Introduction

Country transition to market economy, reaching the world level requires enterprises to increase production efficiency, competitiveness of products based on the implementation of achievements scientific and technological progress, effective forms of management and modern methods of personnel management.

In order to successfully manage an enterprise, it is necessary to clearly understand the basic mechanisms and patterns by which the economic activity of the enterprise is carried out, what you need to pay attention to. In other words, it is necessary to have a sufficiently high level of competence in matters of enterprise economics.

The main objective of the enterprise in all cases is to generate income through the sale of manufactured products (work performed, services rendered) to consumers. Based on the income received, social and economic needs are satisfied labor collective and owners of the means of production.

For the successful functioning of the enterprise, an analysis must be organized economic indicators activities of the enterprise and planning its production and economic activities.

In this course work, the main economic categories and indicators are considered, which can be used to evaluate the activities of an enterprise from various angles, and the calculation of the main technical and economic indicators of an enterprise's activity is made on the basis of the proposed data.

Methodological basis for implementation term paper are teaching aids and materials of the periodical press on the economics of the enterprise enterprise, research of domestic and foreign scientists in the field of development of the efficiency of enterprises.

The concept of the enterprise, the goals and objectives of its activities

Before proceeding to the consideration of the essence of the enterprise, it is necessary to give a definition of the term "enterprise".

An enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective, capable of using the means of production at its disposal to produce the products (perform work, provide services) of the appropriate purpose, profile and range that consumers need (perform work, provide services).

The enterprise as an object of study is a separate production and economic unit that has the rights legal entity engaged in the production and sale of products, the performance of work, the provision of services.

The main task of the enterprise is economic activity aimed at making a profit to satisfy the interests of the owner of the enterprise.

The enterprise is the primary link in economic system states. The company produces goods, performs work, provides services; jobs are created that provide employment for the able-bodied population and consumer demand. The enterprise is the main taxpayer, replenishes the revenue side of the state and local budgets.

In the system of the national economy, the enterprise is the main link, which is determined by the following circumstances:

1. Enterprises manufacture products, perform works, services that form the material basis of the life of both a person and society as a whole. The standard of living of people and the well-being of the state depend on what products an enterprise produces, what costs it incurs for its manufacture.

2. An enterprise is a form of organizing the life of each person and society as a whole. Here the employee, realizing his creative potential, contributes to social production. Here he receives remuneration for his work, financially providing himself and his family members.

3. The enterprise acts as the main subject of production relations that develop in the process of production and sale of products between various participants.

4. An enterprise is not only economic, but also social organization, since it is based on a person or a labor collective. In work, in the team, a sense of belonging to the affairs of society is realized, each employee of the enterprise develops as a person.

5. At enterprises, the interests of society, the owner, the collective and the employee are intertwined, their contradictions are developed and resolved.

6. The enterprise, carrying out production and economic activities, has an impact on the environment natural environment determining the state of the human habitat.

Thus, we can conclude that the efficient operation of enterprises is the most important condition for the welfare and prosperity of the state.

At present, the status of the enterprise, the procedure for its creation and liquidation, the conditions for the formation and use of property, economic, economic and social activities, the relationship of the enterprise with the authorities government controlled and local government are mainly governed by national legislation.

State authorities set the rules economic behavior enterprises through a system of laws and regulations governing and regulating their activities.

There are two main models for the functioning of business entities - directive and social market economy. The essence and features of the activities of enterprises in various conditions are as follows.

In a centralized, directive economic system, an enterprise is an economic entity that has the rights of a legal entity, which, on the basis of the use of property by the labor collective, produces and sells products, develops according to a plan, and works on the basis of economic accounting.

In a social market economy, an enterprise is an independent business entity that has the rights of a legal entity, whose activities are aimed at making a profit, are carried out at their own risk and under their property responsibility. There are three significant differences in these definitions.

The first is complete independence in a market economy and limited independence in a directive economy. The second is the purpose of the activity: profitable work in a market environment and production output - in a centralized system of public administration. The third is the property liability of the owners of the enterprise: in a social market economy, the risk of losing property, and in a directive economy, covering losses through subsidies from the state budget.

The period of transformation of the administrative-command economic model into a social market system is called the transition economy.

In a transitional economy, an enterprise is affected by both market factors and directive methods of regulation, which has a negative impact on the efficiency of its work.

