The problems of assessing the economic and social efficiency of the system and technology of personnel management of the organization are considered.
Analyzed the existing approaches to measuring the effectiveness of management of the organization and its personnel, topical issues of management of labor turnover and productivity, practical methods assessments of work with personnel. The formulas for calculating the economic and social indicators associated with its management are given.
For teachers, students, undergraduates, graduate students, doctoral students, applicants, students of the second higher education, retraining, MBA, as well as specialists of personnel management services of organizations.
Recommended for students of the specialty "Personnel Management" and other economic specialties to conduct business case term projects, graduation projects and works.
A functional approach to management.
Currently, most enterprises use a functional approach to management, which consists in seeing the business as a mechanism consisting of a set of functions. The organization is divided into functions and divisions; each organizational unit is closed on the performance of its functions and responsibilities in isolation from other performers and consumers. This requires development organizational system company management and assignment of duties, powers and responsibilities to individual functional units. In this case, an organization is a collection of some static structures that perform certain functions, with a complex multi-level hierarchy of departments and rigid centralization of management.
In these organizations (structures):
the logical relationship between functional areas and management levels is not always maintained;
there is no reliable communication between departments and transparency of activities is not ensured;
the principle of a detailed horizontal division of labor (specialization) operates in order to increase its efficiency in a separate area, as a result, the problem of joining operations at the boundaries of functional structures throughout the production cycle arises.
CONTENT
Introduction
Chapter 1. Approaches to human resource management that developed at the turn of the 20th and 21st centuries
Chapter 2. The essence of the concept of "efficiency" and the main approaches to its assessment
Chapter 3. Personnel management and the main areas of loss of efficiency
Chapter 4. Process approach to assess the effectiveness of the HR function
Chapter 5. Systems approach
Chapter 6. Ways of practical assessment of the performance (work) of various categories of personnel
Chapter 7. Methods for assessing the effectiveness of the personnel management service
Chapter 8. Balanced Scorecard
Chapter 9. Key indicators efficiency
Chapter 10. Staff turnover in the system of struggle for efficiency
Chapter 11. Management of efficiency (productivity) of labor
Chapter 12. Social responsibility of business in the system of assessing the effectiveness of personnel management
Conclusion
Workshop
Literature.
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Academic degree: Doctor of Economic Sciences
Academic title: Professor
List of scientific papers:
Monographs, textbooks, teaching aids:
Odegov Yu.G., Abdurakhmanov K.Kh., Kotova L.R. Evaluation of the effectiveness of work with personnel. Moscow: Alfa-Press, 2011.752 p.
Odegov Yu.G. Izhtinoy plow iktisodketi. Toshkent: Iktisodiet, 2013.418 p.
Odegov Yu.G., Dolzhenkova Yu.V., Malinin S.V. Outsourcing in personnel management. Moscow: Yurayt Publishing House, 2014.389 p.
Odegov Yu.G., Labadzhan M.G. Personnel policy and personnel planning. M .: Publishing house "Yurayt", 2014.
Odegov Yu.G., Nikulin L.F., Polovinko V.S. Network Management 3.0. Omsk: Publishing house "OmSU", 2013, 240 p.
Odegov Yu.G., Rudenko G.G. Staff economics. M .: Alfa-Press, 2009.
Odegov Yu.G., Rudenko G.G. Labor Economics 2nd ed. per. and add. Textbook and workshop for academic bachelor's degree. Moscow: Yurayt Publishing House, 2014, 2015.423 p.
Social partnership in the field of higher professional education in Russia: institutional and organizational and managerial aspects. M .: FGOU VPO "PRUE im. G.V. Plekhanov ", 2013. 242 p.
Human resource management: textbook / under. ed. Yu.G. Odegova, V.V. Lukashevich S.A. Kartashov. M .: KNORUS, 2015.222 p.
Odegov Y., Babynina L., Krajňáková E. Kompenzačný model odmeňovania v organizáciách. Plzeň: Aleš Čenek (Czech Republic), s.r.o. 2014.196 s. ISBN 978-80-7380-500-5.
Odegov Y., Rudenko G, Galiakhmetov R. Personnel Management. ru Universitaa GYOR Norprofit kft. Gyor, 2012.251 s.
