Introduction
Chapter 1. Characteristics of the organization
1.1 Company name and rationale
1.2 Nature of ownership of the organization
1.3 Type of economic activity of ZAO MZ "Balakovsky"
1.4 Range of products produced
1.5 Duration of the enterprise’s operation on the market
1.6 The most important counterparties and competing companies
1.7 Number of employees and organization structure
Chapter 2. Control functions
Chapter 3. Planning
3.1 Organizational mission and strategic vision
3.2 Chains of organization
3.3 SWOT analysis
3.3.1 Assessment and analysis of the external environment
3.3.2 Management survey of the organization's internal strengths and weaknesses
3.3.3 Exploring strategic alternatives and choosing a strategy
3.3.4 Implementation of the strategic plan and its evaluation
Chapter 4. Organization of interaction and powers
4.1 Building the structure of the organization
4.2 Delegation of authority
4.3 Motivation
4.4 Control
Chapter 5. Innovative technologies in the dairy industry: proposals for implementation
5.1 Conducting basic and applied research
5.2 Innovative processes in milk production and processing
5.3 Problems of introducing innovations into the process of milk production and processing
Conclusion
Bibliography
Introduction
Relevance of the research topic: over the past years of economic transformation in Russia, certain prerequisites have been created for the formation and development of small and medium-sized businesses. At least, it has now become obvious that small and medium-sized businesses, quickly responding to changes in market conditions, give the market economy the necessary flexibility. Small and medium-sized businesses mobilize significant financial and production resources of the population, which in their absence could not be used.
It should be noted that, to a large extent, modern economic difficulties in the development of small and medium-sized businesses are due to the imperfection of the production management system and innovation activities in small and medium-sized enterprises. Business planning will allow you to look into the future of the enterprise, foresee the goals, scope, scale and results of its activities in relation to sources and costs.
Innovative processes are a strategic factor in the economic stability of the industry, while at the same time, efficient production allows for the introduction of advanced technologies and equipment, ensuring its innovative component. As practice has shown, the economic efficiency of production and the innovative activity of an organization are directly related. Without updating and modernizing technological systems, enterprises are not able to produce products that meet high quality requirements, and therefore ensure the competitiveness of both the product and the enterprise. As a result, a commodity producer using outdated technologies is not able to win in the competition with both domestic and foreign innovating companies. Innovation processes are an effective tool for solving production, economic and social problems in the agricultural sector of the country's economy. At the same time, efficiency is an essential prerequisite for intensifying innovative processes in the industry.
Many domestic scientists, in the new economic conditions, devoted their scientific research to the problems of increasing milk productivity and milk quality. Among them are such scientists as I.M. Dunin; S.A. Dankvert et al.; G.V. Rodionov, N.I. Strekozov, L.K. Ernst, G.M. Tulikov (1986-2010); N.I. Morozova, E.A. Goryunov, A.S. Shuvarikov (2004), F.A. Musaev and others.
The object of study of the course project is CJSC Balakovsky Dairy Plant.
The subject of the study is a project for introducing innovations into the production cycle of an enterprise using funds from the project initiator, with the involvement of funds from third-party investors.
The goal of this course project is to develop innovative proposals for optimizing activities using the example of Balakovsky Dairy Plant CJSC.
To achieve this goal, the following tasks must be solved:
Research the enterprise: determine the nature of ownership, type of economic activity, product range, organizational structure,
Consider the management functions of the enterprise,
Explore the features of enterprise planning,
To study the organization of interaction and powers of the enterprise,
Assess innovative technologies in the dairy industry at the present stage.
In this course project, methods of analysis, deductive-analytical research methods, and the method of generalizations are used as research methods.
The project has a logical structure and contains an introduction, five chapters, 17 sections, a conclusion, a bibliography of nineteen sources, one appendix.
Chapter 1. Characteristics of the organization
1.1 Company name and rationale
CJSC Dairy Plant "Balakovsky" was created in 2002 on the basis of the existing processing enterprise "Milk of the Volga Region", which has existed since 1998.
The CJSC is registered at the address Saratov region, Balakovo, Saratovskoe highway, 22 building.
The name of the enterprise reflects its location and the type of products produced - production and wholesale sales of dairy products: butter, cottage cheese, margarine, yogurt, milk, kefir, sour cream, cheese.
1.2 Nature of ownership of the organization
The Balakovsky dairy plant is a commercial organization existing as a closed joint-stock company.
A joint stock company is understood as a company whose authorized capital is divided into a certain number of shares, and whose participants are not liable for its obligations and bear the risk of losses associated with the activities of the JSC, within the value of the shares they own. Joint stock companies can be open And closed, which is reflected in its charter and corporate name. The differences between them are as follows.
Shareholders open society may alienate shares owned by them without the consent of other shareholders of this company. Such a company has the right to conduct an open subscription for the shares it issues and carry out their free sale in accordance with the legislation of the Russian Federation.
The main characteristics of an open society are the scale of the pooled capital and the large number of owners. The main idea that is usually pursued when creating this form of private enterprise is to attract and concentrate large amounts of money (capital) from individuals and legal entities with the aim of using them to make a profit.
A company whose shares are distributed only among its founders or another predetermined circle of persons is recognized closed society. Such a company does not have the right to conduct an open subscription for the shares it issues or otherwise offer them for acquisition to an unlimited number of persons.
Shareholders of a closed company have a preemptive right to purchase shares sold by other shareholders of this company at the offer price to another person. The company's charter may provide for the company's preemptive right to purchase shares sold by its shareholders, if the shareholders have not exercised their preemptive right to purchase shares.
1.3 Type of economic activity of ZAO MZ "Balakovsky"
The Balakovsky dairy plant produces dairy products.
Now the main activities of the Balakovsky Dairy Plant are:
Milk production;
Production of fermented milk products;
Production of cottage cheese, yogurt, sour cream, cream;
Cheese production; butter;
Market research and product sales.
1.4 Range of products produced
The dairy complex is designed for processing milk and producing whole milk products. The dairy complex performs the following functions:
reception, separation, cooling and pasteurization of raw milk;
production of drinking milk with 2.5% fat content in plastic bags with a capacity of 0.5 liters and 1 liter;
production of cheese "Balakovsky" 45% fat;
butter, 72% fat;
cream 6%, 8%, 20%, 35% fat;
sour cream 20% and 30% fat;
low-fat cottage cheese 1%, 5% fat.
The design capacity of the enterprise is 15 tons of processed milk per day with a base fat content of 3.6%. The staffing level is 50 people at the maximum load of the enterprise with raw materials.