To study the production and economic activities of the enterprise, it is necessary to dwell on such concepts as the internal and external environment of the enterprise. The internal environment of the enterprise is people, means of production, information and money. The result of the interaction of the components of the internal environment is the finished product (work performed, services rendered) (Fig. 1).

Fig.1. Internal environment of the enterprise

The external environment, which directly determines the efficiency of the enterprise, is primarily consumers of products, suppliers of production components, as well as government bodies and the population living in the vicinity of the enterprise (Fig. 2).

Fig.2. The external environment of the enterprise

The most important task of the enterprise in all cases is to generate income through the sale of manufactured products (work performed, services rendered) to consumers. Based on the income received, the social and economic needs of the labor collective and the owners of the means of production are satisfied.

Regardless of the form of ownership, the enterprise operates, as a rule, on the principles of full cost accounting, self-sufficiency and self-financing. It independently concludes contracts with consumers of products, including receiving state orders, and also concludes contracts and makes settlements with suppliers of the necessary production resources.

The main functions of the enterprise include:

production of products for industrial and personal consumption;

sale and delivery of products to the consumer;

after-sales service of products;

material and technical support of production at the enterprise;

management and organization of work of personnel at the enterprise;

comprehensive development and growth of production volumes at the enterprise;

entrepreneurship;

payment of taxes, performance of mandatory and voluntary contributions and payments to the budget and other financial bodies;

compliance with applicable standards, regulations, state laws.

The functions of the enterprise are specified and refined depending on:

enterprise size;

industry affiliation;

degrees of specialization and cooperation;

availability of social infrastructure;

forms of ownership.

Enterprises differ among themselves in terms of production volume, organizational structure, degree of specialization, type of production processes, and a number of other features.

Enterprises may consist of a number of structural units and structural subdivisions that perform certain stages of the production process (main workshops, sections) or prepare conditions for the manufacture of products (auxiliary workshops). In a number of industries (coal, sugar, alcohol, etc.) the main manufacturing process not subdivided by department. Such enterprises have a non-workshop structure and are divided into sections. Most of them do not have a shop division and small enterprises.

Enterprises in a market economy can be classified according to various criteria.

According to the forms of ownership, enterprises are public and private. If in authorized capital of a business entity is a share of state and private property, then such an enterprise has a mixed form of ownership. Communal and republican are varieties of the state form of ownership. There are public property religious organizations. Enterprises with such forms of ownership have the main goal not to make a profit and increase capital, but to perform the statutory functions of creative unions, confessions and other similar structures. In some legislative acts of the post-Soviet republics, there are such formulations of the ownership of an enterprise: collective, joint, shared, public, national. Such interpretations of ownership are highly controversial.

According to the forms of management, enterprises act as an open and closed joint-stock company, a company with limited liability, additional liability company, unitary enterprise, rental enterprise, cooperative, general partnership and limited partnership, and others. Features of the functioning of the leased enterprise are indicated in the lease agreement between the tenant and the lessor-owner. The cooperative provides for the participation in the joint work of the members of the cooperative. A partnership with full liability to third parties is rare. The most common forms of business are a joint-stock company (JSC) and a limited liability company or partnership (LLC). The procedure for the formation of property, distribution of profits and liability between the participants of the company is established in the charter. Compensation for damages to third parties in case of bankruptcy is carried out within the limits equity. The sequence of satisfaction of creditors' claims is regulated by national legislation. The main difference between a joint-stock company and a limited liability company is that a joint-stock company issues shares for the amount of the authorized capital, issues them to their owners, maintains a register of shareholders, and in an LLC, the share contribution of the owners is set as a percentage.

Enterprises are grouped by size as large, medium and small. Signs of attributing enterprises to one of the subgroups are indicated in legislative or by-laws. Small businesses with small numbers of employees, profits or sales have incentives compared to large ones in the form of tax incentives or other motivational mechanisms that contribute to the development and strengthening of small businesses.

By participation foreign capital enterprises are divided into joint, foreign and foreign. The joint venture is located on the territory of the country and has a share in the authorized capital owned by foreign investors. A foreign enterprise is represented by national capital exported from the state as a contribution to the authorized capital of an enterprise registered in another country. A foreign enterprise has one hundred percent of the authorized capital owned by legal or individuals other states.

