Organizational structure of management SP diagram. The organizational structure of the enterprise: types and schemes. Alleged difficulties in the implementation of activities
Introduction
2. Enterprise management
3. Planning
4. Organization of production
5. Organization of work
6. Individual part (staff turnover and factors of its decline at IP "Transgroup")
Conclusion
Applications
Introduction
Undergraduate practice is aimed at consolidating the knowledge gained in the learning process in the production environment, at mastering production skills, advanced technologies and management methods.
Industrial and economic practice is based on the analysis of the industry enterprise, and specifically IP "Transgroup", its production and organizational structure.
Practice tasks:
1. Give a description of FE "Transgroup", study the types of products, technology and material resources consumed, as well as the methods of work applied at the enterprise.
2. Analyze the process of enterprise management.
3. Acquire practical skills in planning, organization of production and labor.
4. Conduct an analysis of staff turnover and factors of its decline at the IP "Transgroup".
The topic of staff turnover is becoming extremely relevant today in the face of a shortage of professionals in a very dynamic labor market. As the latest polls show, in the Republic of Belarus, about two-thirds of working people from time to time think about moving to other companies, although not everyone is ready to take such a step. Due to the departure of specialists and personnel instability, enterprises incur considerable financial losses. Therefore, loyalty to your company today is becoming the same key requirement for an employee as professionalism.
The purpose of the practice is to consolidate, deepen the knowledge gained in the learning process, to collect the necessary information to complete the thesis.
The object of the research is IP "Transgroup".
1. Place of FE "Transgroup" in the economic environment
The foreign enterprise "Transgroup" was registered as a legal entity by the Minsk City Executive Committee on November 18, 2004, No. 2292, UNP - 800006819. The certificate of state registration of FE "Transgroup" was issued on November 24, 2004.
Location of FE "Transgroup":
220039, Republic of Belarus, Minsk, st. Voronyansky, 7 a.
The main activity of FE "Transgroup" is wholesale trade in automotive components.
FE "Transgroup" is a commercial organization whose activities are aimed at further growth in the production of competitive products (automotive components), expanding its range on the territory of the free economic zone "Minsk", in order to maximize profit, meet the growing needs of the population in spare parts for passenger cars. cars and further building up the production potential of the enterprise.
All products sold at the enterprise (fuel brake and clutch equipment, brake discs, disc brake calipers, brake pipes, water pumps) are intended for sale as spare parts for trucks in the markets of the Republic of Belarus, the CIS and Europe.
Currently, FE "Transgroup" is tasked with expanding the range of products intended for sale, supplementing it with ball bearings (hinges) for cars.
Prices for products are formed on the basis of the current market situation, the ratio of supply and demand, the level of prices for competitors' products. In each specific case, upon receipt of an order, the price is adjusted depending on the procedure, the form of settlement, the volume of the transaction.
The company's sales strategy is aimed at retaining existing sales markets and entering new markets.
The marketing strategy of FE "Transgroup" is aimed at the development of activities to increase the volume of sales of products, improve its quality and prompt delivery through the introduction of advanced and promising technologies. When choosing a marketing strategy, the potential of the enterprise, the specifics of the domestic market, and the current state of the market were taken into account.
This marketing strategy, as well as the assistance of the Founders in the implementation of the goals and functions of the enterprise, will allow FE "Transgroup" to gain a foothold and take a significant share in the auto parts market and further increase it.
For the manufacturer of a wide and constantly expanding range of automotive components for Belarusian and Western European cars, such as FE "Transgroup", the presence of a sales market is due to the presence and expansion of the fleet of cars that are in operation and need spare parts. A car suspension system is added to the brake and clutch systems, engine cooling, components that the company already sells.
The market of spare parts for cars.
Currently, there are strong trends in the production of automotive components. Accordingly, the most interesting for large consumers are manufacturers who are ready to supply the maximum number of complete systems. This forces manufacturers to increase their own nomenclature not only by increasing the production of components of a certain name, but more and more by mastering new names. FE "Transgroup" supplies automotive components for brake and clutch systems, engine cooling and is mastering the production of components for a car's suspension system, in particular shock absorbers and ball bearings.
World market.
Currently, there are about 660 million vehicles in use in the world. The distribution of this park by parts of the world and continents is shown in Fig. 1.1.
Rice. 1.1 Distribution of cars in the world
The vehicle fleet in the CIS totals 32 million vehicles, including 26 million cars. The market capacity of ball bearings in the CIS can be estimated at about $ 40 million per year, or about 20 million pieces per year.
Automobile spare parts, which are sold by FE "Transgroup", are in the rating of auto parts at a fairly high level.
Let's analyze the competitiveness of FE "Transgroup" (Table 1.1).
Table 1.1
Competitiveness assessment criteria
| P / p No. | Criteria | Approximate range of assessments of competitiveness | Weight coefficient | ||
| 1 | Product quality | low-0 points. | the average - |
high - |
4 |
| 2 | Price | above average | average | below average | 5 |
| 3 | Range | up to 5 items | 5-10 items | over 10 items | 2 |
| 4 | Image | absent | blurred | strong | 2 |
| 5 | Market share | to 10% | 10-30% | over 30% | 3 |
When assessing each of the competitors, a ten-point rating system was applied to the criteria. Assessments of firms for the third and fifth indicators of competitiveness are set in numerical terms, the boundaries, for the rest, the method of expert assessments is applied.
The results of assessing competitiveness are presented in table. 1.2.
Table 1.2
Competitiveness assessment results
Thus, based on the data in Table. 1.2, we can conclude that the main competitors of FE "Transgroup" in the market of spare parts for Russian-made cars will be "Track", "Belmag", "BZAN".
Assessment of the competitiveness of manufacturing firms in Europe, USA, Asia, Africa.
Spare parts of the largest automobile companies are produced at factories in Germany, France, England, Italy. Accordingly, production costs are among the highest in the world. At the same time, the expansion of the production of cars (by 3.5 - 4% per year) and the improvement of designs necessitate an increase in the production of bearings for ball and auxiliary levers. In some Western European countries, there are economic restrictions on the growth of industrial production, which ultimately lead to higher prices for products.
This creates certain competitive advantages for the spare parts for foreign brands planned for the production of IP "Transgroup" in the future. Their increased competitiveness is explained by the lower than in Western Europe the cost of some elements of production, including labor, energy, production space, etc.
When constructing appropriate schemes for overcoming barriers for imported auto parts - appropriate certification, the presence of an order from a general supplier, IP "Transgroup" products can enter the Western European market and occupy a certain niche. The use of a component with a distribution network in the markets of Europe, America, Asia and Africa will also create a favorable situation.
Diagnostics of competing products is of great practical importance, as it allows, on the one hand, to determine the degree of their satisfaction with the current position in the market, on the other hand, to anticipate their possible actions to change the existing balance of power.
When conducting marketing research in FE "Transgroup" various statistical information was used on the activities of FE "Transgroup" and competing enterprises: LLC JV "Akleon" and NPK "Navigator".
Internal sources for obtaining commercial information are the data of statistical and accounting reports of FE "Transgroup" and competing enterprises, as well as the operational accounting of the results of commercial work and personal observations of specialists over the work of enterprises.
External sources of information provide information about changes in the market for goods and services. These include data from state statistics, periodicals, consultations of specialists and organizations specializing in market research, information obtained during special surveys.
An important element of competitor analysis is determining their current strategies. The fact is that no enterprise can achieve competitive advantages in all areas. It is necessary to select priorities and develop a strategy that best suits the development trends of the market situation and makes the best use of the strengths of the enterprise. Unlike tactical actions in the market, strategy is aimed at providing a competitive advantage in the long term. Therefore, the main task of research is to determine the basic strategy of competition, which is the basis of the competitive behavior of an enterprise in the market. Automotive components, which are sold by FE "Transgroup", are in the rating of automotive spare parts at a fairly high level.
Table 1.3 presents a sample of data systematization when assessing the competitiveness of FE "Transgroup".
Table 1.3
Assessment of the competitiveness of the enterprise relative to competitors (produced by the consulting company "Invacont")
Here, the main factors determining success in the market are indicated, and variables are given by which you can quantify the importance of the factors. Each variable in table. 1.3 gets a score from 0 to 5 points (0 is the weakest position in this competitiveness parameter, 5 is a dominant position in the market). The weight of each factor is taken as 1.
Points in table. 1.3 were exhibited by the experts of FE "Transgroup" subjectively. The data show that in all positions the products of FE "Transgroup" surpass the products of LLC JV "Akleon" and NPK "Navigator". The overall result of the table (the sum of points) shows the true position of the enterprise in relation to the main competitors in the market.
From the above data, it can be seen that the leading position is occupied by IP "Transgroup", and the positions of LLC JV "Akleon" and NPK "Navigator" are almost the same and slightly inferior to the leader. Summing up the values of estimates for the main factors and comparing these data with the overall total, it is possible to find out exactly what factors can increase competitiveness. So, in our case, FE "Transgroup" should pay attention and take appropriate measures to improve the quality of products and pay more attention to advertising, since competing enterprises have an equal or similar position in these particular positions.
The importance of conducting this study is to determine which parameters of this analysis may be attractive to the consumer and how much your competitors have already taken care of this, is confirmed by many examples from real business practice.
Situational analysis of the marketing environment of an enterprise involves the study of the micro and macro marketing environment of the enterprise. One of the methods for conducting a situational analysis is SWOT analysis, which includes an analysis of the strengths and weaknesses of an enterprise, as well as an analysis of its threats and opportunities.
The marketing capabilities of an enterprise are the positive external aspects of its marketing activities, thanks to which it can achieve competitive advantages in the sales market.
Marketing threats are negative trends in the development of the marketing internal environment that can negatively affect the market position of the company.
