FEDERAL AGENCY FOR EDUCATION

State educational institution of higher professional education

"CHITA STATE UNIVERSITY"

Institute of Retraining and Advanced Training

DEPARTMENT OF ECONOMICS

Test

in the discipline: “Information technologies in crisis management”

Option 2

Completed: art. gr. AUS-08

Mikhailova T.A.

Checked:

Shkatov V.Yu.

Enterprise as an object of management. The role and place of information technology in enterprise management…………………………………….3

2. Information technologies for documentation support of management activities…………………………………………………………..12

List of sources used………………………………………………………...24

1. Enterprise as an object of management. The role and place of information technology in enterprise management.

Today, the factors determining the need for constant internal changes to adapt the organization to the external environment have become quite clear. These factors are:

sales market for manufactured products and types of services;

market for supplier or consumer of raw materials, energy, goods and services;

financial market;

labor market;

natural environment.

Without taking these factors into account, it is impossible to plan a development strategy. Therefore, the success of any enterprise or organization and the possibility of its survival depend on the ability to quickly adapt to external changes.

An organization is an open system of interacting and manageable parts, working with a specific purpose, a mission, and having resources at its disposal.

Any organization, regardless of its purpose, can be described using a number of parameters, among which the main ones are: the goals of the organization, its organizational structure, external and internal environment, the totality of resources, the regulatory and legal framework, the specifics of functioning processes, the system of social and economic relations, organizational culture. Each organization has its own management system, which is also the subject of research.

Management is the process of distribution and movement of the above types of resources in an organization with a predetermined goal according to a pre-developed strategic plan with continuous monitoring of work results.

A management system is a set of actions that determine the direction of management activities. The structure of the management process is presented in Fig. 1.1.

Rice. 1.1. Control Process Diagram

The management system must meet modern market conditions:

have high production flexibility, allowing quick
change the product range;

be adequate to complex production technology requiring completely new types of control, organization and division of labor;

take into account serious competition in the market for goods and services, fundamentally
which changed the requirements for product quality, requiring the organization of after-sales service and additional branded services;

take into account the requirements for the level of quality of customer service and time for fulfilling contracts, which have become too high for traditional production systems and decision-making mechanisms;

take into account changes in the structure of production costs;

take into account the need to take into account the uncertainty of the external environment.

The management process involves coordinated actions that ensure the implementation of a common goal or set of goals facing the organization. To coordinate actions, there must be a special body that implements the management function. Therefore, in any organization there is a managed and managed part. The interaction diagram between them is shown in Fig. 1.2.

Fig.1.2. Interaction between the management and managed parts of the organization

The principle of creating an enterprise management system is to carry out a vertical division of labor, which is carried out by delegating linear powers from top to bottom along the management levels formed when building the enterprise structure. As a result, managers of all levels (subjects of management) and subordinate areas of control (objects of management) are determined in the structure, a hierarchy of management levels is created and a chain of command is formed. In addition to delegating linear powers from top to bottom, it is necessary to determine staff powers, the responsibilities of managers for coordinating (joining) the work of divisions horizontally and ensuring the integration of the activities of all divisions to achieve the overall goals of the organization. Organizations usually have three levels of management:

lower-level managers - technical level (foremen - junior managers), who supervise the direct performers of the work;

middle managers - heads of departments;

middle managers interact at their level with suppliers and consumers and supply most of the information to senior management;

senior managers who develop strategy, formulate goals and policies, interact with the external environment, make critical decisions, and are responsible for motivating staff, general organization of work and enterprise management.

As a result, to ensure the completeness and continuity of the management process at the enterprise, in our opinion, it is necessary to provide for the implementation of the following management functions: interaction with the external environment, determination of strategy and policy, organization of work, selection, training and motivation of personnel, production planning and preparation, management production, control of production and product quality, information support, development of measures, decision making, implementation of measures.

To complete the creation of a management system, it is necessary to develop regulatory documents indicating how the above functions should be performed by their performers. Only after this can we say that the enterprise management system has been formed.

Information refers to meaningful and processed data that is used to solve management problems. Data reflects events occurring both within the organization and outside it.

In order to obtain the information necessary for the successful functioning of an enterprise, it is necessary to collect data, transfer it for processing, bring it into a form convenient for subsequent use, and transfer the results to users. Users can clarify what data needs to be collected, as well as adjust their processing methods in terms of completeness, reliability and presentation of the results obtained. The general diagram of the information system is shown in Fig. 1.1.1.

An information system (IS) can be functionally defined as a set of interconnected elements that provide data input, processing, as well as storage and distribution of the received information used in enterprise management.

Rice. 1.1.1. General information system diagram

Automated control systems (ACS)

ACS serve several levels of management, providing information about the current activities of the enterprise, as well as reports on its past activities. ACS support planning, control and decision-making functions.

The automated control system summarizes data coming from transaction systems, processes it and compiles it into reports that are prepared on a regular basis. ACS usually answer fixed, pre-known questions. These systems are not flexible and have limited analytical capabilities.

Top management decision support systems serve the strategic level of the organization. They are designed to work with unstructured decisions and involve the use of data about the external environment (new tax laws, information about competitors), they receive information from various enterprise information systems.

Top management decision support systems have advanced telecommunications and graphical tools. Such systems are designed to prepare conceptual solutions such as:

what should a business be like?

how to get funds for investment?

what employees and what qualifications may be needed in the future?

IN last years Russia is characterized by the rapid development of information technology and growing interest in computer systems that can ensure effective enterprise management. Particularly noteworthy is the growing demand for integrated control systems. Automation of individual functions (accounting or sales finished products) and automated control systems are considered a stage already passed for many enterprises, where automation has long been carried out in three rather separate areas: automated control systems (automation systems for management and financial and economic activities), CAD (computer-aided design systems) and automated process control systems (automation systems technological and production processes). Created initially without a comprehensive plan, as a rule, according to the requirements of various departments, areas and processes, individual automated systems did not obey the common goals and objectives of the enterprise, were poorly connected with each other informationally, and more often were not connected at all, which did not meet the interests of the enterprise as an integral systems. The variety of standard and non-standard hardware and software used made further modernization of the systems difficult or impossible. The real effect of introducing automation was often lower than expected.