By industry, enterprises belong to the sphere material production- industry, construction, Agriculture, communication, transport; and non-material production - healthcare, education, trade, science, culture and others. In turn, each industry is divided into sub-sectors. For example, in industry, according to the characteristics of the nature of raw materials or the purpose of the finished product, the coal industry, energy, metallurgy, mechanical engineering, chemical, light and food industry, production building materials. In mechanical engineering, machine tool building, automotive industry, tractor building, instrument making, etc. are distinguished. Industry classification can be enlarged and detailed. It is used to statistically characterize the structure of enterprises and their performance indicators.

By types of associations, enterprises are included in production, republican, regional, national or transnational companies. There are such varieties - concern, consortium, holding. The concern includes enterprises belonging to one (or several) industries. The consortium, in addition to enterprises, includes banking, financial, insurance structures. The holding is created by the owners to manage a controlling stake in subordinate enterprises. The financial-industrial group combines industrial and banking capital.

By types of splitting, subsidiaries, branches and other structures with a current account and a separate balance sheet or without them, with or without the right of a legal entity, are distinguished.

According to the purpose of their activities, enterprises are divided into commercial (focused on increasing profits and capital), non-commercial (performing other statutory tasks) or mixed.

All organizations differ from each other in various aspects. However, they have characteristics common to all organizations. One of the most significant characteristics of the organization is the dependence on the external and internal environment. No organization can function in isolation, regardless of external guidelines. They are largely dependent on the external environment. These are conditions and factors that arise in the environment, regardless of the activities of the organization, one way or another affecting it.
There are factors of external and internal environment.
EXTERNAL ENVIRONMENT OF THE ORGANIZATION - these are conditions and factors that arise independently of its (organization) activities and have a significant impact on it. In addition, they contribute to the functioning, survival and efficiency of its work. External factors are divided into factors of direct and indirect impact.

To the factors of direct influence include resource providers, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is a joint-stock company), which have a direct impact on the organization's activities;
To the factors of indirect impact include factors that do not directly affect the activities of the organization, but they should be taken into account to develop the right strategy. The following factors can be distinguished indirect impact:
1) political factors - main directions of state policy and methods of its implementation; possible changes in the legislative and regulatory framework; international agreements concluded by the government in the field of tariffs and trade, etc.;
2) economic forces - inflation rates; employment rate labor resources; international balance of payments; interest and tax rates; size and dynamics of GDP; labor productivity, etc.;
3) social factors of the external environment - the attitude of the population to work and quality of life; customs and traditions existing in society; the mentality of society; level of education, etc.;
4) technological factors - Opportunities associated with the development of science and technology, which allow you to quickly adjust to the production and sale of a technologically promising product, to predict the moment of abandonment of the technology used.
INTERNAL ENVIRONMENT OF THE ORGANIZATION - it is an environment that determines the technical and organizational conditions of the organization and is the result of management decisions. The organization analyzes the internal environment in order to identify the strengths and weaknesses of its activities. This is necessary because an organization cannot take advantage of external opportunities without having some internal capacity. At the same time, she needs to know her weak points, which can aggravate external threat and danger. The internal environment of organizations includes the following main elements:
Production : volume, structure, production rates; product range; availability of raw materials and materials, the level of stocks, the speed of their use; the available fleet of equipment and the degree of its use, reserve capacities; production ecology; quality control; patents, trademarks, etc.
Staff: structure, qualifications, number of employees, labor productivity, staff turnover, cost work force the interests and needs of employees.
Management organization: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise.
Marketing covers all processes related to production planning and product sales, such as: manufactured goods, market share, distribution and marketing channels for products, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing.
Finance - This is an indicator that allows you to see the entire production and economic activity of the enterprise. The financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level.
Culture and image of the enterprise: factors that create the image of the enterprise; a high image of an enterprise allows attracting highly qualified employees, encouraging consumers to buy goods, etc.
THUS , internal environment organizations is the source of her life force. It contains the potential that enables the organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization. The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. Therefore, the organization's interaction with the environment should maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

3. Methods for studying and managing enterprise assets: basic and working capital and their purpose.

Management of current assets of the enterprise is carried out in the following stages