- LABOR ECONOMY. / Odegov Yu.G., Rudenko G.G. Textbook and workshop. M .: Yurayt, 2019. Ser. 58 Bachelor. Academic course (2nd ed., Trans. And additional
- LABOR ECONOMY. / Odegov Yu.G., Rudenko G.G. Textbook and workshop. M .: Yurayt, 2019. (3rd ed., Trans. And additional)
Precarious employment: theory and methodology of identification, assessment and vector of reduction. / Bobkov V.N., Kvachev V.G., Kolmakov I.B., Lyutov N.L., Loktyukhina N.V., Novikova I.V., Odegov Yu.G., Odintsova E.V., Pavlova V.V., Shichkin I.A.( Monograph) - KnoRus, 2018, 341 p.
HUMAN RESOURCES MANAGEMENT OF THE ORGANIZATION. / Odegov Yu.G., Abdurakhmanov K.Kh., Babynina L.S., Ivanova I.A., Kolesnikova O.A., Loginova E.V., Pavlova V.V., Polevaya M.V., Polovinko V.S., Pulyaeva V.N., Rudenko G.G., Fedchenko A.A., Khaliulina V.V., Shcherbakova O.I. Moscow, KnoRus. 2019.
UNSUSTAINABLE EMPLOYMENT IN THE RUSSIAN FEDERATION: THEORY AND METHODOLOGY OF DETECTION, EVALUATION AND REDUCTION VECTOR. / Bobkov V.N., Kvachev V.G., Kolmakov I.B., Lyutov N.L., Loktyukhina N.V., Novikova I.V., Odegov Yu.G., Odintsova E.V., Pavlova V.V., Shichkin I.A. MOSCOW, KnoRus. 2019. (2nd edition, stereotyped)
PERSONNEL MANAGEMENT. / Odegov Yu.G., Rudenko G.G. Textbook and workshop / Moscow, Yurayt - 2019. (2nd ed., Trans. And additional)
OUTSOURCING IN PERSONNEL MANAGEMENT. / Odegov Yu.G., Malinin S.V., Dolzhenkova Yu.V. Textbook and workshop / Moscow, 2019. Yurayt. (1st ed.)
ERGONOMICS. / Odegov Yu.G., Sidorova V.N., Kulapov M.N. Textbook and workshop. M .: Publishing house Yurayt, 2019.(1st ed.)
ERGONOMICS. / Odegov Yu.G., Sidorova V.N., Kulapov. Textbook and workshop M .: Publishing house Yurayt, 2019(1st ed.)
HR POLICY AND HR PLANNING IN 2 HOURS PART 2. HR PLANNING. / Odegov Yu.G., Labadzhyan M.G., Kartashov S.A. Textbook and workshop. M .: Publishing house Yurayt, 2019(2nd ed., Trans. And additional)
PERSONNEL POLICY AND PERSONNEL PLANNING IN 2 HOURS. PART 1. PERSONNEL POLICY. / Odegov Yu.G., Labadzhyan M.G., Kartashov S.A. Textbook and workshop M .: Publishing house Yurayt, 2019(2nd ed., Trans. And additional)
Articles in collections:
Features of the formation of the labor market of a single-industry town / Yu.G. Odegov // Modern Economics and Models of Innovative Development: Materials Scientific and Practical. conf. - book. 2. M. M .: FGOU VPO "PRUE im. G.V. Plekhanov ". 2013.
Odegov Yu.G. Employment of the population in the XXI century: between crisis and strategy / materials scientific and practical. conf. "Competitive advantages of economic education: state and prospects." Tashkent, 2014.
Odegov Yu.G. Russian experience in the development of information and communication technologies in the activities of universities / materials scientific and practical. conf. "Internet and information and library resources in science, education, culture and business." Tashkent, 2013.
Odegov Yu.G., Balokhanova D.K. State policy in relation to the family / collection of articles. scientific. works "Development of the institution of the family as the basis of society. Tashkent, 2012.
Odegov Yu.G., Kartashev S.A. II Social Forum "Labor Market and Employment Policy: State and Development Prospects" // Man and Labor, No. 12. 2012.
Articles in magazines:
Odegov Yu.G., Nikulin L.D. Determination of the share of technically sound norms // Rationing and wages in industry No. 3. 2013.
Odegov Yu.G. Innovation-oriented organization: problems of labor management // Rationing and wages in industry No. 4. 2014.
