A modern manager, along with knowledge in the theory of organization and in the organization of the fundamental foundations of management, also needs practical skills in organizational and economic, management activities at enterprises.

Currently, the term "management" means:

• a) a certain type of activity to lead people in an organization;
• b) the field of scientific knowledge in management as the basis of professional management activities;
• c) the process of planning, organizing, directing and controlling to achieve the objectives of the organization through effective use her resources.

Management covers the impact on people through the administrative, economic, legal and socio-psychological methods used by managers to improve production efficiency and increase the profits of the enterprise. In a simplified sense, management is the ability to achieve goals using intelligence, work, motivation, etc.

The term “management” (English, “management”) is of American origin and is not literally translated into Russian. In Russian, this term is similar to the concept of "management". Speaking of management, Americans usually mean the figure of a “manager” - a person (subject of management) acting in an organization. In a more general sense, they use the term "administration", which reflects the impersonal management system.

AT Russian Federation the term “administration”, as a rule, denotes executive authorities at the regional level, municipality, city, region. In addition, this term is also applied to the highest authorities state power(for example, the administration of the President of the Russian Federation as the corresponding administrative apparatus under the president.) In this regard, administrative management in domestic literature can be defined as one of the main areas of modern management, studying the administrative and administrative forms of management.

In English-speaking and other market-oriented countries, the term “management” is always used in business management. Summarizing, we can say that the term "management" is applied to the management of socio-economic processes at the level of an enterprise, firm, corporation operating in market conditions.

The essence of management is the management of an organization (economic entity) under conditions market economy. This is an independent type of professional activity aimed at achieving the intended goals of an enterprise (corporation) in the course of any economic activity in market conditions through the rational use of material and labor resources using the principles, functions and methods of the management mechanism.

Management as an organization of enterprise management is designed to ensure the effective management of any type of economic activity aimed at making a profit and solving the social and economic problems of the enterprise.

Management as a process of acceptance management decisions reflects the process of enterprise management as a continuous chain of solving specific problems in the implementation of its economic activities.

Management can be seen as the science and practice (art) of enterprise management. At the same time, management science is manifested in the formation of scientifically based principles and methods for effective management enterprise, and art is its practical manifestation, reflecting the possibilities of the creative potential of managers and the realization of the latter in the implementation management processes.

In general, management is aimed at streamlining the socio-economic processes at the enterprise, eliminating their entropy (uncertainty, disorganization) and bringing them to a new state, taking into account changes in its external and internal environment. In this case, two groups of tasks are solved:

• a) operational(tactical), which consists in maintaining the stability of the functioning of the enterprise as a socio-economic system, organizing the interaction of all elements of this system;
• b) strategic, ensuring the development of the system and its transition to a qualitatively new state.

Management as an activity is implemented in the totality of management processes at the enterprise, i.e., targeted actions carried out by managers and managers in a certain combination and sequence and contribute to solving the problems facing the workforce. The complexity of managerial work of managers is characterized by the need to make appropriate decisions independently, promptly and often with a certain risk, bearing full responsibility for their consequences. Effective management requires the formation and maintenance of a high organizational and corporate culture at the enterprise, which today is considered one of the determining factors in market competition.

We can say that the effective management of the enterprise provides for the general interest of the members of the labor collective in the results of the enterprise. And this depends on a comprehensive improvement in quality (TQM), which is achieved only by the interested participation of all the personnel of the enterprise (for more details, see subsections 3.4-3.5). The quality of enterprise management is determined by the quality of work of managers (managers), the quality of management processes and the quality of the entire management system.

The enterprise management system, as you know, consists of the controlling and controlled subsystems interacting with each other through direct and feedback (Fig. 3.1). The entire enterprise management system is influenced by many environmental factors (market conditions, consumers, suppliers, competitors, legislation, requirements of tax authorities, etc.).

Rice. 3.1.

In general, the complex of interaction of direct and feedback functions with the help of a management management mechanism, which includes a set of principles, rules, methods, functions, norms, procedures for implementing management actions and monitoring the implementation of the tasks assigned to the workforce of the enterprise.

The boundaries between the two subsystems are rather arbitrary. AT general view under control subsystem one can understand that part of the overall enterprise management system that develops, adopts and broadcasts management decisions, influencing their implementation. To do this, she uses such controls as planning, organizing, stimulating, controlling. This subsystem has a hierarchical structure. At its head is control regulator, representing the head of the enterprise, the board of directors, the board joint-stock company etc.

The concept of “control subsystem” is close to another concept - “subject of management”, which includes only those elements that are associated with the development of management decisions.

Managed Enterprise Subsystem covers such elements that perceive the control action and transform, in accordance with it, the behavior of the object to which it is directed. Under conditions of management hierarchy, most of its links, depending on the specific situation, may belong either to the controlling or to the controlled subsystems.

The concept of "object of control" includes elements of the enterprise that perceive the managerial impact and subordinate their behavior and development to it. In other words, the object of control differs from the subject functionally, and not substantially. Therefore, the same link of the enterprise in one situation can be the subject, and in another - the object of management. However, as a rule, the subject is smaller in scale and not as complex as the object of control, but on the other hand, it is more active, dynamic, and purposeful. The control object is characterized by greater inertia and resistance to innovation compared to the subject.

From the subjects of management should be distinguished subjects of management activity in the enterprise, i.e., leaders, managers, all those in which managerial relations are personified.

In the scientific and educational literature, the term “management” is widely used in various interpretations. The concept of "production management" characterizes the organization of the process of creating goods and services. Its objects are setting goals, developing a strategy, planning, determining the optimal volume and structure of output, parameters technological process, rational loading of equipment; placement of people, regulation of activities, prompt elimination of failures and malfunctions, control, stimulation.

In the textbook by R. A. Fatkhutdinov “Production Management” (Moscow: ITK “Dashkov i K 0”, 2002), specific functions of an enterprise manager that deserve attention are proposed:

• 1. Be able to set high goals for satisfying the needs for self-expression, strive to lead a normal life, maintain good physical shape, constantly improve their skills, express their thoughts clearly and intelligibly, be honest, obligatory, purposeful, monitor appearance.
• 2. Be able to scientifically predict the development strategy of the organization, the efficiency and competitiveness of products, study and evaluate external and internal factors that affect competitiveness, to argue with oral and written ideas and arguments.
• 3. To be able to formulate the goals of the team, understand the character, personality traits and adequately assess themselves and other people, maintain a normal moral and psychological climate in the team, relieve stress, smooth out conflict situations.
• 4. Know the technical and technological features, the principle of operation of a purchased, manufactured or sold object, understand the issues of unification, standardization, specialization and automation of production and management.
• 5. To be able to analyze situations, predict, evaluate economically and make competitive, strategic, management decisions in conditions of uncertainty.
• 6. To be able to organize themselves and the team to achieve the set goals, perform the functions of a resource distributor, dispatcher and coordinator, delegate functions and responsibilities by management levels, organize incentives for employees for the implementation of the marketing concept (customer orientation), saving resources, achieving competitiveness of managed objects .

These functions indicate the complexity of the work of managers in the enterprise. In the conditions of modernization of the economy in Russia, which is characterized by a great uncertainty of the factors of the external environment of enterprises, only managers - professionals, generators of ideas, innovators, patriots of their country and their enterprise can achieve its goals. This is incomparable work in comparison with the activities of American or Western firms with such management, where, in the conditions of well-established, developed market relations, the rules of managers are clearly regulated and work is often carried out according to information and descriptive documents (books).

In general, we can say that the management of enterprises practically affects all areas of their activity. It is a comprehensive system for ensuring the competitiveness of goods produced by enterprises in specific markets.

Managing the production of goods and services in enterprises is one of the manifestations of industrial relations, based on the separation information processes from direct production. It affects the workforce of the enterprise and is aimed at transferring the controlled subsystem from one state to another, contributing to the achievement of the goals. Production management is an integral part of the production process itself, its organization.

We can say that the production process at the enterprise is a set of material and information processes, the first of which is direct production, and the second is its management.

Thus, the management of production at an enterprise should be understood as a set of measures to influence the workforce using the means of production in order to manufacture products of the appropriate quantity and quality with the rational use of production resources to achieve the set goals of the enterprise at minimal cost.

Systematic management is manifested in the organic unity of personnel, the structure of management bodies, the principles, methods and functions of management, the correspondence of the latter to the nature of the decisions developed and made at the enterprise.

The principles of management at an enterprise should be understood as guiding, scientifically based rules, basic provisions, norms of behavior followed by managers (managers).

The organization of management is based on scientific, objective laws and patterns of development of the management and managed subsystems of the enterprise, in accordance with which the principles of management organization are revealed.

There are three types of management principles:

• 1) general fundamental principles of management;
• 2) the principles of building the structure of the administrative apparatus;
• 3) principles for the implementation of management processes (Fig. 3.2).

To common fundamental principles are purposefulness, unity of command, prevention, democratic centralism (delegation of authority) and planning.

Prevention- this is the principle according to which management should anticipate the development of the course of production, create favorable conditions for strengthening the impact of positive factors and reducing the impact of negative factors on the development of production.

Rice.

Democratic centralism(delegation of authority) is often underestimated by business leaders in modern conditions management, although it is of great importance. In accordance with it, the enterprise must carefully consider and regulate the degree of combination of centralization in solving its main and main tasks with the decentralization of operational measures, the transfer of part of the management functions (responsibility) to a lower level or horizontally.

Implementation of the principle unity of command means a clear definition of the scope of duties, rights and responsibilities of individual units (divisions) of the enterprise and each employee, the implementation of a system of collective discussion and preparation of a decision with a sole level of responsibility for its implementation (including monitoring the results of the work of all units and the enterprise as a whole). Moreover, there should be no impersonality (“seven nannies have a child without an eye”). At all levels of management, the following are clearly defined (according to this principle): volumes, correlations of rights and responsibilities for the implementation of decisions.

Principle planning at the enterprise in modern conditions is not weakened, on the contrary, its value increases. The planned strategy should move into the system of planned activities for the current, medium and long-term periods time. Plans at enterprises are of a mandatory, directive nature, and their implementation is a guarantee of successful work in the difficult conditions of a market economy with constantly changing external conditions for the activities of enterprises.

Principles of building the structure of the administrative apparatus at the enterprise the following: concentration, specialization, proportionality, complexity and adaptability.

Concentration management is considered from the point of view of focusing the efforts of employees and the enterprise management apparatus on preparing and solving its main tasks, as well as combining similar work in one link of management (including the organization of work on the service, infrastructure of the enterprise).

Specialization means the division of labor between employees in accordance with their qualifications (with the allocation of the labor of managers, specialists and service workers) and the range of functional duties performed by them.

Proportionality in the organization of management lies in the strict compliance of the content and volume of work performed with the scale of the divisions of the enterprise management apparatus specialized in these works, as well as the capacities of service, infrastructure divisions with the needs of production, its functional divisions.

Complexity in the management organization means full coverage by each structural unit the entire range of work assigned and related to other parts of the enterprise.

adaptability management organization involves the creation of conditions for the organizational structure of the enterprise to be flexible (adaptive) and sufficiently stable, incapable of self-destruction. At the same time, this structure cannot be turned into a constantly changing, completely unpredictable system, since the connections of individual elements (modules, blocks) must be sufficiently stable. A certain synergy of the labor collective of the enterprise, its financial and economic stability are necessary, even with a significant impact of external negative factors on the system.

No less important today, in the conditions of further development and modernization of the economy, principles for the implementation of management processes, i.e., the organization of management processes at the enterprise (parallelism, rhythm, continuity, continuity, direct flow).

Parallelism management processes involves the simultaneous implementation of certain types of work and procedures, as well as the simultaneous unified preparation of various interrelated solutions.

Rhythm as a principle of management organization means the execution of the same amount of work at equal intervals of time. Rhythm is ensured by the uniform distribution of work in time and space.

Continuity management processes means the absence of interruptions in the work of specialists or management units, as well as minimizing the “laytime” of orders or documents in the process of developing, making and executing management decisions.

Continuity in management processes at the enterprise is of particular importance due to their still insufficient regulation. It assumes a general methodological basis for carrying out work in various departments and levels of management, their standardized and unified design; requires an organic interconnection of processes directed at one object and proceeding at different times.

Direct flow management processes in the enterprise involves an orderly, purposeful movement of information necessary for the development and adoption of certain decisions; organization of relationships between different functional bodies management and clear interactions on hierarchical levels of management.

All of the above principles of organization of management at the enterprise complement and develop each other, interact with each other, generally ensuring the creation of a single, integrated, organically connected enterprise system in modern conditions of market management.

The word "function" means work, activity, duty. The functions performed in the production of goods and services at any enterprise are divided into executive and managerial (organizational).

Performing functions are carried out by employees of the enterprise in accordance with specific production tasks and their qualifications.

While doing managerial functions, synthesis (association) of employees of the enterprise is carried out to solve the tasks and coordinate their activities. It is the element of synthesis in managerial activity that mainly distinguishes the management function from the executive function. The functions of production management at the enterprise are an independent type of synthesizing activity of workers, which is due to the division of labor in the management of this production.

Manufacturing control at the enterprise it is the management of its most important components and parameters, scientific, technical, production and personnel potential.

Control functions- these are the types of activities through which the subject of management affects the managed object (production). The main problem of management in the enterprise is to identify factors that directly affect the production process. It can be said that almost all enterprises face management problems, but organizational approaches and methods for solving them are different.

In the process of management, all functions are in a system relationship. Therefore, each management function develops in the direction predetermined common goals enterprise and the tasks of its functioning in specific production and economic conditions. Naturally, this leads to a change in the content of each function. The changes are connected both with the problems of improving the entire enterprise management system and with specific problems, for example, in the field of organizing the management apparatus.

Despite the fact that there are disagreements in the literature on a number of management development problems (including the classification of management functions), in general, a single approach is generally accepted, which consists in dividing these functions into specific (private) and general, universal (basic).

Specific (Private) Functions management is aimed at solving specific problems of production and enterprise management (technological, production and economic, marketing, etc.). To perform these functions, functional management services are created at the enterprise, for the management of which chief specialists are appointed (chief technologist, chief economist, chief engineer, etc.). Accordingly, the management of subsystems in the enterprise is organized. Regardless of the level of management, managers of the enterprise should use about 40% of the time to perform their main management functions. The rest of their time is spent on performing all other functions (including communication, joint resolution of issues, communications, coordination, etc.).

It should be borne in mind that at the enterprise all management functions, economic levers and tools are closely interconnected in a single economic management mechanism. The enterprise as a socio-economic organization combines elements of the organizational structure, management functions and methods for their implementation in practice in a single economic complex. Some specific functions are performed continuously (for example, management decision-making); the other part (most of the functions) is carried out discretely, sequentially, repeating at certain intervals.

The above approach to the classification of management functions based on criteria that determine the features of the management object requires a clear allocation of a system of private management functions in an enterprise (for example, scientific and technical development, production, etc.) with the implementation of the corresponding priority tasks by the relevant functional services of the enterprise. Theoretically, these functions are considered in detail within the framework of special disciplines (for example, organization of production, quality management, investment management, etc.).

Within the framework of management, general, universal control functions. These include: planning, organization, motivation and control.

These general, universal (basic) functions reflect the content of the management process in any enterprise and do not depend on the specifics of the management object. They are implemented at all levels of enterprise management (higher, middle and lower) and in all types of its activities.

On fig. 3.3 shows the sequence of implementation of the main functions of the management process in the enterprise and the relationship of these functions with each other.

The interconnection of control functions shown in the figure is called external. However, along with it, there is an internal interconnection of these functions. It manifests itself in the fact that the elements of these functions are integral part each of them (modular principle). For example, the planning function contains elements of the functions of organization, control, motivation; function of the organization - elements of the functions of planning, control and motivation, etc.

Rice.

Consider the main content of each of the main management functions.

Planning- the first, most important function of the management process, which determines the goals of the enterprise and the means necessary for this; developing appropriate methods; which is the process of developing a plan (what needs to be done and by what methods). Planning also includes making forecasts of the possible direction of the future development of the object in close interaction with the external environment.

Planning is the process of determining priority areas development of the enterprise, the program of its actions to achieve them. Professional managers must be able to combine different kinds planning, taking care not only of the interests of the enterprise, but also of the interests of customers, business partners, society as a whole.

Organization- this is the process of streamlining the technical, technological, socio-economic, organizational and other subsystems of the enterprise at all hierarchical levels; formation of the structure of the control object and providing it with everything necessary for normal functioning (resources, personnel, equipment, buildings, finances). To organize means to create a certain structure (organizational structure). The function of the organization is implemented primarily on the basis of the principles of the implementation of management processes: parallelism, rhythm, continuity, continuity, direct flow (see Fig. 3.2).

The tasks of the organization as a function of the management process are:

formation of the organizational structure of the enterprise, establishing the interaction of its elements;

• creation of conditions for the formation of a certain organizational culture enterprises;
• organizing the development, adoption and implementation of decisions;
• organization of production, trade and other processes at the enterprise;
• ensuring the organization of production (including the provision of the production process with all types of resources);
• transformation (reorganization, reengineering) of the enterprise system in the course of development from a less organized to a more organized state;
• coordination as the basis for ensuring the harmony of individual efforts aimed at achieving the goals of the enterprise (sometimes coordination is singled out as an independent management function).

Motivation- a management function that acquires a particularly important role in the conditions of market relations as a process of stimulating people to activities aimed at achieving the goals of the enterprise. In other words, this is the process of encouraging oneself and others to work to achieve personal goals and the goals of the enterprise (according to the theory of the quality of the working life of personnel).

There are various methods of managerial motivation: socio-economic, psychological, administrative (imperious), moral, etc.

The manager must carry out the management function, the purpose of which is to develop the conscious, effective work of employees to achieve the goals of the enterprise, while allowing them to realize themselves as much as possible in the process of performing their functions. An important tool in this case is incentives (the process of using material and other incentives to motivate employees).

Control- this is a process of management activity, through which the head (manager) receives information about the actual state of affairs in the implementation of plans and decisions at the enterprise. Control is a quantitative and qualitative assessment (accounting) of performance results.

Control is Feedback between the managing and managed subsystems of the enterprise. It provides the ability to keep the enterprise on the planned path to achieve its goals through a systematic assessment, comparing the current results of the enterprise with the established planned targets and taking the necessary corrective actions.

Control is divided into preliminary, current and final. Control can be called effective if the enterprise actually achieves the desired (planned) goals and is able to formulate new goals that ensure its survival and development in the future.

The control system is based on modern, reliable and sufficiently complete information. Control is effective if it is specific, economic, timely, systematic and strategic; the principles of persuasiveness, publicity, mass character and participation of employees of the enterprise are observed.

Currently, enterprises and firms in the developed countries of the world and in Russia are becoming more and more popular with the process approach and the organization of professional consulting on management using it. Organizational process management systems are being introduced at enterprises, including actions to transform inputs and outputs; a subsystem for collecting information about process indicators, analyzing this information and making managerial decisions by persons responsible for the efficiency of processes; a subsystem for continuous improvement of process performance and corrective actions to eliminate the causes of deviations in the course of processes. Process indicators are integrated into a common system management accounting at the enterprise.

Production management methods in the most general form, they are ways to implement the functions of production management in an enterprise. These methods can be defined as a set of techniques and methods, the use of which ensures the effective functioning of the control and managed subsystems. production system enterprises.

Depending on the scope of application allocate general, system and local management methods. If the latter relate to individual elements management systems, then the general methods are practically applicable in any management processes of enterprises. System methods refer to specific management systems in enterprises.

By industry(fields of application) it is possible to single out the methods of management used in the state, corporate governance, industry, trade, business, etc.

The most widespread in the scientific and educational literature is the classification of management methods at enterprises, due to their content. According to the above classification, organizational, administrative, economic and socio-psychological methods of management at enterprises are distinguished. We emphasize that such a way of dividing production management methods is rather conditional, since they all have a set of common features and are subject to mutual influence. Only characteristic differences in the methods of influencing the control object allow us to consider each of them separately.

Organizational Methods create the necessary conditions for the functioning of the enterprise, logically preceding all the others. Through organizational methods, a specific enterprise as a socio-economic organization is designed, functions in time and space. At the same time, the necessary instructions, norms and standards are developed, the rights, obligations, rules of conduct of the enterprise personnel are determined. To organizational methods include the development of organizational projects, organizational planning, management, organizational briefing, organizing, generalization of organizational activities.

Administrative Methods have always been widely used at enterprises (especially under socialism, but under market economy conditions they have the right to exist, albeit on a more limited scale). These methods have a direct impact on the managed object through orders, instructions, operational and directive instructions, a system for maintaining production and labor discipline etc. These methods are regulated by acts of labor and economic legislation.

Administrative management methods are designed to:

• 1) ensure organizational clarity, discipline, efficiency of the management apparatus;
• 2) to maintain the necessary order in the work of the enterprise, to put into effect resolutions, orders and decisions of managers;
• 3) work with personnel, implement the decisions made.

Three forms of manifestation are realized within the enterprise administrative methods controls:

• a) mandatory prescription(order, prohibition, etc.);
• b) conciliatory recommendations (consultation, compromise resolution);
• c) recommendations-wishes (clarification, advice, suggestion, etc.).

Administrative methods differ from others in the clear targeting of directives, the obligation to comply with orders, instructions and instructions, failure to comply with which is fraught with the imposition of certain penalties on the perpetrators. As a rule, at the same time, the enterprise issues direct tasks and orders from managers to subordinates, which are aimed at complying with laws, regulations, decisions, orders and instructions in order to optimize production processes.

Thus, in the practical activities of enterprises, they are implemented in the form of specific non-variant production tasks for performers who have minimal independence in the performance of the assigned work. The disadvantage of administrative methods of management is that they are focused on achieving the desired results of activity, encouraging not initiative, enterprise, but mainly the diligence of subordinates.

In market conditions, management (in contrast to the above administrative methods) are most effective economic management methods. These methods involve not direct, but indirect impact on the control object. Performers are set goals, restrictions and a common line of conduct, within which they themselves determine the best ways to solve problems and tasks.

For the timely and high-quality performance of production tasks, a reward is established due to cost savings or additional profit. Since the amount of payments in this case directly depends on the result achieved, the employee himself is directly economically interested in improving the production process.

Socio-psychological methods are a set of specific ways of influencing personal relationships and connections that arise in work collective enterprise, as well as social processes in it. They are based on the use of moral incentives to work, influence workers through psychological techniques in order to transform production order to the inner needs of people. These practices are personal.

The main goal of applying these techniques and methods is to form a positive socio-psychological climate in the enterprise, as a result of which organizational, economic, social tasks are solved.

Socio-psychological methods involve two main areas of influence on the behavior of employees of the enterprise and increase their labor activity. On the one hand, they are aimed at creating a favorable moral and psychological climate in the workforce of the enterprise, on the other hand, they reveal the personal abilities of employees, contribute to their maximum self-realization in the economic activity of the enterprise.

Benefits of learning

• The program aims to train managers who are able to provide sustainable development and competitiveness of business in the context of globalization, transition to digital economy and innovative changes in business processes, armed with modern information technologies and methods of managing organizations
• The program combines fundamental knowledge and practical skills in making the most effective management decisions in an enterprise, using tools economic analysis
• Students on the program get the opportunity to create a flexible learning path through the choice of variable disciplines and electives.
• Undergraduates can form a learning path with an in-depth study of organization management methods, including in a crisis. This will allow them to master modern, focused on the best international experience, methods of production and operational management, effective supply chain management, gain deep theoretical knowledge and practical skills in making and implementing effective management decisions in the face of uncertainty and risks caused by socio-political, financial and economic and environmental factors, to master the methods of predicting the dynamics of the main financial and economic indicators at the micro, macro and meso levels used to improve the competitiveness of the business.
• Undergraduates can form a learning path that will allow them to study in depth the disciplines related to marketing and promotion of goods and services. This will allow them to acquire theoretical knowledge and practical skills in the development and implementation of marketing, pricing, personnel management strategies for an enterprise, master methods for developing and analyzing business plans for an enterprise, planning an assortment, creating competitive products, choosing promising markets, promoting products, studying methods for conducting marketing research and evaluation of their results using information technologies
• Leading teachers, as well as practitioners from leading Russian companies
• Part-time education allows you to successfully combine studies in the magistracy with practical activities, use the results of scientific and practical research to improve the efficiency of enterprises
• The educational program is developed taking into account professional standards and opinions of employers on the compliance of the competencies of graduates and labor functions in the field of professional activity

Notable teachers

• K. K. Richter - Doctor of Physical and Mathematical Sciences, Professor at the European University Viadrina, Head of the Department of Enterprise Economics and Entrepreneurship, a leading specialist in logistics and supply chain management, operational and production management
• I. A. Arenkov - Doctor of Economics, Professor, author of scientific papers, monographs on marketing, brand management
• V. V. Kovalev - Doctor of Economics, Professor, Head of the Department, the country's leading specialist in financial management, corporate finance, model convergence accounting
• E. N. Korsakova - Candidate of Economic Sciences, practicing specialist in the field of accounting and audit
• Yu. A. Malenkov - doctor of economic sciences, professor, well-known specialist in the field strategic management, has management experience in key sectors of the country's economy
• N. N. Molchanov - Doctor of Economics, Professor, participant in a number of international projects, area of ​​scientific and applied interests: methods of modern marketing, marketing in the information society
• V. V. Naumov - candidate of legal sciences, associate professor, practicing specialist in the field of information law
• N. V. Pakhomova - Doctor of Economics, Professor, specialist in the field of economics of industry markets and competition policy, innovative economy, food and environmental security

International relations

Master's students can gain experience of inclusive education at specialized faculties of leading universities in Europe, America and Asia as part of the international academic exchange programs of St Petersburg University:

• International University of Geneva (Switzerland)
• New York University (USA)
• community college Frederica (USA)
• University of Bielefeld (Germany)
• University of La Sapienza (Italy)
• University of Stockholm (Sweden)
• University of Tampere (Finland)
• University of Helsinki (Finland)

Main areas of research

• Development of work plans and programs for scientific research and development in the field of enterprise management of various organizational and legal forms, preparation of tasks for groups and individual performers
• Development of tools for ongoing research in the field crisis management, financial management, marketing; analysis of the results
• Preparing data for reviews, reports and scientific publications
• Collection, processing, analysis and systematization of information in the field of anti-crisis management, marketing, management; choice of methods and means for solving research problems
• Organization and conduct of scientific research in the field of crisis management, management, marketing, integrated marketing communications, Internet marketing
• Analysis of mergers and acquisitions
• Diagnostics of bankruptcy of enterprises
• Marketing Analysis markets, development of plans to promote products and services
• Analysis of the transformation of business models in the digital economy

Practice and future career

The basis of the economy is production; without it, it is impossible to carry out exchange, consumption and trade. The purpose of economic activity is to increase profits. Depending on the approach to the management process economic activity distinguish four types economic systems:

• Traditional. The main component is traditions, on the basis of which it is decided what to produce and for whom. It is characterized by backward production technology and a low standard of living of the population.
• Command. All economic decisions are made by government officials. The main goal - increasing the efficiency of production is missing, the main task of economic entities is the implementation of the plan.
• Market. It is characterized by free competition and the predominance of private property. The distribution of resources is carried out by changing prices in the market. The main task of enterprises is to make a profit.
• Mixed. It combines all types of economic systems, which allows you to apply the advantages of one type, compensating for the disadvantages of another.

Management has a close relationship with the economy, but is a separate science. Management is aimed at creating, designing and implementing an organization development plan in order to maximize the potential profit of the company. Management studies the management of certain components of economic activity.

Management economics is one of the most important components of economic science. It is based on methods to achieve the desired result in individual industries or within a particular subject. Management is used within the framework of microeconomics, as it is designed for producers of goods and services.

The concept and functions of management

Management is the ability to manage the activities of a company or production processes at the enterprise. The main goal is to obtain competitive products that bring profit. Management functions management are in the leadership:

• Staff. Control labor activity, encouraging employees to achieve their goals.
• Sales of products. Search for consumers of goods and services.
• Production technology. Search for new equipment and introduction of advanced production technologies.

Economic activity. Creation and control of a system that produces high-quality competitive products. Realization of goods and services on the market.

Department "Economics and management at the enterprise in the field of service"

I.Yu. Levitin

Enterprise economy

Guidelines
for the implementation term paper

for students of specialty 060800

"Economics and management at the enterprise

(in the service sector)"

St. Petersburg

Approved at a meeting of the department "Economics and management of a service enterprise", protocol No. 3 dated 10/18/2005.

Approved by the Methodological Council in the specialty 060800, protocol No. 4 dated October 29, 2005.

Enterprise economy. Guidelines for the implementation of course work for students of the specialty 060800 "Economics and management at the enterprise (in the field of service)". - St. Petersburg: Publishing House of St. Petersburg State University of Economics, 2006. - 43 p.

Compiled by: Cand. economy Sciences, Associate Professor I.Yu. Levitin

Reviewers: Cand. economy Sciences, Associate Professor E.E. Sharafanova;

cand. economy Sciences, Associate Professor E.V. Yaluner

Scientific editor: Dr. Econ. Sciences, Professor V.N. Solovyov

Ó St. Petersburg State University

service and economy

1. Goals and objectives of the course work ... 4

3. Choosing a topic and preparing a task for term paper 8

5. Guidelines for the implementation of the practical part of the course work ... 21

5.1. essence of franchising. 21

5.2. Determining the amount of investment to create a new business. 22

5.2.1. Determining the amount of investment in the formation of fixed assets of the enterprise. 22

5.2.2. Determining the amount of investment in the formation of intangible assets of the enterprise. 23

5.2.3. Determining the amount of investment in the formation of working capital of the enterprise. 24

5.3. Formation of the enterprise's balance sheet and identification of sources of investment financing. 26

5.4. Calculation of economic efficiency. 28

5.5. Determination of current expenses. thirty

5.6. Costing and pricing
for goods and services. 34

5.7. Determination of the company's income and financial results of its activities. 36

LITERATURE.. 38

APPENDIX 1. 40

APPENDIX 2. 41

Goals and objectives of the course work

"Economics of the enterprise" is one of the first major disciplines in the system of training an economist-manager in the specialty 060800 "Economics and management at an enterprise in the service sector". The purpose of the course is to study the modern economic mechanism that ensures the life of an enterprise in a market and competitive environment, the acquisition of basic theoretical and practical skills necessary for the successful development of all disciplines of the specialty that form a specialist whose activity is "aimed at ensuring the functioning of enterprises of all organizational and legal forms in order to rational management of the economy, production and social development, taking into account the industry specifics of equipment, technology, organization of production..." ( state standard specialty 060800). This course lays the student's basic concepts of the enterprise as a whole in relation to external environment, about the internal structure of the enterprise, its main functional systems and their interaction, giving a complete picture of the main definitions and concepts, which will be further studied in more detail in special courses.

As a result of studying the discipline, the economist-manager must:

Legislative and regulatory legal acts regulating the activities of the enterprise;

Domestic and foreign experience in the field of enterprise economic management;

Forms and Methods economic management enterprise in modern business conditions in Russia;

Be able to independently and creatively use theoretical knowledge in the process of subsequent training in accordance with the curriculum.

2. Own:

Special economic terminology and vocabulary of this discipline;

Skills in calculating the main economic indicators of the enterprise;

The skills of self-mastery of new knowledge on the theory of enterprise economics and the practice of its development.

Course work provides an opportunity not only to expand, systematize and consolidate the knowledge gained by students in the process of studying the course, but also to gain experience in using reference, regulatory materials and literature data. This is the first research work in the process of studying at the university, which is equivalent in complexity to the study of the course and is assessed by a separate self-assessment. Grades for term papers in without fail reflected in the extract to the diploma in a separate section.

The main purpose of the course work is the formation of students' skills in conducting research work.

Main goals:

Formulation of the problems of work and systematization of methods for its solution;

Developing the skills of searching for normative reference and educational literature on a given topic;

Independent theoretical study of methods of economic management of enterprise resources;

Analysis and comprehension of the studied material, its structuring in accordance with the work plan, competent execution of the abstract;

Development of practical skills for performing economic calculations and their analysis, necessary for the adoption of competent business solutions;

Development of skills of competent registration of the results of the work carried out;

Gaining experience in open defense of your work.

The content of the course work depends on the subject of development, the individual task of each performer and the specific task that is determined by the topic of the work. However, in all cases, the main content of the work is presented in the form of an explanatory note, which should give a complete picture of the purpose of the work, the tasks solved by the student, the calculations carried out by him and the conclusions drawn on their basis. For each area of ​​work in the explanatory note, a separate section is allocated, which briefly outlines the necessary theoretical material and provides calculations based on it. However, it must be remembered that this single work and practical and theoretical parts in it form a single whole. An explanatory note is being drawn up in a binder folder, on sheets of A4 format (size 297x210), all pages, tables, illustrative material must have through numbering, listing of used literature necessarily. Table 1 shows the approximate content of the work, which, depending on the topic, can be changed both in structure and in volume.

Table 1

Approximate content of the course work

Full-time students work outside the classroom and defended during the test week. Successful defense of a term paper is necessary condition to allow the student to take the course exam. Students of the correspondence department work during the period between sessions in parallel with the study of theoretical material. The defense of the term paper is carried out according to the schedule of the test-examination session and, as a rule, immediately precedes the passing of the exam for the course.

Work should be started only after carefully reading the guidelines and studying the relevant literature.

After choosing a topic and receiving an assignment for a term paper, full-time students, together with the supervisor, draw up a work schedule that reflects the main stages and deadlines, including the final stage - the defense of the work. An approximate calendar work schedule for 4 semesters of study lasting 18 weeks is presented in Table 2.

table 2

Approximate calendar schedule
course work

Students of the correspondence department plan their work on their own, adhering to study schedules. The deadlines for submitting term papers for verification are determined by the teacher during the orientation lecture.

The defense of the course work is the final stage of the student's work and is very responsible. At the same time, two points stand out: compliance with the calendar deadlines for submitting an explanatory note for verification and the successful defense of the solutions proposed in it. In the process of work, the student can receive comments and advice from the supervisor on the set days and hours. In case of incorrect execution and errors made in the work, the student is notified about this and must correct explanatory note in accordance with the comments. Subsequent verification and admission to protection are carried out taking into account the above requirements.

Works that reflect the requirements of the task for the term paper and the successful solution of the tasks set are allowed for defense. The teacher who checks the work makes a mark on the title page about the check and admission to the defense. Protection is carried out on days and hours appointed by the head. The student briefly outlines the task assigned to him, the analysis of the state of the issue, methods for solving it and specific results of the work. After that, the head or those present at the defense can ask questions of interest to them about this work. The answer should be clear, concise, with the competent use of special vocabulary. The lack of answers to questions, even if there is work done in accordance with all the requirements, leads to an unsatisfactory grade for the course work.

The assessment is made according to the established point system(excellent, good, satisfactory). In case of failure, the student should receive recommendations on how to eliminate defects in the work with the aim of a successful subsequent defense. By decision of the head in some cases, it can be determined new topic and assigned to another job.

3. Choosing a topic and preparing a task for a term paper

The task for the term paper is formed by the student independently on the basis of the standard task given in Appendix 2 and the information in this section. It is agreed with the manager.

When checking the work, the teacher evaluates the correctness and completeness of the work performed, its compliance with the task and makes a mark on the admission of the work to the defense.

The general theme of all term papers is "Enterprise resources and its financial and economic activities", however, each student has the opportunity to deepen and expand their knowledge in one of the areas based on their interests, so the topic of a particular term paper will correspond to the topic of the essay made by the student.

Approximate topics of term papers:

1. Enterprise property. Analysis of the effectiveness of its use.

2. Fixed assets of the enterprise. Ways to improve the efficiency of their use.

3. Intangible assets of the enterprise. Ways to improve the efficiency of their use.

4. current assets enterprises. Ways to improve the efficiency of their use.

5. Labor resources of the enterprise. Ways to improve the efficiency of their use.

6. Forms and systems of remuneration. Wage fund, methods of its planning.

7. Income of the enterprise. Enterprise pricing strategy. Ways to increase income.

8. Enterprise expenses. Ways to reduce costs in the enterprise.

9. Basic principles of formation and distribution of profits in the enterprise.

10. Financial resources of the enterprise. Financial resource management system at the enterprise, methods for evaluating the effectiveness of use financial resources enterprises.

The student independently chooses a topic and coordinates it with the supervisor of the course work, after which the approximate content of the theoretical part of the work is determined based on clause 4 of these guidelines and recommendations of the supervisor. The topic may differ from the proposed list if it is related to the scientific interests of the performer or his supervisor. In this case, it must be agreed with the head of the course work and correspond to the subject of this course.

The practical part of the work consists of 2 tasks performed according to options. Choice of option carried out by the first letter of the full name of the student:

Variables are used in the source data:

B - option number;

G - the last digit of the year in which the assignment for the test was issued (if it is "0", then G \u003d 10)

Task 1.

Based on the initial data given below, it is necessary to evaluate the economic efficiency of creating an enterprise operating under a franchise agreement and a simplified taxation system. The calculation should be carried out using a static method, rounding all intermediate results to the nearest thousand rubles.

The solution of this problem involves the following stages of work:

1. Determining the amount of investment to create an enterprise

a. Determining the need for fixed assets

b. Determination of stock requirements and quantities working capital

2. Determination of the amount of the authorized capital.

3. Formation of the planned balance of the enterprise at the time of its commencement of work, determination of sources of investment financing.

4. Planning the financial results of the enterprise for the first and subsequent 4 years

5. Calculation of indicators of economic efficiency of creating an enterprise

Initial data:

To conduct business under a franchising agreement, LLC "Intellect" is created. Calculation of efficiency is carried out at the rate of 5 years of operation of the company. Conventionally, it is considered that the creation of a company and the formation of property is carried out at the end of the year, and current activities begin at the beginning of the next year.

The authorized capital of the company is formed by two founders. The first provides the necessary fixed assets and its share is 50+V%. The second founder contributes his share in cash. The amount missing to start the activity is taken from the bank on credit for 2 years under (15+V)% per annum.

The franchise agreement provides:

1) one-time franchise payment (intangible asset);

2) monthly payments (royalties) as part of current expenses;

3) the mandatory availability of certified specialists (the costs of certification and training of specialists from the franchisor should be taken into account as part of investments in working capital).

Prior to the commencement of activities, the following expenses must be incurred (investments in the establishment of the enterprise, from which the property of the enterprise is formed):

1. Register a company. To register this enterprise, the founders use the services law firm, which performs all the necessary actions to form the package constituent documents and business registration. The cost of her services is 8+B) thousand roubles.

2. Conclude a franchise agreement and pay the franchise in the amount 10+G thousand roubles.

3. Conduct training and certification of personnel at the franchisor
(G+5 specialists in 10*B thousand roubles. for each).

4. Make an advance payment for the rent of the premises in the amount 500+B*10 thousand roubles.

5. Repair the premises - 50+G*10 thousand roubles.

6. Purchase the necessary property.

7. Create stocks of goods, components, tools and spare parts. The purchase of goods for resale is carried out from the franchisor on credit with a payment period of one month. The first purchase of all stocks is carried out in an amount equal to the planned standard. When calculating the standards, consider a month as 30 days, a year as 360 days. Insurance stock of all kinds AT days.

9. Provide availability Money for unforeseen expenses in the amount of 2 * In thousand rubles.

The company operates under a simplified taxation system and pays a single tax - 15% of the excess of income over expenses.

Results of economic activity of the enterprise:

Interest on a bank loan must be added to the expenses of the first and second years of work.

Task 2.

Based on the initial data given in Table 3, calculate the results of the economic activity of an enterprise that manufactures roll-curtains and blinds to order. The company has 1 manufacturing facility and a number of receiving points where orders are received and issued.

To simplify the calculations, the following conditions are introduced:

Pricing and accounting is carried out in conditional products;

Depreciation is calculated using the straight-line method with a depreciation rate of 20%.

Use the following work plan:

1. Make a cost estimate for production.

2. Make a cost estimate for 1 conditional product.

3. Determine the cost of technological, production, full, the amount of conditionally fixed and conditionally variable costs.

4. Set a price for a conditional product based on the planned level of profitability. For further calculations, round it up to whole rubles.

Table 3

Initial data for solving problem 2

Attention! When performing calculations, it is necessary to pay attention to the units of measurement indicated in the initial data.

Attention! Part of the initial data can be replaced by the teacher at the installation lecture.

AT this section You need to complete an essay on a given topic. The volume of the abstract is not limited. The minimum content of the abstract is determined by the use of all didactic units indicated in the transcript of each topic. The necessary literature is selected by the student independently. Be sure to use the regulatory and legislative documents that are relevant at the date of the work. The wide use of Internet resources is encouraged (except for the use of ready-made abstracts) with the obligatory indication of links to sites. The minimum set of literature and normative-legislative acts is available at the end of the guidelines.

When using literature, the student must critically evaluate the material, choose the most basic, necessary for work. It is better to express it in your own words, taking into account the current situation in the Russian economy. Remember that the economy of our country is developing dynamically, organization and service technologies are constantly updated, regulatory the legislative framework the market is improving. Acquaintance with the modern regulatory and legislative framework governing the activities of the enterprise in modern Russia, is mandatory.

The student is obliged to master the chosen section of the course more deeply than it is set out in the basic textbook for the course "Economics of the Enterprise", freely use all economic terms that are used in the work, study well the regulatory and legislative framework and understand the essence of the problems facing enterprises and a specific area of ​​study.

The first stage of work on the topic should be considered familiarization with special literature in the library. After conducting a bibliographic search and reading the literature, it is necessary to compile rough plan abstract. The plan, together with the compiled list of references, is best agreed with the supervisor of the work before the start of the abstract. The teacher can make changes to them in order to more fully disclose the topic, clarify the sequence of presentation of the material, check whether you have found all the necessary regulatory and legislative documents. Consultation with the manager this stage work will save you from unnecessary work or the need to refine the abstract.

The abstract must:

Demonstrate the student's ability to independently analyze scientific sources;

Show the ability to collect, process and analyze statistical information on the problem under study;

Conduct an assessment of the accumulated domestic and foreign experience solutions to the problem under study;

Provide for the relationship between theoretical and practical aspects of the problem under consideration;

Further, the main didactic units are revealed, which must be reflected in the abstract specifically for each topic. These didactic units are obligatory for disclosing the topic of the abstract, their use is obligatory. Broader coverage of the topic of the work is encouraged.

Topic: Enterprise property. Analysis of the effectiveness of its use.

The property of the enterprise, its reflection in the form 1 of the balance sheet of the enterprise. The composition of the property of the enterprise, a brief description of the main elements of the asset balance of the enterprise. Sources of formation and replenishment of the property of the enterprise and their reflection in the liability balance: authorized, additional and reserve capital, trust funds, short-term and long-term liabilities.

Financial results from the use of the property of the enterprise, their reflection in the form 2 of the balance sheet of the enterprise. Profit as the main source of education and replenishment of the property of the enterprise.

Methods for analyzing and evaluating the efficiency of using the enterprise's property based on the data of the enterprise's balance sheet.

Topic: Fixed assets of the enterprise (PF). Ways to improve the efficiency of their use.

OF composition. OF structure. Active and passive part of OF. FC cost (initial, residual, recovery, balance sheet, liquidation, market). Grade average annual cost OF. Goals and objectives of the re-evaluation of the OF. Sources of formation and replenishment of fixed assets (own, borrowed, attracted - rent and leasing).

Depreciation of fixed assets, types of depreciation.

Depreciation. depreciation rate. depreciation methods.

Generalizing indicators of the effectiveness of the use of fixed assets (capital productivity, capital intensity, profitability of fixed assets). Private indicators of the use of OF.

Ways to improve the efficiency of using OF.

Topic: Intangible assets of the enterprise (NA). Ways to improve the efficiency of their use.

Criteria for classifying the property of an enterprise as intangible assets (IA). Composition of NA. Intellectual and industrial property. The cost of NA, methods of its assessment. Sources of education and replenishment of NA.

Depreciation ON.

Methods for creating and using intangible assets (branding, franchising, etc.)

Efficiency indicators of NA use.

NA control methods, ways to improve the efficiency of NA use.

Topic: Current assets of the enterprise. Ways to improve the efficiency of their use.

Working capital (ObS). negotiable production assets. circulation funds.

Circulation of working capital. Working capital turnover. Coefficients of turnover and loading of working capital. Turnaround time. Relative and absolute release of working capital.

Standardized and non-standardized working capital. Types of reserves and the formation of stock standards. Calculation of standards for certain types normalized working capital and the required amount of working capital.

Own, borrowed and attracted sources of education and replenishment of working capital. Sustainable liabilities as a specific source of replenishment of working capital. Assessment of the value of own working capital and current financial needs of the enterprise.

Impact of working capital management on final results enterprise work. Ways to reduce the required amount of working capital.

Topic: Labor resources of the enterprise. Ways to improve the efficiency of their use.

Labor resources. Their features.

Quantitative characteristics (list, unofficial average headcount personnel). Qualitative characteristics of labor resources (staff structure, professional and qualification structure of personnel, staffing).

Fund of working time and its use (calendar, nominal, effective fund of working time, planned and unproductive losses of working time, average duration of a work shift).

The concept of labor productivity. The main indicators for assessing the level of labor productivity (production, methods for its determination, technological, production, full labor intensity, maintenance and management labor intensity). Dynamics of labor productivity growth.

Planning the number of personnel based on production standards and service standards.

The main ways to improve the efficiency of the use of labor resources of the enterprise (organizational-technical and socio-economic).

Topic: Forms and systems of remuneration. Wage fund, methods of its planning.

Salary (basic, additional, remuneration).

Tariff and non-tariff systems of remuneration. The principle of calculating wages in the tariff-free system of remuneration. Components tariff system wages ( tariff scales, rates, tariff-qualification guides).

Tariff forms. Time (by types) and piecework (by types) forms of remuneration. Methods for calculating hours tariff rates and rates. Restriction on the use of piecework wages.

Wage fund, its components. Methods of planning the wage fund.

Topic: Enterprise income. Enterprise pricing strategy. Ways to increase income.

The essence of the concept of "enterprise income", classification of income.

The legal meaning of the term "implementation". Methods for estimating proceeds from the sale of products (services) for tax purposes (for shipment and payment). Nomenclature and range of products (services).

Product price. Price types. Pricing principles (based on competitors' prices, based on consumer value of goods, based on production and sales costs). Calculating the price of products (services). State regulation prices for socially significant goods and services. Formation of the pricing strategy of the enterprise.

Factors affecting the amount of income of the enterprise and ways to increase income.

Topic: Enterprise expenses. Ways to reduce costs in the enterprise.

The essence of the concepts of "expenses", "costs", "costs".

Enterprise expenses. Their classification in accounting.

The cost of production and its composition by cost elements.

Direct and indirect costs. Unit cost of production (service). Formation of costing for goods. Types of cost - technological, workshop, factory, production, full.

Costs are conditionally variable and conditionally fixed. Influence of the volume of production on the amount of expenses of the enterprise and the unit cost of production. The essence of the scale effect. Determining the critical volume of sales.

Ways to reduce costs in the enterprise.

Topic: Basic principles of formation and distribution of profits in the enterprise.

Profit, its economic content.

Form 2 of the balance sheet of the enterprise as a source of information on the formation of the profit of the enterprise. Types of profit (gross, from product sales, balance sheet, net).

The value of profit for the enterprise. Factors affecting the amount of profit.

The procedure for the distribution of profits. Specialized funds formed from the profits of the enterprise.

Topic: Financial resources of the enterprise. Management system of financial resources at the enterprise, methods for evaluating the effectiveness of the use of financial resources of the enterprise.

Finance. Functions of finance. Financial mechanism, its methods and levers.

Financial resources of the enterprise. Their formation and use. Financial relations of the enterprise with contractors, consumers, other enterprises, insurance organizations, the banking system, the state, higher management structures.

Financial management system at the enterprise. Services and divisions of the enterprise that are involved in the management of financial resources. Rationing, control, distribution as methods of enterprise financial management. Influence of state policy on the financial mechanism of the enterprise.

Assessment of the effectiveness of the use of the financial resources of the enterprise (assessment of the effectiveness of the current economic activity of the enterprise, assessment of the effectiveness of the investment activity of the enterprise).

Essence of franchising

Franchising is a business organization in which a company (franchisor) transfers to an independent entrepreneur or company (franchisee) the right to sell the product and services of this company.

Effective management largely depends on the efficiency of enterprises. Leading cadres are our everything. Where are they prepared? What can future students get from the specialty "Economics and Management at the Enterprise"? What are the job prospects? We will talk about all this in the article.

general information

So, the specialty "Economics and Management at the Enterprise" is a universal specialty, which allows you to master the methods and techniques effective organization production, doing business, achieving maximum results through least cost and teaches how to maintain strategic competitiveness. What profession do people who have completed the training master? They receive the specialty of an economist-manager. In fact, it is an integrator of basic business processes that take place in an enterprise. Although not only that. But first things first.

What are the prospects?

What does "Economics and management at the enterprise" give? Who to work after training? In fact, this is leadership training. During training, a person acquires theoretical knowledge, skills and abilities, which will help to develop a strategy for the development of an organization in market conditions, manage investments and developments, capitalization growth, optimally allocate resources in accordance with the established priority, analyze and assess the financial condition of the enterprise.

Specialists of this profession study the basics of rational production management, social development companies, taking into account their industry specifics, work technology and economy. This allows you to work at different enterprises, in design organizations, bodies government controlled and local structures, as well as in educational and research institutions. Positions held - from an investment specialist to a wide range of economists, so to speak, for all occasions.

Tasks to be solved

What kind professional problems will be able to solve a person who has studied in the direction of "Economics and management at the enterprise"? Higher education will allow you to solve the following tasks:

1. Forecast and plan the activities of organizations with different forms property.
2. Training business case for investment and development.
3. Managing the activity of the subject.
4. Develop strategies for the development of the organization.
5. Evaluation of the results of the work of the structure.
6. Analysis of the organization's activities.

Particular attention is paid to rational use available options. People are being trained to ensure the effective implementation of programs and projects. They are faced with the task of organizing the process of creating an aggregate social product, as well as a national income. Specialists after graduating from the Faculty of Economics and Management at the enterprise will be able to engage in organizational, managerial, design, analytical, financial, foreign economic, entrepreneurial, research and educational activities.

Where can you get it?

Now there is a trend towards the universality of universities, when they provide training in a variety of specialties, some of which are not targeted within the framework of the original doctrine. Therefore, it is advisable to focus on the most prestigious establishments. Of course, in order to enter them, you must have good scores and, more importantly, knowledge. Where can "Economics and Management at the Enterprise" be mastered? Universities offering this service:

1. Academy MNEPU.
2. MEPhI.
3. Bauman State University.
4. International Academy of Business and Management.

like this small list. Many may have the impression that one can master this specialty only by moving to Moscow. This is not true. Training in this specialty is also provided by many regional higher educational institutions. Of course, many would like to have a prestigious diploma. But the most important thing is knowledge. Teachers will not consider all aspects, and much attention will have to be paid to self-education. This is even provided for in modern curricula. The direction "Economics and enterprise management" is no exception to this. The institute can tell you which direction to move in, but you will have to study on your own. And probably for the rest of your life.

A little about future work

The qualification of the specialty sounds like “economist-manager”. If you translate the meaning into Russian, you get a business manager-manager. Where can the acquired knowledge be used? Conditionally, the following directions can be distinguished:

1. Entrepreneurship.
2. A skilled worker involved in the management structure.
3. Advisor.

Each of these areas has its own specific features. And for a better understanding of the situation, they will be considered separately.

Entrepreneurship

What is the essence of economics and enterprise management? Education within this area allows you to gain basic knowledge about economic processes, the terminology used and a number of other points from which the foundation for confident activity in this area is cemented. If you have an idea of ​​​​how everything works, then you can independently try your hand at the field of entrepreneurial success. And here it is not at all necessary to start everything from scratch and reinvent your wheel. You can take advantage of the developments of other organizations and structures by purchasing a franchise.

The only thing without which it is difficult to start is capital. But if the work is carried out in the service sector, then this is not so critical. Of course, it will be quite difficult to go far on one theory. It is also necessary to have practice and an idea of ​​the real state of affairs. Of course, no one will let you manage the enterprise in this case. But who said that this is exactly what is needed? It is necessary to look for the opportunity to observe the processes in order to get a real picture of the operation of the enterprise. Even if it is possible to just carry important pieces of paper, this is also progress. After all, a really interested person will be able to study them, memorize and evaluate the actions taken, which will allow them to more confidently start working for themselves. Of course, you can do without all this, and, having determined the scope of work, begin to act.

skilled worker

In this case, a person gets a job at an enterprise in order to gain experience and make a career. It is not necessary to think that all life will be spent within one structure. Long gone are the days when people worked for decades at the same enterprise. Therefore, having gained experience, you can try yourself in another enterprise. Initially, it is hardly worth counting on receiving critical assignments where you can significantly prove yourself. A good reputation and experience are waiting for years. Although just hoping that the opportunity to prove oneself will appear from the sky is not necessary. We need to find ways to get to the top. This can be achieved by conscientiously fulfilling one's duties, showing initiative, analyzing the current situation and giving good advice. But at the same time it is necessary to take into account the existing realities. Perhaps the manager does not want to say goodbye to such a good employee. Such a possibility, alas, also exists. If it is impossible to advance and grow, it is better to take a step back, look around and decide to move to another company.

You can work not only for your own company, but also for another, acting as an investment consultant. In this case, it is necessary to be able to soberly and objectively assess the situation that has developed in another organization, and provide your own recommendations for decision-making. Over time, you can "cross" this occupation with entrepreneurship.

let's consider small example. There is such a fairly well-known investor - Warren Buffett. This is one of the richest people in the world. Initially, he also worked as an investment advisor. Gradually, he began to invest part of the money he earned in the same thing that he recommended to his clients. The result of this approach, multiplied by knowledge, is clearly visible to all of us - Warren Buffett is rightfully considered one of the richest people on earth and an extremely successful investor. Of course, it is not given to everyone to repeat his path. But at least it's worth trying. Even if you fail to reach its heights, it is quite possible to become a millionaire, which is not something out of the ordinary and fantastic.

Finally

So why choose this specialty? And where to do? Applicants must find answers to these questions on their own. If you need knowledge to organize your own business, if you have talent in working with other people, if you have discipline and a desire to work, then this is certainly a very useful specialty. It is also suitable for people with mathematical and analytical skills. But it should be remembered that you need to go where there is interest, and it is important to study well. This does not mean memorizing the material, but understanding it and understanding why everything is so. It is by understanding the connections, causes and effects that one can act optimally. In addition, a person who can quickly find a problem and describe it in an accessible language for everyone else is clearly a valuable shot.