I. Analysis of current assets of the enterprise in the previous period.

The main purpose of this analysis is to determine the level of security of the enterprise with current assets and to identify reserves for improving the efficiency of their functioning. At the first stage of the analysis, the dynamics of the total volume of current assets used by the enterprise is considered - the rate of change in their average amount in comparison with the rate of change in the volume of sales of products and the average amount of all assets; dynamics of the share of current assets in the total assets of the enterprise. At the second stage of the analysis, the dynamics of the composition of the enterprise's current assets is considered in the context of their main types - stocks of raw materials, materials and semi-finished products; stocks of finished products; current accounts receivable balances of cash assets and their equivalents. During this stage of the analysis, the rate of change in the amount of each of these types of current assets is calculated and studied in comparison with the rate of change in the volume of production and sales of products; the dynamics of the share of the main types of current assets in their total amount is considered. Analysis of the composition of the company's current assets by their individual types allows us to assess the level of their liquidity. At the third stage of the analysis, the turnover of certain types of current assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the period of turnover of current assets. At the fourth stage of the analysis, the composition of the sources of financing of current assets is considered - the dynamics of their amount and share in the total volume of financial resources invested in these assets; the level of financial risk generated by the current structure of sources of financing of current assets is determined. The results of the analysis allow us to determine the overall level of efficiency in the management of current assets at the enterprise and identify the main directions for its increase in the coming period.

II. The choice of policy for the formation of current assets of the enterprise.

Such a policy should reflect the general philosophy financial management enterprise from the standpoint of an acceptable ratio of profitability and risk.

III. Optimization of the volume of current assets.

At this stage, a system of measures is determined to reduce the duration of the production and financial cycles of the enterprise, which should not lead to a decrease in production and sales volumes. It also determines the total amount of current assets for the coming period:

OAp = ZSp + ZGp + DZp + DAP + Pp, (4)

where OAP - the total volume of current assets of the enterprise at the end of the upcoming period under consideration;

ZSp - the sum of stocks of raw materials and materials at the end of the forthcoming period;

ZGp - the amount of stocks of finished products at the end of the upcoming period (including the recalculated volume of work in progress);

DZp - the amount of current receivables at the end of the forthcoming period;

DAp - the amount of monetary assets at the end of the forthcoming period;

Pp - the amount of other current assets at the end of the forthcoming period.

IV. Optimization of the ratio of the constant and variable parts of current assets. The need for certain types of current assets and their amount as a whole varies significantly depending on seasonal and other features of the existence of operating activities. Therefore, in the process of managing current assets, their seasonal (or other cyclical) component should be determined, which is the difference between the maximum and minimum demand for them throughout the year.

V. Ensuring the necessary liquidity of current assets is achieved by the correct ratio of the share of current assets in the form of cash, highly - and medium liquid assets.

VI. Ensuring the necessary profitability of current assets is achieved by timely use of the temporarily free balance of cash assets to form an effective portfolio of short-term financial investments.

VII. Minimization of losses of current assets in the course of their use. At this stage, measures are being developed to reduce the risk of losses from various factors (primarily inflationary and related to the possibility of non-return of receivables).

VIII. The choice of forms and sources of financing of current assets.

At this stage, the cost of attracting various sources of financing is taken into account.

Sources of financing of current assets are indistinguishable in the process of capital circulation. The choice of appropriate sources of financing ultimately determines the relationship between the level of efficiency in the use of capital and the level of risk financial stability and solvency of the enterprise.

The division of current assets into own and borrowed indicates the sources of origin and forms of providing the enterprise with current assets for permanent or temporary use.

Own current assets are formed at the expense of the company's own capital (authorized capital, reserve capital, retained earnings, etc.), and are in permanent use. The enterprise's need for its own current assets is an object of planning and is reflected in its financial plan.

The coefficient of security with own assets of the total value of current assets:

Ko \u003d Coa / OA, (5)

where Ko is the coefficient of provision with own assets,

Cav - own current assets,

OA - the value of current assets, i.e. p.290 balance sheet.

Borrowed current assets are formed on the basis of bank loans and accounts payable. All borrowed assets are provided for temporary use. One part of these assets (credits and loans) is paid, the other (accounts payable) is usually free.

The purposes and nature of the use of certain types of current assets have significant distinctive features. Therefore, in enterprises with a large volume of used current assets, they are divided into main types.

Consider the features of managing certain types of current assets of the enterprise.

One of the main types of current assets is the company's inventories, which include raw materials and materials, work in progress, finished products and other inventories.

Inventory management can be conditionally divided into two parts16:

· The first part is the preparation of reports on reserves and the processing of other data related to the current control of their level.