Marketing opportunities and threats are determined based on an analysis of the external marketing environment of the enterprise. The object of research on the strengths and weaknesses of a firm is its microenvironment. Strengths are its main features, which make it possible to define and form competitive advantages. Weaknesses are those metrics that determine its competitive vulnerability.
SWOT-analysis of FE "Transgroup" is given in table. 1.4.
Let's analyze the factors of the marketing environment of FE "Transgroup".
Political and legal factors. Marketing decisions regarding the behavior of an enterprise in the market depend largely on the policy pursued by the state in relation to competition. The development of market reforms in the Republic of Belarus required adequate measures to protect the interests of domestic producers and consumers, increase the competitiveness of producers in the domestic and foreign markets.
The Cabinet of Ministers changes the rates of import duties on imported goods. In view of the magnitude of these rates, prices for products of foreign manufacturers increase significantly, which significantly stimulates the development of the Belarusian manufacturer.
Socio-cultural factors. When developing, producing and selling products, enterprises must take into account all the features of domestic consumers, produce products taking into account the requirements and preferences of main consumers, that is, they need to produce what is in demand, and not sell what has already been produced.
Table 1.4
SWOT matrix of FE "Transgroup"
Possibilities: 1.Increasing the volume of sales of the company's goods 2.Active marketing policy 3.Reduction of prices 4.Gaining market share from competitors |
1.Losing market share 2. Low prices of competitors 3. Competitor marketing strategy 4 fast-growing competitors |
|
Strengths: 1. Availability of qualified personnel with experience in this field 2.Stable favorable financial position 3.Low likelihood of bankruptcy 4. The company is one of the market leaders 5.High consumer confidence 6.High quality of the offered goods 7.High company image |
1.1. Increase in the volume of sales of products due to the high quality of the offered goods and the work of qualified personnel 1.2. Active marketing policy due to a favorable financial situation, consumer confidence and popularity in the world market 1.3. Decrease in prices due to stable favorable financial position, low probability of bankruptcy 1.4. Gaining market share from competitors due to consumer confidence, high image of the company |
1.1 Loss of market share can be eliminated by consumer confidence, leadership, company image, product quality 1.2. Low prices of competitors can be compensated by high quality products, popularity in the world market and leadership 1.3. Competitors' marketing strategy will not become a threat due to high consumer confidence, company image, market leadership. 1.4. Rapidly developing competitors will not harm due to a stable favorable financial situation, a low degree of bankruptcy probability, product quality, high consumer confidence |
Weak sides: 1.Low mobility and response to environmental changes 2. Lack of measures for the effective use of competitive advantages 3. The goals and development strategies of the organization are not formulated clearly enough |
1.1 Increasing sales can reduce unit overhead costs and thus lower prices 1.2. An active marketing policy of a company can greatly increase mobility and response to changes in the external environment. 1.3. Gaining market share from competitors due to consumer confidence, high image of the company can largely compensate for the lack of measures for the effective use of competitive advantages |
1.1 Low mobility and response to changes in the external environment may lead to a loss of market share for the company 1.2. Rapidly developing competitors can take advantage of low mobility and response to changes in the external environment, lack of measures for the effective use of competitive advantages and squeeze our company |
Competitors. It should be noted that the market in which FE "Transgroup" operates is characterized by the presence of a large number of firms offering products of the same type as the given enterprise, which means that the level of competition is great.
Contact audiences. The unwanted contact audiences that the company encounters in its work is the tax office. Desirable contact audiences include the media.
Consumers. The consumers of the products sold by FE "Transgroup" include the population, as well as intermediary organizations.
In order for the situational analysis to be complete, it is necessary to consider the complex of enterprise marketing according to four groups of factors: product, price, sales channels, promotion of goods on the market.
Product. The products sold by FE "Transgroup" have a fairly high competitiveness due to good quality and optimal prices.
Price. In general, the range of products sold has flexible price ranges. It combines prices that are affordable for people with a low income level, an average income level, and a high one.
Sales channels. FE "Transgroup" sells its products both through organizations of the Republic of Belarus and through individual entrepreneurs. Promotion of goods on the market. FE "Transgroup" uses the following methods: periodic advertising in newspapers, mailing, providing a flexible system of discounts to regular customers, providing bonuses and holding all kinds of promotions.
Thus, the level of adaptation of FE "Transgroup" to the marketing environment is quite high.
Based on the profit and loss statements (Appendices A and B), we will analyze the main indicators of the activity of FE "Transgroup" for 2004-2006. (Table 1.5).
Table 1.5
Key performance indicators of FE "Transgroup" for 2004-2006
| Indicators | 2004, million rubles | 2005, million rubles | 2006, million rubles | Deviation from the past period | |||||||||
| in value terms | v % | in value terms | v % | ||||||||||
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | ||||||
Revenue from the sale of products, goods, works, services |
1594,8 | 1713,2 | +118,4 | 107,4 | 1804,3 | +91,1 | 105,3 | ||||||
Taxes included in the proceeds from the sale of products, goods, works, services |
251 | 264 | +13 | 105,2 | 277,4 | +13,4 | 105,1 | ||||||
Proceeds from the sale of products, goods, works, services (net of VAT, excise taxes and other similar mandatory payments) (p. 010-p. 020) |
1343,8 | 1449,2 | +105,4 | 107,8 | 1526,9 | +77,7 | 105,4 | ||||||
Cost of goods, works, services sold |
1273,3 | 1385,5 | +112,2 | 108,8 | 1455,6 | +70,1 | 105,1 | ||||||
Administrative expenses |
- | - | - | - | - | - | - | ||||||
Implementation costs |
51,2 | 61,5 | +10,3 | 120,1 | 53,9 | -7,6 | 87,6 | ||||||
Profit (loss) from sales (p.030-p.040-p.050-p.060) |
19,3 | 2,2 | -17,1 | 11,4 | 17,3 | +15,1 | 786,4 | ||||||
Operating income |
- | - | - | - | - | - | - | ||||||
Operating expenses |
- | - | - | - | - | - | - | ||||||
Profit (loss) from joint activities |
- | - | - | - | - | - | - | ||||||
Profit (loss) from operating income and expenses (p. 100-p. 110 ± p. 120) |
- | - | - | - | - | - | - | ||||||
Non-operating income |
10,3 | 30,8 | +20,5 | 299,0 | 3,4 | -27,4 | 11,1 | ||||||
Non-operating expenses |
18,1 | 25,3 | +7,2 | 139,8 | 9,6 | -15,7 | 37,9 | ||||||
Profit (loss) from non-operating income and expenses (p. 160-p. 170) |
-7,8 | 5,5 | +13,3 | - | -6,2 | -11,7 | - | ||||||
Profit (loss) for the reporting period (p. 070 + p. 130 + p. 190) |
11,5 | 7,7 | -3,8 | 67,0 | 11,2 | +3,5 | 145,5 | ||||||
Profit Tax and Fees |
3,8 | 2,9 | -0,9 | 76,3 | 4,2 | +1,3 | 144,8 | ||||||
Expenses and payments from profit |
- | 0,7 | +0,7 | - | 0,3 | -0,4 | 42,9 | ||||||
Profit (loss) to distribution (± p. 200-p. 210-p. 220-p. 230) |
7,7 | 4,1 | -3,6 | 53,2 | 6,6 | +2,5 | 161,0 | ||||||
As you can see from the table. 1.5, revenue from the sale of products, goods, works, services in 2005 compared to 2004 increased by 7.8%, and in 2006 - by 5.4%, the cost of goods, works, services sold increased by 8.8% in 2005 compared to 2004 and by 5.1% in 2006 compared to 2005. there was an increase in sales costs by 10.3 million rubles. or en 20.1%, and in 2006 they decreased by 7.6 million rubles. in comparison with 2005 Profit from sales in 2005 decreased in comparison with 2004 by 17.1 million rubles. and increased in 2006 by 15.1 million rubles. compared to 2005, but never reached the 2004 level.
Non-operating income and expenses in 2005 increased by 20.5 million rubles, respectively. and 7.2 million rubles, profit from non-operating income and expenses increased by 13.3 million rubles, in 2006 non-operating income decreased compared to 2005 by 27.4 million rubles, non-operating expenses - 15.7 million rubles, profit from non-operating income and expenses decreased by 11.7 million rubles.
Summing up in general, it should be noted that the results of the financial activities of FE "Transgroup" for 2004-2006. is profit, compared to 2004 in 2005 it decreased by 3.8 million rubles, and in 2006 increased by 3.5 million rubles, but did not reach the 2004 level. Retained earnings have the same tendency: a decline in 2005 by 3.6 million rubles. and an increase in 2006 by 2.5 million rubles.
To assess the liquidity of the balance sheet and the solvency of IE "Transgroup" on the basis of the balance sheets for 2004-2006. (Appendices C and D) consider the following coefficients (Table 1.6).
Table 1.6
Ratios of current liquidity and provision with own circulating assets of IE "Transgroup"
| Indicator name | As of 01.01.2005 | As of 01.01.2006 | As of 01.01.2007. | Standard | ||||
| 1 | 2 | 3 | 4 | 5 | ||||
Current liquidity ratio K1 = p. 290 / (p. 790-p. 720) |
0,995 | 1,01 | 1,24 | K1³1.0 | ||||
Coefficient of provision with own circulating assets K2 = (p. 590 + p. 690-p. 190) / |
-0,005 | 0,009 | 0,195 | K2³0.1 | ||||
Coverage ratio of financial liabilities with assets K3 = p. 790 / p. 390 or p. 890 |
1,005 | 0,99 | 0,805 | K3 £ 0.85 | ||||
Absolute liquidity ratio K abs = (p. 260 + p. 270 balance) / /( page 790 - page 720 balance) |
0,01 | 0,07 | 0 | K abs ³0.2 | ||||
Current liquidity ratio:
As of 01.01.2005: 729 / 732.5 = 0.995
As of 01.01.2006: 791.2 / 784 = 1.01
As of 01.01.2007: 74.5 / 60 = 1.24
Rice. 1.2 Dynamics of the current liquidity ratio, K 1
The current liquidity ratio as of 01.01.2005 has a value lower than the normative one, and as of 01.01.2006 and 01.01.2007 it has a value higher than the normative one, this indicates that FE "Transgroup" as of 01.01.2006 and 01.01 .2007 was provided with its own circulating assets for conducting economic activities and timely repayment of urgent obligations.
