Problems and prospects for the development of the organization of production. Problems and prospects for the development of organization theory Problems and prospects for the development of modern organizations

Introduction

IN modern business the issue of organization of enterprise management is one of the strategically important, and the owners of the company must find the answer to it even before the start of any type of activity. Since the science of management has been actively developing since the second half of the twentieth century, today there are one or two well-established approaches to management. Each of the approaches has its own specifics of management, features of the analysis of the organization's business processes and unique methods of leader behavior. During this term paper I will consider the most famous and effective, according to modern authors, approaches to management, as well as their features of work in modern conditions, trends and problems in the development of this industry on a global scale. The object of study of the course work is the theory of organization on a global scale.

INTRODUCTION 3 CHAPTER 1 MODERN PROBLEMS OF ORGANIZATION THEORY IN SCIENCE 5 1.1 Basic concepts of organization theory 5 1.2 Contemporary Issues theory of organization 13 CHAPTER 2 PROSPECTS FOR THE DEVELOPMENT OF ORGANIZATION THEORY 21 2.1 Prospects for the development of modern concepts of organization theory 21 2.2 New opportunities for organization theory 26 CONCLUSION 31 REFERENCES 34

Bibliography

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An excerpt from work

Chapter 1. Modern problems of organization theory in science 1.1 Basic concepts of organization theory An organization is a complex organism in which the interests of individuals and groups of people, incentives and restrictions, rigid technology and innovation, unconditional discipline and free creativity, regulatory requirements and informal initiatives are intertwined . Depending on the specifics of the organization's activities, a set of characteristics is formed, which are the uniqueness of each company. In this regard, each company individually must choose its own development strategy, formulate its long-term and short-term goals, internal politics and market behavior policy, as well as its own management approach, which will allow it to operate with maximum efficiency. The formulation of the entire complex of these provisions is directly dependent on the experience and competence of the manager, as well as his team. Any process, regardless of its characteristics, is ordered and organized to a certain extent. If you decompose any of the organization's business processes, you can see that it consists of elements that interact with each other during implementation. The consideration of these elements is systematic and reflects the essence of the systematic approach in general view. A systematic approach is a special method of cognition aimed at representing, studying, constructing a complex object as a single organized whole based on identifying its most important features, internal and external relations, decisive factors of influence. A systematic approach to the study of organizations is based on the use of the category "system". Note that this concept is quite voluminous and has many different interpretations, which vary depending on the key in which they are considered. In conjunction with the concept of "system", definitions and terms such as "organization", "organization" are always considered. Such a relationship of terms is due to the fact that they can be considered as complementary. These terms complement each other and form one informative direction, the system is impossible without organization. The only difference between them is the volume of application, the system is a narrower concept, and the organization is wider. In a general sense, a system is the interaction of its elements that have different influences on each other in the process of this interaction. The organization appears not only as ordered elements, but the system as exclusively ordered. The properties of an organization are similar to the properties of systems. Let's consider system signs, properties of the organizations: ? Component; ? Structurality; ? Integrity. Each of the signs and shapes the organization as it is. Decomposing the process into elements, their interaction will definitely be determined. Such interaction may be direct or indirect, but it is an integral part of the system and its elements; ? Functionality; ? Emergence. Emergence proves the fact that a mere collection of elements does not constitute a system. The system, uniting into one whole, has such characteristics that were not characteristic of its individual elements; ? Sustainability is a property of an organization that reflects the constant desire for adaptation, that is, to maintain balance, disturbed by the influence of external factors. Components open system are the inputs, the process of converting the inputs, and the outputs. Consider the process of interaction of elements in Figure 1. Fig. 1. 1 Elements of the system approach and their interaction The entrance is the initial stage of the formation of the system. Input implies all incoming flows and resources that are formed through combinations of material, financial and other flows. In fact, the input is the range of benefits and resources that the organization receives from the outside. The main process, considering the theory of organization, is - the transformation process is the impact on the input, that is, on the input streams. The system must be designed so that the necessary processes act on each input at a certain time and in a certain sequence to achieve the desired output, it is here that a systematic approach should be implemented in accordance with the regulation in production. The output of the system is what the organization works for, that is, the actual result. As a result, the company may finished products, provision of services or components. At the same time, we note that due to the constant interaction of companies, the output product or service of one organization may be the input for another organization. There is a certain cyclical nature of the market here. After the spread of the system approach, in the middle of the twentieth century, the situational approach to management began to spread. The ideas of this approach are characterized by a large variability of management actions, depending on the situation. Thus, specific circumstances or a specific situation dictate a specific response mechanism. Of course, this situation directly affects the company that operates in connection with it. The second type of approaches to management, which is considered in the framework of the study of the theory of organizations, is the situational approach. This approach was formulated after the system approach and became widespread due to its uniqueness and individuality. The situational approach, when implemented, should always take into account the factors of formation of external and internal influences. The main factors and direction of impact are shown in Figure 2. Fig. 2. 2 The main factors that form a specific situation Note that the modern American management theory is based precisely on the elements of the situational approach. It is logical to establish relationships between specific situations and changes in the work of enterprises. Thus, the situational approach can be based on the identification of certain relationships between the effect and the cause of certain changes in the external and internal environment companies. The main goal of this approach is to determine the variables in the system of interaction between market participants. The main task of situational management is to create a stock of ideas about similar managerial situations characteristic for a certain level of development of the enterprise and the development of decision-making algorithms in specific situations. If the company operates in an environment where the level of various risks is significantly increased on an ongoing basis, the use of situational thinking or a situational approach may be ineffective and lead to situations that can lead to negative consequences. Also, the irrationality of the application is fixed in cases where there are a lot of options for influencing. An example of such a situation is a large company with diversified production and an extensive organizational structure. It becomes very difficult to take into account all the options for the development of situations, which can also lead to adverse consequences. Thus, the use of a situational approach within the framework of the company's activities can become both a guarantee of the successful development of the company, which can dynamically respond to all changes in the environment, and the wrong decision of the manager, which can lead to negative consequences. One of the main methods of analysis used in this approach to management is SWOT analysis. SWOT analysis - method strategic planning, which consists in identifying the factors of the internal and external environment of the organization and dividing them into four categories that reflect the strengths and weaknesses of the company, possible threats, as well as Thus, we note the main distinguishing characteristics of the situational approach: - this approach does not imply the regulation of all processes, decision-making is carried out situationally; - we implement a situational approach in the absence of stable high risks in the market, as well as multivariate solutions; - situational analysis is applicable only in cases where the manager is ready to bear full personal responsibility for situational decisions; - the leader's ability to creative non-standard solutions will be a priority. Thus, the situational approach can be distinguished as an approach based on an experienced leader who will be able to quickly make decisions, take on authority and responsibility, as well as each time to treat a particular problem in a non-standard way. Subject to all factors, the use of a situational approach will allow the company to grow and develop in the market. The next approach to be considered in this block is process approach. Its essence lies in the idea that in order to implement the process of enterprise management, it is necessary to manage individual processes. It should be noted that this approach changed and at the same time supplemented the theory of management. Thanks to the principles of the process approach, a modern vision of the company was formed as a single mechanism that should work together. In modern literature, there are many different definitions regarding the focal concept - "process". Consider the definition proposed by the International ISO standards 9001: "A process is a set of interrelated and interacting activities that transform inputs into outputs." Note that the concepts of "process" and "system" should be considered in a complex, as they are complementary. This statement is based on the fact that the process must be systematized, only in this case it is subject to management. This approach has been actively introduced by modern leaders due to the fact that it is precisely this approach that implies the active development of horizontal ties. Whereas previous models corporate governance implied only the development of vertical, linear connections. Improving communication between structural divisions have a positive effect on many aspects of the company's work - improving the socio-psychological climate, raising the level organizational culture, improving relationships between employees of different departments and divisions. Thus, the process approach supports this direction, which has a positive impact on the organization. Also, the process approach, due to the existing regulations, contributes to the operational work of the staff, without involving direct management in the work. The process approach assumes the presence key elements, without which it cannot be implemented in the organization, the main elements of the process are presented in Figure 3. Fig. 3. 3 Interaction of elements of the process approach After analyzing Figure 3, we can conclude that the inputs of the process are elements that undergo changes in the course of performing actions. Process inputs can be informational, material or cash flows. The outputs of the process are material, information or service flows. Service flows, in some literature, are also called return flows. It is the output streams that are the goal of the whole process, it is the results of the activity that determine the very activities of the company. The process approach underlies several popular and quite effective concepts for improving the work of organizations. To date, there are four areas that use the process approach as the main approach to improve performance.