· the second part - periodic monitoring of stocks.

Efficient inventory management allows you to reduce the duration of the production and the entire operating cycle, reduce the current costs of their storage, release part of the financial resources from the current economic turnover, reinvesting them in other assets. Ensuring this efficiency is achieved through the development and implementation of a special financial policy for inventory management.

The inventory management policy is part of the general policy of managing the current assets of the enterprise, which consists in optimizing the overall size and structure of inventories, minimizing the cost of their maintenance and ensuring effective control over their movement.

The development of a stock management policy covers a number of sequentially performed works, the main of which are the following:

1. analysis of stocks of inventory items in the previous period;

2. determination of the goals of the formation of reserves;

3. optimization of the size of the main groups of current stocks;

4. justification accounting policy stocks;

5. construction effective systems control over the movement of stocks at the enterprise;

The fixed assets of an industrial enterprise (association) are a set of tangible assets created social labor, participating in the production process for a long time in an unchanged natural form and transferring their value to the manufactured products in parts as they wear out.

Despite the fact that non-productive fixed assets do not have any direct impact on the volume of production, the growth of labor productivity, the constant increase in these funds is associated with an improvement in the well-being of the employees of the enterprise, an increase in the material and cultural standard of their life, which ultimately affects the result of the enterprise. Fixed assets are the most important and predominant part of all funds in industry (meaning fixed and circulating funds, as well as circulation funds). They determine the production capacity of enterprises, characterize their technical equipment, are directly related to labor productivity, mechanization, automation of production, production costs, profit and profitability.

Working capital of an enterprise is an economic category in which many theoretical and practical aspects are intertwined. Among them, the question of the essence, significance and foundations of the organization of working capital is very important. The circulating production assets of industrial enterprises include part of the means of production, the material elements of which, in the labor process, in contrast to the main production assets, are spent in each production cycle, and their value is transferred to the product of labor entirely and immediately. The material elements of circulating assets in the process of labor undergo changes in their natural form and physical and chemical means. They lose their use value as they are consumed in production. Circulating production assets consist of three parts: inventories, work in progress and semi-finished products own production, future spending.

Funds of circulation serve the sphere of production. These include finished goods in stock, goods in transit, cash and funds in settlements with consumers of products, in particular, receivables.

So, working capital is a value advanced in monetary form, which, in the process of a planned circulation of funds, takes the form of working capital and circulation funds, which is necessary to maintain the continuity of the circulation and returns to its original form after its completion.

Organizational goals, strategic planning

An important step in planning is the choice of goals.

The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.

Allocate the main target function, or the mission of the organization, which determines the main activities of the company.

Mission - main the main objective organization for which it was created.

When defining the mission of an organization, consider:

Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;

Who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.

The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.

Goals are:

1. By scale of activity: global or general; local or private.
2. By relevance: relevant (priority) and irrelevant.
3. By rank: major and minor.
4. By time factor: strategic and tactical.
5. By management functions: organization goals, planning, control and coordination.
6. By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
7. By subjects: personal and group.
8. By awareness: real and imaginary.
9. By achievability: real and fantastic.
10. By hierarchy: higher, intermediate, lower.
11. By relationships: interacting, indifferent (neutral) and competing.
12. According to the object of interaction: external and internal.

The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust the daily life of the organization in accordance with them.

Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

1. Allocation of resources: distribution of available funds, highly qualified personnel, as well as technological and scientific experience available in the organization.
2. Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
3. Internal coordination of work of all departments and divisions. This step includes identifying strengths and weaknesses firms to achieve effective integration of operations within the organization.
4. Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of the following stages:

Implementation of the strategic plan, management by objectives.

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

Tactics is short term plan actions aligned with the strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It represents the most efficient way to allocate resources, expressed in numerical form and aimed at achieving certain goals.

effective method management is a method of management by objectives.

It consists of four stages:

1. Formulating clear and concise goals.
2. Developing the best plans to achieve these goals.
3. Control, analysis and evaluation of work results.
4. Adjustment of the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of setting goals, it is mandatory Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.

Organizational structure of the enterprise

The decision on the choice of organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. best structure organization is considered such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition of official duties and assignment of their implementation to specific persons.

