incentives is considered in proportion to monetary terms. Meanwhile, the incentive mechanisms for each of its types are diverse. It should be borne in mind that the main principle of their use is an integrated approach.

Labor efficiency largely depends on the conditions in which labor is carried out. In order to properly ensure working conditions, it is necessary to take into account many circumstances: the area of \u200b\u200bworking premises, temperature conditions, lighting, noise levels; household and psychological comfort, as well as some other components. The working conditions of an employee create the preconditions for high-quality work, save the psycho-physiological resources of a person, ensure health and long-term working capacity. Solving the tasks of properly ensuring working conditions in the internal affairs bodies is primarily associated with the need to develop standard designs for buildings and office space, as well as equipping them based on modern requirements.

In science, the rational use of working time is singled out as an independent direction of the scientific organization of labor. It seems that this is not entirely true, since this direction is subject to the rationing of labor and labor operations. At the same time, the organization of working time for certain categories of employees can be an individual act of management, which is associated with the concept of "self-management". With this approach, self-management should be considered as a skill of organizing one's own work, which is based on certain standards. They set the general framework for the budget of working time, and its rational use allows you to minimize the loss of time and fully complete the given amount of work. The main methods of self-management are: analysis of responsibilities according to the degree of priority, personal (individual) planning of working time, as well as self-control. In the activities of the management staff, as well as other categories of employees of the internal affairs bodies, self-government serves as a reliable means of asserting business qualities and career growth. In addition to self-management, organizational measures aimed at the rational use of employees' working time also play an important role.

A necessary condition for increasing the efficiency of the police department is the introduction of computer technology. The development and implementation of scientific forms of labor organization is carried out in an innovative process - a purposeful improvement of the activities of the internal affairs bodies. At the same time, the peculiarity of the process lies in the fact that in relation to the goals and objectives of law enforcement innovation process always secondary. Therefore, the introduction of computer technology must fully comply with the legislation governing the activities of internal affairs bodies.

Management activity reflects the system of communications within the unit. Its purpose is to provide relevant information to managers responsible for achieving specific results and performance indicators. Management activity implies the accounting, collection and processing of information for the purposes of planning, management and control within a given organization.

For more than half a century, so-called automated control systems for complex objects have existed and developed: enterprises, energy systems, industries, complex production areas, various organizations and divisions.

Automated control system (ACS) is a complex of technical and software tools, together with organizational structures (individuals or a team) providing management of an object (complex) in an industrial, scientific or social environment.

The purpose of the development and implementation of automated control systems is to improve the quality of management of systems of various types, which is achieved in two main areas:

timely provision with the help of ACS of complete and reliable information to management personnel for decision-making;

application of mathematical methods and models for making optimal decisions.

Currently, in the scientific literature, instead of the term ACS, the term management information systems (MIS) is more often used.

The introduction of IMS usually leads to the improvement of organizational structures and management methods, more flexible regulation of document flow and management procedures, streamlining the use and creation of standards, and improving the organization of production. IMS are distinguished by the functions performed and the capabilities of the information service. IMS are most actively used in production, however, in the internal affairs department, it is possible to introduce IMS to solve managerial problems.

Management information systems are human-machine complexes, which include, in addition to specialists, a set of software and hardware, systems for transmitting information, processing and using it, with the help of which the management process is carried out with the control of its individual stages and final results.

Currently, IMS have the widest application in various areas of management. Automation of management of internal affairs bodies is a kind of IMS for special purposes. In the internal affairs bodies, as well as in other similar systems, the main link of the IMS is a person, i.e. each task performed using automation tools is controlled in stages by an authorized person.

Among the urgent management tasks that IMS can successfully solve using modern information technologies in forensic units of internal affairs bodies include the following:

analysis and assessment of the operational situation;

carrying out calculations on the optimal use of forces and means in the performance of operational and service tasks;

maintenance and use of centralized information and reference data banks;

regulation of management information flows in special communication channels and provision of access to information;

* organization of archival storage and some other tasks.

The introduction of MIS into practice is possible with the decision in the system of organs

internal affairs issues of complex processing of operational information. Integrated Information Processing (ICP) is a rational, coordinated and continuous process. KOI provides a logical basis for the collection, systematization and processing of management information, requires a clear structuring of information in accordance with management levels. Each link must correspond to a certain set of data necessary and sufficient for management.

Usage personal computers for scientifically substantiated processing of managerial information, it makes it possible to introduce such a form of scientific organization of managerial work (NUT) as automated workstations into forensic subdivisions of internal affairs bodies.

automated workplace(AWP) is a complex of technical equipment that equips an individual workplace of an employee of the forensic division, which allows him to fully carry out his functional responsibilities. Such a system of labor organization increases the efficiency of meaningful operational activities, i.e. contributes to the successful solution of a number of substantive problems.

The technological and social directions of the introduction of NUT into the activities of forensic units (EKP) of the internal affairs bodies largely accompany each other and solve common problems. Computerization of workplaces, working conditions in office premises, mobility in the activities of employees, reduction of workflow, safety of the operation of the unit, prompt response to information about incidents and some other aspects of the introduction of scientific developments improve performance.