Odegov Yu.G. The personnel market and its development trends // Labor market and employment policy: state and development prospects. II Social Forum. M. 2012.
Odegov Yu.G. Modernization of the economy and the importance of talent for its development // Bulletin of Omsk University. Series "Economics" No. 4. 2012.
Odegov Yu.G. Some methods of assessing and analyzing the quality of labor costs // Rationing and wages in industry No. 11. 2012.
Odegov Yu.G. On hunting for hands and hunting for heads // Science and practice. No. 1. 2014.
Odegov Yu.G. Ensuring the safety of workplaces and equal opportunities in employment (foreign experience) // Rationing and wages in industry No. 8. 2013.
Odegov Yu.G. Problems of ensuring equal opportunities in employment (foreign experience) // Rationing and wages in industry No. 9, 10. 2013.
Odegov Yu.G. The role of personnel policy in improving the efficiency of employees of the organization // Rationing and wages in industry No. 12. 2013.
Odegov Yu.G. Talent management as an HR technology / Yu.G. Odegov, S.A. Kartashov, D.V. Shatalov // Bulletin of Omsk University. Series "Economics" No. 1. 2013.
Odegov Yu.G. Conditions of equality in employment (foreign experience) // Rationing and wages in industry No. 4. 2014.
Odegov Yu.G., Loginova E.V. Topical issues of corporate social responsibility // Rationing and wages in industry No. 2. 2013.
Odegov Yu.G., Loginova E.V. Corporate social policy and social responsibility of business // Rationing and wages in industry No. 1. 2013.
Odegov Yu.G., Nikulin L.D. The concept of formal modeling of the manager's performance as the basis for the growth of labor productivity // Rationing and wages in industry No. 6. 2014.
Odegov Yu.G., Nikulin L.D. Scientific hypothesis about two strategic trends // Science and Practice. No. 1 (1). 2012.
Odegov Yu.G., Nikulin L.D. The procedure for establishing and changing existing standards // Rationing and wages in industry No. 9. 2012.
Odegov Yu.G., Razinov A.E. Labor productivity in Russia: features of the current stage // Rationing and wages in industry No. 7. 2014.
Odegov Yu.G., Rudenko G.G. Organizational culture development tools: transformation directions // Corporate culture management. 2012. No. 1. S. 18-27.
Contacts
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n1.doc
CONTENTPreface to the second edition Introduction ______________________
Part I. Personnel audit: theoretical foundations
1.1. Organization as an object of audit ____________
1.2. Audit as a form of diagnostic research
1.3. Classification audit activity ______
1.6. Audit in the system of total quality management Part II. Management audit ___________________
2.1. Goals and objectives of management audit _________
2.2. Organizational framework management audit
2.3. Management audit process ______________
2.4. Collection of information__________
61 _72 1.5. Improving the organization's management system
Through audit _________________________________ 78
165 .174 .181
Part IV. Practical work HR auditor 230
4.1. Analysis of labor indicators as the basis of audit
Personnel 230
Job audit
Hiring audit
Dismissal audit ^
Audit of remuneration 291
Audit of working conditions, safety and health 315
Intellectual capital audit _322
audit of the work of personnel management services 353
organizations 363
Controlling: basic concepts, goals and objectives
Personnel costs and their structure
The procedure for planning maintenance costs
staff
Analysis and controlling of personnel costs
Bibliographic list
Annex 1. Order of the Ministry of Finance of the Russian Federation of April 1, 2002 No.
No. 26n "On approval of the form of the license for
audit activities "438
Appendix 2. Order of the Ministry of Finance of the Russian Federation of April 25, 2002 No.