Coefficient of provision with own circulating assets:
As of 01.01.2005: (24.5 - 28) / 729 = -0.005
As of 01.01.2006: (24.5 - 17.3) / 791.2 = 0.009
As of 01.01.2007: (27.6 - 13.1) / 74.5 = 0.195
Rice. 1.3 Dynamics of the coefficient of provision with own circulating assets, K 2
The ratio of provision with own circulating assets as of 01.01.2005 and 01.01.2006 has a value lower than the normative one, and as of 01.01.2007 it has a value higher than the normative one, this testifies to the fact that FE "Transgroup" as of 01.01.2007 - enough own circulating assets to conduct business and ensure financial stability.
Coverage ratio of financial liabilities with assets:
As of 01.01.2005: 732.5 / 729 = 1.005
As of 01.01.2006: 784 / 791.2 = 0.99
As of 01.01.2007: 60 / 74.5 = 0.805
Rice. 1.4 Dynamics of the ratio of financial liabilities with assets, K 3
The value of the ratio of financial liabilities with assets as of 01.01.2005 and 01.01.2006 does not correspond to the standard, and as of 01.01.2007 it corresponds to the standard, that is, as of 01.01.2007 IE "Transgroup" is able to pay off its financial liabilities after the sale of assets.
Absolute liquidity ratio:
As of 01.01.2005: 7.6 / 732.5 = 0.01
As of 01.01.2006: 54.7 / 784 = 0.07
As of 01.01.2007: 0/60 = 0
The values of the absolute liquidity ratio as of 01.01.2005, 01.01.2006 and 01.01.2007 do not correspond to the standard. The absolute liquidity ratio is the rate of cash reserves. The above calculations indicate that FE Transgroup has no guarantee of repayment of debts.
Rice. 1.5 Dynamics of the absolute liquidity ratio, K abs
Thus, the analysis of the solvency and financial stability of FE "Transgroup" showed that the financial position of FE "Transgroup" in 2004-2005 was unstable, but already in 2006 the company was provided with its own circulating assets for conducting business activities and timely repayment of urgent liabilities, as of 01.01.2007 IP "Transgroup" has enough own circulating assets to conduct business and ensure financial stability, the company is able to pay off its financial obligations after the sale of assets, however, FE "Transgroup" does not have a guarantee of repayment of debts.
To improve the financial condition of the enterprise, to develop new sales markets, FE "Transgroup" needs to develop a business plan for the production and sale of a new type of product, which will increase the efficiency of the enterprise in the future.
2. Enterprise management
According to the Charter of the enterprise, the management bodies of FE "Transgroup" are: General Meeting of Participants; Director.
The General Meeting of Participants is the supreme governing body of FE "Transgroup". The director is the head of the enterprise.
The competence of the director of the enterprise includes:
Changes and additions to the charter of the enterprise, the size of the authorized fund; establishment of the size, form and procedure for making additional contributions by the Participants;
Appointment and early termination of powers of the director of the enterprise, election of the auditor of the enterprise;
Approval of annual reports and balance sheets of the enterprise and distribution of its profits and losses;
Decision on reorganization and liquidation of the enterprise;
And other issues specified in the Charter of the enterprise.
The director of the enterprise is the head. He has the right to make decisions on all issues not attributed to the competence of the General Meeting of the Participants of the enterprise. The powers of the Director are defined in the contract. The director is responsible for the results of the enterprise's work, compliance with the requirements of the Charter and the legislation of the Republic of Belarus.
Director of FE "Transgroup":
Ensures the implementation of plans for the activities of the enterprise;
Hires and fires employees in accordance with the terms of contracts and legislation;
Represents an enterprise without a power of attorney in relations with state bodies of the Republic of Belarus and other states, legal entities and individuals;
Within the limits of his competence, disposes of property, including the funds of the enterprise;
Concludes contracts on behalf of the company;
In accordance with the Internal Labor Regulations, applies incentives and disciplinary measures;
Issues orders and gives instructions that are binding on all employees of the enterprise;
Regularly (at least once a year) reports to the General Meeting of Participants, etc.
The control over the economic activity of the enterprise is carried out by the audit commission, consisting of three people. By decision of the general meeting of the Participants, the powers of the audit commission may be entrusted to an independent auditor.
The competence of the management and control bodies, the procedure for making decisions by them are determined by the Charter of FE "Transgroup".
The exclusive competence of the General Meeting of Participants includes:
Changes to the Articles of Association, including changes in the size of the statutory fund of the enterprise;
Formation of executive bodies and early termination of their powers;
Approval of annual reports, balance sheets of the enterprise and distribution of its profits and losses;
Decision to reorganize or liquidate an enterprise;
Election of the auditing commission (auditor);
Annual election and recall of members of the elected bodies of the enterprise;
Establishment of the amount, form and procedure for making additional contributions by the Participants;
Decision-making on the acquisition of the Participant's share by the enterprise, exclusion of the Participants from the founders.
The director is in charge of the current activities of FE "Transgroup". The director carries out general management, decides on his own all the issues of the enterprise, provided for by the Charter. The director enjoys the right to dispose of the property and funds of the enterprise within the limits established by the charter of the enterprise, concludes contracts, issues powers of attorney, opens accounts in banks, approves the staffing table, issues orders and gives instructions that are binding on all employees of the enterprise, resolves other issues not covered by legislation or the Charter enterprises to the exclusive competence of the General Meeting of Participants.
The organizational structure of FE "Transgroup" is shown in Fig. 2.1.
Rice. 2.1 Organizational structure of FE "Transgroup"
The organizational structure is linear and flexible. All departments report directly to the director. The director subordinates specialists who perform the functions of preparing and implementing management decisions. Their activities combine the functions of management and execution.
The leading sales specialist carries out activities related to the search for buyers of the Company's products, drafting and execution of contracts for the sale and supply of products. His immediate supervisor is the Deputy Director for Commercial Affairs. He manages the lead salesperson's activities, gives directions and evaluates his performance. Based on the results of the work of a leading sales specialist, with the consent of the director, the deputy director for commercial issues can reward him, thereby stimulating him to work effectively.
The accounting department is engaged in calculating and issuing wages to employees, calculating and deducting tax payments, calculating depreciation charges, filling out and submitting accounting reports and strict reporting documentation to the relevant authorities, drawing up a balance sheet, conducting an inventory, etc.
In FE "Transgroup" financial work is entrusted to the chief accountant, whose main tasks are:
1) providing cash to current costs;
2) fulfillment of obligations to the budget, banks and employed workers.
The chief accountant is also responsible for the following tasks:
1) promoting the most efficient use of fixed assets, inventory;
2) implementation of measures to accelerate the turnover of working capital, ensuring their safety, bringing the size of its own working capital to economically justified standards;
3) control over the correctness of the organization of financial relations.
The functions of the chief accountant are:
1) planning;
2) organization of settlements with suppliers and contractors, customers and buyers;
3) organization of material incentives, development of bonus systems;
4) fulfillment of obligations to the budget, optimization of taxation;
5) insurance.
The chief accountant takes care of the constant availability of funds necessary for the current activities of the enterprise, monitors their receipt and expenditure. In his work, he relies on the cash method (cash) in determining the funds of funds.
Accounting is carried out using the computer program "1C: Accounting". Also, the department calculates technical and economic indicators (profitability, depreciation of fixed assets, revenue, profit, costs, etc.).
Information support for management is carried out through the orders and instructions of the director, and information necessary for the activities of the Company is taken from periodicals and the Internet.
The workflow is carried out in accordance with the law.
IP "Transgroup" uses the following types of organizational and administrative documentation:
Staffing table;
Internal labor regulations;
Orders for the main activity, personnel;
Decisions on the Company's activities.
Reference and information documentation is also used:
Statements;
Help;
Explanatory notes;
Memorandums;
The process of recruiting and hiring personnel is carried out by the director himself using the following personnel documentation:
Applications (for admission, transfer, dismissal);
Orders for personnel;
Personal card form No. T-2;
Personal sheet on personnel records;
Labor books;
Autobiographies of employees.
The employment relationship between the employer and the employee is regulated by law on the basis of the conclusion of an employment contract.
The development of the personnel management system of enterprises in the context of the transition to market relations is one of the urgent tasks of the modern development of the economy of the Republic of Belarus.
In FE "Transgroup" the following sources of recruitment are used: recommendations of friends and relatives; recommendations of consulting firms specializing in the search and promotion of personnel; announcements, advertising; various sources within the enterprise; initiative letters of appeal for admission; employment department.
Recruitment and selection of personnel for work in FE "Transgroup" is based on the recommendations of the company's employees, as well as on the results of inquiries to employment centers and recruitment agencies. The main criterion for evaluating employees is their work activity, education, they must be innovators, proactive, contact, with a long-term orientation, ready to take risks and be responsible.
Forms, systems and amounts of remuneration of employees, including additional payments of a stimulating and compensatory nature, are established on the basis of a collective agreement, agreement and labor contract.
Employees of FE "Transgroup" receive additional payments and allowances:
For professional excellence;
For combining professions, expanding the service area;
For classiness, irregular working hours;
For work in the evening and at night;
For work with harmful working conditions;
For work experience;
For high achievements in work, performance of particularly important work.
Wages are strictly dependent on the quantity and quality of labor. For this purpose, the current production standards are regularly monitored. The current provisions on bonuses cover all categories of workers. Bonus payments to employees of FE "Transgroup" are made in accordance with the "Regulations on bonuses for the results of financial and economic activities", approved by the director of the enterprise.
Bonuses for workers are made according to the following indicators:
Implementation of the product sales plan;
Providing the required level of customer service quality.
Bonuses for managers are made according to the main indicators:
Growth in sales of products in comparable prices to the corresponding period of the last year (from 10 to 50%);
Growth in the volume of sold products, works, services in actual prices compared to the corresponding period of the previous year
- (from 10 to 50%).
The amount of bonuses to employees is reduced for failure to meet the performance indicators.
3. Planning
Cash income, savings and receipts generated at the enterprise and intended for the purpose of fulfilling financial obligations, implementing costs for expanded reproduction, economic incentives for workers, meeting their social and other needs, form its financial resources.
The main goal of financial planning is to optimize the balance between short- and long-term goals of production development.
Depending on the purpose, two types of planning are also distinguished:
1) short-term, aimed at determining the structure of funds (capital) of the enterprise for the current period;
2) long-term (strategic), aimed at ensuring the successful functioning of the enterprise in the future.
The social development plan of FE "Transgroup" includes the following main sections.
1. Improving the social structure of the workforce.
This section of the plan reflects the generalized social characteristics of the collective, its specific features. This section provides for measures to improve the professional and qualification structure of the employee, reduce the number of employees employed in jobs with harmful working conditions, improve the ratio between unskilled and skilled labor, which leads to an increase in social homogeneity of labor. Here, measures are developed to reduce the turnover of personnel and their systematic movement within the enterprise, including those caused by intraprofessional or qualification, interprofessional and other types of movements.
2. Improvement of working conditions and health protection of employees of the enterprise.
In this section, special attention is paid to measures to improve the working environment, which has a direct impact on health, performance, life expectancy, mood, and the socio-psychological climate in the team. Improvement of working conditions and health protection of workers creates preconditions for a more favorable course of social processes in the labor sphere, such as motivation, adaptation, team building, etc. When developing this section of the plan, special attention is paid to: improving the social and hygienic working conditions at workplaces improving the level of illumination and other indicators of sanitary and hygienic working conditions throughout their complex; optimization of physiological and psychological factors of labor, which is understood as the establishment of optimal work and rest regimes, the creation of normal conditions for regulated rest, the provision of a healthy socio-psychological climate in the team, a decrease in industrial injuries, as well as an increase in the prevention and reduction of occupational and general morbidity of workers; improving medical care at the enterprise.
3. Improvement of wages, improvement of cultural and living conditions of employees of the enterprise.
It provides not only a general increase in the level of wages of workers, but also the establishment of the correct proportions in the level of wages of various categories of workers, the differentiation of the level of wages within categories of workers, depending on the level of complexity and the final results of labor. Much attention is paid to strengthening the stimulating role of forms and systems of remuneration and bonuses, expanding the scope and quality of labor rationing.
4. Upbringing of personality, increasing labor and social activity of workers and expanding their participation in production management.
The variety of levers of influence on the formation of the employee's personality determines the variety of directions of this work. These are, first of all, measures aimed at developing the social activity of workers and increasing their role in the management of production, its democratization; ideological and patriotic education, labor, economic, moral, legal. These types of education closely interact with each other. In addition, aesthetic education and cultural work are distinguished; physical culture and sports, physical education.
The main objectives of the technical and organizational development plan are:
Ensuring a steady increase in the technical level of production and products;
The level of organization of production and labor;
Improving the use of labor resources;
Improving the use of production assets;
Improving capacity utilization;
Improving the use of raw materials and supplies;
Improving the use of fuel and energy.
The technical development plan provides for the production of new types of products to meet consumer demand for wood processing products. In addition, it is envisaged to introduce new high-performance equipment, which will increase production output and save raw materials.
The planning concept in FE "Transgroup" is that planning begins with marketing and ends with the implementation of a specific product. So, marketing planning at an enterprise includes both compiling a list of marketing tasks and calculating the costs of their implementation, and assessing the proceeds from the sale of goods and the amount of profit. Marketing management at the enterprise consists in ranking economic tasks and organizing their timely solution along the entire technological chain of product movement.
To select a strategy for FE "Transgroup", it is necessary to conduct a deep analysis of the existing areas of activity, its position in the market, prospects for the future, as well as development trends. Based on the analysis, develop priorities in the allocation of resources. The object of analysis is the strategic data base, which is the most essential characteristic of the internal and external conditions of the organization and its main partners. Based on the analysis, conclusions are drawn about 10-15 of the most significant factors affecting the organization's activities, identifying strengths and weaknesses, as well as the impact on it and what are the trends of this impact, thereby drawing a reliable portrait of the organization's future.
The analysis of the strategic database is carried out in three areas:
1) an objective assessment of the state of the enterprise as a whole;
2) research of the effectiveness of his work in the past and present; the vitality of the organizational structure, management system;
3) model of functioning of technical and technological potential, preference for leadership; the specifics of the business moral atmosphere and other issues of the life of the enterprise.
The external environment of the organization. Its real reputation is found out, the products sold in the eyes of business partners and consumers, market trends, real potential consumers are investigated, the range of goods and services that it makes sense to focus on is determined.
The obstacles hindering development, the discrepancy between goals and means to achieve them, and possible industrial conflicts are identified.
It is also necessary to develop a business plan, that is, it is necessary to plan the economic activities of the company for the near and distant periods in accordance with the needs of the market and the possibilities of obtaining the necessary resources.
The business plan helps to solve the following tasks:
1) determine the specific areas of activity of the company, target markets and the place of the company in these markets;
2) formulate long-term and short-term goals of the firm, strategy and tactics for their achievement. Identify persons responsible for the implementation of the strategy;
3) choose the composition and determine the indicators of goods and services that will be offered by the firm to consumers, assess the production and trade costs for their creation and sale;
4) to identify the compliance of the existing personnel of the company, the conditions for motivating their work, the requirements for achieving the set goals;
5) determine the composition of the company's marketing activities for market research, advertising, sales promotion, pricing, distribution channels, etc .;
6) assess the financial position of the company and the correspondence of the available financial and material resources to the possibilities of achieving the set goals;
7) to foresee difficulties, “pitfalls” that can interfere with the practical implementation of the business plan.
In my opinion, the main mistake in organizing planning at IP "Transgroup" is that it does not engage in strategic planning, does not develop plans for the long term, does not develop business plans. Strategic planning is a tool with which a system of goals for the functioning of an enterprise is formed, and the efforts of the entire team are united to achieve it. Its most important task is to provide innovations necessary for the life of the enterprise. As a process, strategic planning includes four types of activities (strategic planning functions): resource allocation, adaptation to the external environment, coordination and regulation of business processes, organizational changes.
The enterprise is developing a tactical plan for 1 year. It includes sections: a plan for production and sales of products, a plan for material and technical support of production, a plan for personnel and wages, a plan for production costs, profit and profitability, a plan for the social development of the team. It is developed by analyzing the results of the last year multiplied by the price change index and multiplied by the growth rate in the city of Minsk. The development of a tactical plan should be carried out on the basis of progressive, technically and economically justified norms and standards for the consumption of raw materials, materials, fuel, heat and electricity, the cost of living labor, the standards for the use of labor tools and the organization of production processes.
4. Organization of production
Organization and development of research work is carried out at the enterprise to improve the quality of services provided and to reduce the time spent by the employees of FE "Transgroup" for the provision of services.
Basically, the measures taken to improve the technical support of the enterprise are related to the modernization and renewal of office equipment and communications of the sales department.
At the beginning of 2005, a local network was installed for the office of FE "Transgroup" for all users through a central server with switches (users are connected according to the star principle).
There is an Internet connection and access to e-mail. A special e-mail program is installed in all offices of the enterprise, which ensures very high speed of mail delivery within the general system.
Also in 2006 a new telephone network based on mini-automatic telephone exchange was installed. Its advantage is that this connection is digital and allows all subscribers to be connected to each other by simply pressing a key.
Workplaces are being gradually re-equipped with more modern office equipment. New personal computers based on Pentium - 4 processor were installed at all workplaces, which makes it possible to speed up processing:
Information and install more up-to-date versions;
Operating systems.
In addition, all workplaces are equipped with the latest generation monitors - LCD. They are much more compact than conventional monitors, which allows for more efficient use of the entire desktop area.
Ink-jet printers are installed everywhere and are gradually being replaced by laser printers in order to ensure a high level of printing of various documents, as well as price lists intended for the clients of FE "Transgroup".
To optimize the use of working time and the convenience of the company's employees, each office has installed such additional types of office equipment as scanners and copiers.
As for car service stations, here the company is constantly updating a number of equipment and tools designed for diagnostics and various types of vehicle repairs.
Timely replacement of equipment for samples of equipment of a newer generation is ensured through regular visits to scientific and technical exhibitions by representatives of the company and familiarizing them with the latest samples of this type of product, as well as the subsequent purchase of new equipment for FE "Transgroup".
At FE "Transgroup" it is planned to further use automated information processing systems, which are used to improve the efficiency of enterprise management, improve the efficiency of decision-making, and automate the information processing process.
The purpose of creating such systems is to create an integrated information system based on the use of computer information technologies for the preparation, reception, processing, transmission, accounting, search and control of economic information and to improve the efficiency and quality of enterprise management.
Requirements for these systems:
1) the system performs the following operations: accounting and sorting of applications received from customers, selection of the optimal solution based on the requirements specified in the application;
2) adaptability of the system, the ability to customize it, database support;
3) modularity and openness of the system and its individual components, information compatibility between functional blocks of the system and with other information systems, the ability to scale the system;
4) the ability to diagnose hardware and software;
5) user-friendly interface, easy control, the ability to configure parameters at the request of the user.
The introduction of automated information processing systems will increase the efficiency of the enterprise; the quality of the services provided will increase, since the most optimal solutions will be found; the efficiency of employees will increase, therefore, the volume of services provided will increase, which will expand the circle of clients and increase income.
It will take the cost of installing a server, computers and other technical equipment, organizing an internal network, installing the necessary software, as well as the cost of the Internet. However, subsequently the costs will be paid off by the increased labor productivity.
5. Organization of work
At IP "Transgroup" there are some omissions in the organization of the workplace and working conditions, but their elimination for the enterprise will not be difficult and costly. The selection of personnel was carried out in accordance with the requirements of job descriptions, the level of qualifications is constantly increasing, which characterizes this department on the positive side.
The main reasons for wasted time are:
Fuzzy goal setting and prioritization, as a result of which people cannot correctly navigate the situation, and therefore take on either too much or too little work, drown in little things;
Poor planning organization;
Weak organization and discipline of subordinates, leading to multiple remodel the same job;
Lack of necessary information for making decisions, as a result of which they have to be constantly postponed;
Inability to work with partners, visitors, phone calls.
Time scheduling serves to improve the efficiency of the working day. It is believed that it is best to start the day at the same time, for a person is a slave to his habits. This provides a good tone and allows you to actually implement the principle "man is the owner of work, and not work is the mistress of man."
To save time in the process of work, it is necessary to avoid impulsive actions and not be distracted, if possible, by newly emerging problems, because they may require new actions. It is advisable to fix these problems in order to return to them later, which will allow you to complete what you have begun, and the problems "lie down" and take on more visible outlines. Fixation of the material is also necessary in case of sudden interruptions in work, since it allows you to quickly re-focus.
The level of mechanization and automation of workplaces in FE "Transgroup" is about 87%. At the same time, it should be noted that there is a large proportion of equipment with a service life of no more than 10 years.
The structure of the automated system for processing economic information of FE "Transgroup" includes:
1) technical support: a server that ensures the operation of an internal network, which consists of several computers (NTT computers with an Intell Pentium 4 processor), scanners for scanning the necessary documents, printers for printing documents, a copier, a modem that provides access to the Internet;
2) system software: operating system Windows XP and Windows 2000;
3) network support: internal network, since all information is stored electronically, information is exchanged using internal and external e-mail; departments of the enterprise cooperate with each other using an internal network to improve quality, speed, efficiency of work, as well as for greater information security;
4) tools for organizing databases: databases are developed in Access, since Access has all the tools and capabilities necessary for work, and more complex programs are not needed to create the necessary databases and work with them. Microsoft Access supports two ways to create a database. You can create an empty database and then add tables, forms, reports and other objects to it. This method is the most flexible, but requires a separate definition of each database item. You can also use the Database Wizard to create all the required tables, forms, and reports for the selected type of database. This is the simplest way to initially create a database.
In both cases, the created database can be modified and expanded at any time;
5) application software: Lotus Notes mail program for accepting applications in electronic form and for exchanging the necessary information between departments;
6) information support: information necessary for the employee's work is stored on a computer - a workplace on a special disk protected by a password, it is also duplicated on the server; the result of employees' work and information archives are stored on the server. If an employee needs to get any information, he turns to the server, or directly to the one who has this information. Information is issued by internal e-mail. Sources of information are regulatory and reference documentation.
To ensure the most efficient operation of FE "Transgroup" on a computer, it is necessary to install Windows XP as OS (on a file server). Windows XP is multi-user, multitasking, multi-threaded,
32-bit OS with its own graphical user interface. Distinctive features of this OS are:
Priority multitasking;
Support for multiprocessor computers: support for networking;
Ability to work on various computer platforms;
Support for file systems and applications for other OS;
Security;
Reliability and resiliency;
Modularity;
Possibility of using the "national version".
In addition, it should be noted that unlike earlier versions of Windows (such as Windows for Workgroups and Windows 95), XP is a complete OS, not a DOS add-on.
Service software includes:
1) programs of a technical computer (for example, Speedisk from the Norton Utilities package);
2) anti-virus programs (Kaspersky);
3) programs - archivers (WinZip, WinRar, ARJ);
4) disk maintenance programs (MS DOS: Format, Fdisk, ChkDisk, etc.), for servicing the file system on the disk (NDD, Calibrate. Unerase) and setting PC configuration parameters (Setup, Atsetup, etc.).
Information support requirements:
1. Correctness of information, which will ensure its unambiguous perception.
2. Usefulness of information, that is, it should contribute to the achievement of the goals.
3. Efficiency, which should reflect the relevance of information for the necessary calculations and decision-making.
4. Accuracy of information, that is, it should not contain distortions so that there are no risks based on inaccurate information to make a wrong decision.
5. Reliability is determined by the property of information to reflect real-life objects.
6. Stability of information - its ability to react to data changes without violating the required accuracy.
7. Sufficiency of information - contains the minimum amount of information for making appropriate decisions.
Out-of-machine information support includes an out-of-machine base and means of its maintenance. The out-of-machine information base consists of documents of regulatory and reference documentation and other conditionally permanent information (product guides, catalogs of manufacturers, suppliers, a collection of regulatory documents for the acceptance of goods in terms of quality and quantity, storage of goods, sales of goods, reports on warehouse operation) ...
Out-of-machine information bases are formed on the basis of various media, regulatory reference books, information from partners. The organization and maintenance of these bases is carried out through a system of classification and coding of goods, through unified forms of the documentation system.
Intra-machine information support includes an intra-machine information base and means of organizing its introduction. The in-machine information base includes regulatory and reference data that are created at the initial loading and are periodically updated (information about competitive products, about suppliers, customers, about the technique of innovations and storage of products, generalized reports of activities, the cost of introducing new equipment, expanding the staff employees, repair; comparative analysis over several years, proposals for improving the condition of the enterprise, accounting for personnel income, costs of transporting goods, etc.).
IP "Transgroup" uses a system of centralized information processing. Batch and interactive modes are most commonly used in such systems.
Economic problems solved in batch mode are characterized by the following properties:
1) the algorithm for solving the problem is formalized, the process of solving it does not require human intervention:
2) there is a large amount of input and output data, a significant part of which is stored on magnetic media;
3) the calculation is performed for most of the records of the input files;
4) a long time for solving the problem is due to large amounts of data;
5) routine, that is, tasks are solved at a given frequency.
In interactive mode, the user has direct access to one computer or to a computer complex operating as one computer under the control of one operating system. In this case, it is quite simple to organize the work of users with a common database, control of data integrity, storage and recovery is simplified.
The organization of labor is an ordered system of interaction of workers with the means of production and with each other in a single production process.
The enterprise carries out work on the following elements of labor organization:
1. Division and cooperation of labor.
The division of labor at this enterprise is simultaneously carried out in three forms: functional - the division of labor, which provides for the isolation of various types of labor activity and the performance of specific work by the corresponding groups of workers; professional division of labor - depending on the professional specialization of workers; the qualification division of labor is due to the varying complexity of work, requiring a certain level of knowledge and experience of workers. For each profession, a composition of work of varying degrees of complexity is established, which are grouped according to the assigned tariff categories or qualification categories.
Labor cooperation at an enterprise exists as an association of workers in the course of joint execution of a single process or a group of interrelated labor processes.
2. Organization of the workplace.
The organization of jobs at this enterprise can be considered satisfactory. Almost all technical, organizational, economic and ergonomic requirements are met. Although it is necessary to note the lack of some technological and organizational equipment, as well as sometimes a tool, due to which some operations have to be performed manually, in this case the lack of material means affects.
3. Working conditions at workplaces.
The working conditions at this enterprise are characterized as normal. All sanitary and hygienic and psychophysiological standards are met. In accordance with the legislation, the company carries out periodic certification of workplaces and makes additional payments for harmful working conditions.
4. Incentives for labor.
The company has introduced a system of bonuses to employees for the main results of economic activity.
6. Individual part. Personnel turnover and factors of its decline at FE "Transgroup"
Employee turnover is one of the indicators associated with dismissal and affecting the viability and success of an organization. Even if quantitatively this factor corresponds to the plans of management, then leaving the organization of each individual employee may turn out to be, if not fatal, then at least dangerous.
Excessive staff turnover, according to Western psychological research, negatively affects the morale of the remaining workers, their work motivation and dedication to the organization. With the departure of employees, the established ties in the work collective fall apart, and turnover can become an avalanche-like character. In recent years, Belarusian enterprises have often seen cases of “departures by departments”, when established work collectives, due to the same motivation and established contacts, prefer to move to another organization entirely.
Before analyzing the turnover of personnel in FE "Transgroup", we will analyze the workforce.
Data on the age and educational level of employees of FE "Transgroup" are shown in Fig. 6.1 - 6.6.
Rice. 6.1 Educational level of employees of FE "Transgroup" as of 01.01.2005
Rice. 6.2 Age level of employees of FE "Transgroup" as of 01.01.2005.
Rice. 6.3 Educational level of employees of FE "Transgroup" as of 01.01.2006
Rice. 6.4 Age level of employees of FE "Transgroup" as of 01.01.2006
Thus, in comparison with 2004, in 2005 in FE "Transgroup" the number of employees with higher education decreased, the number of employees with secondary specialized, vocational and general secondary education increased. Compared to 2004, in 2005 in FE "Transgroup" the number of employees aged 25 to 29 years old increased and the number of employees aged from 18 to 24 years old decreased.
Rice. 6.5 Educational level of employees of FE "Transgroup" as of 01.01.2007.
Rice. 6.6 Age level of employees of FE "Transgroup" as of 01.01.2007.
Thus, in comparison with 2005, in 2006 in FE "Transgroup" the number of employees with higher and vocational education decreased, the number of employees with secondary specialized and general secondary education increased.
In FE "Transgroup" the main management personnel are employees with higher and secondary education. Administrative and managerial personnel predominantly have higher technical and economic education.
One of the most important conditions for the successful operation of any enterprise is a permanent staff of employees. Therefore, when analyzing the performance of labor indicators, it is advisable to study changes in the number of employees, which are usually carried out by determining the turnover of the labor force, that is, changes in its number, the intensity of which is characterized by the turnover rate, by determining the turnover of the labor force, the intensity of which is characterized by the coefficient of turnover. Among the extensive factors, an important place is occupied by the reduction of staff turnover and the creation of stable labor collectives.
To characterize the movement of the labor force of FE "Transgroup", we will calculate and analyze the dynamics of the following coefficients:
1) the coefficient for the reception of workers (K pr):
2) the coefficient for the dismissal of workers (K uv):
3) staff turnover rate (K tech):
4) the coefficient of the total turnover of labor (K about):
Let's calculate the above indicators:
Data on personnel turnover of IP "Transgroup" are given in table. 6.1.
Table 6.1
Analysis of indicators of the movement of labor of FE "Transgroup" for 2005-2006.
As you can see from the table. 6.1, not all labor force movement rates have a positive trend. The admission rate decreased over time by 0.04. A negative trend in the movement of personnel of FE "Transgroup" in the reporting period is an increase in the staff turnover rate. The staff turnover rate in 2006 was 0.118 and increased by 0.013, that is, the number of workers dismissed in 2006 is more than those hired in 2006.
To identify the reasons for staff turnover in FE "Transgroup", we will conduct a more detailed analysis of labor resources.
Let's analyze the indicators for labor and wages of FE "Transgroup", for which we will make a table. 6.2.
The salary fund of FE "Transgroup" increased in comparison with 2005 by 10 million rubles. (or by 10.6%), the average monthly wage increased by 97.6 thousand rubles. (or 23.6%). The change in the wage fund of employees was ensured by an increase in the average wage and a reduction in the number of personnel.
Table 6.2
Analysis of indicators on labor and wages of FE "Transgroup"
for 2005-2006
Due to the growth of proceeds from the sale of products and the reduction in the number of personnel, labor productivity increased by 15.97 million rubles. or 17.7%.
When analyzing the payroll, it is advisable to study the structure of the sources of the payroll. Data for analysis are given in table. 6.3.
Table 6.3
The structure of sources for the formation of the payroll of FE "Transgroup" for 2005-2006.
It should be noted that almost the entire payroll is formed from payments attributed to the costs of the organization. So, in 2005 the share of these payments was 98.1%, and in 2006 - 99.2%, that is, it increased by 1.1%. The smaller part of payments is made at the expense of the profit of FE "Transgroup". During the reporting period, these payments decreased by 1 million rubles, or by 1.1%.
Efficient operation of an enterprise is possible if the growth rate of labor productivity outstrips the growth rate of average wages. FE "Transgroup" has an unfavorable tendency to outstrip the growth of average wages (123.6%) in comparison with the growth of labor productivity (117.1%).
The lead coefficient is:
K op = I gv / I sz = 1.171 / 1.236 = 0.947.
To determine the amount of savings (-E) or overexpenditure (+ E) of the wage fund due to a change in the ratio between the growth rates of labor productivity and its payment, we use the following formula:
E = FZP 2006 × (I sz - I gv) / I sz. (6.5)
E = 104.1 million rubles. × (1.236 - 1.171) / 1.236 = 5.47 million rubles.
Thus, there is an overspending of the salary fund of FE "Transgroup" for 2006 in the amount of 5.47 million rubles.
In order to identify the reasons for staff turnover in FE "Transgroup", a procedure was developed for assessing the level of job satisfaction of employees of FE "Transgroup", which consists of three stages:
1) development of a questionnaire for assessing the level of employee satisfaction with the main factors of the production situation;
2) conducting a survey;
3) analysis of the level of employee satisfaction with work (enterprise).
First step.
When compiling the questionnaire, a list of the most characteristic indicators and criteria for their assessment is determined. At the same time, along with the main indicators of the production situation (labor content, wages, etc.), specific motivation factors are possible (various social programs, etc.).
The following qualitative characteristics served as the criteria for evaluating the indicators:
Completely satisfied;
Satisfied;
I am at a loss to answer;
Not satisfied;
Not satisfied at all.
Additionally, each respondent was asked to fill in the column “Your wishes and comments”. In the course of preliminary analytical work, 18 factors of motivating the personnel of FE "Transgroup" were identified. To analyze satisfaction with work and the current incentive system, employees of FE "Transgroup" filled out a questionnaire (Table 6.4), it was necessary to put any sign in the column with which they agreed.
Table 6.4
| P / p No. | The name of the factor of the production situation | Perfectly satisfied | Satisfied | I am at a loss to answer | Not satisfied | Not at all satisfied |
| 1 | 2 | 3 | 4 | 5 | 6 | 7 |
| 1 | Content of labor | x | ||||
| 2 | Position held | x | ||||
| 3 | Wage | x | ||||
| 4 | Prize for the year | x | ||||
| 5 | Vacation bonus | x | ||||
| 6 | Award throughout the year | x | ||||
| 7 | Working conditions | x | ||||
| 8 | Labour Organization | x | ||||
| 9 | Payment for travel cards | x | ||||
| tickets | ||||||
| 10 | Payment for vouchers for children | x | ||||
| 11 | x | |||||
| 12 | Birthday Gifts | x | ||||
| 13 | New Year presents | x | ||||
| 14 | x | |||||
| 15 | Organization of the New Year | x | ||||
| 16 | Health program | x | ||||
| 17 | x | |||||
| 18 | Relations with colleagues | x |
The following entries were found in the column "Your wishes and comments":
My knowledge and skills are not in demand. Some responsibilities are duplicated by other employees. I would like more independence, responsibility, trust on the part of the direct manager. I hope that the Health program will continue.
Second phase.
All employees of FE "Transgroup" were involved in the survey. Employees filled out questionnaires anonymously. They were distributed among the subdivisions of FE "Transgroup". This approach made it possible to assess not only the individual level of employee satisfaction with the work in FE "Transgroup", but also to record data on the microclimate in each department.
Stage three.
Perhaps the most difficult part of any survey is its mathematical justification. For this purpose, each qualitative criterion for assessing satisfaction was assigned a corresponding numerical value - a coefficient:
Completely satisfied (+1.0);
Satisfied (+0.5);
Difficult to answer (0,0);
Not satisfied (-0.5);
Not satisfied at all (-1.0).
The total satisfaction indicator - the satisfaction index (Isp) for each of the factors was calculated by the formula:
where n1, n2, n3, n4 is the corresponding number of respondents (within departments), combined according to one of four possible answers on the satisfaction scale.
The answers of the respondents who were unable to assess the factor (characteristic according to the satisfaction scale “I find it difficult to answer”) were not taken into account.
Using the table. 6.5, depending on the obtained value of the satisfaction index (I beat), it is possible to assess the degree of staff satisfaction with one or another factor of labor motivation within a unit or professional group.
Table 6.5
Interpretation of numerical values (I beat)
Table 6.6
The summary values of the indices of satisfaction (fragment)
| P / p No. | Factor | Sales department | Economics department | Accounting | Engineering and technical service | Production | Average index by factor |
| 1 | Content of labor | 0,75 | 0,79 | 0,76 | 0,83 | 0,15 | 0,66 |
| 2 | Position held | 0,68 | 0,56 | 0,66 | 0,74 | 0,4 | 0,61 |
| … | … | … | … | … | … | … | |
| 17 | Relations with immediate managers | 0,56 | 0,67 | 0,6 | 0,67 | 0,38 | 0,58 |
| 18 | Relations with colleagues | 0,56 | 0,67 | 0,6 | 0,67 | 0,38 | 0,58 |
| Total: | 0,74 | 0,65 | 0,76 | 0,73 | 0,43 | 0,64 |
According to the results listed in the table. 6.6, it is possible to assess not only the average index of satisfaction for a specific factor, but also the general index of satisfaction with the production situation in a specific department of employees.
Table 6.7 the factors are ranked according to the degree of satisfaction of the employees of FE "Transgroup" with each of them. This procedure allows you to group the factors of the production situation depending on the value of the average satisfaction index.
Table 6.7
Ranking factors according to the degree of satisfaction
| P / p No. | The name of the factor of production satisfaction | Average index |
| 1 | 2 | 3 |
| 1 | Payment of tickets | 0,83 |
| 2 | Organization and content of a corporate event | 0,83 |
| 3 | Birthday Gifts | 0,82 |
| 4 | New Year presents | 0,82 |
| 5 | Organization of the New Year | 0,75 |
| 6 | Payment for vouchers for children | 0,71 |
| 7 | Health program | 0,68 |
| 8 | Labour Organization | 0,67 |
| 9 | Working conditions | 0,65 |
| 10 | Information content on the bulletin board | 0,63 |
| 11 | Content of labor | 0,62 |
| 12 | Position held | 0,6 |
| 13 | Award throughout the year | 0,56 |
| 14 | Relationship with the immediate supervisor | 0,56 |
| 15 | Relations with colleagues | 0,56 |
| 16 | Prize for the year | 0,54 |
| 17 | Vacation bonus | 0,53 |
| 18 | Wage | 0,24 |
| Overall satisfaction index for the enterprise | 0,64 | |
Table 6.7, indicators with medium and low levels of satisfaction that require improvement are highlighted in gray.
Thus, in order to eliminate staff turnover in FE "Transgroup", we applied the method of retaining employees and received information for making decisions. After that, an analysis is carried out for each factor of the production situation, regardless of the value of the average level of employee satisfaction with work. Possible reasons for just such a value of the satisfaction index are indicated, recommendations are given on how to maintain or increase employee satisfaction with their workplace. For this, data on the average wage in the city, information obtained as a result of interviews, observations, etc. are additionally used.