The essence of NUT is the gradual improvement of the management process, each stage solves its own tasks and has its own organizational and legal forms of activity. The consistent solution of all tasks is the basis for the successful implementation of NUT in the ATC ECP.

LOUT in ECP ATS due to informatization of management allows to achieve the following goals:

increasing the scientific validity and quality of decisions made through the use of mathematical methods and models;

increasing the flexibility of management, its ability to respond to changes in the conditions of activity of internal affairs bodies;

increasing the efficiency of management through timely and targeted preparation of information for making management decisions;

increasing the productivity of workers taking management decisions;

reduction of costs for management activities 3 .

In connection with the development of management science and the application of the principles of scientific organization of labor, at present, two areas of improvement are distinguished in the internal affairs bodies: organizational and tactical, which covers a set of measures that contribute to improving the efficiency of the work of employees of the internal affairs bodies through the best organization and tactics implementation of labor operations, and technical, which consists in the use of various technical means to reduce the time for performing work, to eliminate unnecessary movement of workers.

The most important factor in improving enterprise management is the company's ability to adapt to a changing external environment. How to achieve this, you will learn in the article.

You will learn:

Why it is necessary to start improving the enterprise management system with building a model of the organizational structure.
What are the tasks of organizational design.
What types of organizational structure of the enterprise exist.
What are the principles for choosing an organizational system.
What are the key points to pay attention to when improving enterprise management.
How to improve the management of a manufacturing enterprise.

Improving the enterprise management system by building a model of the organizational structure

Modern conditions of a market economy dictate their own rules, under which the key to the success of any organization is the regular improvement of enterprise management. Such improvement should take place taking into account objective production requirements and requirements for the process of selling goods, it is accompanied by a complication of economic relations, an increase in the role of the consumer in the formation of technical, economic and other product parameters.

The stability of the company in terms of economic factors, the ability to survive and improve the process of enterprise management directly depend on adaptation to environmental factors. In the context of a constant desire to maintain a certain compliance of the company with such external factors, the very principle of adaptive management lies. The main vectors of this approach to enterprise management are as follows:

dynamic development of new products;
use of modern equipment and technologies;
application of progressive forms of labor organization, production and management;
continuous improvement of human resources and the process of managing its staff.

The development of a specific management model and the subsequent improvement of the enterprise management structure are the main elements of high-quality management of production processes.

The form of division of labor for the adoption and implementation of managerial decisions is a structure for managing production processes. It actually consists of certain relationships that reflect the subordination of personnel units within a particular enterprise, as well as the subordination of its divisions that perform certain functions, including those aimed at improving enterprise management. At the same time, the organizational structure itself consists of various (independent) divisions, links and control cells.

If we are not talking about improving enterprise management, but about the management structure itself, then it consists of several elements, namely:

links (departments);
levels (steps) of management;
connections (horizontal and vertical).

The combination of the above elements, as well as the relationship between them, are directly organizational form division of labor for the adoption and implementation of management decisions.

Improvement of production management at the enterprise is necessary for competent and effective formation all links. The controls in this case are structural units and individual specialists who perform certain functions.

Management links are middle and lower managers who coordinate the activities of several structural divisions. At the same time, there may be different connections between such units and direct managers in terms of the nature of the relationship:

coordination;
consulting;
communications inspection and control;
methodical;
other managerial connections.

The links themselves are based on the principle of coordinating the actions of an employee (including the management level) with other employees and management levels before making a decision on a particular issue.

Functional services (for example, economic, accounting, etc.) most often use methodological connections (the procedure, terms and form for providing relevant statistical data, and so on).

Organizational management structures are designed taking into account the need for continuous improvement of enterprise management. Such design allows organizing new effective forms of management, which has both vertical and horizontal models. At the same time, the control scheme consists of various elements and numerous management decisions, as well as communication links.

The enterprise management system is characterized by the presence of goals that are constantly changing over time. However, it is quite conservative. This fact determines the need for flexibility and adaptability, which inevitably arises when designing an enterprise management structure.

The design of control systems is the final stage of the study, since the entire range of work is ultimately focused on improving an existing system or on creating a new system. The enterprise management system is formed on the basis of the composition, content and complexity of performing general and special management functions.

The main tasks of organizational design are:

determining the qualitative and quantitative composition of the elements of the management system;
choosing the configuration of system elements in space;
designing overall structure in the control system;
development of processes regulating the activities of the management system;
determination of information relationships between the elements of the system;
designing the technology of management processes.

Management Improvement enterprise resources, with from the point of view of personnel, and the modeling of the management structure as a whole is based on building a certain chain, which reflects the sequence of tasks for the formation of human resource potential at the enterprise. Designing an organization management model should be based on taking into account the strategic objectives that are determined by the company to conduct effective management and improve enterprise management as a whole.