No. 34n "On approval of the form of the qualification
auditor's certificate "440
Appendix 3. Scheme organizing and holding
internal audit of the PM system
Appendix 4. ISO 9000_445 family structure
Appendix 5. ISO 9000 446 series standards
Appendix 6. Member information card
competition " Russian organization high social
efficiency "448
Appendix 7. Examples of quality control procedures
for an audit firm
Appendix 8. Resolution of GOSKOMSTAT Of Russia
"On the approval of unified forms of primary
Accounting documentation for labor accounting and remuneration "
April 27, 2001 468
Appendix 9. Examples of the structure of the report
Appendix 10. Main directions and indicators,
used in personnel audits
Appendix 11. Average number of employees _ 489
Appendix 12. Analysis of the number and composition of employees_498
Appendix 13. Frame motion analysis 505
Appendix 14. Analysis of the use of working time
And labor rationing_ 508
Appendix 15. Analysis dynamics and level
labor productivity
Appendix 16. Indicators of labor results
managers and specialists
Appendix 17. Analysis of the use of the fund
Salary_ 524
Appendix 18. Staff utilization rates 526
Appendix 19. Performance Indicators 529
Appendix 20. Determining the need for staff 533
Appendix 21. Labor costs 2000
(filled in for employees accounted for
In the average number) _538
Appendix 22. System software
personnel management 541
FOREWORD TO THE SECOND EDITION
The first edition of this textbook was met with great interest by specialists professionally involved in personnel audit. Approvals were also received from employees of higher education institutions.
The volume of the first edition of the book could not meet the emerging demand. In this regard, the authors were faced with the task: either to release an additional edition of the book, or to undertake a new edition of it. Taking into account the fact that during the time that has passed since the first edition was published, the authors have accumulated additional material and received separate comments from the readers of the book, a decision was made on a new edition.
In preparing this publication, the results were used scientific research Department of Human Resource Management of the Russian Economic Academy G.V. Plekhanov, as well as the experience of the department teachers in the role of consultants to enterprises of various industries.
Changes and additions made to the book have affected almost all of its chapters. Chapters 1, 3, 4 and 6 have undergone changes and additions to the greatest extent.
Taking into account the increased interest of managers and specialists of enterprises involved in improving audit systems in new directions of management development, the authors considered it expedient to supplement the book with new chapters. Thus, chapters on quality audit and audit of intellectual capital have been introduced.
INTRODUCTION
The successful activity of any organization, be it a state enterprise, institution or private commercial firm, is inconceivable without an analysis of labor indicators, which allows a more accurate assessment of the technical and economic potential; define reserves over effective use the personnel of the enterprise, improvement of the organization, working conditions and its payment; find ways to normalize social and labor relations in the team, etc.
For a long time in our country, the management of any organization (enterprise, institution) was guided, basically, not by the effective, rational and economic use of financial and material resources in achieving the set goals, and the understanding of the role of personnel in the effective organization of the enterprise's functioning was noticeably belittled. This is especially clearly demonstrated by the level wages in Russia: its share in GDP, according to official data, is currently slightly more than 40%, while “in countries with efficient market economies, the cost work force in assessing the contribution to the national wealth of the country ranges from 50 to 65% ”.
One of the acute problems of modern Russian production is the deterioration of working conditions and labor protection at enterprises. Every year in the country more than 4 thousand people die from industrial accidents (1999 - 4259 people, 2000 - 4404 people 2), more than 9 thousand people become occupationally ill (1999 - 9055 people, 2000 - 9280 people 3).
Ministry of Labor materials and social development RF to the round table meeting on the topic: “ Public policy in the sphere of assessing and effectively using the national wealth of Russia ", held on July 19, 2001 at the Federation Council,
Russia in numbers. A short stagastic collection, - M., 2001.S. 91.
Russia in numbers. Brief statistical collection. - M., 2001.S. 91,
A similar situation in Russia has developed not only because of the collapse of the economy, depreciation of fixed assets and other "global" reasons, but also because of the negligent attitude of the heads of organizations to the employees of their enterprises, because of their desire to get as much as possible big income without any investment in personnel, security, labor organization, etc., as well as due to the state's inattentive attitude to these issues.
Taking into account what has been said, domestic entrepreneurs need to learn that the organization's personnel is the main value, that this is the main thing in understanding the organization's management process.
However, paradoxically, the study of the working personnel, the conditions in which they work, is a weak link among other issues in the analysis of the activities of the Russian Federation. An indicator of the success of an enterprise is, as a rule, the final economic criteria, stability, etc. But there are a number of specific indicators, without which the activities of the company cannot be successful: the effectiveness (efficiency) of the activities of structural divisions and individual employees; staff satisfaction with their work, conditions, work organization at the given enterprise; staff turnover; observance labor discipline; the presence of conflicts at all levels of relations; staff readiness for organizational changes; the nature of the socio-psychological climate and the characteristics of the organizational culture that have developed in the organization.
