Change in the organizational structure of the enterprise. Development of proposals for organizational changes to improve the existing organizational structure at the enterprise on the example of Yarvest LLC, Chita

Concept and goals organizational structure management

The organizational structure of management includes the internal structure of organizations, a set of departments and members of organizations that are mutually interconnected, as well as social communities. This concept includes two definitions:

Organization;
Structure.

The concept of structure includes a large number of definitions. It:

Location and connection of the main components of something, structure;
The form of ordering of the system components;
A set of interconnected links that form a system, regardless of its components and tasks.

In addition, the structure is a certain component of the system, which differs from the structure in the presence of a target orientation. The structure includes inner shape organization of the system, as well as its statics.

In the management of social as well as economic systems, the concept of organization is traditionally used to refer to a certain number of people or groups that are united to achieve a certain goal, applying the principles of division of labor and duties that occur and on the basis of a specific structure.

Remark 1

The constituent components, divisions or positions in the organizational structure are formed to perform a specific number of management functions or work that lead to the achievement of the organization's goals in general. To perform these functions officials it is necessary to have specific rights related to the disposal of resources. In addition, they must bear some responsibility for the performance of these functions.

A large number of different connections are formed between departments and positions:

Linear;
functional;
Between functional.

Traditionally, the following goals of the organization of management are distinguished:

The goal of rapid growth;
The goal of stable growth;
Purpose of reduction.

Organizational structure changes

In accordance with the changed conditions, changes in the organizational structure are one of the main tasks of management. In a large number of cases, decisions related to changes in the organizational structure are made by the top managers of the organization. This is part of their main job. The most significant organizational changes in terms of scale cannot take place until that period of time, until there is a great confidence that objective reasons have appeared for this.

The main of these reasons is the unsatisfactory work of the organization. This is due to unsuccessful attempts to use completely different methods to reduce cost growth, increase productivity, and increase both domestic and foreign markets.

Remark 2

Traditionally, measures such as changes in the composition and skill level of employees, the use of the most advanced management techniques are used.

Other reasons for changing the organizational structure include: Change in the leadership of the organization;

Increasing the scale of the organization;
Merger of business entities;
The influence that different technologies of production processes have;
External economic situation in the country;
Increasing the range of products or services provided by the organization;
Entering new markets;
Additional development of completely new production processes.

Unreached goals are a nightmare for any leader. How the organizational structure of your company will help not to jeopardize even Napoleonic plans in the development of the organization and always fulfill the plan, the HR specialist told the website Elena Chernyshova.

Who is to blame and what to do?

This material is for the leaders of those companies in which there is a place for heroes and the person responsible for the failure of the business result is always known.

Heroes and perpetrators are usually employees who are in the lower layers of the organizational atmosphere.

It is they who have to stay late at work, work seven days a week, perform miracles of a negotiation company, prevent accidents, save people, property, etc.

Or do nothing that goes beyond the scope of official duties to save the situation.

And then there is a failure to achieve the planned result in the company.

The result, significant for the company, is manifested at the moment of interaction with the client of the company. And it is created by all employees along the process chain!

Sellers or employees who perform service work interact with the client.

Achievement of the company's goals is often regulated through the employee's KPI!

Therefore, the problem of non-fulfillment of goals and failure to achieve results will always have a full name.

Where does this heroism come from?

In Russia, the “switchman” is often to blame, and the culture of heroism has been elevated to an absolute.

For what?

This is how the risk of the consequences of mediocre management decisions, incompetence of managers and a weak system has historically been managed. “The system cannot be to blame”, “there are no irreplaceable”.

The real causes of problems

In Russian companies, the practice of deep, conscious and comprehensive analysis of the root causes of non-fulfillment of goals is poorly developed. Data is not collected. Global decisions on deviations are not accepted.

The problem is "hushed up". Genetic memory works: the initiative eliminates the initiator.

That's why it's so dangerous to acknowledge a problem for management system in the Russian mentality: incapacity, fear of losing one's place and fear of change.

The name of the problem has been assigned. The employee has been fired. The rest were awarded. The system is great. Bad luck with the employee.

And how are they

Is it possible differently? Yes.

For example, in China, the entire responsibility for the result lies with the top manager. If he fails, he is fired or the only one from the company is cut in income.

The Chinese character "Crisis" contains the concept of problem and opportunity. any failure is a diamond, the most valuable information for making the best systemic decisions. On the constructive failure analysis incl. an innovative culture is being built.

The organizational structure of a company is an element of the business system, which is determined after a decision has been made on other elements:

1. Our products and services

2. Business model

3. Goals

4. Processes

5. Portfolio of projects

6. Key competencies and functions

7. Organizational structure

The organizational structure is not a goal, but a means to achieve a result by a company.

The company is constantly evolving in a changing environment. To achieve goals, top management must regularly and consciously confirm the relevance of the above-mentioned list. Rejecting the need for attributes of confirmation of personal significance in the form of the number of subordinates, coverage of functional areas and successful management decisions once made.

The organizational structure is built from the company's value creation processes.

How to understand what processes you need? For starters, you can look at what the leaders are doing.

You can take industry process models best practices global companies - APQC's Process Classification Framework® (PCF). The company does not achieve the planned result due to:

Absence of the necessary full-fledged process (including non-allocation of resources);

Process imperfections;

Loss of its relevance in the new conditions;

Decrease in technological competitiveness;

Lack of competence of the manager about the process;

Lack of understanding of the overdue transformations that "knock on the door."

The development of companies leads to the need to:

Adding new competencies;

Removing or changing obsolete competencies;

Differentiation of functional areas and uniform distribution of managerial and executive workload.

For example, in young companies, the function of creating a concept for a new product (service) is often performed by the owner of the company or sales management. With the growth of the company, a separate function (department) of NPD / R&D should be allocated.

The technical part of the development is often carried out by the most creative employees of the production, who, with the t.z. accountability for a key result should also be assigned to NPD/R&D.

Very often, in companies, important functions are not formalized, but are performed by employees "on the basis of interests", without the allocation of a separate organizational resource.

Such situations are harmful in that the lack of formal responsibility for the key result and the performance of the function as an optional load is fraught with interference. a large number employees in making an important decision and the lack of results. Man-hours are spent, “spears are broken”, there is no result, productivity is zero.

Another example. Market leaders maintain a high rate of constant changes (process, automation, product, technological, organizational). Change in the company is a huge job, the success of which is directly related to changes in the minds of employees.

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Ministry of Education of the Russian Federation

Tver State Technical University

On the topic: "Changing the organizational structure of the enterprise"

Completed by: Ermolaeva I.A,

Group: AUP - 36

1. Introduction

2. Types of organizational structures

5. Features of enterprise management in the conditions of market relations

6. Conclusion

List of used literature

1. Introduction

Main economic goals enterprises in market conditions are to increase production efficiency, maximize profits, conquer new markets and meet the needs of the team. At the same time, the influence of the economic risk factor increases, the advantages of free pricing, the possibility of independent choice of suppliers and consumers appear. At the same time, the state is relieved of any responsibility for providing the enterprise with raw materials and materials, for the sale of its products, and for the level of its wages.

The economic reform being carried out in the country involves a fundamental change in the established methods of strategic development of the enterprises themselves and state regulation of the economy. The goal of economic reform is to create new relationships between enterprises, as well as within individual enterprises. The sphere of state regulation is increasingly becoming macroeconomic transformations, and the general trend is the decentralization of management and the shift of the main levers of regulation to the micro level with the transition to greater economic independence of enterprises, primarily on the basis of the development of property relations on them. Each enterprise is forced to basically choose its own way out of the crisis and enter the market. The condition for stable effective functioning is such a form of enterprise behavior, in which, in our opinion, “private initiative and self-care of each person are maximally manifested”.

2. TYPES OF ORGANIZATIONAL STRUCTURES

An assessment of the current organizational structure of an enterprise is best carried out as part of a comprehensive diagnosis of the state of the enterprise, including, in addition, an assessment of the financial and economic state, problems and directions for the development of the management team, the marketing orientation of the enterprise, and so on.

The existing management system must be changed when the organizational structure and functions performed by departments no longer correspond to the tasks being solved by the organization and are not sufficient to solve long-term tasks. As a rule, this is exactly the situation that has developed at most Russian enterprises - the management structure has gradually begun to lag behind the requirements of the time (inadequate current situation and ongoing changes). The following typical shortcomings of existing organizational structures take place:

excessive isolation structural divisions on the first managers (at least - the general director) and, as a result, their overload (the inability to fulfill their functional duties);

the presence of many substituents CEO and directors with blurred and overlapping ranges of responsibility;

there is no information support for the activities of the enterprise (the control system automation department does not work for the needs of a specific user; the maximum that is serviced is accounting), in particular, commercial and financial activities;

different aspects of the unified HR service are either absent altogether or are separated into functional units with different levels of subordination (HR department, HR department and labor organization and wages department);

formally vital financial and economic units and a real person carrying full responsibility for the results of the financial activity of the enterprise (financial director);

there is no change management service that determines at a particular point in time the orientation of the organization to the requirements of the external environment.