The main stages of designing a management system using organizational modeling

Selection of a typical control scheme. At this stage, the model to be carefully considered is determined. This schema is required for the next steps.
Distribution of decisions by levels within the matrix-staff structure.
Calculation of the control level load. This stage is the direct design of the management structure. It is based on the study of the very possibility of creating one or another version of the management structure of the enterprise.
Selection of the final version of the enterprise management structure, on which further calculations are made.
Formation of a management scheme and the composition of departments within the selected structure. In this process, a decision is made on the implementation of this structure.
Correction and approval of the management scheme.
Designing procedures for making managerial decisions.
Documentation development, which will regulate the activities of departments and individual performers, as well as the enterprise management system as a whole.
At the end of the entire design process, development of regulations on the organization.

Expert opinion

Management problems of Russian enterprises

Dmitry Baturin,

Based on my own observations, I can say that Russian production processes, in terms of management, are clearly characterized by three problems, namely:

Lack of cultural planning. In the West, business owners seek to regularly expand their planning tools and improve enterprise management through the use of the mission, strategic analysis, building various matrices and forecasting, using segmentation of the consumer audience, and so on. Think about how many planning methods aimed at improving enterprise management are used in your company (not counting such primitive tools as quarterly and annual plans).
Technical backwardness and lack of work to improve enterprise management. To date, many factories operate without the use of elementary databases and electronic archives, while the vast majority of middle managers are already over 50 years old and simply do not have computer literacy. Under such circumstances, there is no one to replace the retiring engineers.
Trusting key positions to friends and relatives. Quite often, production is not managed by professional manager, which seeks to direct forces to improve enterprise management, as "reliable" acquaintances of the owners of these companies. At the same time, such acquaintances do not understand the specifics of the business and cannot understand many problems, therefore, they are also unable to solve them.

After the shareholders realize the low efficiency of the entire business, they try to attract consultants in order to somehow compensate for the gaps in training that have arisen. At the same time, people are hired according to the principle “promises a quick result”, but this thesis does not at all guarantee a real improvement in enterprise management as a whole.

Basic principles of organizational design

Improving enterprise management is directly dependent on compliance with the rules and mechanisms of the construction itself. management system. The organizational and management structures are closely interconnected, since the first reflects the division of work adopted in it between departments, groups and people, and the second creates coordination mechanisms that provide the ability to effectively achieve the overall goals and objectives of the enterprise.

An important component of enterprise management is the design of its management structure, which should take place in compliance with the following principles:

An appropriate number of management units.
Separate components of the organizational structure of the enterprise, its divisions and information flows.
Rapid response to changes within the managed system.
Granting authority to resolve issues to the unit that has the most information on the issue that has arisen.
Adaptation of individual divisions of the management apparatus to the entire management system of the organization as a whole and to the external environment in particular.

As part of the management of the organization, the manager must always look for the best ways to improve the management of the enterprise, trying to minimize the cost of the company's resources while achieving specific goals. In addition, an important efficiency factor is the time spent on achieving a particular goal. Independent, independent elements within the organization:

financial department and accounting;
personnel service;
sales department;
production plan units.

The planning process includes several stages, each of which solves certain problems. At the preparatory stage:

the circle of performers is determined (it includes employees with the highest qualifications; if a large-scale plan is required, then a special commission is approved with the help of an order, customers are involved in the work and public organizations, as well as specialists from various educational institutions);
the terms within which it is necessary to carry out the development are determined (planning for the next year should begin no later than November of the current year);
conditions are created for the full information support(data are collected, systematized and analyzed for subsequent decision-making).

In order to collect all the necessary information, it is important to pay attention to accounting and reporting data, audit materials, directives and normative materials, scientific publications, teaching materials. You can collect information:

by phone;
in person;
in the course of negotiations;
during public events and conversations.

Meetings, seminars, business games should be held, since such events help system developers to more clearly understand their tasks and the very technology for developing the required plan, which also consists of several stages. You need to do the following:

Define goals and objectives for the planned period.

Goals can be contained in various documents, such as:

organizational (charter, regulations, instructions);
administrative (orders);
individual norms and regulations.

In order to comprehensively justify the plan, it is necessary to clearly formulate not only the goal, but also specific tasks.

Describe the quantitative indicators of the activities of institutions(data on events, visitors, the amount of funds required).

Qualitative indicators determine the artistic level of the work and its effectiveness. According to the method of determination, indicators are divided into:

approved (in plans budget financing);
normative (determined on the basis of norms and standards);
settlement (determined by themselves).

Regarding the assessment, indicators can be positive and negative.

Also, indicators can be absolute and relative. Absolute indicators, in turn, are divided into:

natural (pieces, kit, etc.);
cost (expressed in a financial unit, for example, in rubles).

Relative indicators are expressed as percentages, shares, indices, etc.

To justify the implementation of the plan, the method of compiling balances (material, cost and labor) is usually used. After the plan is justified, it can be drawn up (transferred to paper).

To approve with all officials and authorities that are related to its implementation, and approve.
Control execution. The plan must be communicated to the specific people who will execute it. As part of the communication, explanatory work should be carried out with the help of meetings, seminars, and visual materials.