Table 1 Product range of CJSC Balakovsky Dairy Plant
Type of oil Mass fraction, % fat, including vegetable fat Energy value, kJ/100g of water product Vologda Traditional composition sweet creamy and sour cream: Unsalted Amateur: Sweet cream: Unsalted Sour cream: Unsalted Peasant: Sweet cream: Unsalted Sour cream unsalted Russian sweet cream and sour cream Sweet cream and sour cream sandwiches "Edelweiss" With fillers (flavoring, vegetable oil) Slavic: Unsalted *Mass fraction of fat The Balakovsky dairy plant was created in 2002 on the basis of the existing processing enterprise Moloko Povolzhye, which has existed since 1998. CJSC Balakovsky Dairy Plant is an enterprise with rich traditions. It was organized in 1934 and has been producing high-quality, natural dairy products for the population for more than seventy years. The plant produces about 80 types of products; its production capacity allows it to process more than 55 tons of raw milk per day. The enterprise is equipped with modern equipment for packaging products in packages such as “poly pack”, “pure pack”, “flow pack”, plastic cups and trays, and in vacuum barrier film. The company specializes in the production of a wide range of dairy products. The counterparty companies are: CJSC "Ufamolzavod" "Neftekamsk City Dairy Plant". The main competitors of the Balakovsky Dairy Plant are: OJSC "Saratov Dairy Plant" OJSC "Volskmoloko" JSC Engels Dairy Plant, LLC Tatishchevsky Dairy Plant, Sovmol LLC, LLC "Pugachevsky Dairy Product" and others. Currently, the total number of personnel is more than 130 people, including 20 management personnel. The structure of an organization is a way of building a relationship between management levels and functional areas, ensuring optimal, under given conditions, achievement of the organization's goals. The structure of the organization of the Balakovsky Dairy Plant is linear-functional. The main advantages of this structure are: High competence of specialists responsible for the implementation of specific functions; Freeing line managers from dealing with some special issues; Elimination of duplication and parallelism in the performance of management functions; Standardization, formalization and programming of phenomena and processes; Reducing the need for general specialists; Maintaining constant relationships between various functional services. The disadvantages include the following: Excessive interest in achieving the goals and objectives of their departments; The emergence of trends of excessive centralization; Duration of decision-making procedures; A relatively frozen organizational form that has difficulty responding to changes. In modern theories of management and related disciplines, several approaches prevail, which are closely interrelated with each other and form a single practice and theoretical basis. What they have in common is an understanding of the fact that all processes occurring in and outside the organization are closely interrelated with each other. Consequently, if in classical schools management was understood and implemented in the form of influencing the internal factors of the organization (for example, reducing costs), now the problems of flexibility and adaptation to changes in the external environment are coming to the fore. So, modern management is based on several general ideological and methodological approaches. The most commonly used are process, system and situational approaches. Let's look at them briefly: Systems approach - managers must view the organization as a collection of interdependent elements, such as people, structure, tasks and technology, which are focused on achieving various goals in a changing external environment. The situational approach focuses on the fact that the suitability of various management methods is determined by the situation. Because there are so many factors in both the organization itself and the environment, there is no single best way to manage an organization. The most effective method in a particular situation is the method that is most appropriate for that situation. The process approach views management as a continuous series of interrelated management thoughts. This concept, signifying a major turn in management thought, is widely used today. Management is seen as a process because working to achieve goals with the help of others is not a one-time action, but a series of continuous interrelated actions. These activities, each a process in itself, are critical to the success of the organization. They are called management functions. Each management function is also a process because it also consists of a series of interrelated actions. The management process is the sum total of all functions. Henri Fayol, who is credited with originally developing the concept, believed that there were five original functions. According to him, “to manage means to predict and plan, organize, command, coordinate and control.” Many authors have added to these features. In modern management, there are four management functions that are most used in all organizations - planning, organizing, motivation and control. These four primary management functions are united by the connecting processes of communication and decision making. We will consider the management functions of the Balakovsky Dairy Plant using a process approach. Planning - determining the direction and method of activity to achieve the desired result in a specific situation. Planning is preceded by forecasting - analysis of the range of possible development options based on identifying main trends. There are two main stages in planning: strategic planning and strategy implementation. Strategic planning is a set of actions and decisions taken by management that lead to the development of measures aimed at achieving the organization's goals. The strategic planning process is a tool that helps make management decisions. Within strategic planning, there are four types of management activities: resource allocation, adaptation to the external environment, internal coordination, and organizational strategic foresight (managers' awareness of organizational strategies). The following types of planning are used: Strategic, in which a plan, as a rule, is drawn up for 5-15 years and the main goals and objectives of the enterprise for the future are formulated. Long-term is an integral part of strategic planning; plans are developed for several years and are aimed at solving individual independent problems of the enterprise strategy. Current planning - plans are drawn up for the current financial year and represent the stage of implementation of the enterprise strategy; it indicates all areas of the enterprise’s activities and the work of all departments. Operational - production planning - detailed plans aimed at solving specific issues of the enterprise. Investment projects are plans for capital investments aimed at creating production capacities. They are long-term in nature. Business planning - a plan for creating a new enterprise, entering the market and ensuring the profitability of business activities. Technological planning - the development of standards for the consumption of raw materials, materials, waste standards, formulation of recipes, etc. is aimed at reducing defects and losses. Social planning considers issues of the social and qualification structure of workers, improving their qualifications, improving working conditions, living conditions, etc. The basic overall purpose of an organization—the clearly stated reason for its existence—is referred to as its mission. Goals are developed to achieve this mission. There is a broad and narrow understanding of mission. In the case of a broad understanding, the mission is considered as a statement of the philosophy and purpose, the meaning of the organization’s existence. An organization's philosophy defines the values, beliefs and principles by which the organization intends to carry out its activities. Purpose defines the activities that an organization intends to carry out and what type of organization it intends to be. If there is a narrow understanding of the mission, it is considered as a formulated statement regarding what or for what reason the organization exists, i.e. mission is understood as a statement that reveals the meaning of the organization’s existence, in which the difference between this organization and similar ones is manifested. Mission of the Balakovsky Dairy Plant: “Milk is the basis of life on earth. We have united so that milk, which has absorbed the freshness of endless meadows and the golden glow of the sun, will bring health and a holiday mood to every home. We respect the buyer’s right to choose and strive to become the best and most loved for him.” The strategic vision of the Balakovsky Dairy Plant is to cover a market segment of at least 5% of the existing market capacity in the regions Goals are a specific state of individual characteristics of an organization, the achievement