Types of organizational structures:

1. Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. This structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in stable external conditions, and where standard management decisions are most often sufficient.
2. Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
3. Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
4. Regional. This structure provides the best problem solving related to the specifics of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
6. Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
7. Matrix. This is the structure that results from the superimposition design structure to functional, and implies the principle of subordination (both to the functional manager and to the project manager).
8. conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some managerial functions transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work personnel in the organization must be motivated.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories of motivation are divided into two categories: content and process.

Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.

The control

Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field human resources(recruitment); material resources (selection of suppliers of raw materials); financial resources(formation of the company's budget).

Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

In the process of work, the management of the enterprise takes various solutions. They concern, in particular, the range of products, the markets to which it is supposed to enter, the issues of strengthening one's position in the competition, the choice of the optimal technology, materials, etc. Activities aimed at solving these problems are called the business policy of the enterprise.

The firm's goal system

As you know, any enterprise is created for profit. However, this is not the only desire of the owner of the company. In addition to the desire to earn income, there must be strategic goals firms. These include:

1. Conquest or retention of the most extensive sales sector for your product.
2. Improving the quality of products.
3. Achieving a leading position in the field of technological support.
4. Maximum use of financial, raw materials and labor resources.
5. Increasing the profitability of operations.
6. Achieve maximum possible employment.

Task Implementation Plan

The main goals of the company are achieved in stages. The work plan of the enterprise includes the following stages:

Mission Statement

The company must clearly represent the tasks that will be solved in the course of work. The goals of the company's activity should correspond to the goods (services) supplied to consumers, existing technologies. This takes into account the influence of external factors. The mission statement should contain a description of the company's culture, a characteristic of the working atmosphere.

Mission Importance

Individual leaders do not worry about its selection and formulation. If you ask some of them what the firms are about, the answer will be obvious - to maximize profits. Meanwhile, the choice of making profit as the mission of the enterprise is unsuccessful. important for any company. However, its receipt is an exclusively internal task of the enterprise. The firm is, in its essence, an open structure. It can only survive if it satisfies specific external needs. To make a profit, a company needs to analyze the state of the environment in which it operates. That is why the company's goals are determined by external factors. To select an appropriate mission, management needs to answer 2 questions: "Who are the company's customers?" and "What customer needs is the company able to meet?". Any entity that uses the benefits created by the firm will act as a consumer.

Nuances

The need to formulate the goals of the company has been recognized for a long time. G. Ford, creating the enterprise, chose as a mission to provide cheap transport to people. Making profit is a rather narrow goal of the firm. Its choice limits the manager's ability to consider acceptable alternatives in the decision-making process. This, in turn, can lead to key factors being ignored. Accordingly, subsequent decisions may contribute to a decrease in performance.

Difficulty of choice

Many non-profit structures have a fairly large client base. In this regard, it is quite difficult for them to formulate their mission. In this case, you can pay attention to the institutions under the Government. Thus, it is believed that the Ministry of Commerce provides assistance to entities involved in the field of implementation. In practice, in addition to solving the tasks of supporting entrepreneurship, this institution should also meet the needs of the public and the Government itself. Despite the difficulties, a non-profit organization needs to formulate an appropriate mission for itself, taking into account the needs of clients. Leaders of small companies should clearly represent the goals of the company in the market. Here the danger lies in choosing too difficult a mission. For example, a giant like IBM not only can, but should strive to meet the needs of a large information community. However, a newcomer to the industry will be limited to providing software or hardware to process a small amount of data.

Tasks

They are in line with the purpose of the firm. The tasks are to achieve the indicators that are planned for a specific period. Their volume will be determined taking into account the interests of the owner of the company, the amount of capital, external and internal factors. The owner of the enterprise has the right to set tasks for the personnel. It doesn't matter what his status is. It can be a private individual, a shareholder or a government agency.

Task List

It may include various items, depending on the specifics of the enterprise. The tasks of the company include:

As you can see, making a profit is included in the list of tasks of the enterprise, not goals. This once again proves that income generation cannot be a key area of ​​work.

Formation of the company's goal

It is carried out in accordance with a number of principles. The goals of the firm should:

1. Be realistic and achievable.
2. Be clear and unambiguous.
3. Have specific deadlines.
4. Motivate work in the right direction.
5. focused on a specific effect.
6. Be available for correction and verification.

Any enterprise in the development of its business policy performs an analysis of the environment. During it, critical important elements that can affect the company's ability to implement tasks and achieve planned goals.