Improving which organizational structure of enterprise management you need

To understand and master the basics of improving enterprise management, it is necessary to know the typology of management structures.

Let's consider the most common of them.

Linear the structure of enterprise management involves the direct subordination of lower-level personnel to higher managers.

This type is most often used in simple forms of organizations. The elements in it are arranged in a straight line, that is, the lower level is subordinate to the upper one. The advantages of such a structure:

unity of control;
ease of (one channel) submission;
line responsibility.

The disadvantages of such a structure are:

there are no elements that provide planning and preparation of decisions;
high requirements for the professional qualities of a leader;
complex communication links between performers;
low level of specialization of managers;
authoritarian style guides;
The leader is often overwhelmed.

functional the management structure is a scheme of subordination of a subordinate unit to a number of functional units that solve individual management issues of a different nature (technical, planning, financial).

Within this type of organizational structure, there are several departments that perform certain types of work and solve specific tasks. At the same time, specialists of a specific department, for example, marketing or planning, are responsible for management. Thanks to their coordination and interconnection, the efficiency of the entire organization increases. At the same time, a separate functional unit can move away from the implementation of a common goal and concentrate on performing a task within a specific workshop. Functional divisions are not responsible for the overall result of the enterprise. This structure is suitable for small and medium enterprises.

Linear staff the management structure is characterized by a combination of the properties of linear and linear-functional structures.

The line and headquarters structures have different goals and objectives, and therefore their powers are divided. For example, a line manager is responsible for achieving the main goal of the company, and a staff member must solve secondary tasks.

Linear-functional the structure involves the interaction of the line manager with the apparatus of the functional structure (department, bureau) in the process of solving various problems. Such a functional apparatus is subordinate to the chief line manager.

Linear management structures are designed with the aim of:

offload line managers;
improve the quality of decision making;
improve horizontal connections;
ensure the exchange of knowledge between employees.

matrix the structure is built on the principle of double subordination of performers.

With this type of organizational structure, each employee performs a specific set of functions. The strength of the matrix structure lies in the ability to dynamically adapt management to changing external and internal conditions of the enterprise, as well as in rational use labor resources.

The downside of this organizational structure is that it is cumbersome, making it difficult to acquire the skills needed to take on new projects.

Does not exist optimal structure for all situations possible in the enterprise. External and internal factors determine the relative effectiveness of a structure.

Production goals should ensure the organizational potential of the enterprise, which consists of:

resources of management personnel (the ability to set operational and strategic goals and form optimal management decisions that ensure the achievement of these goals);
resources for technical equipment of managerial work (a reliable set of technical means that ensures the smooth functioning of the management system and a quick response to changes in production goals);
information support resources (providing management personnel with reliable information in full at the required time and place to develop optimal management decisions).

To ensure competent leadership, it is necessary to contact your employees for 2/3 of the working time. The rest of the day the manager can spend on the performance of auxiliary management functions (planning, analyzing finances, and so on).

The performing staff must clearly understand their terms of reference and continuously engage in solving problems, without wasting time and effort on doing several things at once.

Departments should not duplicate each other's functions, as this is too costly. Any decision on the issue of improving enterprise management should be made using a systematic approach, taking into account economic, technical, social consequences and other important factors.

Effective improvement of enterprise management is possible only with the active participation of the entire team in this process. To do this, it is necessary to inform the staff in a timely manner and promote the feasibility of the changes being made.

It is customary to single out the following basic principles of the organizational and managerial structure of the complex and business units:

the organization's ability to quickly and flexibly respond to external market conditions and their changes, which implies the adaptive capabilities of both individual business units and the complex as a whole;
the ability to provide the most optimal level of decentralization of management decisions;
the performance of all functions of the complex (business unit) and the organization of the process of their implementation should be assigned to a specific service, business unit, while excluding duplication;
responsibility for the organization and performance of the function should be personalized.

Depending on what exists specific conditions and the level of independence of business units, a decision can be made on the centralization / decentralization of management functions in the complex.

For example, there may be a need to completely centralize the functions of accounting or a security regime, or there may be a need for partial centralization, for example, only supervisory control and methodological guidance. It is also permissible for these functions to be performed by the business units themselves.

During organizational changes, it is necessary to involve all personnel in this process. The more people who participate in it, the better. However, with a shortage of time and money, it is worth being more pragmatic and selective in this matter.

Expert opinion

How to find the right managers

Dmitry Baturin,

Executive Director of the Moscow Locomotive Repair Plant

With the Russian educational system, most likely, one should not rely on trained production workers. There are simply no grounds for such hope. Therefore, in order to improve the personnel management system at the enterprise, one should:

To develop a worthy personnel reserve. To do this, it is worth using the knowledge and experience of masters who retire. Good example an established system for preparing a worthy shift - the Ramenskoye Instrument-Making Design Bureau.
Involve specialists with experience in foreign enterprises for cooperation. For example, in China they try to invite managers from the United States to factories, while maintaining American wages for them, which are much higher than the local ones.
Oblige managers to learn new specialties. In our organization, all managers, including myself, go to work once a month as an ordinary production employee. This approach helps us identify and fix many problems.