The development of mathematical methods, hardware and software now makes it possible to fundamentally solve the problem of obtaining an integral effect from the introduction of information technologies in enterprises. Opportunities have emerged to create highly efficient corporate information systems (CIS) for enterprise management. The scale has grown and the content of the CIS has changed qualitatively.

Let us present a list of requirements imposed by Russian enterprises on the information system, which can be called a corporate information system 1.

1. Functional completeness of the system:

implementation of international management accounting standards - MRP II, ERP, CSRP;

automation:

planning, budgeting, forecasting;

operational (managerial) accounting; - is the enterprise How an object economy Coursework >> Economics

... enterprises– OJSC “KMK”. Object research is company. Subject of study - company How an object...functional activities enterprises. Structure enterprises linear-functional. System management enterprises was designed...

• Quality How an object management (2)

  Abstract >> State and law

  Quality How an object management. The entire system of knowledge about management quality, which is called scientific basis management quality... . Analyzing the results obtained, one can indicate Which an object better and by how much. 7.Accuracy of expert assessments...

Management as a process is determined by a series of continuous, interconnected actions aimed at forming and achieving. It also has its own structure, in which, on the one hand, the organization plays the role - in this case, it is the subject of management, and on the other hand, the management of the organization is considered - where it is the object of control. What does the concept of “organization as an object of management” mean?

This can be interpreted as an element of the social structure, which has its own functions and methods, as a result of which it influences all its members and the environment, including. In other words, the organization as an object of management is presented as a coordinated, social association of people, functioning on an ongoing basis and acting towards achieving its goals.

A production and economic organization serves as a good example, since it systematically and purposefully combines material, technical and socio-natural components. Besides, similar organizations cannot exist without a team, the composition of which, as well as its direction of activity, is clearly regulated by the subject of management. This example clearly shows the organization, as it is clear that the object is what the subject controls.

Carrying out its activities, the company constantly cooperates with external

environment, forming an open system. Through the channels of this system there is a constant exchange: resources come from outside, and finished goods are sent back. At the same time, the organization plays a supervisory role, maintaining a balance between these processes and mobilizing all resources for their implementation. In general, enterprise management establishes correlated actions to define goals, form and exploit its resources to accomplish assigned tasks.

Depending on the type of organization (educational, public, business, etc.), its size, type of activity, level of hierarchy, internal functions and many other factors, the content and set of actions used in the management process may change. But despite this,

any organization as an object of management is influenced by four main functions. These include: first of all, planning - consists of developing an action plan and determining standard indicators; organization - with the help of which tasks are distributed and interaction is established between departments and their workers; motivation - financial or psychological stimulation of performers to materialize planned goals; control - consists of comparing the achieved results with the intended ones.

Thus, using scientific justification, business management becomes a universal process for obtaining the desired profit.

An organization is a group of people whose activities are consciously coordinated to achieve goals.

Organization - (French organization from Latin organizo - I give a slender appearance):

• 1) structure, design of the system;
• 2) a component of the management process, the essence of which is the coordination of the actions of individual elements of the system, achieving mutual compliance with the functioning of its parts;
• 3) a form of unification of people for their joint activities within a certain structure; a system designed to perform specified functions and solve a certain range of problems, for example, an enterprise, company, school, institute, bank, government agency;
• 4) a set of persons acting as a single subject of a certain type of activity, performing a certain general function, having the ensuing rights and bearing responsibility.

In this work, the activities of a retail trade enterprise will be used for analysis. For a complete picture, let’s look at the concept and main functions of trading enterprises.

Retail trade enterprises is a network of structural entities of all forms of ownership that sell goods and provide services to end buyers (consumers) in connection with this.

The objectives of a retail trade enterprise are:

• - study of requests and needs for goods with a focus on purchasing power;
• - determination of assortment policy;
• - formation and regulation of the processes of supply, storage, preparation for sale and sale of goods in connection with the goals of the enterprise;
• - ensuring a given turnover of material and labor resources.

The functions of retail trade enterprises can be divided into two groups.

The first group includes functions performed by retail organizations in relation to suppliers (enterprises wholesale trade). Among these functions are the following:

• - providing information about the market (about the structure and dynamics of demand, consumer needs, etc.);
• - providing wholesalers with sales of their goods;
• - purchasing goods in quantities convenient for the wholesaler;
• - implementation of measures to stimulate sales and advertise goods;
• - accepting the risk in connection with possible theft, damage or obsolescence of the goods;
• - product labeling;
• - transportation of goods;
• - financing (in particular, purchase on an advance payment basis).

The second group includes functions in relation to buyers - individuals and households:

• - demonstration of the product, provision of information, assistance in choosing a product, consulting on operation;
• - breakdown of large and medium-sized consignments of goods into single copies;
• - formation of product range;
• - warehousing, storage, packaging of goods;
• - delivery of large goods;
• - lending (sale on credit);
• - creating comfortable conditions for making a purchase and providing additional services.

A trading enterprise is understood as an independent economic entity with the right of a legal entity that purchases and sells consumer goods, as well as other types of goods.

The main features of a trading enterprise as a management object include the following:

• 1) economic structure, in which the main elements are resources and technologies;
• 2) the nature and content of labor in trade;
• 3) trading enterprises largely form small businesses;
• 4) the trading business is in conditions of uncertainty, which is associated with risks;
• 5) trading enterprises are included in the group of enterprises that do not have the necessary innovative potential.

It is advisable to consider three main models of a trading enterprise as a management object:

1) interaction of the external and internal environment: from the standpoint of a systems approach, an organization can be considered as an open system, the characteristic features of which are determined by the interaction of its elements (internal environment) and are inextricably linked with the external environment of direct and indirect influence (Fig. 1).

Table 1. Functional management matrix for trade enterprises

2) matrix models of management functions (Table 1), in which management decisions (MD) are formed at the intersection of fields;

Rice. 1.

3) the “7C” model (Fig. 2), proposed in 1982 by Tom Peters and Robert Waterman in the book “In Search of Excellence.”