Objective processes of decentralization of management systems of the national economy and its branches, transfer of the center of gravity to the micro level, to the level of organization cause the emergence of an urgent need to bring all elements of the emerging management system into conformity with the methods of management adequate to it. Therefore, there is a need to create and test new forms and methods for assessing the activities of an organization, including new methods of analysis. labor relations and indicators that would not only reflect their actual state, but also, most importantly, provide
We would like to advise and develop recommendations on the organization of labor and production, personnel management, and provide practical assistance aimed at improving the efficiency of social and labor and economic activity organizations by independent experts in the field of labor, since without a thorough study of all these criteria, it is impossible to effectively manage an organization, and regardless of the nature of its activities, size, form of ownership, organizational and legal form.
That is why government bodies with the participation of social partners - trade unions and entrepreneurs, it is necessary to develop and introduce new, modern ways management and control over the activities of organizations, enterprises, firms in the field of labor and labor relations.
One of the methods of external assessment of the organization's activities, and in particular, the analysis of labor indicators, is the creation of a special direction of audit activity - audit of the labor sphere (personnel). Currently, audit is mainly used to assess financial activities organizations. Checks in specific areas labor activity: on labor rationing, on the organization of workplaces, on labor protection, personnel management, etc., which allow for a minimum , r> monitor the state of the labor sphere. At Russian enterprises, checks are carried out (and often are not carried out) or are carried out formally, especially in private firms, they are all independent from each other, and the analysis and results of these checks in most cases are not interconnected; personnel audit is not carried out and therefore there is no data on the effectiveness of their implementation, impact on activities. The legal framework has not been developed, there is no training of specialists for auditors in this area, there is no clear methodology for auditing in the labor sphere, and the analysis and assessment of one indicator or phenomenon in isolation from others gives only a one-sided idea of the object under study. In this regard, a comprehensive analysis is needed that would study the level and dynamics of any individual indicator in close relationship with changes in the level and dynamics of all others.
This problem is poorly worked out and is represented in the literature by the developments of a number of specialists, presented in the work under the guidance of Doctor of Economics, prof. Kolosova R.P. (Labor Economics and Social-Labor Relations: Textbook for Universities / Ed .: G.G. Melikyan, R.P. Kolosova, Ch. 15. - M. Publishing House of CheRo; Publishing House of Moscow State University, 1996) , research by scientists from the Belgorod State Technological Academy of Building Materials and the Belgorod Branch of the Moscow International University of Business and information technologies(Garmashev A.A., Zakharov V.M. "Organizational and personnel audit", - Belgorod: publishing house of the Belgorod center of social technologies, 1998), study guide Kulintseva I.I. "Economics and Sociology of Labor", Ch. 8 - M., Publishing House of CJSC "Center for Economics and Marketing", 1999, and the textbook "Personnel Management of the Organization" (under the editorship of Prof. A.Ya. Kibanov, Ch. 9.6. - M., INFRA-M , 2001), as well as in a number of works by the authors of this book.
In these papers, the main characteristics of auditing in the world of work are considered, the emphasis is mainly on the audit of personnel as such, and not on complex analysis of all aspects related to the performance of the enterprise, the main issues of personnel audit (types, methods, * parameters of the audit) are considered very briefly, the methodology and technology of conducting is not given, there is no scheme for concluding contracts for conducting an audit and giving audit opinions, etc.
At the same time, there is an objective need for a detailed development of the personnel audit mechanism. This mechanism should be distinguished by the complexity and interconnectedness of all its constituent elements, be built taking into account the requirements of the market for the activities of the enterprise in the world of labor. Such an "examination" will allow an objective assessment of the activities of an institution or enterprise in the field of organization labor process and make sure that these activities are consistent with the development strategy of the company, the regulation of labor relations and laws, rules, instructions and methods that define them. Based on the results of the audit, directions can be determined for establishing, changing and improving the standards that determine the or-
The organization of the labor process and the formation of social and labor relations in the organization (for example, rules internal regulations, job descriptions, qualification characteristics, etc.). An audit can contribute to personnel changes that improve the quality of the workforce, promote the most promising employees and develop their creative activity, as well as increase the role of personnel management services, bring their activities closer to the goals of the organization, and sharpen their attention on the most important issues. Personnel audit allows us to make sure that labor potential is used fully and effectively, and the organization and working conditions comply with legal requirements. Thus, personnel audit is an entrepreneurial activity for the implementation of independent non-departmental inspections of economic entities in the field of labor and labor relations.