In the 21st century, promising problems of management development are of particular importance for Russia, where large-scale, deep-seated processes of overcoming economic and managerial crises, transition to a system market relations. In this regard, it is of interest to study the evolution organizational structures management and its stages, characteristic of the development of organizations in the XX century.

Determining the role and upcoming changes in management, it is important to proceed from the actual factors of its development in Russia during the formation market economy. The main feature of the transition period is the creation of fundamentally new institutional conditions for market relations and, on this basis, new models of enterprise behavior. The experience of recent years shows that price liberalization and privatization are easier to achieve than real, tangible and lasting changes in the behavior of enterprises. During this period, which may take decades, neither the volume of production, nor profit, no other indicator or area of ​​activity can in itself serve as the ultimate indicator of management performance. Equally important is the position in the market, and investment activity, and productivity, and development human resources, and the quality of work, and financial results. Control over all these parameters depends directly on the management.

An equally important factor in effective management is the attitude to people as a leading resource, capital, and not as a factor in production costs. To combine the interests of shareholders with the interests of the economy and society as a whole is the fundamental problem of management in the transition period. The ability to Russian enterprises compete in world markets. Some of the most notable trends in the development of organizations are shown in fig. 2.16.

The process of modifying the organizational structures of management, specific forms and methods of managing production and marketing operations is developing in a number of specific areas. The following can be mentioned as the main ones.

1) Implementation of decentralization production and marketing operations. For this purpose, within the largest companies, semi-autonomous or autonomous departments have already been created or are being created, which are fully responsible for the results of their work. these departments are entrusted with full responsibility for the organization of production marketing activities. In a relatively small body of corporate governance, only strategic development issues related to large investments are concentrated. Each department fully finances its activities, enters into partnerships with any organizations on a commercial basis.

Rice. 2.16.

• 2) innovation expansion, search for new markets and diversification of operations. This direction is realized through the creation within the framework of large companies innovative firms focused on the production and independent promotion of new products and technologies to the markets and operating on the principles of risky financing. The widespread practice of large companies is the creation of small enterprises in the most promising areas, aimed at gaining a strong position in the market in the shortest possible time.
• 3) debureaucratization, continuous improvement of creativity and production returns personnel. To this end, a wide variety of measures are being taken, including the distribution of shares among the staff and the formation of enterprises collectively owned by their employees.