• § Structure. Organizational chart, description of work, etc.; lines of subordination: who is subordinate to whom, how tasks are distributed and integrated.
• § Systems. Formal and informal procedures and flows in the organization; How daily work is distributed. All these service systems are supplied to production. System of accounting, control, quality, evaluation of results, etc.; symbolism of behavior.
• § Style. Coordinate of attention; tangible manifestations of what leaders consider important, especially in the area of ​​nonverbal communication; how managers spend their time, what results they reward, what means they choose in crisis situations.
• § Compound. People in organizations, their demographic characteristics, experience, education and training; Matching jobs to the skills of the people filling them.
• § Shared values. What the company stands for, proclaims and puts into practice the good and the bad; what the company is proud of or would like to be proud of; joint (shared by staff) values ​​are higher than the goals set, but can also include them. A good indicator is the company's behavior during difficult periods.
• § Strategy. Strictly speaking, it is a plan for allocating resources and achieving success in competition. An organization as a dynamic system assumes having a management system (management mechanism, organizational structure, management process) that creates updated skills and abilities. This is similar to the concepts of “new capabilities,” “distinctive competence,” or “proven competitive advantage.” These processes will be based on strategic thinking for activities and change management.

An organization at each stage of its life cycle has a certain amount of skills to carry out its activities. This defines the main difference between organizations in terms of their competitive strength. Therefore, the development of an organization should involve the formation of a sum of skills, a certain competence at each phase, taking into account readiness for changes in activity. This the most important condition to survive in competition.

Organizational model with specific characteristics for each organization, the management object determines the beginning of its life cycle.

Life cycle of an organization- the historical evolution that a company undergoes when interacting with the environment.

There are four main stages in the life cycle of an organization:

• 1) the firm expands its operations and accumulates resources. The organization is built on a functional principle, the leadership is autocratic;
• 2) resource rationalization occurs, further growth becomes selective as the need for increased efficiency arises;
• 3) expansion into new markets begins in order to optimally use resources;
• 4) new structures are created to optimize work and rational planning.

In some works life cycle organizations are represented using a reproduction approach.

There are five main phases of organizational development, each of which has specific goals, characteristics, leadership styles, tasks and work organization. management trading environment efficiency

Phase 1-birth of the organization. It is characterized by: defining the main goal, which is survival; leadership style crisis; The basic organization of labor is the desire to maximize profits.

Phase 2-Childhood and youth. The main goal is short-term profit and accelerated growth; survival through strong leadership; the main task is to strengthen and capture part of the market; labor organization - profit planning, increasing salaries and merits.

Phase 3-maturity. The main goal is systematic and balanced growth and the formation of an individual image; the effect of leadership through delegation of authority (decentralized leadership); the main task is growth in various directions; conquering the market, taking into account diverse interests; labor organization - division and cooperation, bonuses for individual results.

Phase 4-aging organization. In fact, this is the highest degree of maturity. The main goal in the development of the organization, i.e. maintaining the achieved results (remaining in the “won positions”); in the field of leadership, the effect is achieved through coordination of actions; The main task is to ensure stability and free labor organization.

Phase 5-revival of the organization. The main goal is to ensure revitalization across all functions; growth through collectivism; The main task is “rejuvenation” in the field of labor organization and collective bonuses.

look at abstracts similar to "Organization as an object of management"

VORONEZH COOPERATIVE INSTITUTE

Subject: Professional ethics

activities

On the topic: Organization as an object of management.

Teacher:

Glotova I.A.

Completed by: student of group Yu-32

Poteryayev A.Yu.

Voronezh 2001

Definition of the concept and classification of organizations.

Modern system views on management.

New organizational forms in the structure of the economy.

Control functions.

Goals of the organization and their classification.

I. Definition of the concept and classification of organizations

Modern world is often seen as a world of a variety of organizations, which are “a set of people, groups united to achieve a goal, solve a problem based on the principles of division of labor, division of responsibilities and hierarchical structure; public association, government agency»:
Organizations are created to meet the diverse needs of people and therefore have very different purposes, sizes, structures and other characteristics.
This plays a big role when considering organizations as objects of management. The variety of goals and objectives of organizations leads to the fact that in order to manage their functioning and development, special knowledge and art, methods and techniques are required to ensure effective joint activities workers.
Any organization, regardless of its specific purpose, can be described using a number of parameters, among which the main ones are: purpose, legal and regulatory framework, resources, processes and structure, division of labor and distribution of roles, external environment and a system of internal social as well as economic connections and relationships that reflect organizational culture. In accordance with this, the entire variety of organizations is divided into classes and types, each of which unites enterprises that are homogeneous according to one or another criterion.
Based on the formalization criterion, the following are distinguished:
formal organizations with clearly defined goals, formalized rules, structure and relationships; This group includes all business organizations, government and international institutions and organs;
informal organizations operating without clearly defined goals, rules and structures; This includes all institutions of family, friendship, and informal relationships between people.
The subject of our study is formal business organizations, which, in accordance with Art. 48 (clause 1) of the Civil Code of the Russian Federation
Federations are legal entities, have separate property in ownership, economic possession or operational management and are liable for their obligations with this property.
According to the form of ownership, they can be private, state, municipal and others.
In relation to profit, organizations are divided into commercial and non-profit. The former pursue profit-making as the main goal of their activities, the latter do not seek to extract or distribute the profits between participants, but can carry out entrepreneurial activities when it serves the goals for which they were created and is consistent with these goals.
The Civil Code of Russia provides for organizational and legal forms in which the activities of commercial and non-profit organizations. In accordance with it, the organizational and legal form
“enterprise” is reserved only for state and municipal enterprises, and an enterprise as an object of rights is recognized as a property complex used to carry out business activities
(Article 132 of the Civil Code). Taking into account the traditions that have developed in our country, the concepts of “organization” and “enterprise” are widely used (including in this textbook) as interchangeable.
Based on size, organizations are grouped into large, medium and small. As classification criteria for such a division, criteria that are easily accessible for analysis are most often used, such as the number of employees, sales volume
(turnover) and book value of assets. But due to the fact that none of them provides sufficiently compelling reasons for classifying an organization into one group or another, in practice a combination of criteria is used.