Directions for improving enterprise management

Improving the management of the enterprise and the direction of this activity has its own weak sides in Russia. Here are the most problematic places for Russian companies:

1. Logistics.

72% of Russian companies face such difficulties, only 2% of our organizations have no difficulties with the material and technical base. The main problems in this area:

supply disruptions due to managers not placing orders with suppliers in advance;
even if the supplier does not suit the company, it cannot quickly change it;
the organization does not have rules for concluding contracts with suppliers;
the company does not have a good reputation that would allow choosing the best suppliers;
the organization does not use tenders and competitions to select a supplier.

Recommendations to improve the management of the enterprise in this case, the following: it is necessary to develop rules that should be followed when working with suppliers. For example, the company "Windows of Petersburg" selects counterparties in accordance with certain criteria, such as guarantees from the supplier, the availability of promotional materials, etc. For each criterion, the supplier is evaluated on a 10-point system, and based on the results, a future partner is selected. It is also worth developing KPIs for buyers.

2. Development of coordinated actions.

Almost 70% of firms develop concerted actions very hard, and only 3% of companies can do it quickly and efficiently. There are several reasons for the poor quality of the consensus-building process:

there is no analysis of the competitive environment;
the company cannot occupy a profitable niche due to the lack of tracking market trends;
managers do not know the current legislation (do not follow the changes);
high costs due to lack of analysis of providers and their services.

Recommendations and proposals for improving enterprise management in this case are as follows: marketing service specialists should be instructed to carefully study the sites, advertising and offers of the company's competitors. On a weekly basis, they should provide you with a report on all identified changes. You should also place an information board in your office so that any employee can share information they find about competitors. Such a board will allow you to have a good idea of the state of affairs for all the staff, and you will be able to make decisions quickly. The chief accountant should be instructed to prepare for you a selection of amendments to the legislation and provide it to you on a monthly basis so that you can always have up-to-date knowledge of laws and other regulatory documents.

3. Promotion and sale of goods

In 64% of companies, executives consider their marketing processes to be weak, 31% of executives call them suboptimal, and only 5% of business owners are satisfied with the promotion and sale of products. Reasons for low efficiency:

lack of sufficient funds to defend a competitive position;
irregular collection of information on the level of customer satisfaction;
before concluding a deal, the company's employees do not evaluate the client's reliability and solvency;
sales growth is not the exclusive merit of managers;
quantitative criteria for measuring the degree of customer satisfaction are not provided.

Recommendations: standards should be developed for how managers communicate with their clients and start using the NPS system to measure customer satisfaction. Such a system exists in the holiday home of ANM Group. Thanks to the developed communication standard, the managers of this company began to tell customers in detail about all the services of the hotel, and the visitor satisfaction index and the number of repeat visits doubled.

To make the promotion process even more productive, meet with marketers weekly and discuss the results of the completed week, and then set a few new tasks for the next week. At the same time, plans should be posted in prominent places so that they are accessible to everyone. For budget-free marketing ideas, brainstorm regularly.

4. Reproduction of labor resources.

Work with personnel in 64% of companies is poorly built, in 30% this process is not optimal. The reasons for this situation are:

the presence of violations of the law during the employment (registration) of new employees, which leads to conflicts during dismissals and even to litigation;
lack of adaptation procedure for new employees;
non-compliance of personnel with the requirements of the organization in terms of the level of competence, in connection with which a large number of newcomers do not pass the probationary period.

Recommendations: follows in without fail formalize labor contract not later than within three days from the moment the employee goes to work. AT this document all conditions of cooperation should be spelled out, starting from the duration probationary period and ending with wages. It is necessary to correctly formulate the conditions for passing the probationary period, so that later you have the opportunity to fire an unsuitable employee.

Have your organization's Human Resources team work out an onboarding process for newcomers. For example, in trading network“Enter” the day before a new employee leaves, an employee with experience contacts him and warns that he will meet him at work on the first day. Then he acts as a mentor, introduces the values of the company, answers all questions. After the introductory day, the beginner has the right to continue to turn to the mentor for help, and he, in turn, receives certain points that will be taken into account in the Olympiad corporate game.

5. Reproduction of IT infrastructure.

The process of development and support of IT infrastructure is considered weak by 61% of companies, suboptimal by 34% and strong by 5%. Reasons for low efficiency:

discrepancy software all the needs of employees, in connection with which there are a large number of complaints from employees regarding the functionality and speed of programs;
difficulty in use information systems, which leads to the need to make efforts to maintain the software;
violation of recommendations from manufacturers by software maintainers.

Recommendations: When an IT system is being implemented, it is very important to enlist the support of your employees. For example, in the production company Ekookna, the implementation team met with representatives of all departments that were involved in the project. Working group talked about all the problems in optimizing the site. All wishes were passed on to the contractors, who asked clarifying questions. Then the implementation team, together with representatives of the department, developed the concept: designed business processes, compiled a list of tasks that the program should solve, and formed requirements for the interface. When the project was ready, the head of the department introduced his subordinates to it, then collective discussions took place. The head of the department presented the finished project to his subordinates, they discussed it and wrote the terms of reference themselves. In turn, the terms of reference of all departments were analyzed at a general meeting of managers, identifying duplicate functions and deciding which department would be responsible for a specific task.