Its main goal is to assess the activities of an economic entity in the sphere of labor and labor relations, to establish a co- З.С compliance of the forms and methods used by the economic entity, methods of organizing labor activity and labor relations with legislative and legal acts in force in Russian Federation, as well as the development, based on the results of checks, proposals for optimizing the organization of labor activity and labor relations, carried out by an economic entity. Achievement of this goal should be facilitated by the features (requirements) of auditing: independence and objectivity during audits; confidentiality; professionalism; the competence and integrity of the auditor; the use of methods for analyzing labor indicators; application of new information technologies; ability to accept rational decisions according to the data of the audit; benevolence and loyalty to customers; the responsibility of the auditor for the consequences of his recommendations and conclusions based on the results of audits.
The object of personnel audit is the state of the labor sphere of an economic entity, and the subject is the labor
Lective, his activities; organization, regulation, conditions and labor protection of personnel; observance of the rights and obligations of employees of all levels, provided by law Russian Federation. It should be especially noted that in countries with a market economy, great importance is attached to the state of workers, since they are the most important factor ensuring the profitability of the company's activities, and this has long been confirmed by the existence of special personnel services at enterprises, whose functions include organizing the labor activity of the company's personnel in all its manifestations, as well as analysis of the effectiveness of this activity.
PART I.
A WILL PERSONNEL: THEORETICAL BASIS
1.1. ORGANIZATION AS AN OBJECT OF AUDIT
"Richard Jacques Audit and Analysis economic activity enterprises / Per. with fr. - M, UNITI, 1997.S. 146.
The current level of understanding of management assumes that the object management activities are organizations. The term "organization" in management has two meanings:
it is a system "as an economic entity (an enterprise, about
society, firm, association, bank, company and other legal entities
wild faces);
this is the process of creating the system itself, functioning from
its separate elements (organization of transport, warehouse
go, energy economy, labor organization, etc.). V
in this case, the term "organization" is used in extended
interpretation, especially in a not quite conceptually successful
the combination of "organization of enterprise management."
Human behavior in a complex, multifunctional, dynamic system (which is an organization) is subject to special laws. Without understanding them efficient management impossible.
The key point in this case is the definition individual interests of organization members(through research
Daunting actual levels of needs and motivational structure of activity) and organizational interests(formalized and expressed in the mission, goals and objectives of the organization). Their coincidence or difference ultimately determines the effectiveness or inefficiency of the entire organizational system (see Fig. 1).
| v | external environment (real society and conditions of a specific market) |
|||||
| Organization (organizational environment as a way of reconciling public and personal interests) | ||||||
| People (organization personnel) | ||||||
| i 1 | L 1 T | k |
||||
| 1 | 1 G 1 | L " |
||||
Rice. 1. Interaction of interests of members of the organization with organizational interests
When considering a group of people as an organization, it is necessary to take into account sociality organizational mechanism, which leaves its mark on the consideration of a number of aspects organizational activities... I mean:
the whole is greater than the sum of its constituent parts;
human behavior is determined not only by individual
motivation, but also the context of his involvement in the organization;
the system is its history (it is necessary to take into account not only
current situation);
the dynamics of the organization's development, i.e. organization behavior
and its members are ultimately determined by the organizational
paradigm 1, without changing which it is often impossible to
tich the real effect of innovations, innovations.
1 A paradigm is a theory (or model of problem statement) adopted as a figurative solution to research problems. - Approx. ed. 14
The structure is a subdivision and, therefore, to be a subsystem, also consisting of a number of elements inherent in it.
The complexity of technological, organizational and economic interrelationships between the elements of systems and subsystems predetermines the need to take into account in the process of researching the patterns and characteristics of the activities of firms, the specific features of the methodological principles of systems research.
Firstly, properties of a system are not a simple sum of properties of its elements. The system also has other properties that arise precisely because of the presence of interconnections between its elements. (the law of emergence).
Secondly, the complexity of the firm as a really existing object of research requires presentation in the form of a number of simplified (in comparison with reality) models. Each of them should be focused on solving a specific range of problems and be just some more or less significant simplification of a real existing object, a simplification that reflects only the most important (from the point of view of a specific task) study of the properties and relationships of elements and the system as a whole.