Based on their participation in various sectors of production, organizations are divided into four types, each of which includes several industries that are homogeneous in their place in the technological cycle:
- primary cycle industries involved in the extraction of raw materials include organizations and enterprises in agriculture, forestry and fisheries, the coal industry, etc.;
- secondary cycle industries, which include organizations and enterprises of the manufacturing industry, for example, mechanical engineering, metalworking, automotive industry, etc.;
- tertiary cycle industries, whose enterprises and organizations refer to the services necessary for the normal functioning of the industries of the first two sectors. These are banks Insurance companies, educational institutions, travel agencies, retail trade, etc.;
- the fourth sector includes all organizations and institutions that are involved in such a progressive and rapidly developing sphere of human activity as information technology. This sector has emerged relatively recently, but its importance and potential are growing at the rate with which the role of information in managing large and complex systems is increasing throughout the world.

II. Modern system of views on management.

Abroad

The modern system of views on management was formed under the influence of objective changes in global social development. First half of XX. for many countries of the world it was a period of industrial development social production» which began with the industrial revolution of the previous century. In the second half of the current century, the leading countries (countries that rank first in terms of labor productivity) noted the beginning of the transition to the era of post-industrial development, which is characterized by fundamentally new features and patterns. The main factors of these changes were scientific and technological progress and the colossal concentration of scientific and production potential, especially in the peoples of the Second World War. In the post-war period, there was a restructuring of the world economy, in which industries that directly satisfy people's needs, as well as industries based on advanced technologies, began to play a prominent role. Production was increasingly focused not on meeting mass needs, but on specialized consumer requests, i.e., on small-capacity markets. This has led to an unprecedented growth of business structures, to the formation of a large number of small and medium-sized enterprises, to the complication of the entire system of connections between organizations, to the high importance of such criteria for business viability as flexibility, dynamism and adaptability to the requirements of the external environment. A new system of views on management in a radically changing economic environment was formulated in the 70-80s. Table 1 shows the main provisions characterizing the differences in views on management during the period of industrial development (old paradigm) and those formed in connection with the transition to a market-based entrepreneurial economy (new paradigm).

Basic provisions of the old and new management paradigms

Old (F. Taylor, A. Fayol, E. Mayo, A. Maslow, etc.)
New (R. Waterman, T. Peters, I. Ansoff, P. Drucker, etc.)

1. An enterprise is a closed system, the goals, objectives and operating conditions of which are quite stable
1. An enterprise is an open system, considered in the unity of internal and external environmental factors

2. Increasing the scale of production of products and services as the main factor of success and competitiveness
2. Focus not on output volumes, but on quality, products and services, and customer satisfaction

3. Rational organization of production, efficient use of all types of resources and increasing labor productivity as the main task of management
3. Situational approach to management, recognition of the importance of speed and adequacy of response, ensuring adaptation to the conditions of existence of the company, under which the rationalization of production becomes a secondary task.

4. The main source of surplus value is the production worker and his labor productivity
4. The main source of added value is people with knowledge
(cognitariat). “conditions for realizing their potential

5. A management system built on control of all types of activities, functional division of Labor, norms, standards and rules for performing work
5. A management system focused on increasing the role of organizational culture and innovation, employee motivation and leadership style
The new paradigm required a revision of management principles, since the old ones cease to “work” in the conditions of entrepreneurial structures. In the 90s, the main attention in the principles was paid to the human or social aspect of management: management is aimed at people, at making people capable of joint action, making their efforts more effective; management is inseparable from culture, based on honesty and trust in people; management forms communications between people and determines the individual contribution of each employee to the overall result; ethics in business is declared the golden rule of management.
The new system of views on management is known in the literature as the “quiet management revolution”; and this is no coincidence. After all, its main provisions can be applied without leading to immediate disruption and destruction of existing structures, systems and management methods, but, as it were, supplementing them, gradually adapting them to new conditions. Thus, management systems based on the anticipation of changes and on the basis of flexible, emergency solutions are becoming increasingly used. They are characterized as entrepreneurial, since they take into account the unfamiliarity and unexpectedness of future development.
Organizations are increasingly turning to strategic planning and management methods, considering sudden and dramatic changes in the external environment, technology, competition and markets as a reality of modern economic life that requires new management techniques. Governance structures are changing accordingly, with preference given to decentralization; organizational mechanisms are more adaptable to identifying new problems and developing new solutions than to controlling existing ones. Maneuver in the distribution of resources is valued higher than punctuality in their expenditure.

IN Russian Federation

Global and sharp turn in the history of the development of our country from a socialist economy to an economy of a market-based entrepreneurial type also caused the need to develop a new management paradigm.
The economic reforms carried out in the country make it possible to integrate the national economy of the Russian Federation into the world economy and take its rightful place in it, subject to two main conditions: firstly, the reforms should be based on the principles and mechanisms prevailing in the world economic community; secondly, when carrying out reforms, the features of the previous development and current state of the country’s economy, the national culture and behavioral characteristics of the population, the duration of the period of transformation and other factors and conditions shaping the country’s development must be taken into account.
The system of views that determined the development of management theory and practice for 70 years was formed under the influence of the Marxist paradigm economic development. In it, the criterion for the social orientation of the economy was the comprehensive development of the individual. The role of the economic foundation for fair distribution based on the results of labor was played by public ownership of the means of production, and the plan acted as a regulator of production. The interpretation of this paradigm in the process of building a socialist society led to the creation economic theory special type. In addition to its extreme politicization, it substantiated the need to implement such fundamental provisions as the concentration of production, its monopolization in state-owned enterprises, the orientation of production specialization towards economic efficiency, and the closeness of the country’s unified economic complex.