6. Reproduction of technological equipment.

109 companies out of all surveyed use technological equipment. At the same time, 60% of them note that there are certain problems with the purchase, maintenance and repair of equipment. There are several reasons for such problems:

during the purchase of the equipment, tenders were not organized by the company, so it was not possible to find the best supplier;
measures to prevent emergency situations have not been developed, scheduled repairs of equipment are not carried out;

commissioning of equipment does not always take place after the necessary adjustment and testing procedures have been completed, documentation requirements are not taken into account.

Recommendations: it is necessary to develop a regulation in accordance with which equipment will be purchased. For example, the Rockwool company created an algorithm consisting of three stages: the director analyzes the need to purchase new equipment, then the application is considered by employees of the financial and engineering services, and finally the application comes to the control committee, which makes the final decision.

7. Financing and calculations.

57% of companies called the financing process weak, 4% - strong, and the rest is not optimal. Reasons for this situation:

the level of reliability of financial statements is low;
money is spent and earned unbalanced, in connection with which there are cash gaps;
indicators of execution (non-execution) of the organization's budget are not "wired" into the personnel motivation system.

Recommendations to improve financial management enterprise : create and implement a KPI system for saving the company's budget. At the same time, be sure to remember the rule: the goals of leaders should not conflict. It happens that the bonus of one top manager depends on increasing profits and minimizing costs, and the bonus of another depends on the efficiency of the process, the setting of which requires certain financial investments. To avoid such situations, it is worth developing a system of indicators in a balanced way.

8. Production of products.

Only 35 companies surveyed evaluated the production process. 51% consider this process weak, and 46% - not optimal. The reasons:

the production plan does not take into account the equipment repair schedule;
divisions of production are loaded unevenly;
rushes happen quite often;
the production department and the sales department do not coordinate actions among themselves.

Recommendations: try to identify the weak link in the production chain. Analyze the reasons for the delay. If these are non-technological operations (loading components, cleaning the machine, etc.), reduce their duration. This is exactly what they did at one food enterprise, where the loss of time happened during a shift change. The introduced rule helped to solve the problem: the shift began to be transferred while the equipment was working, without stopping production and not at the moments of waiting for loading.

Improving the management of an industrial enterprise

In today's world, any industrial enterprise itself must determine and predict the parameters of the external environment, the range of its products and services, their prices, as well as suppliers. At the same time, the main task is to competently and quickly respond to changes in external factors, as well as changes in the internal environment, that is, it is important to effectively adjust your actions taking into account the changes that have occurred. To do this, you should always look for new moves in the framework of management activities and pay attention to improving enterprise management.

One of the most important and new approaches to management for enterprises operating in the Russian Federation is to ensure the effectiveness of the production process management system. The main directions for improving the management of an industrial type enterprise are:

Improving the production itself. Without a competent organization of the production system, it is impossible to achieve high performance in the management.
Improving the organization of managerial work. The activity of production specialists has its own specifics and imposes great responsibility on the staff. The main task of each individual employee within the production system is the adoption of effective management decisions that relate to the efficiency of the entire production.

This is what is important in the framework of improving enterprise management.

Formation of a rational organizational structure of production management.

An important criterion for determining the effectiveness of the production management system is the rationality of building an organizational structure that determines the number and composition of management levels. In modern conditions of the introduction of a process-oriented management structure at the enterprise, global processes of transformation of organizational structures are carried out.

The main directions of changes in the management structure are:

decentralization;
reduction of management levels;
transition from vertical to predominantly horizontal links;
democratization.

Implementation of information systems- the main direction of improving the system of operational management of production, which is associated with the introduction of information systems.

Production processes are accompanied by large information flows, which are the basis for making one or another management decision. Today, information is not only valued in the same way as material resources but is also one of the highest priorities.

The presence of information technology is an indisputable competitive advantage of any enterprise. It is information that is the main subject of work of production workers, because without up-to-date and accurate information, production employees will not be able to make correct and effective decisions.

The creation of corporate information systems makes it possible to provide managers with complete and reliable data, provide final executors with precise and specific instructions, and support decision-making at all managerial levels.

Improving enterprise management is largely associated with the introduction of progressive forms of management, which include the following:

production is focused on meeting the needs of society, as well as on priority consumer desires and effective interaction with the external environment;
improvement of cost management in the enterprise in terms of financial costs in production (their reduction), the use of the latest achievements of technological progress;
creation of optimal conditions for initiative and activity on the part of employees in the framework of decision-making regarding production issues.

As part of improving the management of an industrial type enterprise, there are two main ways:

Organizational and economic.

This path involves the achievement of the most clear regulation of all functions and the distribution of responsibility between employees. In addition, it is supposed to create all the necessary conditions for the formation of an interested attitude to work (including the quality functioning of production) on the part of employees.