If we try to generalize the main requirements for management and management, predicted on the basis of an analysis of already emerging trends, we can distinguish the following varieties.

Foresight Orientation. An organization can ensure prompt, independent and responsible actions of its employees only when foresight serves as a common basis for decision-making, represents for employees a goal on which they can focus their efforts. This is especially important in an environment where organizations must manage culturally diverse groups both at home and abroad. Achieving a common understanding and implementation of this approach within and outside the firm - key features top management personnel.

Integration and crossover of functions. The traditional functional organization covers such individual areas, as marketing, manufacturing, research, development, etc. Management in the XXI century. takes the form of a matrix, since no important decision can be made if it does not involve the integration and coordination of a number of functions.

Globalization. Growth in production and technological possibilities worldwide, the universality of consumer and resource markets require a global organization of action. A firm cannot only manufacture or export goods to other countries. It should have a global strategy that allows it to operate in a number of countries at any stage of the value chain. For example, human resources, finance, raw materials can be found in any part of the world. And similarly, research, development, and production may take place in one country, while markets may be located in a number of other countries.

Diffusion of Information Technology. The firm relies heavily on the use of information technology to improve the efficiency of operations and decisions, to achieve sustainable competitive advantages in the market. Computers, information systems, communication systems have a significant impact on the activities of organizations and the results of their work, on the integration of production and service processes of partners and increasing their competitiveness.

Shareholder Orientation. The company will not be able to function as a closed organization, interested only in achieving its internal goals. Management will continue to focus on the company's shareholders, but the interests of other capital holders will also become one of the corporate governance priorities. Firms will play a more active role in supporting cultural and other traditional non-profit organizations. The importance of business ethics issues in other countries will increase. It will be necessary to develop certain world standards for a global corporation.

Flexibility and adaptability. Organization of the 21st century must quickly adapt to changes industry markets and the external environment. Adaptability as the most important property of the organization will be provided by purposeful education and training of employees, the inclusion of introspection in the process of activity. Part of the learning system of the organization will be consistent experimentation, the use of appropriate means of evaluating performance.

Leading role of the client. Market orientation and customer satisfaction will remain key factors. Companies will need to adopt this approach as a permanent condition of business decision making. Most total reflection customer requirements for a new product or service will become their immediate need. An increasing number of firms will base their rewards and compensation systems on the level of customer satisfaction.

Acceleration of output. Time-based competition is a relatively new and very important business strategy parameter. Leading companies are placing increasing importance on business agility in building agile and mobile organizations. Time-based competition is crucial in accelerating the development and organization of new products. Research shows that overall performance is significantly affected by the delay in bringing a new product to market. Product life cycles are getting shorter for most products and services, so the impact of accelerating new product development and time to market is of particular importance. It is also important to accelerate other activities of the company, including the development of control actions in connection with changes in the external environment.

Increasing role of innovation and entrepreneurship. Experts are concerned about the fact that large organizations are not sufficiently innovative and entrepreneurial that innovations are inherent mainly in small firms. In rapidly changing external conditions innovation in every firm must be carried out in a timely and efficient manner. Time-based competition is also related to this issue, since it is an economically objective need to significantly reduce the time to launch a new product. These characteristics are interrelated and, if properly integrated, can multiply the firm's efficiency.

Much of the recent literature in the field of management is devoted to the consideration of transition paths to the so-called horizontal corporations. An analysis of the accumulated experience shows that a simple reduction in the size of enterprises has not led to a significant increase in productivity. There is a further rethinking of the ways of development. Some differences between new organizational models do not rule out that there are some common features of a horizontal corporation that is said to take leading place among business organizations future. In modern conditions, managers can really lead only if they widely use information Technology. Making informed decisions is directly related to how much information comes in and how it is used. Managers constantly receive a huge amount of various information, but many of them cannot use it effectively enough. This problem will become even more urgent in the near future.

One can only guess what the organization will look like in the future, what its main characteristics, features and requirements will be, what its values, structures and behavior will be like.

Virtual enterprises are one of the new organizational forms enterprises. The development of new forms of organization and management of an enterprise was largely influenced by such trends in the development of modern markets as the globalization of markets, the growing importance of product quality, its price and degree of consumer satisfaction, the increasing importance of sustainable relationships with consumers, as well as the growing importance of the degree of application of new information and communication technologies. The purpose of the work is a detailed consideration of the prospects for the development of virtual enterprises and their problems.

The role, essence and problems of virtual enterprises are studied by a large number of scientists, since this is one of the current trends in entrepreneurship. Some of the representatives who considered this problem, are scientists Pleskach V.L. and Zatonatskaya T.G. Virtual enterprises are a permanent or temporary collection of geographically separated groups, people, organizational units, united to solve certain problems, achieve a certain goal based on the principles of division of labor, responsibilities and network structure, general activity which is carried out with the help of information and communication technologies.

One can single out the key advantage of virtual forms of organizations: the ability to choose and use the best resources, knowledge and abilities with less time. From this dignity and the most network organization such basic competitive advantages virtual enterprises as: market order execution speed; the possibility of reducing total costs; the ability to better meet the needs of the customer; flexibility to adapt to change environment; the ability to reduce barriers to entering new markets.