In accordance with this, management science developed fundamental provisions that substantiate the need for centralization of management, a monocentric economic system, direct management of enterprises by the state, restrictions on the economic independence of enterprises, a rigid distribution system and connections between enterprises.
This system of views was reflected in the theoretical developments and practice of managing socialist production. Economic management
The USSR was built like one large factory with divisions and branches throughout the vast territory of the country. Hence the colossal bureaucratization and command-administrative nature of the management system with which we approached the beginning of economic reforms.
The Russian Federation, as an independent state, has set a course for carrying out market reforms that should ensure the welfare and freedom of Russian citizens, the economic revival of the country, and the growth and prosperity of the domestic economy.
The provisions of the new management paradigm must express the objective needs of the reformed economy and society as a whole; they must contain the main, key points, the use of which when building a new management system will help our country speed up the transition to a market economy and carry it out with the least loss for society.

Decentralization of the management system carried out in the reform process does not imply a complete abandonment government regulation socio-economic processes occurring at the level of organizations and enterprises.
The need for such an approach is due to the fact that the movement towards the market is a complex process, in which the state must be an indispensable and active participant. It is known that the market is not able to solve many problems related to the needs of the entire society, the social unity of the country, the implementation of fundamental scientific research, long-term programs, etc. The feasibility of regulating the market by carrying out a certain public policy in such areas as socio-economic, monetary and financial, structural and investment and scientific and technical, was almost universally recognized after the devastating global crisis of the late 20s. The role of the state is that it must establish and protect the general rules for the functioning of the market,” using such forms of intervention as legislation (including antitrust), government contracts, licensing of exports and imports, setting lending rates, various forms of incentives and control rational use natural resources etc. The state is also entrusted with the task of filling non-market economic zones, which include: (Environmental safety, socio-economic human rights (including consumer protection), income redistribution, scientific and technological progress, elimination of structural and regional imbalances , development of effective international economic relations.
Performing these functions, the state regulates supply and demand at the macro level, without interfering or limiting the operation of the self-regulation mechanism at the level of organizations between which commodity and monetary exchange takes place. The share of government participation will vary throughout the transition period from significant at the beginning to a minimal level at the end. The forms of government influence should also be different, which, as we move along the path to the market, will increasingly turn into “soft” instruments of regulation (tax, credit, depreciation, tariff policy, etc.).
The transition to a polycentric economic system should ensure a significant increase in the role of self-government at all levels. In conditions
In the Russian Federation, economic centers are increasingly moving to the level of regions, whose economic independence should increase during the transition period. On the one hand, this leads to an increase in the number and complexity of problems solved in the regions, on the other hand, it significantly simplifies the management system of the national economy as a whole, reduces entropy (the element of randomness) and contributes to the growth of controllability of the Russian economy.
An important provision of the new paradigm is the focus on a combination of market and administrative methods of managing public sector enterprises. During the transition period, the public sector of the economy will be reduced due to the expansion of the sphere of market entrepreneurship and privatization. However, even at the end of the period, it will account for a significant part of the country’s gross domestic product, and the importance of large and super-large enterprises for the economy is unlikely to decrease. But the management of these enterprises should be based on a combination of methods that are market and administrative in nature. The predominance of one or another group of methods depends on the status of enterprises in economic system countries.
The concept of managing non-state sector organizations as open, socially oriented systems means a turn towards the market and the consumer. Each organization operating in a market environment must independently resolve issues not only internal organization, but also the entire set of connections with the external environment. Marketing research, expansion of foreign economic relations, attracting foreign capital, establishing communications - this is not a complete list of those tasks that were previously beyond the competence of organizations, but are now among the most important. The social orientation of an organization means that, along with its economic function, it also performs a social role. The latter can be considered in two aspects: from the point of view of focusing on the consumer and his needs, that is, meeting the needs of society for goods and services produced by the enterprise; from the standpoint of solving the most important social problems of work collectives and the organization’s environment.

III. New organizational forms in the structure of the economy

The structure of the economy, i.e. the quantitative and qualitative ratio of enterprises and organizations different types and appointments, has great importance for its effective functioning and; development. In connection with the construction of market relations in our country, radical changes are taking place.
The privatization of enterprises, which began in the early 90s with such industries as trade, catering and consumer services for the population, in recent years has covered organizations of larger, capital-intensive, knowledge-intensive, resource-extracting industries and, above all, the fuel and energy, engineering complexes, transport and communications, which form the basis of the country’s production potential.

By the beginning of 1996, 125.4 thousand enterprises had been privatized. As a result, the distribution of enterprises and organizations by type of ownership changed dramatically. If in 1992 the share of state and municipally owned enterprises in the total number was 87.3%, then on January 1
1996 - only 23.1%. Accordingly, the share of enterprises in private ownership increased from 11.3 to 63.4%. The number of small enterprises is growing, reaching, according to data at the beginning of 1996, 877 thousand, which amounted to 84% of the total number of organizations; with 14% total number employed and having at their disposal 3.4% of the value of fixed assets of the country's economy, they produce 12% of GDP and provide a third of all profits in the national economy.

The role and importance of enterprises of different sizes for the national economy is clearly illustrated by the data in Table. 1.2. It is noteworthy that despite the reduction in the total number of enterprises with a workforce of 501 people or more (in 1991, their share was 17.6%, i.e., over 4 years it decreased by
2.75 times), this group dominates both in terms of its role in production output and in terms of the number of employees. Moreover, there is a tendency towards an increase in the average number of employees per large enterprise.
The structure of the economy is dominated by commercial enterprises, whose share in 1996 was 82%. Among them, the largest share falls on joint-stock companies and partnerships (39.8% of the total number of enterprises and organizations in the country), the share of state and municipal enterprises decreased to 14.6%.