Control automation.

Automation is based on the integrated use of economic and mathematical methods and computer technology in management processes. Improving enterprise management through process automation makes it possible to effectively use management information, unload an employee from monotonous work and eliminate errors that were made in information flows due to the human factor.

The main criteria for assessing the degree of management quality are:

Efficiency, which is determined by the pace of management (meaning the time that was spent processing information to make a certain decision and implement it).
Optimality is evaluated based on the quality of the decisions made.
Efficiency, which is determined by the final results in terms of the size of the final profit. Particular attention is paid to reducing the level of fluctuations in the total profit of the enterprise. Hence the desire to equalize fluctuations in profits for different types of manufactured products.

To large enterprise functioned effectively, it is extremely important to have internal harmony and good adaptation to the conditions of the external environment.

There should also be an understanding of their duties by each employee, a desire to do the job well and on time.

One must be able to combine discipline with relative freedom of behavior and initiative, subordination with relative independence. Management must maintain the organization in a state of mobile equilibrium, therefore, management must also be mobile and flexible, because rigid leadership excludes mobility altogether.

Information about the expert

Dmitry Baturin, Executive Director of the Moscow Locomotive Repair Plant. Dmitry Baturin graduated with honors from the Russian Academy public service under the President of the Russian Federation. Corresponding member of the International Academy of Management. Winner of the Moscow competition "Manager of the Year - 2012" in the nomination "Production". For more than 12 years, he managed various productions in the USA: American Sugar Refinery, Domino Sugar, Wonder Bread, etc.

Introduction

The relevance of the problem under study. Planning in the management system of the organization plays a leading role. This is an axiom that has long been proven in practice in developed countries. However, as a result of market transformations in the Russian economy, planning as an institution was practically eliminated at all levels of government. But life has shown that this is one of the strategic mistakes of the reforms. And today the issue of planning has risen sharply at all levels of government. Improving the management system of a modern organization is one of the main directions for increasing efficiency social production.

Thus, improving the management of modern organizations in various industries is an urgent problem, the solution of which requires the creation of qualitatively new efficient systems management: these should be real-time systems, "quick response" systems, systems for operational management of organizations, and finally, systems for operational innovation management.

The purpose of this work is to analyze and improve management at the enterprise.

Explore the theoretical aspects of the management activities of the enterprise; - evaluate the management activities of the enterprise; - develop management decisions to improve the activities of the enterprise.

The subject of the research is the development of measures to improve the efficiency of the management of the enterprise. The object of the study was the enterprise LLC "Virtek"

Theoretical foundations for improving the management system

Management activity as a socio-economic phenomenon

Management activity is a complex and diverse socio-economic phenomenon and has a number of features that distinguish it as a specific object of economic research. Managerial labor, on the one hand, acts as a means of social production and depends on the level of development of the productive forces, and on the other hand, it expresses the social relations of people in the conditions of labor cooperation, thereby reflecting the specific nature of the production relations of this formation. AT economic literature Until recently, there is no single approach to defining the essence of managerial work. So N.P. Belyatsky emphasizes that "management work is a process of consumption of the qualities of a manager, a positive creative activity, and its content "can be represented as the structure of the costs of mental and physiological energy of workers in the performance of a labor function." Naumova managerial work is defined as the process of implementing a certain type of interrelated actions to form and use the organization's resources to achieve its goals.It includes those functions and actions that are associated with coordination and establishing interaction within the organization, with the motivation to carry out production activities, with the target orientation of this B. Milner in the content of managerial work includes the ability and ability to develop goals, determine values, coordinate the implementation of tasks and functions, train employees and achieve effective results of their activities.

"The content of managerial work is to provide general guidance for the process of functioning and development of the management system and to perform its functions in relation to the object of management - production," writes G.Kh. Popov. Management activity, according to Fayol, contains foresight, organization, management, coordination and control, it is the implementation of management functions that, from his point of view, is the source of the effectiveness of the management system. Other scholars give a similar definition, which includes "the process of planning, organizing, motivating and controlling necessary in order to form and achieve the goals of the organization." The definition of the content of the manager's work is gradually moving into the definition of management itself, in particular, Drucker P. believes: "Management is a special kind of activity that turns an unorganized crowd into an effective, purposeful and productive group."

Management is the ability to find the best solution in each specific situation, using a multivariate system of influence on others.

There are still differing opinions on this issue testifies that managerial work is a type of labor activity, which is primarily characterized by the difficulty of determining immediate results, since it is associated with the organization and management of workers who directly create material values.

Managerial work involves joint activities management personnel, expresses the need to establish certain links between them and workers directly involved in the production process, as well as the relationship between the management personnel themselves, employed in the field of management under the leadership of a single organizing center, which not only links all workers involved in this work into a single whole but also coordinate their activities. Managerial work is a specific type of mental activity (partially physical), aimed at guiding people with the help of certain methods, and through them - at the course of the production process.

Production and managerial work has the same goal and result. However, managerial work has its own specifics. The functions and operations that make up the content of managerial work, regardless of the hierarchical level of management, can be represented as a cyclic scheme that includes three stages.