The purpose of the functioning of a virtual enterprise is to make a profit by maximizing the satisfaction of consumer needs faster and better than potential competitors. A feature of virtual enterprises is that they are able to increase the quality and speed of order fulfillment by combining the resources of different partners into a single whole; virtual enterprises focus their activities not only on the satisfaction of the average consumer, but rather on the fulfillment of individual customer orders. Only a virtual enterprise that is able to organize the process of creating and marketing products based on attracted resources and can attract necessary resources for the implementation of the project.

Disadvantages of virtual enterprises: lack of proper social protection and material support of partners, due to the rejection of traditional labor relations and long-term contractual forms; instability regarding membership; and uncertainty in scheduling activities for members.

Currently, there is a problem that the virtual enterprise may have some unfulfilled obligations. Thus, without waiting for the clients to fulfill their obligations, the virtual enterprise immediately breaks up and the clients eventually suffer material damage. This phenomenon is a consequence of the fact that this moment the appropriate legislative framework has not yet been created that would be able to regulate this type of entrepreneurial activity. The novelty of the work lies in the fact that it is necessary to create a mechanism for controlling the activities of such enterprises, and only in this case, the confidence in virtual enterprises will increase. Indeed, in fact, virtual enterprises are a source of unlimited prospects and opportunities: the ability to attract highly qualified specialists, regardless of their place of residence; the possibility of broader international cooperation, and thus more prompt provision of foreign novelties to the market; reducing the unemployment rate in the country; increase in labor productivity; the ability to save on space and staff; the possibility of creating temporary working groups that are located in geographically remote places, can work together around the clock on urgent projects and orders; reduction of transport problems; use of flexible organization of work and personnel.

Thus, the development of virtual enterprises, despite some shortcomings, can bring the level of cooperation in business to a new higher level, increase the efficiency of using various kinds of resources, but for this it is necessary to prepare an appropriate legislative framework for the operation of this type of enterprise.

List of used sources Balabanov I. T. E-commerce. - St. Petersburg: Peter, 2001. Wüthrich H.A., Philip A.F. Virtualization as a possible way of development of management // Problems of the theory and practice of management, No. 5, 1999. Sokolova A. N., Gerashchenko N. I. Electronic commerce: global and Russian experience. - M.: Opening the system, 2000.

Among the many problems of organization and management of production, one can single out, first of all, the problems of systemic self-organization, which are pointed out by many specialists and scientists.

Ideally, a business owner would like to have a system that is capable of self-organizing and sustaining management without the constant intervention of upper echelon managers. Unfortunately, in practice there are very few such organizations in Russia. Management systems are still in most cases built on a rigid bureaucratic principle, as a result of which almost all significant processes of the enterprise's functioning require constant management intervention.

Meanwhile, enterprise management based on self-organization is the development of an entrepreneurial approach to managing a firm. Self-organization through the formation and development of horizontal links minimizes lost profits by optimizing:

structures;

corporate culture;

The process of formation, adoption and implementation of decisions.

This optimization minimizes:

Costs;

Transaction costs;

Lost profit.

The transition to management based on the use of the enterprise's ability to self-organize in no way implies breaking the executive vertical (which in most cases leads to the disintegration of the enterprise into separate components) and aims to supplement the useful properties of the executive vertical useful properties horizontal connections. At the same time, it is necessary to solve the problem of distribution of competence between them.

By investing in the formation and development of horizontal links, the enterprise accelerates the process of accumulating experience and, consequently, accelerates the process of reducing unit costs.

This happens because horizontal connections, often being informal and based on common interests, contribute to the formation of initiative groups and teams aimed at minimizing losses and attracting additional income.

Teams cannot be created in a formal way, for example, by bringing together a group of specialists and signing an order on the formation of a team with the director. This is due to the fact that the assignment of teams and the implementation of breakthrough opportunities. These goals are achieved by mobilizing the potential of the enterprise and the team, in particular, by unlocking the creative resources of team members.

The reason for the dynamism of the management structure lies in the dynamism of all processes in the system, the dynamism of business goals (increase in income and development), the dynamism of the market (a constantly changing competitive environment), the dynamism of financial flows (in fact, every minute, one way or another, the balance sheet of the enterprise changes).

At the same time, the dynamic level of business can be set both from the inside and from the outside. One of the tasks of organizing an enterprise management structure is to enable you to set the dynamic level of business from the inside.

It is easy to explain the above with the example of control accounts receivable company, which must certainly be realized on system level, at every enterprise.

So, if receivables are not monitored online, if a system of measures for pre-trial debt collection has not been developed, if the level of this debt is known only to the chief accountant, then the system receives a link with chaotic dynamics, which can characterize the general chaos of management. It can be argued that a business system cannot be configured partially to high level, and in part - somehow. That is, a state in which, say, financial department operates according to the latest human thought in the field of management, and the sales department - at the level of the century before last, in practice it is impossible. If the sales department works poorly, then the financial department also fails, because. very noticeably "connected" with other departments, including the sales department.

In fact, the most static segment of the business system is personnel, primarily personnel who are not interested in the results of certain transformations, who are not interested in the results of their work to the extent that business owners are interested.

You can talk and write a thousand times about staff incentive systems, but things will not move further than the presentation of a dry theory, to a greater extent borrowed from foreign literature.

Practitioners, not without good reason, believe that “no amount of management restructuring will good results without simultaneous work with the personnel of the firm.

Motivation does increase basic productivity. A highly motivated employee actually performs better. Organizations whose employees perform well generally show top scores, and changing the attitude of employees to work increases the profitability of the company. We offer several ways to increase motivation and improve the quality of work of employees that have proven themselves in practice.

Even with a completely exemplary fulfillment of all the requirements for the management system indicated just above, the system will malfunction and “eat up” unjustified amounts for its maintenance if the staff does not have special incentives to work.

So, for example, non-productive use of the Internet for personal purposes, usually associated with the unemployment of employees, has become a problem of modern offices. Managers took the path of elementary logic - they installed blocking programs on the PC. Meanwhile, the "unrealized creative potential" of the staff remained. And workers will still spend their “surplus” energy on other, non-productive needs.

It must be borne in mind that the optimization of the management structure will somehow affect the company's personnel: it may be necessary to fire someone, retrain someone, or again dismiss if the employee does not want to undergo retraining. It must be remembered that every dismissed employee of the company is a potential ill-wisher for the organization. Proceeding from this, one should try and carry out restructuring with the least losses for the personnel.

The best way out of the situation when the creation new structure management will entail a reduction in staff - this is the organization of additional production or services. Let's say an accountant is released - take him to work providing financial consulting or outsourcing services for client enterprises or assign this employee to the sales department, where a financial specialist is most welcome in the flow of receivables management or the general credit policy of the enterprise.

In economics, there are many scientific works, explaining in four, five or six points what to do so that the company "stands and does not fall." It's as if a corporation is just a structure that, once erected, can be left standing. It is believed that static, normative models will be useful: first they describe the “ideal” to you, and then tell you what transformations you will use to achieve it. But these models do not take into account the dynamics of transformations at all. From such works you will not know what happens when the equilibrium is disturbed in dynamic system when momentum wanes, or when seemingly carefully thought-out plans produce the opposite of what was expected. That is, in these works there is not a word about how the transformation process is going on.

The need for deep transformation often arises from an imbalance between the company's most important interest groups: shareholders, employees, customers, the public and management. This fundamental law answers the question "Why change?".

Transformations are needed constantly, because. the law of dialectics, which operates in all spheres of human and human life, inclines to this. Meanwhile, the operation of this law does not indicate that better means more expensive and "cooler". Better is more efficient.

When organizing all kinds of reorganizations in the management system, it should be remembered that the greatest difficulties will arise precisely in working with personnel. The personnel of the organization, as mentioned above, is the most static and conservative part of the business system.

So, for example, “the manager of one company, in order to identify the causes of the noticed and constantly growing problems associated with the implementation of ongoing changes, attracted some consulting company to the audit. The tension in the company has reached such a level that employees began to make claims to the board of directors. A trade union was involved in the conflict, and representatives of the union appealed to the management of the company with a request to take immediate action to restore a healthy working environment. In their appeal, they gave many examples of uncertain actions of the leadership, but they could not specifically formulate the problems that had arisen.

A significant disadvantage of building models of business systems is the inability to model the human factor by mathematical methods. Meanwhile, it is the human factor that has the greatest internal impact on the system.

The basis of the philosophy of hard systems thinking is mathematical models, which are created specifically for the solution specific tasks organizations. It is precisely because systems analysts have always had to operate in the real world that they have had to replace the traditional concept of the object of scientific research with the concept of a "model".

Thus, it turns out that with intensive processing of the management system, the company's management takes on an additional burden of responsibility for the actions of the staff, thereby reducing the efficiency of the business system.

Thus, “rigid systems thinking requires that goals be clearly defined even before the start of any work. This is a very serious problem, since the definition of goals depends on people, and their ideas, opinions, attitudes can be extremely contradictory. And in rigid systems thinking, people are considered as elements of the system, and not as actors, without whose readiness for change, not a single formal model will work.

As you can see, with this approach to the theory of complexity in management, we get monstrous errors that are directly proportional to the number of staff, i.e.:

where P is the specific number of personnel errors;

p i - the number of errors of individual workers;

n - number of personnel, people.

T is the time period under study.

As can be seen from formula (2), the lower the number of personnel of the company, the lower the number of failures due to the human factor. I think that this formula can be used as the basis for the methodology for analyzing the effectiveness of management, which will be developed in the course of this work.

If we want (and this is quite true) to analyze the effectiveness of the current management organization system, then for this we should use the personnel service (a developed personnel department) of the organization. Again, one should not look for the easiest way to conduct a performance evaluation experiment. Many organizations go so far as to use security cameras in offices to monitor the actions of staff. You can't think of anything more stupid. If an employee knows about the use of such devices in the office (and sooner or later everything secret becomes clear), then he works even worse, since controlled activity completely kills creative incentives.

A person who seeks to avoid failures is indecisive, afraid to make extensive plans for the future, to set serious goals. If we are talking about an ordinary employee, he will prefer to work with what he knows very well, and you can not wait for him to achieve global goals. However, if the company does not expect breakthroughs from him, then this is quite an acceptable option, especially if all responsible decisions are taken by the manager who needs a good performer. “If you decide to hire such an employee, keep in mind that such behavior must be compensated for by something (for example, by an effective leader).”

As has been repeatedly noted in this thesis, modern business modeling principles cannot be satisfied with static models. Static models are being replaced by new, dynamic models that are closest to the reality of business system development.

Traditional economic and mathematical models are based on static balance conditions, therefore, in a changing economic situation on the market, the usefulness of static models becomes very limited. The first attempts to build dynamic models economic systems were associated with the description of macroeconomic processes. Models of microeconomic processes turn out to be more complicated, since they require taking into account many local factors, the influence of which in macroeconomic phenomena is averaged.