Thirdly, the firm as a system cannot function outside the relationship with the external environment, which has a significant impact on the conditions and results of the firm's activities, and therefore is an open system that is in continuous interaction with others, in other words, it is itself a subsystem of a more general economic system top level.
The audit is based on systematic approach, within which the organization is a complex of interconnected systems (see table. 1):
firstly, as an open system, i.e. under the condition
viyah of multivariate market development;
secondly, as a closed system, i.e. having anchored
organizational and regulatory structure, but there is
blowing inside open.
Significant management of the organization based on external market criteria: the so-called factors of the macro- and microenvironment, market conditions. The macroenvironment is determined by factors of economic, technical, social, legal, political, etc. character; while the microenvironment is related to consumer behavior, competitors' actions, supplier and intermediary policies. The current relationship between supply and demand, the specific conditions of the enterprise's economic activity, form the market situation.
Management based on "external" criteria implies the creation of the following subsystems in the organization: »subsystems for the perception of external (market) information;
Its main function is to organize market
Research;
subsystems for processing the received information,
analysis of market research results and forecasts
drawing specific conclusions necessary for the strategist
ical planning of the development of the organization;
response subsystem, including measures
market acceptance aimed at creating positive
attitude towards the organization itself, and its ultimate
products, services, as well as measures regulating
competition, i.e. creating a competitive advantage.
Closed system - involves the delimitation of an organization into internal interdependent and complementary systems that ultimately form its (organization) content.
When considering the organization as an open system, it was a marketing concept of management, i.e. it is the brand
Ting was the main tool that kept her alive. When considering an organization as a closed system, strategy is the main tool. The strategic skill of leaders is the most important condition for the existence of an organization as a closed system. The management of such a system involves the formation of system components. It is: “a subsystem within which such elements of the organization as mission, goals and strategy are interconnected. This subsystem has the character of a superstructure;
Substantial (static) subsystem of the organization. One hundred
the physical subsystem is described by morphology (structure
"Empty spaces" or organizational structure, consisting of
departments and specific positions) and functional
strength ( functional structure characterize
all functions performed within the organization).
Compliance or nonconformity matters
functional and morphological content. They are not
responsiveness leads to various forms of organizational
pathologies. The most important indicator of the content system
Organizational culture as describing the values of the organization;
Subsystem for the development of the organization, forming, evaluating
which optimizes the criteria for development and growth. Need
I note that the development of an organization largely depends on
factors external environment and operating results
organization as an open system.
Table 1 contains a brief outline of the main provisions of the systems approach.
A special place in the activities of the organization is the development of a strategy, or strategic planning - one of the main functions of management, which is the process of determining the goals of the organization, as well as ways to achieve them (see Fig. 2.).
Strategic planning forms the basis for all management decisions. The functions of organization, motivation and control of management are focused on the development and implementation strategic plans.
Table 1.
Organization as a system
| Organizationalsystem | Managed bycheskayaconcept | Subsystem | Subsystem description |
| Organization as a subject of market relations (as an open system) | Marketing Concept: Perception and Management OUTGOING from external criteria | perception of external (market) information | market research |
| market information processing | analysis of market information; formation of development directions |
||
| Response | market events; formation of consumer attitudes; regulation of competition |
||
| Organization as a closed system | Strategic Behavior Concept | mission and goals of the organization | formation of the organization's mission; formation of the goals of the organization |
| development strategies | formation of a development strategy |
||
| meaningful organization system (static level) | determination of the morphology of the organization; determination of functional fixation (analysis of functions implemented within the organization); determination of their compliance or non-compliance; definition of organizational culture |
||
| functional system of subdivisions (functions implemented within a separate subdivision) | defining the objectives of the unit; department functions; organizational culture of the unit; assessment of the value of the unit for the organization; adaptability to the goals of the organization |
||
| development, growth of the organization (dynamic level) | definition of development criteria; definition of pocia indicators |
Strategy development and implementation - essential function top managers of the organization. Within the framework of
Strategic planning addresses the following organization management issues:
development of a company-wide strategy;
preparation strategic decisions in some households
military areas;
analysis competitive environment;
defining the main goals of the organization;
management of strategically important factors of activity
on the market;
shaping marketing strategy on the market of individual
study of life cycle products on the market;
portfolio management;
implementation of the strategic financing perspectives
nutritional investments;
shaping personnel policy organizations;
formulation of the general concept of enterprise development;
analysis of prospects in this area;
study of the cost structure.