External factors

They are consumers, suppliers, population and government agencies. The state of the external environment has a direct impact on the efficiency of the company. For example, consumer demand will affect production volumes. The higher it is, the greater the number of products produced. The external environment includes the working and general area. The first consists of elements with which the enterprise has direct contact. For each company, the working environment may be more or less the same, depending on the general direction of business policy and industry affiliation. Consumers, competitors, suppliers form the immediate environment. Everything else belongs to the general environment. It is formed from political, social, technological, economic factors. The general environment affects the company's strategy, the choice of development directions. At the same time, the enterprise takes into account the impact of the working environment on its capabilities.

Internal factors

They are personnel, production facilities, financial and information resources. The result of the interaction of these factors is expressed in finished products (services provided, work performed). The internal environment includes departments, elements, services directly involved in production activities. Changing the composition of these components affects the direction of the enterprise. Together, internal and external factors form the organizational environment of the company.

Conclusion

To implement the tasks at the enterprise, a strategy is formulated. It includes various means or ways to achieve goals. The development of a set of alternative options is carried out based on the results complex analysis the work of the enterprise, competitors, customer needs. is an integral element. The development of tasks can be carried out for different periods. They can be short term or long term. The strategy must be flexible. This is especially true in modern conditions. When setting goals, the enterprise should soberly assess its resources and capabilities. Companies often take on more than they can handle. As a result, not only the reputation of the enterprise suffers. Ill-considered steps that do not correspond to the specifics and capabilities of the target company often lead to large debts to counterparties, bankruptcy. In order to avoid such problems, it is necessary to approach the choice of your mission with full responsibility.

DEFINITION

Purpose of the organization represents the final state or desired result that every company aspires to. The company always has one common goal, which all members of the workforce should strive to achieve.

The defining feature of the goals is that they must be realistically feasible and achievable, while being understandable for the team.

When planning, the company's management conducts the development of goals, informing their employee. In some companies, all members of the workforce may be involved in the development of tactical goals. Joint definition goals is the main motive and coordinating force of the enterprise, because as a result of this process, each employee understands what he should strive for.

The goals and objectives of the organization may include winning and maintaining a share of a certain market, achieving higher product quality, increasing the company's profitability, achieving maximum employment, etc.

Requirements for goals and objectives

The goals and objectives of the organization should be:

1.) Achievable (you can not overestimate the goal);

2.) Specific (determine the term);

3.) Address (identify the artist);

4.) Flexible (revised in accordance with changes in the internal and external environment);

5.) Consistent (if the company sets several goals, they must be consistent with each other).

The goals and objectives of the organization, set by management, are used in the process of establishing and evaluating the effectiveness of the company.

The goals and objectives of the organization set a general guideline for activities.

Tasks of the organization

DEFINITION

Tasks of the organization are goals that must be achieved by a certain time within the periods for which the management decision is calculated. Organizational objectives are goals that are not tied to time.

Depending on the structure of the organization, each position is characterized by a number of tasks considered as a necessary contribution to achieving the goals of the enterprise. At the same time, the tasks indicate the immediate goals of the company, which can be quantified.

The goals and objectives of the organization are mainly aimed at generating income from the production or sale of products.

The objectives of the organization may be to provide staff salary, generating income for the owners of the company, providing consumers with quality products in accordance with demand and contracts, protecting environment, preventing disruptions in the work of the company, etc.

1. National public specifics,
2. Features of the development of society that have developed historically,
3. Geographic and natural conditions,
4. Factors of the cultural environment, etc.

Goals and objectives of the organization

The goals and objectives of the organization can be determined by the interests of the owners, the situation within the company and the external environment, as well as the size of the company's capital.

The goals and objectives of the organization can be set both by the owners of the company and by managers and staff. When formulating and setting the goals and objectives of the organization, the owners rely on their own priorities, most often this is making a profit through production or sales.

The department that formulates and specifies the relevant goals and objectives of the organization must take into account the real conditions for their implementation. Tasks and goals should be appropriate from the standpoint of the interest and profile of the organization; to achieve them, a sufficient amount of material and financial resources is required.

The main goal of most enterprises is to exceed the result over the costs incurred, that is, to maximize profits and a high level of profitability. To achieve this goal, enterprises perform a number of tasks: the production of high-quality products, the introduction of new technologies, the development of a strategy and tactics of behavior, ensuring competitiveness, caring for employees, etc.

Examples of problem solving

EXAMPLE 1