Privatization state enterprises gave the necessary impetus to change the structure Russian production. Not only the form of ownership has changed, but also the range of products, priorities in the organization of production and marketing; finally, truly competent specialists in the fields of management, marketing, personnel management and other areas began to appear at enterprises. However, often these changes are only quantitative, and here's why: the organizational structure of state-owned enterprises, as a rule, was built on a functional basis. Decisions were made centrally and planning was carried out from the center. Such a system was designed to work in a stable economy.

Such a structure under certain conditions has a number of advantages. With centralized planning of output and weak diversification of production, its vertical organization allows you to quickly bring the decisions of the center to the production departments, helps the director to keep abreast of everything that happens in all structural units of the enterprise. However, the market environment is characterized by a high degree of diversification of production and greater independence of individual divisions of the enterprise. In such conditions, the system of functional organization provides a weak degree of interaction between departments. This leads to an excessive overload of top management, forced to play the role of a link between them, making daily production solutions and conflict resolution. In addition, the functional organization does not allow for an accurate assessment of the efficiency of various industries within the same enterprise, which is often critical for the firm's survival.

A structure devoid of such shortcomings is an organization based on business units.

Each business unit, as a stand-alone business unit, brings together all the functions and activities necessary to develop, manufacture and sell a particular product or group of products and allows managers to develop the skills and experience to quickly respond to changing customer needs and market conditions. Any of these divisions is, as it were, a company within a company, the management of which is responsible for the results of its activities. The reports of each business unit are accessible and understandable to both shareholders and senior management of the company. The activities of each business unit and the results achieved are clearly reflected in its financial statements.

The disadvantage of such a system of organization is the inevitable duplication of the functions of departments with the same name within different business units. In highly integrated industries, it is often impossible to allocate all the resources of an enterprise to business units, as this leads to an increase in the cost of production.

In addition to the organizational structure built on a functional basis and the structure based on business units, there is a so-called matrix organizational structure that combines the features of both.

The purpose of creating a matrix organization is to combine the advantages of both structures described above. The functional part of the matrix organizational structure ensures the sharing of knowledge and skills of the company and the implementation of economies of scale. At the same time, having project managers or product managers ensures that specific individuals are directly responsible for the effectiveness of the products and for coordinating how the various functional areas contribute to that effectiveness.

Since each manager has his own criteria for evaluating the effectiveness of his work, disagreements regarding the choice of the optimal solution in a given situation are inevitable. Since the matrix organization does not provide consistent subordination of managers of different levels and categories, it often turns out to be unclear who should make the final decision - managers functional divisions or product managers. In this regard, the directors of many companies find it too difficult to manage a matrix organization.

The matrix organization can function effectively if it is properly designed and applied. This organizational structure is especially common in large companies that manufacture a wide range of consumer goods. As a rule, these types of products use common distribution channels and, perhaps, these types of products can be produced at the same production facilities, but at the same time, a quick response to changing consumer tastes must be ensured - flexible change of each of these types of products .

the withdrawal of an enterprise from the near-bankruptcy zone requires active participation in the management of the general director, which is possible only if the number of connections closed to him is reduced;

to manage operational activities, ensure production and implement the tasks of the technical development of the company, a clearer separation of the functions of the production director and the chief engineer is necessary;

the nature of the company's activities, the need to solve a large set of tasks in the field of sales requires the creation of a flexible commercial service with a certain degree of independence. This is achieved by organizing the service on a regional and product basis, transferring certain powers and responsibilities to the heads of the service and product groups for decisions made in the field of sales and purchases;

weak focus on the end consumer of products dictates the need to create a marketing department at the enterprise and transfer the functions of improving the assortment to it;

to ensure the effective functioning of the company, a clear division of functions is necessary financial service and accounting;

ensuring the development of new areas of activity of the enterprise requires the creation of a change management service (the main task of which is organizational support for the adaptation of production and the technological process to changing market conditions);

to occupy promising market niches, it is necessary to reorient the quality management service to the end user;

an excess of personnel and at the same time a lack of qualified personnel dictate the need to create a full-fledged HR service under the supervision of the HR director, especially in terms of motivation and certification of personnel, as well as the search and training of highly qualified personnel;

transfer the transport department to the commercial director, as he mainly provides the activities of the supply and sales departments;

introduce the position of director-administrator with the transfer to him of all auxiliary and service units (including the non-industrial sector);

in connection with the tightening of competition, a rational approach is needed to analyze the activities of the enterprise and plan their own activities for the future, which can be organizationally ensured by the introduction of three departments ( financial planning, corporatization and monetary circulation, economic) with their subordination to the financial director.

3. The concept and principles of building organizational structures

organizational structure management restructuring

The organizational structure of management is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the organization as a whole. The organizational structure of management is also defined as a form of division and cooperation of management activities, within which the management process is carried out according to the relevant functions aimed at solving the set tasks and achieving the intended goals. From these positions, the management structure is presented as a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between the governing bodies and the people working in them.

The key concepts of management structures are elements, connections (relationships), levels and powers. Elements of the organizational structure of management can be both individual employees (managers, specialists, employees), and services or bodies of the administrative apparatus, in which a certain number of specialists are employed, performing certain functional duties. There are two areas of specialization of elements of the organizational structure of management:

a) depending on the composition of the structural divisions of the organization, the links of the management structure that carry out marketing, management of production, scientific and technological progress, etc., are singled out;

b) based on the nature of the general functions performed in the management process, bodies involved in planning, organizing production, labor and management, controlling all processes in the organization are formed.

The relationships between the elements of the management structure are supported by links, which are usually divided into horizontal and vertical. The first are in the nature of coordination and are single-level. The second is the relationship of subordination. The need for them arises when the management system is built hierarchically, that is, when there are different levels of management, each of which pursues its own goals.

With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the organizational structure of management, the so-called middle layer is formed, which in turn can consist of several levels.

In the management structure of the organization, linear and functional relationships are distinguished. The first is the essence of the relationship regarding the adoption and implementation of management decisions and the movement of information between the so-called line managers, that is, persons who are fully responsible for the activities of the organization or its structural divisions. Functional links are associated with certain management functions. Accordingly, such a concept as authority is used: line personnel, staff and functional. The powers of line managers give the right to resolve all issues of development of the organizations and divisions entrusted to them, as well as to give orders that are mandatory for other members of the organization (divisions). The powers of staff personnel are limited to the right to plan, recommend, advise or assist, but not order other members of the organization to carry out their orders. If this or that employee of the administrative apparatus is given the right to make decisions and perform actions that are usually performed by line managers, he receives the so-called functional powers.

Between all the above components of the organizational structure of management, there are complicated relationship interdependencies: changes in each of them (say, the number of elements and levels, the number and nature of relationships and the powers of workers) make it necessary to revise all the others. So, if the management of the organization decides to introduce a new body into the organizational structure of management, for example, the marketing department (whose functions have not been previously performed by anyone), you must simultaneously answer the following questions: next questions: what tasks will the new department solve? to whom will he be directly subordinated? what bodies and divisions of the organization will bring the necessary information to him? at what hierarchical levels will the new service be presented? What powers are vested in the employees of the new department? what forms of communication should be established between the new department and other departments?

An increase in the number of elements and levels in the organizational structure of management inevitably leads to a multiple increase in the number and complexity of connections that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration of the quality of the functioning of the organization's management.

There are many requirements for the management structure, reflecting its key importance for management. They are taken into account in the principles of formation of the organizational structure of management, the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows.

1. The organizational structure of management should primarily reflect the goals and objectives of the organization, and therefore be subordinate to production and its needs.

2. An optimal division of labor between management bodies and individual workers should be provided for, ensuring the creative nature of the work and the normal workload, as well as proper specialization.

3. The formation of the management structure should be associated with the definition of the powers and responsibilities of each employee and management body, with the establishment of a system of vertical and horizontal links between them.

4. Between functions and duties, on the one hand, and powers and responsibilities, on the other, it is necessary to maintain a correspondence, the violation of which leads to dysfunction of the management system as a whole.

5. The organizational structure of management is designed to be adequate to the socio-cultural environment of the organization, which has a significant impact on decisions regarding the level of centralization and detail, the distribution of powers and responsibilities, the degree of independence and the extent of control of leaders and managers. In practice, this means that attempts to blindly copy management structures that function successfully in other socio-cultural conditions do not guarantee the desired result.

The implementation of these principles means the need to take into account the formation (or restructuring) of the management structure of many different factors influencing the organizational structure of management.

The main factor "setting" the possible contours of the parameters of the management structure is the organization itself. It is known that organizations differ in many ways. A wide variety of organizations in the Russian Federation predetermines the plurality of approaches to building management structures. These approaches are different in organizations of commercial and non-commercial, large, medium and small, which are at different stages. life cycle having different levels of division and specialization of labor, its cooperation and automation, hierarchical and "flat", and so on. It is clear that the management structure large enterprises more complex than needed small firm, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and hence the volume of managerial work, the division of labor develops and specialized units are formed (for example, in personnel management, production, finance, innovation, etc.), the well-coordinated work of which requires coordination and control. Building a formal governance structure that clearly defines roles, relationships, powers, and levels becomes imperative.

It is important to pay attention to the interface between the management structure and the phases of the life cycle of an organization, which, unfortunately, is often forgotten by designers and specialists who solve the problem of improving management structures. At the stage of the inception of the organization, management is often carried out by the entrepreneur himself. At the stage of growth there is a functional division of labor of managers. At the stage of maturity in the management structure, the tendency towards decentralization is most often realized. During the recession stage, measures are usually developed to improve the management structure in accordance with the needs and trends in changing production. Finally, at the stage of termination of the existence of the organization, the management structure is either completely destroyed (if the company is liquidated), or it is reorganized (as soon as this company is acquired or taken over by another company that adapts the management structure to the phase of the life cycle in which it is located).

The formation of the management structure is influenced by changes organizational forms where enterprises operate. So, when a company joins any association, say, an association, a concern, etc., management functions are redistributed (of course, some functions are centralized), so the management structure of the company also changes. However, even if an enterprise remains independent and independent, but becomes part of a network organization that temporarily unites a number of interconnected enterprises (most often to take advantage of a favorable situation), it has to make a number of changes to its management structure. This is due to the need to strengthen the functions of coordination and adaptation to the management systems of other companies in the network.

An important factor in the formation of management structures is the level of development at the enterprise information technology. The general trend towards decentralization of "electronic intelligence", that is, to an increase in the number personal computers while expanding the use of local networks at the enterprise level, leads to the elimination or reduction of the amount of work on a number of functions at the middle and grassroots levels. This applies primarily to the coordination of the work of subordinate units, the transfer of information, and the generalization of the results of the activities of individual employees. A direct result of the use of local area networks can be to expand the scope of control of managers while reducing the number of levels of management in the enterprise.

In this context, it is worth noting that modern development information systems leads to the formation of a new type of enterprises, which in Western literature are called "virtual" companies (organizations). They are understood as sets of independent (most often small in size) enterprises, which are, as it were, nodes on an information network that ensures their close interaction. Unity and focus in the work of these firms are achieved through flexible electronic communication based on information technology, which permeates literally all areas of their activities. Therefore, the boundaries between their constituent organizations become "transparent", and each of them can be considered a representative of the company as a whole.

Restructuring is a change in the structure of a system. If the structure is understood as an organizational structure, then restructuring is a change in the organizational structure. If the structure of business processes is considered, then restructuring is a change in business processes. Thus, depending on the type of structural cut of the system, the tasks of carrying out the corresponding changes also arise. General principle simple: the typology of system structures predetermines the typology of change.

Changes in recent years in the Russian economy have given rise to new concepts and guidelines in the activities of enterprises: the market, competition, etc. The change in “coordinates” has led to a shift in emphasis on the development of a company’s development strategy: instead of focusing on a plan lowered from above, the transition to asset management. The intensity and form of external influence on the activity of the enterprise has changed radically. New external incentives emerged, in particular the interests of the owner. The field of choice of the enterprise has significantly expanded in the possibility of developing its activities, complicating its structure, discovering new, more profitable areas functioning. In market conditions, the company is forced to quickly find new solutions for critical situations. Businesses use bank loans, start producing high-demand goods, rent property, etc.

Two trends can be distinguished in the change in the state of Russian enterprises:

Negative, associated with enterprises in a crisis situation, where the decline in production continues, a decrease in competitiveness up to a stop and bankruptcy;

Positive, associated with enterprises that have not fallen into a crisis state and continue to function normally, or have stabilized their condition, or provide growth in sales, profitability, improvement financial condition.

According to expert estimates, more than 40% of Russian enterprises are unprofitable, they are characterized by salary delays, non-payments to the budget, etc., and, as a result, exacerbation of social tension. The second, positive process, although manifested in much more modest indicators (according to the same estimates - 10-15% of enterprises), is a supplier of invaluable experience that is necessary to reverse negative trends and ensure the recovery of the Russian economy.

To achieve positive results in the enterprise, it is necessary to activate its internal capabilities, a significant change in strategy, reorganization and creation effective system management, in other words - its reform. It involves successive changes leading from the old form of management to a new one, corresponding to the changed economic conditions. Without providing a comprehensive reform program for unprofitable enterprises, the negative trends in the Russian economy cannot be defeated.

On the part of the Government of Russia, a real step was taken towards reforming enterprises - the Concept for the Reform of Enterprises and Other commercial organizations. The concept notes that only macroeconomic conditions for economic growth are not enough and it is necessary to concentrate efforts on ensuring the effective development of enterprises as the main structural element economic system Russia, stimulating internal transformations at enterprises.

The purpose of government reform is only to promote internal processes that contribute to better governance in the organization. At the same time, the following are set as strategic tasks for the reformed enterprises:

availability of business plans for the medium and long term;

transition to international accounting standards;

transition to the payment of value added tax and excises as products are shipped;

reduction of non-cash payments up to their complete cessation.

One of the areas of reform is structural reorganization, or, as they say, restructuring of enterprises. This process includes an increase in the economic independence of units, the achievement of one degree or another of their economic isolation, as well as the associated processes of changing the assortment (its diversification); personnel, financial and marketing policy of the enterprise.

It is necessary to highlight the following basic principles of restructuring:

without giving freedom to divisions, it is impossible to make them mobile and proactive, and the whole enterprise manageable and quickly adapting to external changes;

not all divisions without serious reform are worthy of life;

the development and use of reserves is possible only upon obtaining the right to independently use the results of their actions.

Recently, another economic term has appeared and is gaining popularity - reengineering. It means a radical restructuring (redesign) of business processes to achieve a radical, stepwise improvement in the company's activities. Reengineering is usually presented as a fundamental rethinking and radical restructuring of a business in order to improve such important indicators as cost, quality, service level, speed of operation, finance, marketing, building information systems.

There are several principles of reengineering:

rejection of outdated rules and the start of the business process, as it were, from a “clean slate”. This makes it possible to overcome the negative impact of existing economic dogmas;

disregarding the current systems, structures and procedures of the company and radically changing the way economic activity;

bringing to significant changes in indicators of economic activity (an order of magnitude different from the previous ones). Reengineering is necessary in cases where very significant improvements are needed, which is typical for today's Russia.

However, at high economic efficiency reengineering, there are factors that make its use at Russian enterprises problematic. First of all, these are social reasons, since a sharp rejection of the existing scheme, which is inherent in this process, can have an extremely negative impact on the structure of jobs, and in fact, perhaps, the main requirement of the state for reformed enterprises today is to maintain the current level of employment. In addition, reengineering itself is a rather risky process, in which a real, but unsatisfactory working model is replaced by an ideal one, that is, artificially constructed, which always, and especially in conditions of Russian instability, can lead to results opposite to those expected.

The liberalization of the economic process (free pricing, formation of the main elements of costs, attraction of domestic and foreign capital) affects primarily the micro level. It determines fundamental changes within the enterprise itself.

It is important to emphasize key features reformed Russian companies distinguishing them from their foreign analogues. The differences are due to:

unstable socio-economic situation;

limited government support for enterprise reform policies and their restructuring in particular;

insufficient provision of reforms in the field of the regulatory framework;

weak provision of companies with methodological documentation in the absence of qualified consulting services for restructuring and formation financial strategy;

the unstable financial condition of companies (often we are talking about unprofitable or unprofitable companies on the verge of bankruptcy);

the limited financial basis for restructuring, i.e., the continued relative isolation of Russian companies from such sources of financing as international capital markets, loans from large foreign banks, etc.;

lack of highly qualified management personnel.

Restructuring should begin with the development of a strategic concept for the company to define its purpose. This general concept should be consistent with the strategy that needs to be developed, first of all, for each unit that is part of the company. It is important to establish the degree of interdependence of the main units. If it is planned to create a joint venture with foreign partners, then it is necessary to clearly present the strategy of this enterprise, providing necessary investment. Only then can the organizational structure most suitable for implementing the company's strategy be modeled. It is necessary to determine the company's management systems, human resources, deadlines. The compliance of the company's strategy and organizational model with changing conditions should be constantly monitored.

A special issue is the calculation of the costs of the restructuring process. It is important to focus the company's efforts on the area where sustainable competitive advantages are real.

Special work remains to be done in connection with the formation of a working group to draw up a general restructuring plan and ensure interaction between divisions. Providing the working group with the necessary information is of great importance.

By the beginning of the restructuring process, it is necessary to have a clear plan for it and fully understand what result is expected to be obtained, what fundamental changes in the company's activities will occur. Company restructuring is a long-term strategic task that requires constant focused efforts. It is important that work to resolve temporary crises does not nullify long-term strategic actions, but serves to support them.

Restructuring is associated with reducing costs by eliminating unnecessary or unprofitable activities, improving the quality of managers and all staff, but it requires the introduction of clear criteria for evaluating performance and an accurate reporting system. The process should be accompanied by the development of effective control mechanisms (action plans, progress reports, self-interest and management responsibility).

Many Russian enterprises found approaches to solving their problems, the restructuring carried out allows them to play a significant role in domestic market and foreign markets. A typical example of the restructuring of the domestic industry is the reorganization of Rosprom and the Yukos oil holding. At the beginning of 1997, a decision was made to merge the two companies organizationally, each of which remains a separate legal entity with the introduction of a new management structure.

The initial step in the integration of companies was the financing of the joint board as an executive body. The created administrative council functions as a general administrative body to consider general issues for all enterprises of Rosprom and Yukos. At the same time, Rosprom-YUKOS is setting up an external advisory council with the participation of major foreign experts in the field of finance and business. It is assumed that representatives of the Rothschild investment bank, Arthur Andersen and others will become its members. there are committees strategic planning, personnel policy, trade, environmental protection, investment policy, etc. At the end of 1996, Yukos switched to a centralized scheme for organizing financial flows. It is currently in a position to finance the costs associated with production activities subsidiaries and make all tax payments.

The result of the restructuring was the stabilization of the financial position, the opportunity for the company to additionally issue shares for 2.3 billion rubles, use the income received to pay off the debts of its enterprises.

As part of the implementation of the new financial strategy, effective sources of external financing were attracted using the mechanisms of the stock market. First of all, we are talking about the issue of shares, which made it possible to reduce the debt to the federal budget from 3.5 at the beginning of 1996 to 1.9 trillion. rubles, liquidate wage arrears.

The administrations of a number of cities and regions (Volgograd, Samara, Naberezhnye Chelny, Kostroma, Krasnodar, Moscow Region) are actively promoting seminars to disseminate successful experience in reform and restructuring. But the example of the Nizhny Novgorod regional program is especially indicative.

In the Nizhny Novgorod region, according to the order of the former governor Nemtsov B. E, since mid-1997, a project to promote restructuring has been implemented industrial enterprises areas. This project includes 9 medium-sized industrial enterprises, and it is of a pilot nature, being the initial stage in the preparation of a large-scale program for the restructuring of industrial enterprises, the development of mechanisms for state regulation of market relations in industry at the regional level.

At the same time, the restructuring of this project means not only the division of an enterprise into independent economic entities (or the separation of such), but also a change in the internal structure of the enterprise and its management system, as well as a set of works to enhance internal potential.

The essence of this project is that the accumulated resources of the regional administration (acceptance of the housing and communal services, debt restructuring, tax benefits, cash) are exchanged for the company's obligations to improve its activities, secured by relevant agreements and guarantees.

The main thing here is the development of an enterprise restructuring plan with the help of a consulting firm and its implementation with possible support by a consulting firm within one year. Consulting firms were selected to participate in the project, capable of not only providing high-quality complex consulting services, but also ready to receive the bulk of the payment for their services when the enterprise achieves the planned results (for example, quarterly). Each of the selected consulting firms has its own technologies of work, but their responsibility, financial and moral, for the achievement of the planned results by the enterprise is fundamental.

The implementation of the first phase of the program began at 9 enterprises through the joint efforts of local and Moscow consultants, administration and teams of enterprises. Summing up the preliminary results for the second half of 1997 showed the high efficiency of investing in regional programs of reform and restructuring. In 1998, other regional programs were also launched.

5. FEATURES OF MANAGEMENT OF THE ENTERPRISE IN THE CONDITIONS OF MARKET RELATIONS

In August 1997, the government approved the fundamental provisions of the "Enterprise Reform Concept" and the "Model Program for Enterprise Reform", and outlined the preparation of a number of accompanying regulations and annexes. The need for the planned transformations is motivated by the fact that “one of the main obstacles to economic growth is the slow process of transformations at the enterprise level”.

Among the most characteristic problems that impede the effective functioning of the economy at the enterprise level, the documents include:

Inefficiency of the enterprise management system due to:

lack of strategy in the activities of the enterprise and focus on short-term results to the detriment of medium and long-term ones;

insufficient knowledge of market conditions;

low level of qualification of managers and staff, lack of labor motivation of employees, falling prestige of workers and engineering and technical professions;

inefficiency financial management and management of production costs.

The low level of responsibility of enterprise managers to the participants (founders) for the consequences of decisions made, the safety and effective use property of the enterprise, as well as financial and economic results of the enterprise.

Lack of reliable information about the financial and economic situation of the enterprise for owners, shareholders, managers of the enterprise, potential investors and creditors, as well as for executive authorities.

Obviously, no enterprise can function aimlessly, everyone should have an idea of what awaits him, what he can achieve. The implementation of these provisions is achieved through the development of an enterprise development strategy, an effective combination various kinds planning, marketing performance improvement, etc. This must be done constantly and continuously. But the effective fulfillment of these requirements is possible only if the management system and its mechanism allow creating favorable conditions for this. In fact, this means the need to improve the management system itself, both as a whole and its individual elements. The experience of domestic advanced enterprises, as well as foreign companies indicates that the main directions for improving the management system are the following:

Decentralization of management.

Specialization and diversification of production.

Improvement of the economic mechanism.

Constant striving to make the enterprise efficient.

Creation of stability in the activity of the enterprise.

Decentralization of management is a relatively quick adaptation of the enterprise management system to ongoing changes in business conditions, as the experience of domestic and foreign companies shows, it depends on the degree of centralization (decentralization) in decision-making. This is due to the extent to which level powers are transferred to lower levels of government (decentralization) or retained at the top level (centralization).

The effective functioning of a structure consisting of a large number of levels requires the development of extensive rules, instructions and procedures. As a result, all this makes the management structure not only cumbersome, but also inflexible, incapable of quickly responding to a rapidly changing situation. That is why since the 70s, in the context of rapidly changing demand, shortening the life cycle of many goods, expanding the range of products, reducing the volume of its production, complicating technological processes, strengthening requirements for the quality of service and product when solving the problem of timely fulfillment of orders, decentralization of management acquires paramount importance. On the one hand, it allows you to quickly respond to consumer requests, and on the other hand, it makes the decision-making process more efficient. Decentralization of management occurs in two interrelated directions: by delegating rights in decision-making and by disaggregating large companies and the transition to relatively small autonomous structural units, entitled make decisions on all production and economic issues.

The delegation of power from higher levels of government to lower levels is due to a number of reasons. There is a lot of uncertainty and risk in production and economic activities, the situation is gradually changing, which is becoming feature development of the enterprise, the flow of production processes becomes more complicated. Therefore, not a single leader, even the most talented one, is able to capture in its entirety the ongoing changes and processes. The solution to this problem involves the delegation of power from the highest level to the lowest. It is important to remember here that when delegating power, leaders do not reduce their own responsibility.

The unbundling of companies follows the principle of creating horizontal structures, that is, companies reduce the number of levels of management and expand horizontally by creating autonomous structures reporting to vice presidents.

The specialization and diversification of production is the basis for its leadership in the market. At the same time, while getting the maximum benefit from its specialization, the enterprise must simultaneously engage in diversification. Specialization and diversification in isolation from each other are unproductive. In this regard, the task of management is to establish the correct relationship between them, because it determines the productivity of the enterprise's resources, its sustainability and the economic growth.

The solution to this problem involves the constant conduct of critical introspection of the enterprise. The focus, according to the famous American economist Peter F. Drucker, in conducting introspection should be in the area of search for the unexpected. For example, you should ask: who does not buy the company's products and why? What do business buyers (and non-buyers) buy from others? What value do these acquisitions have for them? Do they actually or potentially compete with the satisfaction that the enterprise's products or services provide? All this makes the entrepreneur really take a market point of view, and not just talk about it. Therefore, marketing is more than market and consumer research. First, his main task becomes a view of the business as a whole, and secondly, it must consider not just its consumer, its market, its products, but the market in general, the consumer as a whole, its purchases, value system, degree of satisfaction, established patterns of purchases and costs, its rationalism.

Constant striving to make the enterprise efficient. There are three ways to develop this direction:

based on the use of the "ideal business" model, the essence of which is that the established theoretical optimum economic activity enterprises serve him as a measure of actual results;

making the most of the opportunities to move the enterprise from “yesterday” to today, preparing it for future challenges. In this regard, the efforts of management should be aimed at identifying those areas of activity that should be developed as quickly as possible, and those that should be abandoned. At the same time, something new is being introduced that will help increase the results of the enterprise's activities in the market or in the field of knowledge in which it specializes;

maximizing the use of resources by focusing them on identified priorities that allow the enterprise to get the best results from the effort and energy expended.

The implementation of the desire to improve the efficiency of the enterprise largely depends on the correctness of determining the potential of the business. Prosperity and economic growth, as you know, accompany the enterprise, which systematically determines and uses its potential. The business potential is always higher than the realized activity.

In creating the stability of the enterprise, stability is achieved in various ways. Firstly, it is the strengthening of the company's ties with its customers. Here, the principle must be taken as a basis, according to which a company will always fail if it does not serve its customers at the full level. In practice, this means that customers should be carefully studied, considered and analyzed in order to understand the needs. And for this it is necessary to answer the following questions: who are the customers - individuals or legal entities, and what motivates them to buy the company's products? Secondly, it is a good knowledge of competitors. The management system should aim marketing at an active marketing policy, and therefore, it is necessary to know: who is the competitor, what helps them retain their customers and what needs to be done to lure customers away? An important point in carrying out an active marketing policy is to work with suppliers of raw materials. At the same time, attention should be paid to the formation of reliable ties, to ensure the possibility of service.

The most important aspect of leadership, which determines the stability of the enterprise, according to the leaders of the largest foreign companies, is the definition of the ideals of the corporation. This is basically what the whole business is based on. Moreover, these ideals should equally concern both the president of the company and ordinary employees.

The next important aspect in increasing the stability of the enterprise is the constant adaptation of management to environmental changes - in politics, economics, technology. If this is not the case, then the enterprise will become a victim of change.

During the period of dynamic development of scientific and technical progress, enterprises constantly experience its consequences through increased competition. To endure these tests, the production organization system at each enterprise must have a certain margin of safety. Since any enterprise, as a rule, in its activities is limited by the value of production and financial resources, the business entity must make the most efficient use of available personnel and equipment. And this is achieved with the help of an appropriate system for organizing the management of production and marketing of products.

In connection with increased competition for sales markets, there is an increase in attention to product quality. This factor, in turn, necessitates appropriate changes in the product quality management system. In foreign countries, this has found its expression in the shift of emphasis from the management of quality control of products to the creation of conditions for defect-free work.

A new approach to placement is also needed. industrial equipment and job development. When placing equipment, one should adhere to the rule that everything that is intended for the production of the same type of products or a family of similar products must be grouped in one place (from the beginning to the end of the technological cycle). As part of classical school management, as you know, all equipment is placed not according to the similarity of products or products, but according to the similarity technological operations, therefore, the path of movement of materials is much longer, therefore, the time of their waiting for their turn for processing also increases. As a result, non-production losses increase, the flow of materials as a whole slows down, etc. This type of equipment placement was determined when the share of living labor costs in the cost of production was high. In conditions modern production when the main source of growth in its efficiency is cost savings manual labor, material and energy resources, a more efficient form of equipment placement is cellular. At the same time, the processing time is reduced by 80%. When introducing a cellular form, it is required to maintain a balance of technological operations, i.e. so that they are all approximately the same in duration.

The experience of prosperous firms in America and Western countries shows that the practical use of new methods of organization industrial production gives a reduction in inventories and work in progress by 50-100%, the need for production space - by 30-50%, total production costs - by 30-50%, etc.

The implementation of the directions for improving management discussed above will allow it to be more than just receptive to change. Which are taking place in the economy, but also ready for these changes and able to implement them.

6. CONCLUSION

The improvement of the economic mechanism is the construction of organizational structures of management, motivation and management methods that would allow the enterprise not only to adapt to the changes taking place in environment but also created opportunities to be ready for the challenges of tomorrow. The basis of improvement, as shown by the experience of manufacturing companies in industrialized countries, is a series of innovations and new approaches to doing business. This is, for example, the creation of your customer.

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The concept, principles of construction and types of organizational structures of the enterprise. Indicators and criteria for the effectiveness of the organizational structure, directions for its optimization. Ways to build the relationship between management levels and functional areas.

1. Development of the concept of development of the OSU. Analysis of the influence of external and internal variables (specific organizational components) on the strategy and tactics of improving the OSU

The management structure is understood as an ordered set of stably interconnected elements that ensure the functioning and development of the organization as a whole. OSU is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the relevant functions aimed at solving the set tasks and achieving the intended goals. From these positions, the management structure is presented as a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between the governing bodies and the people working in them.

With a two-level structure, upper levels of management (management of the organization as a whole) and lower levels (managers who directly supervise the work of performers) are created. With three or more levels in the OSU, the so-called middle layer is formed, which in turn can consist of several levels.

There are complex relationships of interdependence between all the above components of the OSU: changes in each of them (say, the number of elements and levels, the number and nature of connections and the powers of employees) necessitate a revision of all the others. So, if the management of the organization decides to introduce a new body into the OSU, for example, a marketing department (whose functions have not been performed by anyone before), it is necessary to simultaneously answer the following questions: what tasks will the new department solve? to whom will he be directly subordinated? what bodies and divisions of the organization will bring the necessary information to him? at what hierarchical levels will the new service be presented? What powers are vested in the employees of the new department? what forms of communication should be established between the new department and other departments?

An increase in the number of elements and levels in the OSU inevitably leads to a multiple increase in the number and complexity of relationships that arise in the process of making managerial decisions; the consequence of this is often a slowdown in the management process, which in modern conditions is identical to the deterioration in the quality of the functioning of the organization's management.

There are many requirements for the management structure, reflecting its key importance for management. They are taken into account in the principles of the formation of the OSU, the development of which was devoted to many works of domestic authors in the pre-reform period. The main of these principles can be formulated as follows.

1. The organizational structure of management should primarily reflect the goals and objectives of the organization, and therefore be subordinate to production and its needs.

The implementation of these principles means the need to take into account the formation (or restructuring) of the management structure of many different factors influencing the OSU.

The main factor "setting" the possible contours and parameters of the management structure is the organization itself. It is known that organizations differ in many ways. A wide variety of organizations in Belarus and Russia predetermines the plurality of approaches to building management structures. These approaches are different in organizations commercial and non-commercial, large, medium and small, located at different stages of the life cycle, having different levels of division and specialization of labor, its cooperation and automation, hierarchical and "flat", and so on. Obviously, the management structure of large enterprises is more complex than that required by a small firm, where all management functions are sometimes concentrated in the hands of one or two members of the organization (usually a manager and an accountant), where, accordingly, there is no need to design formal structural parameters. As the organization grows, and hence the volume of managerial work, the division of labor develops and specialized units are formed (for example, in personnel management, production, finance, innovation, etc.), the well-coordinated work of which requires coordination and control. Building a formal governance structure that clearly defines roles, relationships, powers, and levels becomes imperative.

The formation of the management structure is influenced by changes in the organizational forms in which enterprises operate. So, when a company joins any association, say, an association, a concern, etc., management functions are redistributed (of course, some functions are centralized), so the management structure of the company also changes. This is due to the need to strengthen the functions of coordination and adaptation to the management systems of other companies in the network.

An important factor in the formation of management structures is the level of development of information technology at the enterprise. The general trend towards decentralization of "electronic intelligence", that is, to an increase in the number of personal computers while expanding the use of local networks at the enterprise level, leads to the elimination or reduction of the amount of work on a number of functions at the middle and grassroots levels. A direct result of the use of local area networks can be to expand the scope of control of managers while reducing the number of levels of management in the enterprise.

Thus, the management of the enterprise is carried out on the basis of the application of the following basic principles of entrepreneurship:

Free choice of activity;

Involvement on a voluntary basis for implementation entrepreneurial activity property and funds legal entities and citizens;

Independent formation of a program of activities and the choice of suppliers and consumers of manufactured products, setting prices in accordance with the law;

Free employment of workers;

Attraction and use of material, technical, financial, labor, natural and other types of resources, the use of which is not prohibited or limited by law;

Free disposal of the profit remaining after depositing established by law payments;

Independent implementation by an entrepreneur of foreign economic activity.

Designing the organizational structure of an enterprise involves determining its main properties, taking into account the specifics of a particular economic activity, the conditions for the implementation of this activity and its strategic orientation. The main factors influencing the choice of organizational structure in its design can be divided into three groups: internal, general and special factors.

To internal factors include: the main properties of the structure (its complexity, formalization and centralization), the amount of control and the norms of controllability, also defined as the scope of control.

General (external) factors include: the goals and strategy of the enterprise, the type of product or service (the type of technology for their production), the external environment, the size and stability of the organization (changeable, stable) and other factors that determine the specifics of the economic activity of a particular enterprise. When taking into account the external environment, its main factors influencing the results of the enterprise's activities are considered.

Special factors should take into account: power and control (including the concern of managers for the interests of their departments, the factor of power in the upper echelons) and the computerization of information processes, as well as the implementation of management communications in general. When evaluating the relationship between power and the defined structure, it should be taken into account that the structure (organization of work) is more rational and attractive, in which power is easier to maintain. The level of computerization of management and the organization of communications create the prerequisites and necessary conditions for the possibility of choosing adaptive structures.

2. Formation of an option for studying the OSU: compiling a list of changes in the functions of the existing OSU, developing a program for introducing changes to the OSU

The definition of the organizational structure (often called organizational design) is directly related to the engineering of specific work to achieve the goals (tasks), the functional grouping of the designed work (jobs), taking into account the technologies used and the necessary staff skills to perform them. After defining technological scheme work defines the organizational relationship between functional groups of work and levels of management for the overall coordination of activities to achieve goals in a particular business and the enterprise as a whole. The design of the organizational structure is carried out in stages.

At the first stage, the division of work carried out in the organization is carried out in accordance with the most important areas of its activity. At this stage, a decision is made which activities should be classified as line and headquarters units, respectively.

At the second stage, the organizational powers of various levels of management are determined and the ratio of these powers for various positions is established. A chain of commands is formed and specialization of management is carried out in order to avoid overloading the management (line managers).

At the third stage, job responsibilities are formulated as a set of tasks and functions for all levels of management, the implementation is entrusted to specific managers (positions). If necessary, specific tasks are developed for the direct executors of the work, who are responsible for their satisfactory performance. The formalization of the decisions taken on the formation of the organizational structure of the enterprise is provided.

Organizational structures are created to ensure the achievement of the goals of the organization, so a significant change in these goals requires a corresponding change in the structure. Further development of the structure of the organization can be carried out by improving it or redesigning it, depending on the content of changes in the external environment and ongoing changes within the organization.

Changes in management structures associated with changes in the goals of the organization are mainly determined by two groups of factors.

First, the factors reflecting the need to form and/or retain competitive advantage in relevant target markets, as well as the development of scientific and technical progress and the possibilities of using its results to improve the efficiency of the organization.

Secondly, possible (tested by practice) forms and methods of improving the structures themselves. Such opportunities include:

Improving structures through internal reserves including decentralization, delegation of authority to lower levels. Line structures turn into flatter ones by reducing the number of management levels with a simultaneous (as a rule) consolidation of functions and reduced divisions at the same hierarchical level;

Replacement of mechanistic structures with adaptive ones. Such a transition is the most radical form of reorganization of structures, but this requires a strong leader with a team;

Integration (creation) of various forms of adaptive structures within the mechanistic structure, for example, by creating venture innovation departments, business centers, brigade structures, project teams, etc.;

Creation of conglomerate structures. In this case, top management retains only finances. Most conglomerates arise through external mergers of companies;

Formation of structures of the future (modular and atomistic organizations), providing a general focus on the mass economy, while simultaneously allowing the production and release of non-standard products focused on individual orders and individual customer service. The introduction of these structures can be implemented during the transition from the industrial phase of the organization of production to the information one.

3. Characteristics of the organization in which you work. Analysis of external and internal variables that affect the OSU of your enterprise in modern conditions and the formation of a concept for changing the OSU

Krupsky flax mill was put into operation in 1955. In accordance with the Decree of the President of the Republic of Belarus on the corporatization of flax processing enterprises No. 63 of February 14, 1995, on the basis of the decision of the Minsk Regional Executive Committee (extract No. 6 of the minutes of the meeting No. 6 of June 26, 1995) by order of the Minsk Regional State Property No. 50 of August 8, 1995 and No. 85 dated December 21, 1995, the flax mill was transformed into an open joint-stock company"Lenok". The plant issued 141,798 shares in the amount of 14,889 thousand rubles.

OJSC "Lenok" of the Krupsky district is under the jurisdiction of the Ministry of Agriculture and Food of the Republic of Belarus, the form of ownership is communal.

Lenok OJSC is located on one industrial site with an area of 8 hectares in the territory of the village. Lenok, Krupsky district, 12 km from the city of Krupki, 672 km of the Moscow-Brest highway. On the south side of the site at a distance of 300 meters there is a residential area, on the north side there is the Brest-Moscow highway, there is a pond between the plant and the village, on the other sides the plant is surrounded by a forest.

The geographical location of the enterprise allows delivering raw materials and goods, both directly from the territory of nearby regions, and from the territory of the Republic of Belarus and other CIS countries by road and rail.

The master plan of the plant was developed in accordance with the technological interconnection of the sections among themselves and their connection with vehicles.

Technical condition technological equipment satisfactory. Depreciation of fixed assets as of 01.01.2007 is 75.5%. The estimated capacity of the plant is 4 thousand tons of flax per year. Single line. The plant is currently operating in three shifts.

The plant has its own mechanized detachment for the cultivation of flax on its own and to assist the flax-sowing farms in the cultivation of flax.

In 2006, the raw material zone of JSC Lenok included 6 agricultural enterprises of the Borisovsky district and 6 agricultural enterprises of the Krupsky district, which cultivated fiber flax on an area of 822 hectares. The mechanized detachment of the flax mill cultivated flax on an area of 788 hectares.

In 2007, the team of Lenok OJSC was given a big task to provide the enterprise with high-quality raw materials. The total sown area of flax in the raw material zone of JSC Lenok will be 1,770 hectares, including the task of growing and handing over 1,120 hectares to high-quality flax mill from an area of 1,120 hectares.

The equipment of the mechanized detachment: tractors - 14 units, bale loader - 4 units, plows - 6 units, cultivator - 6 units, AKSH unit - 4 units, rock picker - 1 unit, seeder - 5 units, tape turner - 7 units, press pick-up - 11 units, flax thresher - 2 units, trailer - 16 units, smooth rollers - 1 unit.

The main emphasis in supplying the plant's production capacity with flax products will be placed on the roll technology of flax harvesting in 2007; it will be introduced on 98% of the sown areas.

The main products of the plant are long flax fiber and short flax fiber. Long flax fiber is used to make fabrics. Of all kinds vegetable fibers linen contains the largest amount of cellulose, so linen fabric made from natural fiber is characterized by great strength, elasticity and durability. Linen clothing has a positive effect on the physical and emotional state of people, promotes health and improves the body's resistance to various diseases.

Based on the data in Table 3.1. Let's analyze the activities of OAO Lenok for 10 months of 2006-2007.

Table 3.1 - Analysis of the activities of OAO Lenok for 10 months of 2006-2007

Indicators	10 months 2006	10 months 2007	Change (+,-)	Themes of growth, %
Production volume
At actual prices
In comparable prices
Revenue from the sale of goods, products, works, services
Cost price products sold
Profit from the sale of products, works, services
Profitability of sold products
Net income (loss)
Accounts receivable
Accounts payable
Average number of employees, including
number of PPPs, of which


Labor productivity
Average monthly salary

The volume of production of JSC "Lenok" for 10 months of 2007 in comparison with 10 months. 2006 decreased by 62 million rubles. in current prices and 80 million rubles. in comparable prices. Proceeds from the sale of goods, products, works, services of OAO Lenok for 10 months of 2007 compared to 10 months. 2006 decreased by 158 million rubles, while the cost of sales increased by 343 million rubles. The excess of the cost of sold products over the proceeds from sales led to the fact that Lenok OJSC for 10 months of 2006-2007. had a loss from the sale (9 million rubles and 510 million rubles, respectively). The profitability of sold products for the two analyzed periods had a negative value, and decreased compared to 10 months. 2006 by 57.7%. For 10 months 2006 OAO "Lenok" had no net profit, and for 10 months. 2007 net loss amounted to 284 million rubles. The above data testify to the deterioration of the financial condition of the analyzed enterprise.

Decrease in accounts receivable of OAO Lenok by 255 million rubles. compared to 10 months. 2006 indicates a reasonable credit policy of the organization in relation to buyers or the solvency of some buyers. OAO "Lenok" may increase the shipment of products, then the accounts receivable will grow. Accounts payable of OAO Lenok increased by 428 million rubles. compared to 10 months. 2006 Accounts payable of JSC Lenok for two analyzed periods exceeds receivables (for 10 months of 2006 by 1.4 times, for 10 months of 2007 by 5 times), which also indicates the unstable financial condition of the enterprise.

The average number of employees of OAO Lenok compared to 10 months. 2006 increased by 2 people, the number of PPP did not change and amounted to 93 people. Due to the reduction in the volume of production and the growth in the number of employees of the enterprise, labor productivity decreased by 0.7 million rubles. The effective operation of the organization is possible if the growth rate of labor productivity outstrips the growth rate of average wages. OAO "Lenok" has an unfavorable tendency to outstrip the growth of average wages (107.2%) compared to the growth of labor productivity (92.3%). The lead factor is 0.86 (0.923 / 1.072).

As of November 1, 2007, the staff of OAO Lenok amounted to 117 people.

The management of OAO Lenok is carried out by the director of the enterprise, who approves strategic plans for 5 years, quarterly and monthly plans for production and technical activities, carries out capital construction and reconstruction of fixed assets under contracts or in an economic way, approves and changes technological processes of production, subject to their direction to improve product quality, reduce costs while meeting standards and specifications; establishes piecework or time wages for individual groups of workers; approves the structure and costs of the enterprise. Direct control over the efficiency of the use of financial resources, the distribution of funds received in bank accounts, analysis of the cash flow is also carried out by the director.

Functions and duties of employees of OAO Lenok are shown in Table 3.2.

Table 3.2 - Functions and responsibilities of employees of OAO Lenok

Job title	Functions and responsibilities
Director	Management of the organization, control over the activities and interaction of structural units, negotiating with major suppliers and customers
Commercial Director	Negotiating, concluding contracts, monitoring and analyzing the financial condition of the company
Secretary-clerk	Working with documents, providing and servicing the work of the head
Sales Manager	Studying the market situation, developing a plan for selling products, developing a pricing strategy plan, preparing and concluding contracts
Accounting	Accounting and reporting
Technical Director	Management of technical services, coordination of departments for the development of the technical development of the enterprise, ensuring a systematic increase in production efficiency, labor productivity, ensuring the production of competitive products.
Personnel Inspector	Ensuring the selection, placement, study and use of workers and specialists; organization of a personnel accounting system, analysis of staff turnover

The management system of OAO "Lenok" is as follows (Figure 3.1).

Every organization has strengths and weaknesses. We will conduct an analysis that allows us to identify and structure the strengths and weak sides our organization, as well as potential opportunities and threats. This is achieved by the fact that managers must compare the internal strengths and weaknesses of their organization with the opportunities that the market gives them. Based on the quality of compliance, it is concluded in which direction the organization should develop its business and, ultimately, the allocation of resources to segments is determined.

Rice. 3.1 Management system of OAO "Lenok"

Table 3.3 - Analysis of factors internal environment enterprises

Internal environmental factors	Quality control	Importance

1. MARKETING:

1.2. Market share



1.6. Sales performance
1.7. R&D efficiency
1.8. Location
2. FINANCE:
2.1. Cost of capital

2.3. return on capital
2.4. Financial stability
3. PRODUCTION:
3.1. Modern equipment


3.4. Product range
3.5. Production costs

4. ORGANIZATION:
4.1. Leadership Qualification
4.2. Small staff

Analysis of environmental factors, main threats and opportunities.

When analyzing the external environment, they study: changes that may affect the current strategy, threat and opportunity factors for the chosen strategy. At the same time, they are looking for answers to the following questions: Where is the organization located today? Where should it be in the future? What needs to be done for this? Let's analyze the external environment of OAO Lenok (Table 3.4).

Table 3.4 - Analysis of the factors of the external environment of the enterprise

Environmental factors	Quality control	Importance

FACTORS OF DIRECT IMPACT:
1. BUYERS:
1.1. Major clients
1.2. Small Clients
1.3. The threat of non-payment by the buyer
1.4. The threat of losing the buyer
1.5. Importance of a New Buyer
1.6. Buyer Age
1.6.1. from 16 to 25 years old
1.6.2. from 26 to 45 years
1.6.3. from 46 to 55 years
1.6.4. 56 and older
2. COMPETITORS:
2.1. Advantages
2.2. Weakness
2.3. Fight against competitors
3. SUPPLIERS:
3.1. Reliability
3.2. The need to find a new supplier
3.3. Reputation
3.4. Delivery prices
4. LEGISLATIVE FRAMEWORK:
4.1. The stability of the laws under which the company operates
4.2. Possibility of new laws
4.3. Subsidies
4.4. taxes
FACTORS OF INDIRECT IMPACT:
5. Level of socio-economic development
6. The level of scientific and technological development of the economy
7. The level of scientific and technical development of the industry
8. Economic crises within the country

Having studied the work of OAO Lenok, as well as the current management system and having carried out an analysis that helped to study the strengths and weaknesses of the enterprise, we come to the conclusion that the organization has a too small range of products, as well as a poorly developed sales market on the periphery, due to with which the control system needs to be reworked.

4. Proposals for making necessary changes to the existing GMS

Taking into account that OJSC "Lenok" in financial position limited, it is necessary to start with activities that do not require significant costs. Usually these are measures of an organizational and managerial nature, which, if implemented purposefully, will allow the enterprise to significantly increase the efficiency of the marketing and sales service. Based on the analysis of the management system of OAO Lenok, it should be noted that it does not meet the needs and goals of the organization (too small range of products, poor coverage of possible markets, as well as a small increase in sales), as a result of which the structure needs to be improved. To solve these problems, we propose to introduce staffing one territory development manager and subordinate both managers commercial director, that is, to create a commercial department in the organization. This will allow the company to respond faster to market changes, increase market share in other regions and solve the problem with a lack of product range. Also, in order to reduce the staff, it is necessary to reduce the position of the personnel inspector, and delegate authority to the secretary-clerk.

For these changes, a new staffing table must be approved (table 4.1), in which the duties of a personnel inspector will be additionally assigned to the secretary-clerk, in connection with which the official salary will be increased, as well as a regulation on the newly created commercial department and official territory development manager's instructions.

Table 4.1 - The staff of JSC Lenok since 01.01.2007

Job titles	Number of staff units	Salary, thousand rubles
Director
Technical Director
Commercial Director
Chief Accountant
Sales Manager
production workers
Software Engineer
Accountant
Accountant-cashier
Personnel Inspector
Secretary-clerk

Table 4.2 - Addition to the staff from 01.11.2007

Table 4.3 - The proposed staff of the enterprise OJSC "Lenok"

Job titles	Number of staff units	Salary, thousand rubles
Director
Technical Director
Commercial Director
Chief Accountant
Sales Manager
Territory development manager
production workers
Software Engineer
Accountant
Accountant-cashier
Secretary-clerk

As can be seen from the staffing table, the introduction of a new manager position and an increase in wages for an employee (secretary-clerk) will lead to an increase in expenses for the organization for wages in the amount of 255 thousand rubles. (39310.5 thousand rubles - 39055.5 thousand rubles). But at the same time, these reorganization costs are justified, since this decision will help the company solve existing problems with the product range, and more high pay labor is the motivation for more effective work employees, which affects the quality of services provided, and as a result, the company will have more efficient sales and customer satisfaction. Thus, this decision will help the organization achieve its goals. By introducing a new staffing table, we will rebuild the organizational structure as follows (Figure 4.1).

Rice. 4.1 Proposed organizational structure of OAO Lenok

After the reorganization existing system management, it is necessary to re-examine the system, that is, to analyze the factors of the internal environment of the enterprise (table 4.4) and verify the effectiveness of the enterprise management system. As can be seen from Table 4.4, changes in the firm had a positive impact on such factors of the internal environment of the enterprise as meeting customer demand, expanding the range of products, and the qualifications of management and managers.

It can be seen from the reorganized structure that the newly introduced manager position will be focused on certain products, which, in turn, should lead to a solution to the problem - eliminating the shortage of assortment and expanding the sales market.

Table 4.4 - Analysis of the factors of the internal environment of the enterprise (after changes)

Internal environmental factors	Quality control	Importance

1. MARKETING:
1.1. The reputation of the company in the market
1.2. Market share
1.3. Reputation for quality
1.4. Service reputation

1.6. Sales performance
1.7. R&D efficiency
1.8. Location
2. FINANCE:
2.1. Cost of capital
2.2. Availability of capital resources
2.3. return on capital
2.4. Financial stability
3. PRODUCTION:
3.1. Modern equipment
3.2. Customer Satisfaction
3.3. Compliance with delivery dates
3.4. Product range
3.5. Production costs
3.6. Technical level of production
4. ORGANIZATION:
4.1. Leadership Qualification
4.2. Small staff
4.3. Qualifications and abilities of managers
4.4. Reaction to changing market conditions
4.5. Employee dedication
4.6. Leadership initiative
4.7. Efficiency of decision-making

Also, a commercial department was organized, which will allow to quickly resolve all issues related to sales and procurement activities. These transformations allow the company to achieve its goals, such as increasing sales, improving the quality of services provided and promoting new products to the market and increasing market share.

To calculate the effectiveness of improving the organizational structure, we will evaluate the absolute indicator of the quality of the organization P according to the formula:

where k is the number of indicators included in the integral assessment;

And i - the value of the coefficient of importance of the indicator;

X i - numerical value of the i-th characteristic of the quality of the organization.

The integral assessment of the absolute quality of the organization found in this way will be a combined indicator that includes formal and informal indicators.

1. Using Table 3.3, we will evaluate the absolute quality indicator of the organization P based on the factors of the internal environment of the enterprise before changes in the enterprise:

We get that P = 2.4.

2. Using table 4.4, we will evaluate the absolute quality indicator of the organization P based on the factors of the internal environment of the enterprise after changes in the enterprise:

We get that P = 2.79.

3. Using table 3.4, we will evaluate the absolute quality indicator of the organization P based on the factors of the external environment of the enterprise:

We get that P = 3.33.

Changes in the company as a result affected such factors of the internal environment of the enterprise as: product range, satisfaction of customer demand, as well as the qualifications and abilities of managers. Accordingly, the assessment of the absolute indicator of the organization's quality has also increased. It increased from 2.4 to 2.79.

LITERATURE

1. Ackoff R. Planning the future of the corporation. - M.: Progress, 2001. - 246 p.

2. Vikhansky O. S. Strategic management: Textbook. - M.: Publishing House of Moscow State University, 2001. - 512 p.

3. Volkogonova O. D., Tooth A. T. Strategic management: Textbook. - M.: Forum: Infra-M, 2004. - 256 p.

4. Goncharov V. I. Technology and tools for effective business management. - Minsk: NRU, 2000. - 160 p.

5. Kabushkin N. I. Fundamentals of management: Proc. allowance - Minsk: New knowledge, 2002. - 336 p.

6. Kruglov M. I. Strategic management of the company. Textbook for high schools. - M.: Russian Business Literature, 1998. - 768 p.

7. Mukhin V.I. Research of control systems: Analysis and synthesis of control systems.: Proc. allowance for universities. - M.: Exam, 2002. - 383s.

8. Prokopchuk L. O. Strategic management. - M.: Information and implementation center "Marketing", 2004. - 510 p.

9. Rumyantseva ZP General management of the organization. Theory and Practice Textbook. - M.: Infra-M, 2001. - 304 p.

10. Strategic management. Panov A.I., Korobeinikov I.O. - M.: Prior, 2004. - 285 p.

11. Management by results. Timo Santalainen, Eero Vouti, Pertti Porenne, Jouko H. Nissenen. - M.: Progress, Univers, 2003. - 318 p.

12. Fatkhutdinov R. A. Innovation management. Textbook for universities - M.: CJSC "Business School", "Intel-Synthesis", 2004. - 600 p.

One of the fairly common strategic changes is a change in organizational structure. It has already been emphasized that the organizational structure, as it is considered in strategic management, is not something that exists independently, regardless of the strategy and goals of the organization. For strategic management the organizational structure is one of the important means of ensuring the implementation of the strategy. In this regard, both its assessment and its choice in the process of implementing the strategy are primarily determined by whether the organizational structure contributes to the achievement of the organization's goals. Therefore, the process of selecting or changing it is built according to the following scheme:

clarifies which of the tasks and functions performed in the organization are critical to the implementation of the strategy and to what extent these tasks and functions require a new and specific approach for their implementation;

connection is established between the selected strategic objectives and the functions and routine functions performed within the organization. In this case, the task is not to establish links between departments, but to establish links between the individual parts of the strategy;

structural units of the organization are formed, which are based on strategically important tasks and functions;

the degree of independence of each structural unit in decision-making and the levels in the hierarchy at which decisions are made regarding the activities of business structural units are determined;

organizational links are established between business units, which involves fixing their places in the organizational hierarchy, determining the forms and methods of communication between managers and representatives of business units, as well as the degree and form of participation in the development of a corporate strategy.

Methods and styles of strategic change.??

Carrying out changes in the organization leads to the fact that it creates the conditions necessary for the implementation of the chosen strategy. Change is not an end in itself. The need and extent of change depends on how ready the organization is to implement the strategy effectively. There are situations where no change is actually required, and there are situations where the implementation of the strategy involves very deep changes. Depending on the state of the main factors that determine the need and degree of change, on the state of the industry, organization, product and market, five fairly stable and complete types of changes can be distinguished.

Organizational restructuring involves a fundamental change in an organization that affects its mission and organizational culture. This type of change can be carried out when the organization changes its industry, and, accordingly, its product and place in the market change. In the case of restructuring the organization, the greatest difficulties arise with the implementation of the strategy. The work to create a new organizational culture deserves the most serious attention. Very big changes are taking place in the technological field, as well as in the field of labor resources.

A radical transformation of the organization is carried out at the stage of implementing the strategy in the event that the organization does not change the industry, but at the same time, radical changes occur in it, caused, for example, by its merger with a similar organization. In this case, the merger different cultures, the emergence of new products and new markets require strong intra-organizational changes, especially regarding the organizational structure.

A moderate transformation occurs when an organization enters the market with a new product and tries to get buyers for it. In this case, the changes affect manufacturing process, as well as marketing, especially in the part that is associated with drawing attention to a new product.

The usual changes are related to the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. These changes are not significant, and their implementation has little effect on the activities of the organization as a whole.

The unchanging functioning of an organization occurs when it constantly implements the same strategy. In this case, no changes are required at the strategy execution stage, because under certain circumstances the organization can get good results based on the accumulated experience. However, with this approach, it is very important to closely monitor possible undesirable changes in external environment.

Strategic change, if done correctly, is systemic. Because of this, they affect all aspects of the organization. However, two sections of the organization can be distinguished, which are the main ones when carrying out strategic changes. The first slice is the organizational structure, the second is the organizational culture.

Restructuring ("reengineering") of the organizational structure and

business processes in accordance with the strategy.

A business process is a holistic, self-sufficient function for the production of a certain set of output objects/information with the possible use of input objects/information, produced by a certain set of resources according to the rules defined for this work.

Reengineering is the restructuring (redesign) of business processes in order to improve the company's performance.

In the process of performing the work of consultants, the following tasks are solved:

1. Creation of an existing model of the Client's business processes.

2. Analysis existing processes and development of recommendations for their optimization.

3. Creation of a new model of the Client's business processes.

4. Implementation of a new business process model.

Reengineering of business processes of a company has the following stages:

1. Preparatory stage. Company Survey

1.1. Identification of the Client's business processes, assessment of the composition and scope of work.

On the this stage a list of the main business processes of the Client is determined (questionnaire and interviewing of the company's managers and employees, work with documents, SWOT analysis, diagnostics of the organizational structure).

The goals of the project are defined. The composition and scope of work is assessed by their description and analysis with the Client.

1.2. Development of a system of criteria for evaluating business processes.

In accordance with the terms of reference, criteria for evaluating the effectiveness (time of the process as a whole, degree of automation, cost, number of functions) of existing and prospective business processes are developed.

1.3. Preparation of a project for the reengineering of the Client's business processes.

The stages of work and the calendar plan for the reengineering of the company's business processes are developed and agreed with the Client.

Corporate culture as a key to effective implementation

Strategies.

Corporate culture- a set of behavior patterns that are acquired by the organization in the process of adaptation to the external environment and internal integration, which have shown their effectiveness and are shared by the majority of members of the organization. The components of corporate culture are:

adopted leadership system;
conflict resolution styles;
functioning communication system;
the position of the individual in the organization;
accepted symbolism: slogans, organizational taboos, rituals

Each organization develops its own set of rules and regulations that govern the daily behavior of employees in their workplace, carrying out their activities in accordance with those values that are essential to its employees. When creating organizational cultures, it is necessary to take into account the social ideals and cultural traditions of the country. In addition, for a more complete understanding and assimilation of values by the employees of the organization, it is important to provide a different manifestation of corporate values within the organization. The gradual acceptance of these values by the members of the organization will allow achieving stability and great success in the development of the organization. Following them is encouraged by the administration with appropriate rewards or promotions. Until newcomers learn these rules of conduct, they cannot become full-fledged members of the team.

In her article “Values as a key element of organizational culture”, M. Sukhorukova identifies three main forms of existence of corporate values:

1) ideals - developed by management and shared by them generalized ideas about excellence in various manifestations and areas organization activities,

2) the embodiment of these ideals in the activities and behavior of employees within the organization,

3) internal motivational structures of the personality of the employees of the organization, encouraging them to embody corporate value ideals in their behavior and activities.

Corporate culture develops over time like national or ethnic cultures and develops its values and behavioral norms in the same way. Certain patterns of behavior are supported in some organizations and rejected in others. Some organizations create an "open" culture where it's okay to question everything and come up with new ideas. original ideas. In others, novelty is not supported and communication is kept to a minimum. Some people prefer to work in an organization with a "closed" culture: a person comes to work, performs his individual task and returns home to his personal life, nothing to do with work. Someone also needs a family-type organization in which personal life and work are closely interconnected.

Strategy and mission: what the corporate culture is based on

Corporate culture and company success in the market
Strengthening the image of the organization
Improving the attractiveness of working in the organization for existing and potential employees
Increasing the initiative and efficiency of employees
Increasing the level of work with clients
Development of internal stability and increasing the stability of the company in the market
Development of strategic flexibility and improvement of the company's adaptation to external changes

Change in the organizational structure of the enterprise. Development of proposals for organizational changes to improve the existing organizational structure at the enterprise on the example of Yarvest LLC, Chita

Organizational structure changes

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