| Organization mission | Goals | Assessment and analysis of the external environment |
||||
| - w | organization | 4- |
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| 1 | i | " | G |
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| Strategy evaluation | Management survey of the strong and weaknesses |
|||||
| i | 1 | h | " |
|||
| Strategy implementation | Choosing a strategy | an strategist | 1LIZ Ichic rnatives |
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| * - - | viola |
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Rice. 2. Process strategic planning
Strategic planning determines the nature of strategic management. Implementation of strategic plans, strategic control and identification of emerging problems belong to the sphere operational management of the organization(see fig. 3).
Strategic plan
Firm (enterprise) development plan
Pland diversification
Acquisition plan and merger plan
Development and research plan
Basic research planning
Research and development plan for new types of products
Marketing planning
Research and development financial plan
Operational plan
R&D management plan
Implementation plan for individual projects
Production plan
Implementation plan
Administrative and managerial and plan
Financial plan
Rice. 3. Intercompany planning
An important factor in strategic planning is that the strategy developed by senior managers must be supported by middle managers and all employees. The latter should clearly understand their role in the activities of the firm and the achievement of its long-term and short-term goals. To do this, they must be properly informed. Without a clear statement of goals, there is no way to unite the efforts of all employees to achieve them.
An important aspect of managing an organization is the study and analysis of the external environment and internal problems of the organization. Analysis of the external environment allows you to answer the following specific questions:
Where is the company currently located?
Where senior management believes it should find
Xia in the future?
What should managers do to make the organization
the position in which she is now has passed into ry
the night position in which the leader would like to see her
dstvo?
It is very important to carefully analyze the following operating conditions of the organization:
Her business cycles;
changes in market conditions;
"availability of labor force;
sources of material and financial resources;
interaction with state and other enterprises
industry developments;
the main competitors of the organization and other factors (see.
rice. 4).
(the mission of the organization and related
Structure (organizationalmanagerialorganization chart,hierarchicaldevice)
Technology
(existing in
organization order and basic
ways of doing things)
time
strategic,
operational and
tactical tasks)
Finance
(means of organization
and / or their methods
receiving)
Staff
(people who are
members of the organization, with
their knowledge, skills
and skills)
Control (fixed order
interaction of members of the organization)
Rice. 4. The main elements of the organization
For a qualitative and complete understanding of the intraorganizational processes that determine its external image, it is necessary to highlight it significantly important elements(see fig. 5) 1.
To study the activities of firms, the analysis of the organizational and managerial and economic and technological structures of firms on the basis of the corresponding models is of the greatest importance.
A look at an organization through the prism of development cycles allows us to more accurately identify its main value attitudes and orientations, to concretize the tasks facing the organization, features of management approaches and staffing.
Personnel management: a textbook for universities, Paul ed. T.Yu. Bazarova, B.L. Eremina. - M .: Banks and exchanges YU11ITI, 1998.
3 For details on the models, see B.R. Adamov, S.D. Ilyenkova, T.P. Sirotina, S.A. Smirnov "Economics and statistics of firms", M .: Finance and statistics, 1996, pp. 53-92.
Initial position analysis
| SUCCESS FACTORS |
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| \ - | ||||
| FORECASTS | EXPECTATIONS OF RELATED GROUPS |
|||
| expectations of changes restrictions interests obstacles | " ». | clientele personnel company management owners government financiers partners |
||
| OPPORTUNITIES | RISK |
|||
| Field of activity Markets Competitors Social factors Political faves | field of activity markets competitors social factors political factors |
|||
| STRENGTHS | » . | WEAKNESSES |
||
| in production on the market v | S | 1 | in production * on the market \\ economics in resource management |
|
CONCLUSIONS
Responding to forecasts
Respond to the expectations of related groups
Seizing opportunities
Preventing dangers
Strengthening and leveraging strengths
Strengthening weaknesses
RESULT
Strategic plans operational plans
Rice. 5. Analysis of the initial position in the work of the organization "
1 Utkin E.A. Firm management. - M .: AKALIS, 1996, p. 513.
For IBM, the values (or code of conduct) are:
