Departments of economics and management at the enterprise. Professional retraining program "Economics and Enterprise Management". Who can work

The basis of the economy is production, without which it is impossible to carry out exchange, consumption and trade. The goal of economic activity is to increase profits. Depending on the approach to the management process economic activities there are 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 a backward production technology and a low standard of living of the population.
Command. All economic decisions are made by government officials. The main goal is to increase the efficiency of production, the main task of economic agents is to fulfill the plan.
Market. It is characterized by free competition and the predominance of private property. The allocation 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 makes it possible to use the advantages of one type, compensating for the disadvantages of another.

Management has a close relationship with economics, but it is a separate science. Management aims to create, design and implement an organization's development plan in order to maximize the potential profit of the company. Management studies the management of certain components 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 specific entity. 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 an enterprise. The main goal is to obtain competitive products that make a profit. The managerial functions of management consist in leadership:

The staff. The control labor activity, incentivizing 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.

Question No. 13. Indicators of the efficiency of using fixed assets

The efficiency of using fixed assets is assessed by a system of indicators. one of the most important among them is the return on assets. it determines the ratio of the volume of production in monetary terms to average annual cost fixed assets.

The reciprocal of the return on assets is called the capital intensity of production. It is determined by the value of fixed assets per unit of annual production output. The return on fixed assets is calculated using the formula

where

Pr-profit, million rubles the profitability of production is determined by the formula

where the value of the normalized working capital... the utilization factor of production capacity is calculated by the formula:

where OP is the actual volume of production in conditionally natural, natural indicators; PM is the production capacity of the enterprise in the same units. the indicator of extensive use of machines and equipment characterizes the degree of their use in time and is determined by the ratio of the actual operating time of machines and equipment to the calendar, regime, planned

The calendar operating time of machinery and equipment is the time during which it is included in the existing fixed assets. operating time adopted for the given enterprise scheduled time equal to the regime minus the number of hours provided for scheduled preventive maintenance. The indicator of intensive use of machines and equipment characterizes their use per unit of time and is determined by the ratio of the actual performance of the machine per unit of time to the technical or planned

The use of machinery and equipment, both in terms of time and power, is characterized by the integral load indicator, determined by the product of indicators of extensive and intensive use of machinery and equipment. As additional indicators of the use of machinery and equipment, the shift factor is used - the ratio the total Machine shifts worked in all shifts by machines or equipment of this type, to the planned time fund:

- the actual number of working hours of the machine; n is the number of working days; -the duration of the shift; M is the average number of cars. indicators of the efficiency of using fixed assets can be due to:

improving the organization of production, labor and management, eliminating unplanned downtime

reducing the time and improving the quality of repairs

involvement in the work of idle fixed assets

modernization and automation of equipment

professional development of personnel

improvement of technology and technology

increase in the load and throughput of equipment

increase in the shift work of the OPF

Question number 34

The concept of cost final product enterprises. Cost classification

Classification of production costs

The grouping of costs by economic elements is reflected in the estimate of costs for the production and sale of products (works, services). It collects the costs of a common economic content, according to their natural purpose. The cost estimate includes the following elements:

1) raw materials, basic materials, purchased semi-finished products, components (excluding returnable waste);

2) auxiliary and other materials;

3) fuel from the side;

4) energy from the outside;

5) basic and additional wages;

6) deductions for social needs;

7) depreciation of fixed assets;

8) other cash expenses. The classification of costs by economic elements is important for an enterprise. The estimated cost profile allows you to determine the total amount of various types of resources consumed by the enterprise. On the basis of the estimate, the sections of the production and financial plan of the enterprise are linked: for material and technical supply, for labor, the need for working capital is determined, etc. The cost estimate calculates the cost of gross production, change in the balance of work in progress, write-off of costs to non-production accounts.

The concept of the cost of production, types of cost

The cost of products (works, services) is a cost estimate of natural resources, raw materials, materials, fuel, energy, fixed assets used in the production process of products (works, services), labor resources, as well as other costs for its production and sale. The prime cost reflects the amount of current costs, which are of a production, non-capital nature, ensuring the process of simple reproduction at the enterprise. The cost price is economic form reimbursement of consumed factors of production.