Methods of system dynamics in economics and management are still actively promoted by both Western and domestic economists. On the one hand, of course, dynamic evaluation methods are much more essential and more accurate than static evaluation methods. But on the other hand, “system dynamics does not take into account qualitative changes in the system in its models. So if we take Forrester's analysis of the world dynamics, then the growth of population and production, pollution of the environment will inevitably lead to a global catastrophe. Critics liken this model to the study of the unborn baby: the baby will grow, provoke a terrible shortage of milk, polluting the entire nursery with more and more diapers, until it dies under the weight of its own weight. However, this model simply does not take into account the fact that, starting at a certain age, the child will stop eating only milk, stop growing, and move from diapers to other ways of disposing of waste. In system dynamics, there is no place for the process of transition of the system to a fundamentally new quality.

Thus, it turns out that any scientific organization control systems have a high risk of being erroneous.

If, when evaluating the effectiveness of a management system, we use financial indicators business (which most often happens), then there is a great risk of creating an even more cumbersome and dangerous management system that will collapse at every moment convenient for it.

To talk about purely financial efficiency innovations in the management system, the timeliness of these innovations should be determined. Quite often, the same customer service department is created in a company a year or two after the need for this department arose. legal service begins to organize after the raiders have bought a controlling stake, etc.

In this case, one should not speak about any efficiency of transformations, since these transformations are caused by the system itself, it can be said that the system, obeying the laws of its own dialectics, produces these changes. Indeed, effective changes in the management system are complex measures taken for reasons of strategic necessity, and not operational.

In practice, the dilemma of centralization or decentralization is one of the most important organizational design problems.

Centralization is the concentration of decision-making rights, as well as power, at the top level of the organization's management.

Centralization is the response of an organized system, aimed at preventing the distortion of information as it passes through an ever-increasing number of levels of government.

Decentralization is the transfer or delegation of responsibility for a number of key decisions, and, consequently, the transfer of the rights corresponding to this responsibility to the lower levels of management of the organization.

Both centralization and decentralization are different ways to solve the problem of information distortion when moving it from level to level, ways to solve this problem through a different degree of distribution of rights and responsibilities along the management vertical.

As can be seen from the above, in the end, the issues of organizing the company's management structure come down to the following:

Clearly and clearly formulate the strategic goal of the company.

Determine the entire functional volume of all departments, both in the present and in the future.

Analyze basic structure management for compliance.

Determine the effectiveness of the basic management model.

Decide on changes to the structure.

Organize effective personnel service in company.

Develop a sketch of the modified structure.

Reorganize the human resource, retrain, select personnel, etc.

Start incremental changes while evaluating the effectiveness of structurally changed parts of the system.

Produce a description of the new structure as a starting point for subsequent adjustments.

Until now, in the activities of many companies, the key link in the system is the general director, who has concentrated all the decisive functions in his person. At the same time, other units are not able to act without instructions. CEO received either directly or through directors and managers.

At the same time, the company is exposed to several dangers at the same time:

1. The impact of the external environment on the company can be critical and even crisis during the absence of the CEO. For example, during a raider attack, the attacking side can choose the moment when the managers are absent from the enterprise and show up with private security companies or other law enforcement agencies to seize the registration documents of legal entities.

2. With such a management organization, as a rule, non-production personnel are engaged in business only in the presence of the head, and in his absence, they are engaged in other matters.

If we talk about the positive aspects of authoritarian governance, then they are better information security business and efficiency in making important decisions. From the point of view of the functioning of the system authoritarian control organizes the operation of the system in the vicinity of the critical point, because over time, the staff shows less and less efficiency, everyone gets used to the director's "scolds" and reacts to them less and less .

Our task is to create such a business management structure that would provide a different approach to the issue of management, an approach in which the human factor is minimized. This is only possible if management begins to adopt a completely different philosophy of business and business systems.

The need to develop new strategy organization appears when new goals arise or it becomes clear that it is impossible to achieve the set goals using the previous (current) strategy.

The variety of market situations implies a variety of strategies used by enterprises.

Enterprises, having different opportunities, tend to choose those strategies that allow them to work successfully in certain segments. There is a kind of demarcation of the positions of enterprises depending on their resources and economic conditions industries.

There are four main types of positions of enterprises in the market:

• 1 position - a leader operating in the field mass production goods;
• 2 position - a leader operating in the field of specialized production of goods;
• 3rd position - follower;
• 4th position - pioneer.

Each position has advantages and disadvantages, but they all complement each other, helping to meet the diverse demand for the product in the most effective way. One thing is important - to work in a segment in which competitive advantages are realized.

LLC "Mari Fruit Company" refers to the first type of positions of enterprises. The peculiarities of this position are the large size of the enterprise with low adaptability. Competitive advantages are high productivity and low unit costs.

In accordance with the characteristics of an enterprise belonging to one type or another, it has its own field of possible strategies.

Currently, scientists and practitioners have developed approaches and models that make it possible to reasonably approach the definition of an enterprise strategy.

We note the main factors on which the determination of the prospects for the development of enterprises depends:

enterprise goals;

the state of the market, the position of the enterprise on it;

competitor strategies;

production technology;

enterprise potential;

goods produced at the enterprise and its features;

competitive advantages;

market share, market attractiveness;

product life cycle stages;

costs of production and sale of goods, the claim of management, etc.

It is almost impossible to take into account all these factors when determining the direction of development of an enterprise. Therefore, approaches to the definition of strategic alternatives will differ primarily in what factors are taken into account and considered the main ones.

The core of any strategic plan enterprise is his basic strategy. In accordance with the development cycle of the enterprise, management can choose one of the following basic strategies:

Growth strategy - the main strategy of the enterprise, expressing the desire to increase sales, profits, capital, i.e. development strategy.

Stabilization strategy - the strategy of the enterprise in the conditions of instability of sales and income. Aimed at achieving early stabilization of income and subsequent increase in profitability.

Survival strategy - a purely defensive strategy used in a deep crisis economic activity enterprises. The management evaluates and analyzes the information obtained at the previous steps (external environment, internal capabilities) and makes the final decision.

At this time, the position of Mari Fruit Company LLC can be confidently called stable: production volumes are growing, profits are increasing, new capacities of the enterprise are being introduced every year, new areas of activity are developing, as a result of which the current activity of the enterprise is improving. Based on all of the above, we can conclude that today Mari Fruit Company LLC needs to use a growth strategy.

The company has already mastered the markets for its products, and now its strategy should be aimed at strengthening its position in the industry. In order to "keep up with the times", the company must improve the quality of products and expand its range by introducing new technologies. The plant is constantly developing its production capacity. In order to "keep the bar" in the market, the main direction of the development of the enterprise for the future should be the establishment business cooperation and work with contractors by developing a system of discounts, developing dealer activities, stimulating sales, and thus expanding distribution channels. The task is also to gain a reputation and form the image of the company in the market.

A special place in the formation of a strategy is occupied by its type.

There are offensive, defensive, intermediate, absorbing and residual strategies.

It is preferable for the Mari Fruit Company LLC to choose both an offensive strategy focused on winning the leading positions of the organization in certain areas of activity or the market, and an intermediate one, which boils down to reasonable competition, the use of omissions and weaknesses other enterprises and following the lead of the leading company. The success of the latter strategy is achieved through the independent implementation of an effective innovation policy that allows you to keep up with the leading firm.

To achieve the goal, based on the identified opportunities, the following can be proposed: marketing strategies LLC "Mari Fruit Company" on the market.

The strategy according to the matrix of the Boston Consultative Group allows you to evaluate the product of LLC Mari Fruit Company in terms of its activity and competitiveness in the market. On the basis of the BCG matrix, further strategic alternatives for the development of the enterprise are determined and developed.

The products of LLC "Mari Fruit Company" occupies an intermediate position between the "Question Mark" and "Cash Cow". In accordance with what the strategy of the enterprise should be aimed at increasing the competitiveness and activity of goods in order to win the position of "Cash Cow".

To do this, Mariyskaya Frutovaya Kompaniya LLC needs to conduct a more intensive promotional activities: to place information about the product in the press, on radio and television, to issue brochures and catalogs. The company is currently limited to locating advertisements in some local newspapers. In modern conditions, without a well-planned and well-organized system for promoting goods, it is almost impossible to succeed in the market.

To maintain and increase the sales of products of Mari Fruit Company LLC, it is advisable to use the following marketing strategies:

market penetration: a deeper study of the traditional market for the sale of old products is carried out, sales activities are improved in order to gain advantages over competitors;

product development: searching for "niches" for new products, as well as identifying new products for the old market. The strategy is also preferable in terms of cost and risk minimization;

Consequently, the growth of an enterprise is largely determined by the correct choice of a functioning option based on the development strategy that is being formed.

For a growing market, the approach proposed by Igor Ansoff is used. This approach is one of the tools for building market strategy, its essence is illustrated by the Product-Market matrix. Using such a matrix, it is easier to link the developed strategy with the characteristics of the enterprise, with the characteristics of production and marketing, with the process of segmenting the consumer market.

There are several types of matrices, the simplest four-cell matrix gives a visual representation of the four possible options for an enterprise strategy (Fig. 3.8). There are two product classes (traditional and new) and two types of markets (established and new) in the matrix. Their combination forms four strategic fields, each of which represents one of options strategies.

Rice. 3.8. Matrix "Product-Market"

Each of the 4 fields of the matrix represents a specific strategy and its elements.

Box 1 shows the focus of the organization's strategy on existing products and markets. The purpose of this strategy is to stabilize or expand the market. This strategy is used by organizations in an emerging or desaturated market. Possible ways to achieve the goals are to increase consumption and attract buyers of competing products. Such strategies are called "cost reduction" or "market processing" and involve increased marketing efforts.

Field 2 includes strategies aimed at developing the market. They provide for entering new markets with already produced goods. Possible avenues may be: marketing in new regional, national or international markets; new areas of use of the old product, introduction to new market segments.

Field 3 includes strategies aimed at developing new products (innovations) that will be sold in old markets. These strategies are applied by organizations with strong project services.

Box 4 represents diversification strategies, which refers to a change in directions and areas of activity, i.e. inclusion in production program products that do not have a direct resemblance to manufactured products. Reasons that encourage businesses to launch new products and enter markets with them can be: the desire to leave the stagnant markets of the industry and penetrate industries with high profit margins, risk reduction ("not all eggs in one basket"), as well as financial benefits.

These alternative strategies are not equivalent in terms of the required costs and the magnitude of the risk. As studies by some scientists have shown, if we assume that the cost of the "cost reduction" strategy is 100%, then product development will require eight times the cost; market development - fourfold expense; diversification - twelve to sixteen times the expense. In this case, the probability of success of various strategies will be approximately the following values: the product produced in the old market - 50%; New Product in the old market - 33%; a product produced in a new market - 20%; new product in a new market - 5%.