Table 1.2

Grouping of enterprises by number of industrial production personnel in 1994 (in%)
|Enterprises with |Number |Volume |Average years|
|average annual |enterprise|production number |
| number of | th | and | employed |
|PPP, person | | | |
|up to 200 |
|87,1 9,4 |
|14,5 |
|201-500 6,5 |
|10,6 77,9 |
|501 and more 6.4 |
|80,0 72,8 |
|Total |
|100,0 100,0 |
|100,0 |

Closed joint stock companies and limited liability partnerships became the predominant form (29.4% of the total number of organizations). The activities of joint stock companies are regulated not only
Civil Code, but also the Law “On joint stock companies" dated December 26, 1995, which defines in detail the conditions for their formation, formation authorized capital, management, reorganization and liquidation.
Under the influence of changes that are taking place in the global and domestic economy, new forms of integration of organizations are emerging that increase Russia’s competitiveness and contribute to its recovery from the crisis. First of all, these are financial and industrial groups and business unions.
Financial-industrial groups (FIGs) unite industrial enterprises, research organizations, trading firms, banks, investment funds and insurance companies. The main goals of their integration are:
- concentration of investment resources in priority areas of economic development;
- acceleration of scientific and technological progress
- increasing the export potential and competitiveness of products of domestic enterprises;
- implementation of progressive structural changes in the country's industry;
- formation of rational technological and cooperative ties in conditions market economy, development of a competitive economic environment.

When creating financial industrial groups, the principles of gradual and evolutionary formation must be implemented; diversification and intersectoral integration of production; combinations of large, medium and small enterprises and organizations; demonopolization of production and transition to oligopolistic competition.

Experience shows that financial industrial groups already operating in the Russian Federation are implementing large investment projects, counteracting the decline in production, and contributing to monetary stabilization. In addition, financial industrial groups make up for the mechanisms of intersectoral redistribution of resources that were missing during the perestroika period and create real conditions for reliable supplies and sales that meet quality requirements. The merger of enterprises and organizations into a group also strengthens foreign economic positions in world markets, where many transnational corporations are most often organized as financial-industrial-trade complexes with powerful potential.

Business unions are formed on the basis of voluntary cooperation agreements that unite companies of different sizes and forms of ownership. This is a fairly flexible structure that allows its member organizations to coordinate their actions, attract new partners, and even compete with each other. An example is the union of two automobile plants - KamAZ and VAZ, which voluntarily decided to concentrate the production of the Oka small car at the KamAZ site. Another example is the creation of an entrepreneurial union consisting of an assembly plant, a design bureau and factories for the production of components used in the production of wide-body Il-86 aircraft.

Particularly great benefits are provided by entrepreneurial unions of companies united in clusters (translated from English as “group, accumulation, concentration, cluster”) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications , equipped production areas, etc.) For this purpose, large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated. Such areas that unite companies into unions may include: production of household goods; various industries related to healthcare, production of household products, etc.
As shown Foreign experience When a cluster is formed, all industries in it begin to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors.

One of the newest organizational forms is a virtual corporation, which is a network of independent companies (suppliers, customers and even former competitors) created on a temporary basis, united by modern information systems for the purpose of mutual use of resources, reducing costs and expanding market opportunities. The technological foundation of a virtual corporation is made up of information networks that help to unite and implement flexible partnerships through “electronic” contacts.

According to many leading experts in the field of management, the development of network connections between organizations that are part of a virtual corporation may result in a revision of the traditional boundaries of enterprises, since with a high degree of cooperation it is difficult to determine where one company ends and another begins.

IV. Control functions.

The goals and objectives of management and managers are the starting point for determining the volume and types of management work that ensure their achievement. We are talking about functions that are components of any management process, regardless of the characteristics (size, purpose, form of ownership, etc.) of a particular organization. Therefore, they are called general and include planning, organization, coordination, control and motivation. The relationship between them can be represented by a pie chart showing the content of any management process (Fig. 1). The arrows in the diagram show that movement from the planning stage to control is possible only by performing work related to organizing the process and motivating workers. At the center of the diagram is the coordination function, which ensures the coordination and interaction of all others.

Rice. 1 . Interrelation of control functions

Let's consider the content of each management function.
Planning is a type of management activity associated with drawing up plans for an organization and its constituent parts. Plans contain a list of what needs to be done, determine the sequence, resources and time of work required to achieve the goals. Accordingly, planning includes:
- setting goals and objectives;
- development of strategies, programs and plans to achieve goals;
- identification of necessary resources and their distribution according to goals and objectives;
- communicating plans to everyone who must carry them out and who is responsible for their implementation.
In the command-administrative system, enterprise planning served as a tool for setting tasks for departments and distributing resources between them to implement goals strictly set from above. It was also a means of monitoring and evaluating results and created the basis for stimulating the work of workers: the enterprise. His main characteristic
- directiveness reflected the concept of national economic planning as unified system plans, each of which must accurately carry out the tasks assigned to it and thereby ensure the uninterrupted operation of the entire national economic mechanism.
In the new economic conditions, plans are not given to enterprises from above; the enterprise “extracts” resources independently and bears full responsibility for the range, quality and results. The plan becomes the basis for the activities of organizations of all forms of ownership and size, since without it it is impossible to ensure consistency in the work of departments, control processes, determine the need for resources, and stimulate the labor activity of employees at the enterprise. The planning process itself allows you to more clearly formulate the organization’s goals and use a system of performance indicators necessary for subsequent monitoring of results. In addition, planning strengthens the interaction of managers of different services of the organization. Planning in new conditions is a continuous process of using new ways and means of improving the organization's activities through identified opportunities, conditions and factors. Consequently, plans cannot be prescriptive, but must change in accordance with the specific situation.
Organic integral part planning involves the preparation of long-term and medium-term forecasts showing possible directions for the future development of the organization, considered in close interaction with its environment. Forecasts for the future are the basis of strategic plans that reflect the most important connections for any organization between goals, resources and capabilities environment. In turn, strategic plans form the basis of current plans with the help of which the work of the enterprise is organized.

Organization is the second management function, the task of which is to form the structure of the organization, as well as to provide everything necessary for its normal operation - personnel, materials, equipment, buildings, in cash etc. To organize means to divide into parts and delegate the implementation of a general management task by distributing responsibilities and powers, as well as establishing relationships between various types works

In any plan drawn up in an organization, there is always a stage of organization, that is, the creation of real conditions for achieving the planned goals. This often requires restructuring the structure of production and management in order to increase their flexibility and adaptability to the requirements of a market economy. For many organizations
(primarily state) this task is new, since in previous economic conditions standard management structures were used, developed centrally for various industries. Due to the fact that they were strictly linked to the staffing table, enterprises did not seek to change them, which could lead to a reduction in staff. Currently, organizations form management structures in accordance with their own needs. Analysis of changes shows that many organizations are moving away from the functional principle of building structures, reducing the so-called vertical (hierarchy) of management, and delegating authority from top to bottom. New links are being introduced into the structure, including those related to the need to study the market and develop an organization development strategy.