As a result of a consistent analysis of all factors affecting employee satisfaction with work and the labor incentive system, the following measures can be proposed:
1) develop a standard for in-house awards (certificates, badges, etc.), a training program for specialists, new job descriptions indicating goals, objectives, requirements and evaluation criteria; additionally develop the Regulation on bonuses based on the quality, productivity and profit of the enterprise, as well as the "Children" program (payment for children's vouchers or travel expenses to a vacation spot, insurance for children against accidents, etc.);
2) revise the average wage;
3) consider the possibility of additional purchase of equipment;
4) adjust the "Health" program (compensation for the cost of medicines for employees, payment for a sanatorium voucher, dental care, additional payments for non-smokers, etc.), a package of social benefits and benefits;
5) draw up a plan for corporate events, congratulations, competitions for the year and approximate programs for their holding.
Thus, speaking about the advantages of the proposed method, it can be noted that it is quite simple and versatile, although it is more suitable for small companies. It can also be used to control the adaptation of new employees at the enterprise.
In general, the proposed methodology makes it possible to promptly inform the management of the FE "Transgroup", both about the general level of satisfaction of the team, and about the satisfaction of employees with individual production processes, which is very important for making adequate decisions to improve the disciplinary relationship management system and reduce staff turnover.
Conclusion
During the internship at the FE "Transgroup", an analysis of its activities was carried out, taking into account the changes in the economy and organization of production that have occurred in recent years, the issues of staff turnover at the enterprise were considered and analyzed, and measures were proposed to reduce staff turnover.
Staff turnover degrades many of the performance indicators. First of all, this is lost profits due to the slow entry into the course of newcomers, a decrease in labor productivity. Highly qualified specialists are distracted by training new employees. There are difficulties with staff motivation. Staff turnover worsens the morale in the team, which prevents team building. Of course, such a situation is a serious signal to the management about the need to understand the processes taking place in the company.
In addition to negative aspects, staff turnover has positive aspects. With a controlled turnover of personnel, opportunities open up for personnel reshuffles and career growth for the remaining best employees, which is an additional incentive for them. After analyzing the reasons for the departure of employees and making appropriate changes in the activities of the company, it is possible not only to reduce staff turnover, but also to increase the efficiency of each employee and the company as a whole.
In order to identify the reasons for staff turnover, the FE "Transgroup" developed a procedure for assessing the level of satisfaction with the work of the company's employees, which consists of three stages: development of a questionnaire for assessing the level of employee satisfaction with the main factors of the production situation; conducting a survey; analysis of the level of employee satisfaction with work (enterprise).
Speaking about the advantages of the proposed method, it should be noted that it is quite simple and versatile, although it is more suitable for small companies. It can also be used to control the adaptation of new employees at the enterprise. In general, the proposed methodology allows timely informing the management of FE "Transgroup", both about the general level of satisfaction of the team, and about the satisfaction of employees with individual production processes, which is very important for making adequate decisions to improve the management system and reduce staff turnover, as well as to strengthen labor discipline.
List of sources used
1. Akulich I.L. Marketing: A Textbook. - Minsk: Higher school, 2002 .-- 447 p.
2. Bazylev N.I., Bazyleva M.N. Business fundamentals: Textbook. allowance. - Minsk: Misanta, 2003 .-- 253 p.
3. Belyavsky I.K. Marketing research: information, analysis, forecast. - M .: Finance and statistics, 2007 .-- 320 p.
4. Braerty E., Eccles R., Reeder R. Business Marketing: Translated from English. - M .: Grebennikov Publishing House, 2007 .-- 736 p.
5. Volkogonova O.D., Tooth A.T. Strategic Management: A Textbook. - M .: Forum: Infra-M, 2004 .-- 256 p.
6. Goncharov V.I. Technology and tools for effective enterprise management. - Minsk: NRU, 2000 .-- 160 p.
7. Dubrovin I.A. Marketing research. - M .: Publishing house Dashkov and K, 2007 .-- 274 p.
8. Ilyin A.I., Sinitsa L.M. Enterprise Planning: A Study Guide. In 2 parts. - Minsk: LLC "New knowledge", 2000. - 728 p.
9. Korotkov A.V. Marketing research. - M .: Unity, 2005 .-- 303 p.
10. Organization and technology of trade: Textbook / S.N. Vinogradova, O.V. Pigunova, S.P. Gurskaya and others; Under the general editorship of S. Vinogradova. - Mn .: Vysh. shk., 2002 - 460 p.
11. Pambukhchiyants O.V. Organization and technology of commercial activity: A textbook for students. - M .: Information and Implementation Center "Marketing", 2001. - 450 p.
12. Production management. Enterprise management: Textbook. allowance / S.A. Pelikh, A.I. Goev, M.I. Plotnitsky and others; Ed. prof. S.A. Pelikha. - Minsk: BSEU, 2003 .-- 555 p.
The governing bodies are considered to be such bodies that make certain decisions and monitor their implementation without fail. Management bodies act exclusively within their competence when making management decisions. The governing bodies are, as a rule, elected and appointed.
Currently, an individual entrepreneur is one of the most common forms of doing business. Registration in this status allows beginners to avoid unnecessary trouble with taxation, the very registration procedure. At the same time, this status gives entrepreneurs quite extensive rights that are not inherent in ordinary citizens - individuals. These rights are vested in him by state bodies with the application of legislative and regulatory legal acts. For example, some types of activities of an entrepreneur are subject to licensing, acting as an employer, an individual entrepreneur is obliged to follow the norms of the Labor Code when hiring or firing employees. The same rules are guided by an individual entrepreneur when maintaining work books, issuing vacations, and so on. And one of these advantages is the fact that the management bodies of an individual entrepreneur are the entrepreneur himself, since he carries out his activities at his own peril and risk.
Doing business is always carried out with the sole purpose of making a profit. This is possible with a sufficiently effective level of management and adequate planning of activities. It is the entrepreneur who independently plans the activities. In this case, the business plan serves as a document that allows you to adequately build a business model, reduce the risks associated with it, and ultimately increase profits. The governing bodies of an individual entrepreneur are represented by the sole proprietor. He manages his activities in the case of the work of one employee in a specific individual entrepreneur. If an entrepreneur hires hired workers, then in the implementation of their activities he is a management body, since he himself determines the strategy for doing business. It is his prescriptions that hired workers follow when performing it as employees of individual entrepreneurs.
Any organization or enterprise registered as a legal entity must have its own system of governing bodies. It can be one person, he is also the founder, who independently manages. But management can also be entrusted to the meeting of founders, the board of directors. This is a more complex system of governing bodies, but also more effective: several people are capable of making a quick decision or settling a disputable situation. The number of people in the management bodies of a legal entity depends on the total number of employees, as well as on the form of business - LLC, CJSC and others.
Thus, the governing bodies of an individual entrepreneur are the individual entrepreneur himself in the status of an individual. But, in addition to sole management of its business entity, individual entrepreneurs in some situations are in contact with state governing bodies. The taxation of entrepreneurs is managed by the state tax authorities. The same structure registers an individual entrepreneur and issues a certificate to him. The State Antimonopoly Committee also works closely with entrepreneurs to establish an adequate price for a product or service.
At the same time, an individual entrepreneur as an individual is not prohibited by law from holding any positions in other organizations and enterprises. As an employee, an entrepreneur will be subordinate to the governing body of the enterprise with which he or she will draw up an employment or civil contract. Occupying a managerial position at an enterprise or in an LLC (legal entity), an entrepreneur can himself be a member of the governing bodies of a given business entity - be a founder, be a member of the board of directors, etc.
Introduction
1. General characteristics of the object of practice of FE "Delicatnaya" ………………… .3
2. Organizational structure of management of FE “Delikatnaya” …………………. .4
3. Marketing analysis of the Crimean confectionery market ……….… .. .6
4. Organization of personnel management ............................................. ............ eighteen
5. Organization of control in management ............................................ .............. 22
6. Anti-crisis management .............................................. ............................ 24
Applications ................................................. .................................................. ... 27
INTRODUCTION
The purpose of the practical training is to deepen and consolidate the theoretical knowledge gained in the course of study, to promote the development of skills in solving applied problems, and to prepare for independent production activities.
The main tasks of the industrial practice:
· Familiarization with the organization, structure and development prospects of the enterprise - the basis of practice;
· Mastering practical skills in performing functions in the relevant subsections of the practice base;
· Mastering the basics of performing scientific research;
· Assimilation of teaching methods;
· Collection of materials (statistical data, documents) for writing a thesis.
The base of practice is FE "Delikatnaya"
Location of the enterprise: Republic of Crimea, Simferopol, st. Kievskaya, 5v.
Economic activities: sales of confectionery.
For the period of internship, an individual task was received:
1) collect information about the enterprise IP Delikatnaya and give a description of its activities;
2) analyze the internal and external environment of the enterprise;
3) determine the organizational structure of enterprise management;
4) to determine the main indicators of the financial and economic activity of IE Delikatnaya
General characteristics of the practice object of FE "Delikatnaya"
Management practice took place on the basis of FE "Delikatnaya".
Individual Entrepreneur Delikatnaya S.F. is a commercial organization engaged in trade and purchasing activities in confectionery. This business activity is based on a simplified taxation system.
An individual entrepreneur is an individual registered in accordance with the procedure established by law and carrying out entrepreneurial activities without forming a legal entity.
Trade is carried out on the Kiev Market, located at Simferopol Market "Kiev Ryad" st. Kievskaya 5 V
Taking into account the commodity specialization of a private enterprise, SP Delikatnaya S.F. belongs to the group of food products that trade in confectionery products.
The assortment of goods in the objects fully corresponds to its profile and corresponds to the declared assortment list of the brand name.