The main disadvantage of this approach to generating alternative strategies is that they are determined depending on the state of two (albeit important) elements: the market and the product. Other important elements, for example, technology, the position of the enterprise in the industry are not taken into account.

Choice right strategy is carried out on the basis of an assessment of the chances and risks corresponding to each of the strategies. For Mari Fruit Company LLC, out of four possible strategies, it is preferable as the first strategy characterized by best chance for success and the least risk, and the third, as it corresponds to the goals of the enterprise, is characterized by considerable chances of success and medium risk compared to other strategies.

The choice of strategy can also be made using the matrix proposed by Thompson and Strickland, the axes of which are the growth dynamics of the product market and the competitive position of the enterprise.

For the main types of products sold by Mariyskaya Fruit Company LLC, the best business strategy is differentiation: market and product.

Market differentiation includes such areas as: brand loyalty; sale of high-demand goods.

To grocery: high quality; additional product features; work to order.

Growth opportunities for an enterprise can be realized by choosing products with a rapid increase in output or a new product. For growth, it is necessary to change the assortment, achieving greater potential for expanding output and ensuring a high share of wholesale market.

Mari Fruit Company LLC can achieve competitive advantages and strengthen its position in the market not only by reducing the costs of selling goods, but also by ensuring the product's indispensability through differentiation. The purpose of this strategy is to give the product distinctive features that are important to the buyer and that distinguish the product from the offer of competitors. The company plans to introduce flexible system discounts, which will attract buyers with different income levels. But quality improvement is a continuous process, as customer requirements are constantly changing, resulting in the need to improve the product, even if it is in demand.

This type of strategy is associated with higher costs, requires a variety of resources and marketing approaches, but allows the company to confidently exist and capture a leading position in the market.

The chosen strategies will allow Mari Fruit Company LLC to strengthen its positions in the domestic market and outline the prospects for its further development.

The implementation of the chosen strategy of Mari Fruit Company LLC will be facilitated by:

• 1) Highly skilled workers
• 2) Orientation to the needs of consumers
• 3) Cost reduction
• 4) Competitiveness

To introduce this strategy, the enterprise has a sufficient number of opportunities and advantages.

After analyzing the current situation at the Mari Fruit Company LLC, we can conclude that in order to carry out effective marketing activities at the enterprise, first of all, it is necessary to create a marketing department. Of course, Mari Fruit Company LLC uses separate complexes (groups of interrelated methods and means) marketing activities(development and production of products based on the study of demand), as well as individual elements of marketing (advertising, sales promotion, pricing based on demand), but this is not enough to carry out effective marketing activities.

The need to create a marketing department is due to the fact that the company needs to make an in-depth study of many factors that have a significant impact on the effectiveness of marketing activities.

To begin with, it is necessary to determine what market share is occupied by products sold by Mari Fruit Company LLC. To do this, you need to know exactly who is the consumer of each type of product, what is the need for these products, whether there are competitors on the market - sellers of similar products.

The employees of the existing sales department at the enterprise definitely know who their regular customer is, but due to the lack of labor and time resources, they do not study his needs. The main drawback in their work is the lack of a clear analysis of sales volumes. This has a very great importance to determine the customers with the largest share in sales volume, the factors influencing sales volumes, ways to influence these factors in order to increase sales volumes. An increase in sales leads to an increase in revenue, and, consequently, profit.

The key factors that distinguish Mari Fruit Company LLC in its industry are:

Production personnel with many years of experience.

Vision of the prospects for the development of the enterprise, which can be realized after achieving the goals of the project.

Orientation to the buyer, his requests and offers.

Competence in the economic field.

Focus on cost reduction.

Ability to adapt to changing market conditions.

The enterprise will sell products depending on the needs of the market, as well as increase production volumes at the expense of profits from current activities and sales of products.

So, the main task at the present stage of development for LLC "Mari Fruit Company" is to maintain the won positions in the wholesale market and to further and increasingly meet the needs of consumers in these products. At the same time, the promising directions for the development of the enterprise are:

• 1. Increase in trading capacity, and, consequently, growth in sales volumes
• 2. Product quality improvement
• 3. Expansion of the range of products sold
• 4. Organization of effective sales
• 5. Formation of the image and reputation of the enterprise, brand recognition

All of these possible directions for the development of the enterprise in the future will require the development of appropriate strategies that can be carried out in parallel.

The likelihood of implementing these strategies will be determined by the development of the situation in the country, the ability of the enterprise to correctly choose and evaluate its advantages and disadvantages.

At the same time, the promising directions for the development of the enterprise are: an increase in trading capacity, and, consequently, an increase in sales volumes of products, improvement in product quality, expansion of the product range, organization of effective sales, formation of the image and reputation of the enterprise.

Growth opportunities for an enterprise can be realized by choosing products with a rapid increase in output or a new product. For growth, it is necessary to change the assortment, achieving greater potential for expanding output and securing a high market share.

There are two groups of factors that provide an organization with competitive advantages - this is superiority in resources ( best quality, low prices, etc.) and best craftsmanship(associated with the efficiency of the implementation of all types of activities of the organization, the work of research, design, production services).

Superiority in resources and better craftsmanship will allow Mari Fruit Company LLC to offer consumers higher quality products and more low prices than competitors, achieving an advantage. The advantages achieved allow us to take a stronger position in the market, get profitability above the industry average, which in turn will contribute to further development strengths and address the weaknesses of the organization.