The second, no less important task of the organizational function is to create conditions for the formation of such a culture within the organization, which is characterized by high sensitivity to changes, scientific and technological progress, and values ​​common to the entire organization. The main thing here is working with personnel, developing strategic and economic thinking in the minds of managers, supporting entrepreneurial employees who are prone to creativity, innovation and who are not afraid to take risks and take responsibility for solving the problems of the enterprise.
Motivation is an activity aimed at activating people working in an organization and encouraging them to work effectively to achieve the goals set in the plans.
The motivation process includes:

Establishing or assessing (understanding) unmet needs;

Formulation of goals aimed at meeting needs;

Determining the actions needed to satisfy needs.
Motivational actions include economic and moral stimulation, enrichment of the very content of work and the creation of conditions for the manifestation of the creative potential of workers and their self-development. Carrying out this function, managers must constantly influence the factors of effective work of members of the work team. These primarily include: variety of work in content, growth and expansion of the professional qualifications of workers, satisfaction with the results obtained, increased responsibility, the ability to take initiatives and exercise self-control, etc.
Control is a management activity, the task of which is the quantitative and qualitative assessment and accounting of the results of the organization’s work. There are two main directions in it:

Monitoring the implementation of work planned;

Measures to correct all significant deviations from the plan. The main tools for performing this function are observations, checking all aspects of activity, accounting and analysis. IN general process management control acts as an element of feedback, since according to its data, previously adopted plans and even norms and standards are adjusted. Effectively implemented control must have a strategic focus, be results-oriented, timely and fairly simple. The last requirement is especially important in modern conditions, when organizations strive to build their work on the principle of trust in people, and this leads to the need and possibility of a significant reduction in control functions performed directly by managers. Under these conditions, control becomes less stringent and more economical.
Coordination is a function of the management process that ensures its smoothness and continuity. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational connections (communications) between them. The nature of these connections can be very different, depending on the coordinated processes. Therefore, to perform this function, all kinds of documentary sources can be used (reports, memos, analytical materials), as well as the results of discussions of emerging problems at meetings, meetings, interviews, etc. In this case, technical means of communication play a major role, helping to quickly respond for deviations in the normal course of work in the organization.

With the help of these and other forms of communication, interaction is established between the subsystems of the organization, resources are maneuvered, and unity and coordination of all stages of the management process are ensured.
(planning, organizing, motivating and controlling), as well as the actions of managers.
In conditions of increasing independence and responsibility of managers at all levels and performers, there is an increase in so-called informal connections, which ensure horizontal coordination of work performed at the same level of management. At the same time, the need for vertical coordination is reduced when management structures become “flat”.

V. Organizational goals and their classification.

The mission forms the foundation for establishing the goals of the organization as a whole, its divisions and functional subsystems (marketing, innovation, production, personnel, finance, management), each of which sets and implements its own goals, which logically follow from the overall goal of the enterprise.
Goals are a specification of the organization's mission in a form accessible to manage the process of their implementation. They are characterized by the following features and properties:

Clear orientation to a specific time interval,

Specific and measurable

Consistency and consistency with other goals and resources,
targeting and controllability.
As a rule, organizations set and implement not one, but several goals that are important for their functioning and development. Along with strategic goals and objectives, they have to solve a huge number of current and operational ones. In addition to economic ones, they face social, organizational, scientific and technical tasks. Along with regularly recurring, traditional problems, they must make decisions on unforeseen situations, etc.

The number and variety of goals and objectives of management are so great that no organization, regardless of its size, specialization, type, or form of ownership, can do without a comprehensive, systematic approach to determining their composition. As a convenient and practice-tested tool, you can use the construction of a target model in the form of a tree graph - a tree of goals (Fig. 2). Using a tree of goals, their ordered hierarchy is described, for which a sequential decomposition of the main goal into subgoals is carried out according to the following rules: the general goal, located at the top of the graph, must contain a description of the final result; when expanding the general goal into a hierarchical structure of goals, they proceed from the fact that the implementation of the subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level; when formulating goals at different levels, it is necessary to describe the desired results, but not the methods for obtaining them; the subgoals of each level must be independent of each other and cannot be derived from each other; The foundation of the goal tree should be tasks that represent the formulation of work that can be completed in a certain way and within a predetermined time frame.
The number of decomposition levels depends on the scale and complexity of the goals set, on the structure adopted in the organization, and on the hierarchical structure of its management.
An important point goal setting is modeling not only the hierarchy of goals, but also their dynamics in terms of development over a certain period of time.
The dynamic model is especially useful in developing long-term plans for an enterprise that implement its strategy.

Key goals for organizational subsystems

1st level of decomposition

2nd level

3rd level

Rice. 2. Tree of organizational goals

Literature:

“Organization Management” textbook edited by Doctor of Economics, Prof. A.G.
Porshneva, Doctor of Economics, Prof. Z.P. Rumyantseva, Doctor of Economics, Prof. ON THE. Salomatina.
Second edition, expanded and revised. Moscow 1999
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General purpose of the organization

Marketing

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Production

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INTRODUCTION

1.2 Legal basis activities and reorganization of an enterprise as a subject of economic law

2. CLASSIFICATION OF ORGANIZATIONS

2.1 Parameters of the organization as an object of management

2.2 Organization classification criteria

3. MODERN TRENDS IN THE DEVELOPMENT OF LARGE AND SMALL ENTERPRISE

3.1 Integration of organizations

3.2 Forms of enterprise integration

CONCLUSION

LIST OF SOURCES AND REFERENCES

INTRODUCTION

An organization can be considered as a production entity that, effectively using its resources, performs the economic function of producing products and providing services. At the same time, jobs are provided for the population and income for entrepreneurs. From this point of view, the role of a business is to use its energy and resources to generate profit. However, the organization is at the same time part of an environment consisting of suppliers, consumers, media, unions and associations of people, employees, shareholders, therefore it is directly dependent on this environment and must, along with ensuring its interests, satisfy its interests. Thus, organizations are responsible to society for its condition and well-being, which requires them to direct part of their resources and efforts through social channels. The organization's areas of responsibility include environmental protection, health and safety, consumer protection, etc. Business in this case acts as a factor of responsibility for the development of society.