of which is desirable for it and towards which its activities are aimed. It is impossible to overestimate the importance of goals for an organization. They are the starting point for planning; goals are the basis for building organizational relationships; the motivation system used in the organization is based on goals; finally, goals are the starting point in the process of monitoring and assessing the performance of individual employees, departments and the organization as a whole. There are four areas in which organizations set their goals: Income of the organization; Working with clients; Work with employees; Helping the community. Let's consider the goals of the Balakovsky Dairy Plant organization in terms of long-term and short-term goals. Since the goals set by the organization in the areas of needs and well-being of employees and social responsibility cannot be measured quantitatively and qualitatively, let us consider the company’s goals in the areas of its income and work with clients. In the area of income. Profitability Long-term goal: Increase the organization's profitability by 15% by 2016. Short-term goals: Increasing profit from sales by 2015. Cost reduction by 5% by 2015 Long-term goal: Increase market share to 10% by 2017. Productivity (efficiency) Long-term goal: Increase sales by 25% by 2019. Short-term goals: Improvement of skills of workers and employees Financial resources Long-term goals: Achieving financial sustainability of the organization Short-term goals: Achieving stable solvency of the organization Increase the organization's capital by 10% by 2016. Working with clients Long-term goals: Attracting customers by 20% by 2015 Short-term goals: repair of workshops, improvement of skills of workers and employees. Thus, the Balakovsky Dairy Plant has established goals in various areas that contribute to the achievement of its mission. A significant impact on the enterprise is exerted by factors of the external environment (macroenvironment), under the influence of which the efficiency of the enterprise’s functioning and the sustainability of its financial and economic activities may be subject to change. In order to prevent any negative consequences for a particular enterprise, it is necessary to identify and define external factors that have their own classification. The marketing environment consists of a microenvironment and a macroenvironment. The internal environment is represented by forces that are directly related to the company itself and its ability to serve clients, that is, suppliers, marketing intermediaries, clients, competitors and contact audiences. External environment - represented by broader social forces that influence the microenvironment, such as factors of a social and cultural nature, demographic, economic, natural, technical and political. The firm, its suppliers, marketing intermediaries, clients, competitors and contact audiences operate within a larger macro-environment of forces that either open up new opportunities or threaten the firm with new dangers. These forces represent those “uncontrollable” factors that a firm must closely monitor and respond to quickly. Let's analyze the external environment in which the Balakovsky Dairy Plant operates. Table 2 Analysis of the external environment of the company
Group of factors Contributing achieving goals Obstacles achieving goals 1 Economic factors 1. Taxation standards. 2. Customs duties. 3. Exchange rate. 4. Inflation rates. 5. Unemployment rate. 2.Market factors 1. Level of competition. 2. Demographic conditions. 3. Level of income of the population. 3.Technological factors 1. Improving communications. 2. Improving the means of delivering goods. 3. Improving product sales. 4. Social factors. 1. Attitudes, life values and traditions. 2. Level of education of the workforce. Let's analyze the influence of each of the external factors on the activities of the Balakovsky Dairy Plant Economic forces. Taxes (+ -) The Tax Code of the Russian Federation has largely streamlined the process of tax control and expanded the range of legal methods for protecting the legal protection of the rights and interests of taxpayers. This document contains many positive aspects that can be used by an enterprise to protect itself when reducing taxes, for example, the right to receive clarification from tax authorities, the principle of “all doubts are in favor of the taxpayer,” a ban on repeated tax audits, etc. But still There are a large number of taxes that an enterprise is forced to pay to the state. Customs duties (-) An increase in customs duties may create difficulties for an enterprise in maintaining and expanding its position in the market, since the enterprise receives some types of raw materials from foreign suppliers and exports its products abroad. Rate (-) The difficult, unstable situation in our country, which resulted in a financial crisis, led to a sharp jump in the dollar exchange rate. This caused a sharp rise in prices for raw materials imported from abroad. Due to the fact that the dollar exchange rate is constantly changing, the company decided to enter into agreements with counterparties only in ruble equivalent. Inflation rate (-) High inflation negatively affects the entire production process and is a destabilizing factor in the development of production and the stability of its financial position. Financial planning of expenses is complicated by the uncertainty of future prices, and the necessary replacement of equipment in workshops is complicated by increasing costs. The inflation rate in 2011 was about 12-16%. Accordingly, Allat CJSC was unable to avoid increasing product prices. In order not to lose profitable partners, management strives to reduce costs and products are sold at prices on the day of shipment. Unemployment rate (+ -). The unemployment rate can be both a positive and negative factor for an enterprise. The presence of unemployment, to a certain extent, is beneficial to the enterprise due to the ease of acquiring the necessary labor at a low supply price, but at the same time, this factor also has negative consequences: the higher the unemployment, the lower the demand. Market factors. Level of competition (+ -). The management of the enterprise clearly understands that the enterprise must satisfy the needs of consumers as effectively as its competitors do. In this regard, the company strives to produce high-quality, exclusive products, constantly participates in exhibitions, advertises its products, uses various types of packaging, etc. An important competitive advantage of the company is its territorial proximity to suppliers, which allows saving on delivery. High quality products provide competitive advantages over other manufacturers in the markets of the Republic of Belarus, Orenburg, and Chelyabinsk regions. Demographic conditions (+ -). According to statistics, a significant part of the population is near retirement age and is not always suitable for working in an enterprise; in addition, in recent years, due to the unstable economic situation in the country, the birth rate has been declining. Many enterprises and factories are on the verge of bankruptcy, this is especially true for small cities, and therefore the young working population is leaving for more promising cities. Now the company is dominated by workers with work experience from 14 to 19 years, their share is 26%. These workers have extensive experience, which affects their productivity and quality of work, but in the future the company may have difficulty in providing qualified workers. Income level of the population (+ -). A twofold influencing factor. A high level of income naturally increases consumer demand, but with an increase in income there is a threat of high inflation, which will entail an increase in prices and a decrease in sales. Technological factors Improving communications (+) Technological innovations affect the efficiency of an enterprise. The Balakovsky dairy plant switched to a new type of work with clients using the Bank-Client system. The Bank-Client system is a program that allows you to carry out transactions with funds in your own bank account using a modem connection, without leaving the office. The bank operator does not need to manually enter payment order details, so the operating day for system users lasts an average of 2 hours longer. In addition, the accountant does not need to travel to the bank every day, since payment orders and statements can be collected several times a month as needed. Improving means of delivery of goods(+) The company can ship products by road and rail. The company also entered into an agreement for the use of wagons. In addition, the issue of replenishing the company’s vehicle fleet with new trucks is being resolved for timely delivery of products to warehouses and stores. Improving product sales (+). A marketing policy for the enterprise has been developed based on an analysis of the consumer properties of products