The operating mode of the private enterprise SP Delikatnaya S.F. is established from 08.00 to 18.00 hours, without lunch. This mode is optimal, since the store is a retail enterprise and is designed for end customers.
To achieve the established goals in his activities, an entrepreneur has the right to conclude transactions on his own behalf, conclude contracts, acquire property and personal property rights, bear obligations, be a plaintiff and defendant in court, arbitration, arbitration.
SP Delicate on your own:
· Establishes, expands and reduces the staffing table;
· Establishes the forms, systems, amount of remuneration of employees of the company;
· Establishes a working schedule for employees, the duration of vacations, and solves issues of social protection.
According to the current legislation of the Russian Federation, SP Delikatnaya S.F. guarantees its employees a minimum wage, the duration of social security leave.
Organizational structure of management of FE "Delikatnaya"
When we talk about organizational structure, we mean the conceptual framework around which a group of people is organized, the foundation on which all functions are held. An enterprise organizational chart is essentially a user guide that explains how an organization is built and how it works. More specifically, the organizational structure describes how decisions are made in a company and who is its leader.
Why is it necessary to develop the organizational structure of the enterprise?
- The organizational structure provides a clear understanding of the direction in which the company is heading. A clear structure is a tool with which you can maintain order in decision-making and overcome various disagreements.
- The organizational structure links the participants. Thanks to her, people who join the group have distinctive features. At the same time, the group itself has certain characteristics.
- The organizational structure is inevitable. Any organization, by definition, implies some kind of structure.
Organizational structure elements
The organizational structure of any organization will depend on who is its participants, what tasks it solves and how far the organization has come in its development.
No matter which organizational structure you choose, three elements will always be present in it.
- Control
A specific person or group of people who make decisions in an organization.
- The rules by which the organization operates
Many of these rules can be stated explicitly, while others can be hidden, but no less binding.
- Distribution of labor
The distribution of labor can be formal or informal, temporary or permanent, but each organization will certainly have a certain type of distribution of labor.
Traditional organizational structures
These structures are based on functional unit and department. They are characterized by the fact that the powers of strategic and operational tasks are concentrated at the top level.
There are several types of traditional structures.
- Linear organizational structure
The simplest structure of all. It is characterized by the presence of a certain chain of command. Decisions come from top to bottom. This kind of structure is suitable for small organizations like small accounting firms and law firms. The linear structure makes decisions easy.
Advantages:
- The simplest kind of organizational chart.
- As a result of tough management, tough discipline is formed.
- Quick decisions lead to quick and effective action.
- There is clarity in the structures of power and responsibility.
- Since control rests with one boss, in some cases he can be flexible.
- There are good career prospects for people who perform well.
Disadvantages:
- There are opportunities to influence the head of the department.
- A constant problem is the lack of specialization.
- The department head can be overwhelmed with work.
- Communication is carried out only from top to bottom.
- A boss with power may misuse it to his advantage.
- Decisions are made by one person.
Line-staff organization
This structure is characterized by the presence of line managers and departments, which in fact do not have the right to make decisions. Their main task is to assist the line manager in performing certain management functions. The decision-making process in such a structure is slower.
Advantages:
- Allows employees to complete tasks quickly.
- Helps employees take on responsibilities and specialize in specific functions.
- Helps line managers focus on specific tasks.
- With organizational changes, the risk of resistance is minimal.
- Employees feel appreciated for their contributions.
Disadvantages:
- Confusion can arise among employees.
- Employees do not have enough knowledge to focus on results.
- There are too many levels of hierarchy.
- Employees can disagree, which slows down work.
- More expensive structure than a simple line organization due to the presence of department heads.
- Decisions can take too long.
Functional structure
This kind of organizational structure classifies people according to the function they perform in their professional life.
Advantages:
- High degree of specialization.
- Clear chain of command.
- A clear understanding of responsibility.
- High efficiency and speed.
- No need to duplicate work.
- All functions are equally important.
Disadvantages:
- Communication faces several barriers.
- The focus is on people, not organization.
- Decisions made by a single person may not always be beneficial to the organization.
- As a company grows, it becomes more difficult to exercise control over activities within it.
- Lack of teamwork between different departments or units.
- Since all functions are separate, employees may not be aware of what is going on with their colleagues.
Divisional structure
This includes the types of structures that are based on different departments in the organization. They group employees based on product, market, and geographic location.
- Product (commodity) structure
This structure is based on organizing employees and working around various products. If a company produces three different products, then it will have three different divisions for those products. This type of structure is best suited for retail stores with a variety of products.
Advantages:
- Structural units that do not work can be easily closed.
- Each unit can be managed as a separate structural unit.
- Fast and easy decision making.
- Greater independence for decision-makers.
- Individual products receive special attention depending on the problems that arise.
- The organization is characterized by high productivity and efficiency.
Disadvantages:
- Since each structural unit operates independently, organizational goals cannot be achieved.
- Unhealthy competition among internal divisions.
- A large number of organizational levels hinder business development.
- All units cannot be equal.
- Marketing of individual products can vary greatly in cost.
Market structure
Employees are grouped based on the market in which the company operates. A company can have five different markets, according to this structure, each of them will be a separate division.
Advantages:
- Employees can communicate with customers in the local language.
- They are available to customers.
- Problems in a particular market can be solved in isolation.
- Since people are responsible for a specific market, tasks are completed on time.
- Employees specialize in a specific market.
- New products may be introduced for specialized markets.
Disadvantages:
- There may be intense competition among employees.
- Decision making can cause conflicts.
- It is difficult to define productivity and efficiency.
- All markets may not be considered equal.
- There may be a lack of communication between supervisors and employees.
- Employees may misuse their authority.
- Geographic structure
Large organizations have offices in various locations. The organizational structure in this case follows the zonal structure.
Advantages:
- Good communication among employees in the same location.
- Local workers are more familiar with the local business environment and can adapt to geographic and cultural differences.
- Clients feel better connected with local managers who can speak their language.
- Reports on the work of selected markets.
- Decisions are made in a balanced manner.
- New products or product modifications may be introduced to suit the needs of a specific area.
Disadvantages:
- Unhealthy competition can arise among different geographic areas.
- Company ethics and principles may differ from region to region.
- Keeping track of the performance and profits of each area can be time-consuming.
- Poor communication among employees in different regions is possible.
- Interaction between employees of different regions may not work out.
Matrix structure
It is a combination of product and functional structures. It combines the advantages of both structures for greater efficiency. This structure is the most complex of the existing ones. A distinctive feature of the matrix structure is the subordination of employees to two or more managers of the same level.
There is a functional matrix. In this type of matrix structure, project managers oversee the functional aspects of the project. However, they have very limited power, in fact, the head of the functional unit controls the resources and the project.
Advantages:
- Employees do not work in temporary jobs.
- The functional manager manages the project.
- The functional manager is responsible if something goes wrong.
- The more the project manager communicates with the employees, the better the results.
- The project manager can make a real difference without being under control.
- Decision making is concentrated in the hands of the head of the functional unit.
Disadvantages:
- The project manager can face apathy from the employees.
- The project manager does not have full authority.
- Without being controlled, employees may exhibit less performance across the entire department.
- The project manager has weak power that prevents him from supervising employees.
- The project manager has no control over workload management and task prioritization.
- The project manager cannot give a report on the work.
There is also a project matrix, when the project manager is primarily responsible for the work, while the head of the functional unit can provide methodological advice and allocate resources.
The functions of managing the activities of the enterprise are implemented by subdivisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relations with each other. Organizational relations that develop between departments and employees of the management apparatus of the enterprise determine its organizational structure.
The structure of management of an organization is understood as the composition (list) of departments, services and divisions in the management apparatus, their systematic organization, the nature of subordination and accountability to each other and the top management body of the company, as well as coordination and information relations, the procedure for distributing management functions at various levels and divisions management hierarchy.
The key concepts of the management structure are elements, relationships (relationships), levels and powers. The elements of the management structure can be both individual employees and services in which specialists are engaged in performing their functional duties. The relationships between the elements of the control structure are maintained through links, which are divided into vertical and horizontal (linear and functional).
Management structure of the organization IE "Akhmetov I. T." in appearance refers to a linear structure. This structure is characterized by the fact that each unit is headed by a leader who concentrates all management functions in his hands and exercises the sole leadership of the employees subordinate to him. Its decisions, passed along the chain "from top to bottom", are obligatory for execution by lower levels. He, in turn, is subordinate to a superior leader.
On this basis, the principle of one-man management is implemented, which assumes that subordinates fulfill the orders of one leader.
The disadvantages of this structure include:
the leader in this case must have the entire set of managerial
functions, have versatile knowledge;
lack of links involved in strategic planning;
a tendency to red tape and shift responsibility when solving problems that require the participation of several departments;
there is an overload of information from the manager, and therefore it becomes difficult to make a managerial decision;
do not contribute to the growth of the potential of people, each of whom uses only that part of their abilities that directly require the nature of the work performed by law, general managerial intelligence is lost;
However, the positive features of this type of structure are:
ease of management, because there is only one communication channel;
unity of management and responsibility, i.e. performers obey
only one immediate superior, and he, in turn, is responsible for the work of his subordinates;
clear linear subordination of all positions and levels of management, which ensures consistency of actions;
personal responsibility of the head for the final result of the activity.
This management structure differs in that there is a long movement of information along the lines of management, but at the same time there is a high probability of making competent management decisions.
The diagram of this type of organizational structure:
The director is engaged in documentation, conclusion of contracts, verification of all documents, he retains the sole right to make strategic decisions related to the management of the organization. The deputy director draws up contracts with clients and prepares tenders, supervises employees, and searches for clients. An accountant maintains accounting records in the organization. Employees (6 people) are engaged in customer service, buy and sell spare parts for KAMAZ, NEFAZ vehicles and for trailers.
Search
We can notify you about new articles,