An enterprise is a member of society, therefore it must be subject to moral standards, just like individual members of society. Since laws cannot cover all situations, businesses must proceed from the premise of maintaining law and order.

Russia is now going through a difficult and contradictory period of transition to new system economic relations. Objective conditions for the change and development of all forms of ownership, the emergence of hired labor, the expansion and complexity of foreign economic relations required different methods of management activity than before. Practice shows that the new hardly makes its way through the ingrained habits, traditions, customs and obstacles of the old administrative-command management system. But an increasing number of people understand the need to overcome the old directive methods of leadership and move to the widespread use of entrepreneurship, initiative, and a reasonable combination of private and public interests. There are certainly possibilities for this in the new system of market relations. Practical management experience, with all its contradictions, today provides many examples of fruitful work in organizations and firms that vary in ownership, size, and type. The main trends in the global economy currently are the merger of capital and business consolidation. Since Russia has ceased to be economically isolated, these processes cannot but affect it. Development trends leave no doubt that in the very near future, economic conditions will force enterprises to unite in order not only to succeed, but also to survive in fierce competition.

Realizing all this, this course work sets a goal - systematizing theoretical basis management practices, consider the concept of an organization as an economic entity and the classification of business organizations. The first part of the work examines the essence, structure, and scheme of creating an organization. The second contains numerous classification parameters and integration processes. In the third, the process of improving the external environment of enterprises is analyzed through government agencies. Methodological basis The structure of the work and the logical connection of the issues studied in it were inspired by the developments of domestic and foreign scientists in the field of organization theory, economic theory, sociology and law. When writing this course work the literature of domestic and foreign economic theorists, normative legal acts, teaching aids and textbooks, monographs and scientific articles in periodicals. The work contains theoretical and practical research material, presented in 3 chapters, illustrated with tables; The bibliographic list includes 26 literary sources.

1. CONCEPT AND THEORETICAL FOUNDATIONS OF ORGANIZATION

1.1 Signs of an organization. Internal variables and external environment

The modern world is often viewed as a world of organizations, which are a collection of people and groups united to achieve a goal, solve a problem on the basis of certain rules and procedures, division of labor and responsibilities. The fact that this is a fairly effective mechanism for solving social problems is evidenced by the fact of their widespread distribution and penetration into all spheres and throughout the life of every person. They are created to satisfy his various needs, and this leads to large differences in their purpose, role, size, structure, relationship with government agencies and other characteristics that make them stand out among many others. Organizations that use the joint labor of people to achieve common goals are socio-economic institutions with the following general features:

Goals that reflect their purpose and the types of products and services that they produce to meet the needs of society;

Personnel or employees with the qualifications, knowledge and skills necessary to achieve the set goals;

Division of labor, carried out in accordance with the professional and qualification characteristics of each employee and ensuring the rational structuring of work and tasks;

Communications, that is, various types of connections necessary in the process of performing joint work;

Formal rules of conduct, procedures and controls established to ensure that organizations function as cohesive entities;

Levels of authority and responsibility that establish the scope of power for different positions in the organization.

An organization is a separate association of people to interact in achieving certain goals and objectives. It is an open system consisting of many interconnected parts combined into a single whole. The central and main place in the organization is occupied by the person who owns, uses and manages the equipment, technology and finances belonging to this organization. In addition, the organization is characterized by a certain organizational culture and the ability, to the extent necessary, to self-regulate its activities; I consider it necessary to note the internal variables of the organization and its relations with the external environment.

Internal organization variables. The state of an organization is not something immutable and static. Changes in its internal content occur under the influence of time and as a result of people’s managerial actions. At any given period of time, the internal factor of the organization is something “given” that managers must change in the course of achieving their goals. The main internal variables include the goals and objectives themselves, structure, personnel, equipment and technology and other components of the organization.

The goals and objectives of an organization are diverse and depend on different circumstances. Trade organizations set as their goal the sale of goods and the receipt of trade profits; industrial organizations - production of necessary goods, while solving the problems of increasing labor productivity and achieving profitability; state educational institutions train specialists for the national economy and are not at all aimed at making a profit, but their tasks include: optimizing training costs, increasing its scientific level and acquiring practical skills for students, etc. Its structure depends on the goals of the organization.

Organizational structure is an internal variable that shows the interaction of management levels and functional areas of the organization (divisions engaged in marketing, production, finance, R&D, etc.). Depending on the specific conditions and situation, material, financial and personnel capabilities, the management of the organization rebuilds it to more effectively achieve goals and solve specific problems. This is due to the revision of the already established system of specialized division of labor.

The division of labor along specialized lines is used by all organizations, with the exception of the smallest ones, where one or two employees combine work in all functional areas. In large organizations, this issue is paramount in the management activities of management. There are two stages of specialized division of labor: horizontal and vertical. The first corresponds to the division of labor in the organization between interrelated functional units that are not subordinate to each other, but participate in the production of the final product at its various stages and stages; the second - the managerial hierarchy, i.e. Formal subordination of employees from top to bottom, from the manager to the executor. Here you need an optimal balance of both. According to the theory of administrative capacity, one manager can effectively manage the activities of a limited number of subordinates under his direct and immediate subordination. However, the problem of saving on management costs is acute everywhere.

The division of labor along specialized lines is associated with personnel management, selection and placement of specialists for top, middle and lower levels of management. It is these managers who coordinate the work of both the organization as a whole and all levels of management and functional areas. They manage the people, equipment and technology of the enterprise. Without people there is no organization. Machine tools, machines, equipment, etc. become means of production only when they are covered by living labor.