and forecasting consumer demand and market conditions. Research is being carried out on the main factors that form the system of consumer demand for the plant's products, and research is being conducted on the relationship between supply and demand for similar goods. Social factors Attitudes, life values and traditions(+ -) Attitudes, life values and traditions influence the organization. Workers' attitudes are changing. In general, relatively younger workers do not like traditional paternalistic relationships and want more independence and social interaction at work. They are not inclined to consider any organization as the place where they intend to spend their entire working life. Many employees at the enterprise gain experience and seniority, so that in the future it will be easier to get a job at another more promising enterprise. Labor force education level (+) The level of education is of great importance in any enterprise. The issues of training and retraining of specialist managers are given serious attention. To improve qualifications, a training and course center was created. When applying for a job, all workers are required to undergo free training, after which they are issued a certificate. The company also annually conducts certification of all managers and engineers. Taking into account the fairly high level of technology, personnel qualifications, the availability of facilities and the non-traditional nature of the goods produced, the competitiveness of the organization is quite high. The level of quality is also ensured by modern technology, the presence of “KNOW-HOW” in the organization, which is confirmed by medals, diplomas and certificates of honor received at annual competitions, including those held under the auspices of international associations. But the most significant indicator of the competitiveness of an enterprise is the relatively low price of manufactured products with high quality, compared to Russian competitors. Based on the above, it follows that the dairy products produced by Allat CJSC are highly competitive. Let's analyze the internal environment of the organization Dairy plant "Balakovsky" Table 3 Analysis of the internal environment of the enterprise Dairy plant "Balakovsky"
Strength Weak side 1. Management personnel (management style, qualifications, etc.). 2. Morale and qualifications of employees. 3. The total amount of payments to employees in comparison with the same indicator for competitors and the industry as a whole. 4. Personnel policy. 5. Using incentives to motivate work performance. Organization of general management 1. Organizational structure 2. Organization of the communication system. 3. The effectiveness of the control system common to the entire organization. 4. Organizational culture. Trade 1. The ability to sell goods at a lower price than competitors. 2. Possibility of reaching new markets. 3. Product inventory control system Marketing 1. Products sold by the company (competitiveness of products). 3. Sales organization: knowledge of consumer needs. 4. Image, reputation and quality of the product. 5. Methods of advertising work of an enterprise in promoting goods to the market 6. Pricing policy. 1. Possibility of attracting short-term capital. 2. Attitude towards taxes. 3. Flexibility of the capital structure. Management personnel (+). The main requirements for assessment are the requirement of objectivity on the part of the assessor, and for the management system - the development of competent procedures and technologies for personnel assessment. Promotion, demotion, transfer, dismissal of personnel - to perform this function, personnel management services must: develop a methodology for moving an employee from a position of greater or lesser responsibility develop the employee’s professional experience by moving to other positions or areas of work (in other words, management systems are engaged in employee career planning). This classification is based on materials from the book by E.A. Utkin and A.I. Kochetkova “Human Resource Management in Small and Medium Businesses”. Using the example of these two classifications, I wanted to show that today there is no single strictly defined view of the functions of the management system in an organization. As already mentioned, business managers rarely use theory in its pure form, but, as a rule, adapt it to the operating conditions of a particular organization. However, the results of the study showed that despite all the inter-firm and inter-country differences in the field of personnel management (in two companies of the same industry of the same country you will not find two documents regulating the activities of the PM service that are similar in form and content), they all profess a common ideology and methodological basis personnel work. According to a study by the American Society of Human Resource Management, the following HR functions consume the most time (in descending order): solving personnel problems (selection, orientation, personnel assessment) determination of compensation and benefits training, advanced training labor Relations other areas of activity Let's consider the situation in Russia. Thus, the results of a survey (conducted by the Kommersant magazine) showed that the majority of newly created personnel services in their functions tend more towards the Western scheme. However, in Russian conditions the emphasis shifts so much that the scheme becomes almost unrecognizable. For most representatives, the following are put at the forefront: firstly, selection, training and advanced training. Next on the list of priorities were “other areas,” a fairly wide range of problems had already been named, “from “organizing recreation” and “creating a moral climate” to “developing job descriptions” and “relationships between services and departments.” According to the heads of personnel services themselves, increased attention to these “other areas” distinguishes their model from the Western one and is the result of adaptation to Russian conditions. One-fifth of respondents answered that they head “Soviet-type” personnel departments. Paradoxically, both the “Soviet” and the “Western model” of the PM service have common priorities: these are, firstly, “compensation” (all types of benefits that reward work), and secondly, “labor relations” (settling relations of this organization with the Labor Code (Labor Code)). True, there is also a very significant difference between them: if among the “Westerners” such areas as selection, orientation and evaluation of personnel, as well as personnel training and advanced training, appear in the first place, then in the “Soviet” version they are most often simply are missing. 3.
Practical part. Many HR directors believe that the management of their companies does not fully understand the goals and objectives of the HR service, and its place in the management structure is not defined at all. As a survey of the All-Russian Personnel Congress showed, almost every third HR manager complains that he has little authority and opportunity to influence the company’s development strategy. 170 HR directors from Russian companies at different levels of development took part in the survey. The authors of the study tried to find out what interferes with the dialogue between the HR department and company managers. Many survey participants cited the lack of clear ideas among company management about why the HR service is needed as the main reason. The consequence of such a misunderstanding is a low level of authority delegated to the HR manager and an insufficient budget allocated for working with personnel. Sometimes the low status of the personnel service is the “merit” of its leader. Every fifth participant in the survey of the All-Russian Personnel Congress admitted that the growth of status is hampered by the passive position of the HR director himself and his low level of motivation. It was the active position, the desire to participate in the management of the company that 85% of HR directors named as the most significant factor determining the status. For 76% of respondents, high status means the opportunity to take part in shaping the company’s development strategy, and for 55% it means making decisions independently. But there are companies in Russia in which many of the problems described have already been successfully overcome. Let's consider the experience of one of the largest oil and gas holdings. At the same time, it is especially important to emphasize the fact that the strategic personnel management system is built not only at the level of the head office, but also at the level of numerous regional enterprises. As an example, we can cite the results of a study of the effectiveness of personnel management in one of the holding’s mining enterprises (the study was conducted by a reputable consulting company in 2003). Diagnostic test results
.
Personnel management through the eyes of top managers of the company.
The status of the company's personnel service, according to top managers, is quite high and is largely determined by the increased attention to personnel issues on the part of the manager, as well as the initiative and professionalism of the head of the personnel policy directorate (DKP), who is part of the company's top management and takes direct responsibility participation in the work of the “governing council”. This situation can be considered almost exceptional in domestic practice. Let us add that the HR service at the top management level is perceived not only as a performer, but also as an initiator of change. In particular, the monetary policy is the driving force behind a major process of social restructuring. To the strengths of management top managers of the company include: The presence of a professional and well-coordinated team of top-level managers, which is reflected in the entire management vertical. This is not due to random compatibility, but is formed purposefully; High professionalism of the company's team; Built-in HR mechanism/HR technologies (in the form of policies and standards of the central office) and control of their implementation; Availability of a system in personnel development work (training, reserve, rotation); Social guarantees and protection of workers; A developing system of personnel motivation (aimed at retaining valuable employees and achieving common goals); The dynamism and innovation of the team, which is largely determined by the practice of mobile personnel and the policy of personnel promotion (development). Among the weak (problem) sides personnel management were noted: Shifting priorities in matters of training and development (reserve training system) towards quantity at the expense of quality; - a “narrow” regional human resources market, which creates separate “pockets” of personnel shortages and affects the level of qualifications; Insufficient level of mutual understanding between the HR service and line managers (the latter are overloaded with tasks from the DCP and treat them largely formally, not always realizing their practical value); Insufficient level of managerial qualifications (especially among middle managers): issues of planning and prioritization, delegation of authority are highlighted. The diagnostic interview revealed the following expectations from the company’s top management regarding the personnel policy directorate: Improving the quality of training (practical orientation, relevant thematic selection, systematic and individual approach); Optimizing the structure and number in order to increase the efficiency and transparency of the business, improve the controllability of processes and departments, including: Design of a new structure; Initiation and control of description and standardization of processes, formation of “matrices” of responsibility; Introduction of indicators for assessing the effectiveness of new structures and processes; Improving the quality of personnel assessment (shifting emphasis from personal competencies to professional ones; realistic career planning); Changing the culture of management and internal relationships in society (“green light” to creativity and initiative, effective horizontal communications); Managing the labor efficiency of employees and departments (including making the labor efficiency assessment system accessible and understandable to line managers, adapting it to specific types of activities so that managers can use the assessment as a real management and incentive tool); Providing scarce personnel (certain professions); Strengthening contacts and working interaction between the DCP and managers (consulting, assistance, receiving feedback); Comparative analysis of investments in personnel and their return (both for society as a whole and for each employee). Mechanism for assessing employee value. Chapter 3.1.
Factors influencing the effectiveness of personnel management.
For the successful implementation of strategic tasks in the field of personnel management efficiency, it is of paramount importance to study the factors influencing labor productivity, timely and full use of growth reserves and, on the basis of this, improve a scientifically based system for analyzing and planning labor productivity and assessing the effectiveness of personnel management. High rates of growth in the efficiency of personnel management in general and labor productivity in particular are ensured by the scientifically based use of the entire complex of factors influencing the efficiency of personnel management. This is especially true now, when many Russian companies, primarily small and medium-sized ones, are experiencing considerable economic difficulties today, are limited in resources, and the problem of their survival must largely be solved through reserves, the use of which does not require large expenses. However, in modern Russian sociology and psychology there are no targeted theoretical and applied developments on this topic. This leads to the fact that at present, issues of assessing the influence of various factors are resolved either without taking into account the actual economic situation, or from the position of common sense, ordinary ideas about the similarity of various indicators. Of great importance is the question of the correct classification of factors influencing the effectiveness of personnel management. When drawing up such a classification, it should be taken into account that these factors do not act in isolation, but in conjunction with each other. The theoretical significance of the classification of personnel management efficiency factors is that it allows us to more fully reveal the nature of labor productivity, determine the relationship between factors, and identify features in the action of individual factors, taking into account the specifics of each specific area of the company’s activity. The use of such a classification makes it possible to determine the influence of each factor separately, thereby eliminating repeated calculations, and also to take into account the effectiveness of labor productivity growth factors, which makes it possible to correctly identify and use reserves for increasing the efficiency of personnel management as a whole. Scheme 1. Classification of factors influencing the effectiveness of personnel management Physiological health status; mental capacity; physical abilities, etc. Technical and technological the nature of the tasks being solved; complexity of work; technical equipment; level of use of scientific and technical achievements, etc. Structural and organizational working conditions; ratio of the number of personnel categories; enterprise volume; operating mode; work experience; qualifications of workers; level of personnel utilization, etc. Socio-economic financial incentives; insurance; social benefits; standard of living, etc. Socio-psychological staff ... development new products sets the direction for collecting information and developing proposals ... , optimization, ... JOB By discipline: “Management” Topic: “ Control staff enterprises" ... ... enterprises 12 2.2 Status work With staff 19 2.3 Assessment of functional activity of economic services 25 3 Development proposals By effective management staff enterprises 3.1 Efficiency management staff ... High school graduation work: based on modern trends in management staff organizations to develop offers By development and implementation of the system management staff on enterprise ... ... Service management staff 5 1.1 Objectives services management staff 5 1.2 Key areas of activity services management staff 7 1.3 Manager By management staff in modern conditions 11 1.4 Technology work services management staff ... ... ; recommendations By optimization and increasing efficiency management human resources of the company. To evaluate effectiveness management staff enterprises exists... Research has shown that it is possible to increase profits by expanding sales markets, which is possible through increasing volumes, developing a marketing service and improving quality. Thus, changes in the range and range of products produced and services provided are one of the important factors affecting the level of production costs. With different profitability of individual products and services (relative to cost), shifts in the composition of products associated with improving its structure and increasing production efficiency can lead to both a decrease and an increase in the costs of production and provision of services. As is known, an increase in output reduces costs per unit of production, and consequently, the cost of production decreases, which ultimately leads to an increase in profits from sales of products (economies of scale). In addition, additional production of profitable products in itself provides additional profit. Thus, with an increase in output and, accordingly, the sale of profitable products, profit per unit of product increases, and the quantity of products sold also increases, each additional unit of which increases the total amount of profit. As a result, an increase in the output of profitable products, provided they are sold, gives a significant increase in profit. However, you should always remember that sales volumes are always limited by effective demand. While many former major publishing houses sharply reduced the output of printed materials and suffered significant personnel losses, many different commercial non-state publishing houses and advertising and publishing agencies appeared that managed to “fit” into the new market conditions and radically changed the publishing process and product distribution system. and took a dominant position in the Printing market. New trends, associated primarily with the decentralization of the production of printed products, a decrease in the average circulation, an increase in the range of output and problems of distribution and sales, have given rise to the need for a structural restructuring of the printing industry in terms of creating smaller, mainly private, production facilities that can withstand new conditions competition in terms of product quality, range of services and production time. Market requirements are radically changing the structure of printing services. Figure 3.1 shows approximately what the structure of printing services in Western Europe looks like. Rice. 3.1. In Moscow and the Moscow region, before the start of market reforms (1990), the structure of printing services looked like this (Fig. 3.2). Since the mid-90s of the last century, a significant number of companies with 20 to 200 employees, equipped mainly with new printing equipment and fairly modern technology at that stage, have entered the Russian printing services market, which have occupied the vacant niche of label and packaging products . Rice. 3.2. This made it possible to oust from the label printing market, packaging enterprises of the Ministry of Agriculture, departmental plants, regional and enlarged printing houses that produced this type of product and could not compete with new companies due to outdated equipment and technology. Over the past 10 years, there has been a steady growth in the packaging market by 3-4% annually. As a result, the structure of printing production in Moscow and the Moscow region has acquired a form close to the European one and looks something like this (Fig. 3.2). Shown in Fig. 3.2 the structure is approximate, because records are not kept of the production of books, brochures, magazines and newspapers in printed sheets, but records are kept in the number of copies, which does not make it possible to accurately take into account the volume of production. In this regard, presented in Fig. 3.3 data was obtained using the method of expert assessments. As can be seen from Fig. 3.3 The share of production of newspapers, books and magazines has decreased and has given way to labels and packaging. OJSC "L-Market" has all the listed parameters, and therefore has every reason to increase production volumes in the future. Rice. 3.3. A marketing analysis of development options for L-Market OJSC showed that the most suitable development strategy for the organization would be a concentrated growth strategy. The results of the analysis of profit and profitability for the reporting period (year) are used to determine the directions for searching for reserves for its growth for the subsequent period. The main sources of profit growth are an increase in the volume of product sales, a reduction in its cost, an increase in prices due to improved quality of commercial products, their sale in more profitable markets, etc. At the same time, one of the most important indicators characterizing the work of industrial enterprises is the cost of products (services). Cost is the monetary expression of the costs of production factors necessary for an enterprise to carry out production and commercial activities related to the production of products and the provision of services. The role of cost in the economics of an enterprise is difficult to overestimate. The financial results of the enterprise’s activities, the rate of expanded reproduction, and the financial condition of the economic entity depend on its level. Being an important indicator of financial activity, it reflects changes in labor productivity and efficiency in the use of enterprise resources. Of particular importance is the fact that cost is the indicator by which one can judge the efficiency of production and the competitiveness of the enterprise. Competent cost management will allow you to reduce production costs. According to experts, cost management in an enterprise includes: Knowledge of where, when and in what volumes the enterprise’s resources are spent; Knowledge of patterns of behavior of different types of costs; Forecasting where, when and in what volumes additional resources are needed; Ability to ensure the highest level of return from the use of enterprise resources; Systematic identification and use of reserves for reducing costs and production costs in general; Organization of a production management system focused on constant cost control and the search for reserves for their effective reduction; Focus on cost prevention rather than cost accounting; Involvement of all types of costs in the cost management system. Cost management should include the following procedures: planning, cost accounting, analysis of accounting information, decision-making based on the results of the analysis and implementation of the necessary influences on costs in order to optimize them. The total costs are calculated using the following formula: I0= Ioz + Ir + Itr + Izskl + Ipp, (3.1) where Ioz is the cost of placing and processing an order; Ир - price of material and technical resources; Itr - transport costs; Ieskl - procurement and warehouse costs; Ipp - the costs of tracking material resources in transit. In turn, transport costs when using a warehouse form of supply are calculated using the formula: Itr = From + Id, (3.2) where From is the cost of delivering resources to the company’s warehouse; ID - costs of delivering resources to objects. The possibility of achieving different values of distribution costs with different forms of logistics organizations in a printing company poses the task of a technical and economic analysis of options and choosing a rational one, in which the total logistics costs (the sum of all types of costs) will be minimal, which can be expressed by the following formula: Io = ? Иi min (3.3) where i = 1, 2, 3…n - types of costs. In this regard, the most significant factors influencing costs are the volume of purchased material and technical resources, an increase in which creates conditions for profitable contracting of transport and obtaining discounts on the price of material and technical resources. Therefore, to solve the problem of reducing production costs and sales of products at L-Market OJSC, a general program must be developed, which must be adjusted annually taking into account the changed circumstances at the enterprise. This program must be comprehensive, i.e. must take into account all factors that affect the reduction of production costs and sales of products. In general terms, it should reflect the following points: 1) a set of measures for a more rational use of material resources (introduction of new equipment and waste-free technology that allows for more economical consumption of raw materials, materials, fuel and energy; improvement of the regulatory framework of the enterprise; introduction and use of more advanced materials; integrated use of raw materials and materials; use of waste production; improving product quality and reducing the percentage of defects, etc.). 2) measures related to improving the use of fixed assets (freeing the enterprise from excess machinery and equipment; leasing out the property of the enterprise; improving the quality of maintenance and repair of fixed assets; ensuring greater utilization of machinery and equipment; increasing the level of qualifications of personnel servicing machinery and equipment; the use of accelerated depreciation; the introduction of more advanced machinery and equipment, etc.). 3) measures related to improving the use of labor (determining and maintaining the optimal number of personnel; increasing the level of qualifications; ensuring rapid growth of labor productivity compared to the average wage; the use of progressive systems and forms of remuneration; improving the regulatory framework; improving working conditions; mechanization and automation of all production processes; ensuring motivation for highly productive work, etc.). In addition, a comprehensive program to reduce production costs must have a clear mechanism for its implementation. It should also be emphasized that planning and implementing only individual measures to reduce production costs, although they provide a certain effect, do not solve the problem as a whole. Currently, when analyzing the actual cost of manufactured products, identifying reserves and the economic effect of reducing it, calculations based on economic factors are used. Economic factors most fully cover all elements of the production process: means, objects of labor and labor itself. They reflect the main directions of work of enterprise teams to reduce costs: increasing labor productivity, introducing advanced equipment and technology, better use of equipment, cheaper procurement and better use of labor items, reduction of administrative, managerial and other overhead costs, reduction of defects and elimination of unproductive expenses and losses. . The basis for developing a plan for the cost of marketable products is planned calculations. When compiling calculations, the publishing house is guided by the law on pricing and instructions from higher-level organizations. Thus, for printing publications in 2010 for children, educational literature and government orders, the level of profitability did not exceed 10%. The publishing house has developed and operates price lists for many types of services, such as making stamps, printing transparencies, making proofs, printing newspapers, business cards, and others. Price lists are revised as labor costs and material prices change. According to expert estimates, the implementation of a program to reduce production costs will reduce the material intensity of manufactured products by 4.0% and energy intensity by 8.1% compared to 2010. A reduction in the material intensity of manufactured products can be achieved by revising the norms for the consumption of materials downward (ink for printing on sheet-fed machines, colored ink for printing newspaper products, consumables for bookbinding processes, etc.), and introducing new technology for the production of offset printing plates. It is also necessary to rework and improve the standards for technical waste of newspaper and offset paper for the new Tensor newspaper roll machine. The rate of reduction in the level of energy intensity of manufactured products will be 29.8% compared to 8.5 percent achieved this year. 3.1. Development of proposals to optimize personnel costs The analysis showed that personnel costs are quite effective. However, we will determine the main directions for optimizing personnel costs. During 2008, the management of Borets LLC plans to move the bulk of production outside the capital to regional subsidiaries. At the same time, the management staff will remain in Moscow and will control the activities of the holding. In the current situation, first of all, I would like to increase the costs of training and advanced training of management staff, economists and logisticians on the topics “Company restructuring or building an effective organizational structure”, “Optimization of financial flows in the holding” and “Logistics”. I believe this will help avoid many problems and help answer many important questions. For example: “How to rationally organize a holding structure for the purpose of comprehensive tax optimization? How to distribute the tax burden between the structures included in the holding? Is it possible to transfer expenses, property or funds from one organization to another with minimal tax losses?” I consider the introduction of outplacement services no less important, because the bulk of the staff will have to part with. Outplacement is a system of measures to provide services to assist in the employment of laid-off company employees. If a company takes care of dismissed employees during a period of temporary difficulties, this does not go unnoticed and allows them to attract the best specialists in the future. Otherwise, the company simultaneously maintains good relations with former employees and maintains its reputation as a socially responsible organization. An outplacement consultant provides consulting support to laid-off employees during the job search process. For many, debriefing during the job search process is necessary. Discussion and analysis of recent experience in contacts with potential employers adjusts the applicant’s expectations and his future plans. Self-presentation techniques are being developed. Additional psychological support is provided. Courage and fighting spirit significantly increase the chances of success. Moreover, an outplacement consultant will not only provide support in finding a job, but will also help you adapt well to it, and at least pass the probationary period. Thus, Outplacement Consultants provide assistance in finding employment for dismissed employees, ensure a painless separation of the employee from the company, helping him find a job and preserving the reputation and trade secrets of the customer company. The use of outplacement procedures will allow the company to reduce the number of claims from those dismissed, including the number of lawsuits (payments for them), reduce the number of compensation payments to dismissed employees, maintain a positive image of the company and at the same time remain in acceptable relations with employees who are being laid off. 3.2. Calculation of the economic efficiency of the proposals made. To calculate the economic efficiency of the proposals made, consider Table 3.1. Table 3.1 Financial and economic activities of the enterprise As can be seen from the table, in 2007 production costs increased by 29,022,092.95. This is a very large amount, which includes not only the purchase of raw materials, supplies and components, but also the costs of consumables (stationery, cartridges, etc.), repairs of buildings and structures. Let's see what would happen if the company's management allocated funds from this amount to implement the proposals made. Price list: 1. Restructuring the company or building an effective organizational structure – RUB 34,300.00. 2. Optimization of financial flows in the holding - RUB 19,850.00. 3. Logistics – RUB 19,850.00. In 2007, the number of personnel was 1,476 people. The number of PPP is 1033 people - they are being reduced. ITR-443 people, of which 200 people will be trained. Let’s say 100 people will be trained on the topic “Optimization of financial flows in a holding company,” 50 people on the topic “Restructuring a company or building an effective organizational structure,” and 50 people on the topic “Logistics.” Let's calculate the resources needed for training: 50*34 300,00 + 100 * 19 850,00 + 50 * 19 850,00 = 4 692 500,00 The outplacement service is an expensive service, but despite this, it is 5-10 times cheaper for the company to pay compensation upon dismissal, which can reach 4-6 salaries. Let's calculate the average amount of compensation paid upon dismissal (redundancy): 25,880.00 * 3 * 1033 = 80,202,120.00 rub. Let’s say the company’s outplacement service costs 10 times less: 8,020,212.00 rubles In total, we will need RUB 12,712,712.00 for all events. Table 3.2 Financial and economic activities of the enterprise The data obtained shows that there have been no significant changes in the growth rate. And the benefits received are significant. Employees who have undergone additional training, confirmed or improved their qualifications will be more dedicated to their work and the enterprise as a whole. Obtaining education at the expense of the enterprise serves the function of stimulating the employee and forms a certain motivation for him to work. We will calculate the economic efficiency before and after the events: E ef1 = 1,586,830,000 / 727,519,984.92 = 2.18 E ef2 = 1,586,830,000 / 740,232,696.92 = 2.14 As can be seen from the calculations, economic efficiency decreased by only 0.04 shares, but the benefits obtained were significant. The measures taken can be considered economically beneficial. Conclusion The purpose of this course work was: to analyze the organization’s personnel costs and develop proposals for optimizing personnel costs and calculate their economic efficiency using the example of the Borets LLC plant. This course work examines issues that reveal the essence of an organization's personnel costs, their structure and dynamics for 2005-2007. Were analyzed as economic indicators of the effectiveness of personnel costs. Proposals for optimizing personnel costs have been developed and their economic efficiency has been calculated. Bibliography 1. Analysis of the economic activities of an enterprise: Textbook. manual/G.V. Savitskaya. –7th ed., Spanish – Mn.: New knowledge, 2002. –704 p. - (Economic Education). 2.: Textbook / Ed. V.V. Kovaleva, V.V. Ivanova, V.A. Lyalina. - M.: LLC "TK Velby", 2003. - P. 22 3. Complex analysis and control of investment activities: methodology and practice / Ed. prof. L.T. Gilyarovskaya. - M.: Finance and Statistics, 2001. - P. 19 4. Comprehensive economic analysis of economic activity: textbook. manual for university students studying in the specialties “Accounting, Analysis” and “Finance and Credit” / N.P. Lobushin - 3rd ed., revised. and additional – M.: UNITY-DANA, 2006. – 448 p. 5. On the concept of personnel cost efficiency and its assessment, Lyskov A.F. Personnel of the enterprise, No. 10, 2003 6. Organization and regulation of remuneration: Proc. allowance / Ed. M.E. Sorokina. – M.: University textbook, 2006. – 272 p. 7. Workshop on economics, organization and regulation of labor; Textbook allowance/Under. ed. prof. P.E. Shlender. – M.: University textbook, 2007. – 319 p. 8. Workshop on economics, organization and labor regulation. For students majoring in “Economics and Sociology of Labor” / FZFEI. – M.: Economic Education, 1998. – 148 p.. 9. Labor economics; Textbook / Ed. prof. P.E. Schlender and prof. Yu.P. Kokina. – M.: Jurist, 2003. – 592 p. 10. Labor Economics: Textbook / V.V. Adamchuk, Yu.P. Kokin, R.A. Yakovlev; Ed. V.V. Adamchuk. – M.: ZAO “Finstatinform”, 1999. – 431 p. 11. Labor Economics Yu.M. Ostapenko Moscow INFRA-M 2003; 12. Efficiency of mesoeconomic systems of the transition period // Problems of theory and practice of management, Kleiner G. No. 6, 2002. 13. Internal note from Borets LLC. Endovitsky D.A. Comprehensive analysis and control of investment activity: methodology and practice / Ed. prof. L.T. Gilyarovskaya. - M.: Finance and Statistics, 2001. - P. 19 Carry out calculations on the profitability of increasing the volume of purchases of a particular type of product. 3. Reserves and ways to optimize the costs of the private unitary enterprise “Myadelsky koopzagotprom” in order to increase the final results of its economic activities 3.1 Assessment of reserves for saving current costs and the development of measures to optimize the costs of the private unitary enterprise “Myadelsky koopzagotprom” In a market economy... Breaks 10 10 0 Interaction with subordinates, clients and customers 9 1 8 Take unregulated breaks 1 2 -1 Based on the expert opinion presented in Table 8, it is possible to evaluate the structure of working time costs for the manager of Sirius LLC. Thus, this manager needs to reduce the time spent on: Studying documentation - by 10% of the total... The analysis showed that personnel costs are quite effective. However, we will determine the main directions for optimizing personnel costs. During 2008, the management of Borets LLC plans to move the bulk of production outside the capital to regional subsidiaries. At the same time, the management staff will remain in Moscow and will control the activities of the holding. In the current situation, first of all, I would like to increase the costs of training and advanced training of management staff, economists and logisticians on the topics “Company restructuring or building an effective organizational structure”, “Optimization of financial flows in the holding” and “Logistics”. I believe this will help avoid many problems and help answer many important questions. For example: “How to rationally organize a holding structure for the purpose of comprehensive tax optimization? How to distribute the tax burden between the structures included in the holding? Is it possible to transfer expenses, property or funds from one organization to another with minimal tax losses?” I consider the introduction of outplacement services no less important, because the bulk of the staff will have to part with. Outplacement is a system of measures to provide services to assist in the employment of laid-off company employees. If a company takes care of dismissed employees during a period of temporary difficulties, this does not go unnoticed and allows them to attract the best specialists in the future. Otherwise, the company simultaneously maintains good relations with former employees and maintains its reputation as a socially responsible organization. An outplacement consultant provides consulting support to laid-off employees during the job search process. For many, debriefing during the job search process is necessary. Discussion and analysis of recent experience in contacts with potential employers adjusts the applicant’s expectations and his future plans. Self-presentation techniques are being developed. Additional psychological support is provided. Courage and fighting spirit significantly increase the chances of success. Moreover, an outplacement consultant will not only provide support in finding a job, but will also help you adapt well to it, and at least pass the probationary period. Thus, Outplacement Consultants provide assistance in finding employment for dismissed employees, ensure a painless separation of the employee from the company, helping him find a job and preserving the reputation and trade secrets of the customer company. The use of outplacement procedures will allow the company to reduce the number of claims from those dismissed, including the number of lawsuits (payments for them), reduce the number of compensation payments to dismissed employees, maintain a positive image of the company and at the same time remain in acceptable relations with employees who are being laid off. Analysis of the dynamics of the efficiency of using working capital of the enterprise Analysis of costs for OJSC "Lukoil" and ways to reduce them To begin with, let's present a SWOT analysis of the Lukoil enterprise: Table 2.2.1 Strengths Weaknesses - High degree of vertical integration of the business. - High standards of corporate governance and high reputation... 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The impact of the budget deficit on the quality of life of the population using the example of the municipal formation of Pushkinsky district The basis of the economy of the Pushkinsky district today are 13 large and medium-sized industrial enterprises, forming a diversified industrial complex: pulp and paper, metallurgical, chemical, woodworking... Enterprise profitability and ways to increase it using the example of Uralkhimservice LLC Justification of costs for current repairs and maintenance of electrical networks The management mechanism of an enterprise as a whole is determined by the degree of cost control. The cost management system consists of interconnected processes of forecasting, planning, cost regulation... Organization of planned work at the enterprise Cafe "Versailles" has been providing catering services for a long time. In order for the Versailles cafe not only to continue to exist in the market of catering services, but also to develop in all directions... Ways to optimize personnel costs Ways to increase profits in an enterprise OJSC "M. Video" conducts regular research in the field of marketing and management of its organization. Based on an analysis of the financial and economic activities of the organization... Types of economic risk at the municipal unitary enterprise "Minsk Vegetable Factory" The problem of risks in the agricultural sector is multifaceted. It applies not only to the implementation of state federal or regional agricultural policy, but also to the adoption of management decisions directly in production... State financial policy in the field of small business support Small business as a sphere of economic activity is capable, due to its maximum adaptability...
1.5 Duration of operation of the enterprise on the market
1.6 The most important counterparties and competing companies
1.7 Number of employees and organization structure
planning innovation management
Chapter 2. Control functions
Chapter 3. Planning
3.1 Organizational mission and strategic vision
3.2 Organizational goals
3.3 SWOT analysis
3.3.1 Assessment and analysis of the external environment
3.3.2 Management survey of the organization's internal strengths and weaknesses
Development proposals By effective management staff enterprises
Coursework >> ManagementOrganization services management staff on enterprise
Coursework >> ManagementRegulations on service management staff
Coursework >> ManagementEvaluation and development events By improving the system management staff companies on the
Coursework >> ManagementDEVELOPMENT OF PROPOSALS FOR OPTIMIZATION OF PROFIT OF OJSC "L-MARKET"
Improving the performance of the enterprise through the implementation of the financial strategy and the strategy of operating (production) activities
No. Indicators Years Rates of growth
2005
2006
2007
2006 2005
2007 2006
2007 2005
1
2
3
4
5
6
7
8
2
1 135 699 000,00
1 403 581 000,00
1 586 830 000,00
1,24
1,72
218
3
Profit, rub 420 487 237,07
278 212 755,83
521 532 106,86
0,66
1,87
1,24
4
Enterprise costs, incl. 715 211 762,93
1 125 368 244,17
1 065 297 893,14
1,57
0,95
1,49
personnel costs, rub. 314 157 793,78
816 612 428,90
727 519 984,92
2,60
0,89
2,32
401 053 969,15
308 755 815,27
337 777 908,22
0,77
1,09
0,84
No. Indicators Years Growth rate
2005
2006
2007
2005
2006
2007
1
2
3
4
5
6
7
8
2
Volume of products produced, rub. 1 135 699 000,00
1 403 581 000,00
1 586 830 000,00
1,24
1,13
1,40
3
Profit, rub 420 487 237,07
278 212 755,83
521 532 106,86
0,66
1,87
1,24
4
Enterprise costs, incl. 715 211 762,93
1 125 368 244,17
1 065 297 893,14
1,57
0,95
1,49
personnel costs, rub. 314 157 793,78
816 612 428,90
740 232 696,92
2,60
0,91
2,36
production costs, rub. 401 053 969,15
308 755 815,27
325 065 196,22
0,77
1,05
0,81
3.1. Development of proposals to optimize personnel costs