On the initial stage managerial work is associated with the development of a strategy, achieving goals, ways to justify them. Here, the ability of leaders to involve the team in this process is of particular importance. At the second stage, there is a systematic process of organizing the fulfillment of the goal (dividing the goal into stages, elements and bringing them to each unit and executor, their motivation). At the third stage, the main attention is paid to the regulation, coordination of work and their control. At this stage, great importance is attached to the adjustment and timely clarification of goals, etc. Today, the transformation of managerial work is taking place not only under the influence of scientific and technological progress and radical changes in the economy, such as the transition to market relations, denationalization, etc. All this introduces significant changes in the content of managerial work:

The process of complication of managerial work, the growth of its creative orientation, caused primarily by the introduction of computer technology;

Implementation without documentation information technology the possibility of which provides computer technology;

Increasing the value of information;

A sharp reduction in the duration of the management cycle caused by the spread of software types of equipment and technology.

In modern conditions, a new system of division of labor in management has been formed, which is acquiring a collective focus:

Direct producers acquire the status of a subject of managerial labor, participate in all phases of the managerial cycle;

The material basis of the only cooperation of managerial labor is being created, because there is a close interdependence of managers and direct producers. It is this socio-economic form of managerial work that can be regarded as adequate to the nature of market relations, since it is able to provide an effective and effective implementation management functions of joint, collective actions in achieving the goals.

Directions for improving management activities (management style) of the head of OLIMPIS LLC

The modern development of society shows that the successful operation of an organization largely depends on a skilled and competent leader. In turn, it must be remembered that any organization is a single entity and if the work of the leader himself is not properly organized, then the leader will not be able to work effectively, which will undoubtedly affect the work of the entire organization.

If the manager does not plan and properly organize his work, this will lead to loss of working time, unnecessary overstrain and ultimately affect the quality of management. The head has a certain fund of working time during the day. The length of the working day of the manager is not limited, but it is necessary to plan your work in such a way that the working day does not stretch for 14-15 hours.

First of all, it should be noted that the performance of the head during the working day is different. So peak performance falls between 10 and 11 o'clock. Then performance drops. After lunch (between 12 and 13 hours), productivity increases slightly, but after 14 hours it noticeably decreases. In accordance with this, it is necessary to make important decisions during the period of maximum performance.

The manager must carefully plan his working day. Work schedules work best for this. In such schedules, a certain time during the day is immediately allotted to perform any repetitive actions.

Sample work schedule:


	Familiarization with the list of tasks for the day, compiled by the secretary
	Analysis of reports received from department managers
	Conducting meetings with managers
	Departure to the object / warehouse of the supplier /
	Work with business correspondence, business correspondence
	Conducting meetings with other department heads
	Establishment of business contacts in the direction of new distribution channels /wholesale/
	Tracking the current state of the industry, adjusting actions
	Rest time, lunch break
	Signing concluded contracts, administrative documentation, other work with documents
	Reception of clients, employees on personal matters
	Writing a report on the current state of the company's activities to senior management

Keeping a schedule is not strictly required, but it helps to plan intelligently working time. The manager must constantly monitor how the planned tasks are completed, as well as analyze the use of working time and find out if it is lost for the same reasons. As a result, the manager gets to know himself better, in the future he will be able to focus on solving the most important tasks and will be able not only to work, but to achieve high results.

Also, the leader must improve his skills and abilities by attending various conferences, seminars to improve management activities.

Since Nikolai Vasilyevich, the head of OLISPIS LLC, is inherent in democratic style management, in my opinion, significant improvements in style are not required, he knows how to find a common language with subordinates, listens to their opinion, sometimes entrusts responsible work to subordinates without interfering in the process, which increases the self-esteem of subordinates, and they begin to respect the leader. Nikolai Vasilyevich does not delve into the fine details of the work of a subordinate, does not impose petty guardianship and control on him, but constantly formulates goals, emphasizes his interest in the work of a subordinate, gives advice, if necessary, offers solutions, systematically controls.

From the point of view of the need to improve management, an enterprise is obliged to constantly improve its structure, achieving the maximum reduction in the costs of managing the trade and technological process through the use of the most advanced management schemes, the introduction of modern computer technology, mechanization and automation of engineering and management work, all this certainly depends from the quality organization of the work of the head. Today's leaders, more than ever, must care about performance and ensure that their organization operates as efficiently and productively as possible than its competitor.

Theoretical foundations for improving the management system. Theoretical aspects of studying the management activities of an organization

Improving the enterprise management system by building a model of the organizational structure

The main stages of designing a management system using organizational modeling

Management problems of Russian enterprises

Basic principles of organizational design

Improving which organizational structure of enterprise management you need

How to find the right managers

Directions for improving enterprise management

Improving the management of an industrial enterprise

Information about the expert

Introduction

Theoretical foundations for improving the management system

Management activity as a socio-economic phenomenon

Directions for improving management activities (management style) of the head of OLIMPIS LLC

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