There are several types of costs depending on the cost center:

1. Technological cost (costs of raw materials and materials (excluding returnable waste), costs of auxiliary materials, costs of purchased semi-finished products, main and additional salaries of main production workers, UST, costs of developing new types of products, costs of maintaining and operating equipment)

2. Shop cost - technological cost + shop costs.

3. Production cost = 1 + 2 + general plant costs

4. total cost of production = 1 + 2 + 3 + selling expenses.

Practical part

Problem number 1

The initial cost of the OPF is 100 currency units. The depreciation rate is 20% per year. Determine the annual depreciation amount for each year of the OPF service over 5 years using the straight-line method and the sum of years method.

1.determine the annual amount of depreciation for each year of the OPF service using the straight-line method:

provided that depreciation should be charged monthly then 20% of 100 * 20den. units 20: 12 = 1.7 in equal amounts

2.determine the annual depreciation amount for each year of the OPF service for 5 years using the sum of years method:

Problem number 2

Conditionally fixed costs make up 30%. С / с unit is equal to 150 USD That is, the profitability to s / s is 20%. How to change the profit from sales with an increase in production by 30%.

We find the value of the conditionally fixed costs in rubles

what part of 150r. is 30%

We calculate the cost of production without values, conditionally fixed costs 150-45 = 105

An increase in production by 30% means an increase in production 1.3

since with an increase in the volume of products, only conditionally variable costs have changed, then

total costs with an increase in the volume of manufactured products are: 137.5 + 45 = 181.5

profit in the production of 1 unit. is 30 p.

profit to change for the production of 1.3 units. if we know that the unit price is 180 (150 + 30 = 180)

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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 guide people in the organization;
b) the area of scientific knowledge in management as the basis for professional management activities;
c) the process of planning, organizing, directing and controlling to achieve the objectives of the organization through the efficient use of its resources.

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

The term "management" (English, "management") of American origin and literally into Russian is not translated. In Russian, this term is similar to the concept of “management”. When 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 an impersonal management system.

IN Russian Federation the term "administration" usually refers to bodies executive power at the regional level, municipality, city, district. In addition, this term also applies to higher bodies 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 Russian literature can be defined as one of the main directions modern management, studying administrative and administrative forms of management.

In English-speaking and other market-oriented countries, the term "management" is always used in the management of economic activities. Summing up, 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) in conditions market economy... This is independent view professional activity aimed at achieving the intended goals of the 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 effective management of any types of economic activity aimed at making a profit and solving the socio-economic problems of the enterprise.

Management as an acceptance process 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 viewed as the science and practice (art) of enterprise management. At the same time, the science of management manifests itself in the formation of scientifically based principles and methods for effective enterprise management, and art is its practical manifestation, reflecting the possibilities creativity managers and the implementation of the latter in the implementation management processes.

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

but) 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, that is, purposeful actions carried out by leaders and managers in a certain combination and sequence and contributing to the solution of problems facing the work collective. The complexity of the managerial work of managers is characterized by the need to independently, quickly and often with a certain risk make appropriate decisions, bearing full responsibility for their consequences. Effective management requires the formation and maintenance of a high organizational and corporate culture, 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 the overall quality improvement (TQM), which is achieved only with the interested participation of all personnel of the enterprise (for more details see subsection 3.4-3.5). The quality of enterprise management is determined by the quality of labor 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 interacting control and controlled subsystems 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 tax authorities and etc.).

Rice. 3.1.

In general, the complex of interaction of direct and feedback links functions with the help of a management management mechanism, which includes a set of principles, rules, methods, functions, norms, procedures for the implementation of managerial actions and control over the implementation of tasks assigned to the labor collective of the enterprise.

The boundaries between the two subsystems are rather arbitrary. IN general view under control subsystem it is possible to understand that part of the general enterprise management system that develops, accepts and translates management decisions, influencing their implementation. To do this, she uses such controls as planning, organization, incentives, control. This subsystem has a hierarchical structure. It is headed by control regulator, representing the head of the enterprise, the board of directors, the board joint stock company etc.

Another concept is close to the concept of "control subsystem" - "subject of management", which includes only those elements that are associated with the development of managerial 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. In the context of hierarchical control, most of its links, depending on the specific situation, can belong either to the control or to the controlled subsystems.

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

It should be distinguished from the subjects of management subjects of management at the enterprise, that is, leaders, managers, all those in which managerial relations are personified.

In 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 product output, parameters technological process, rational loading of equipment; arrangement of people, regulation of activities, prompt elimination of failures and malfunctions, control, stimulation.

In the textbook of R. A. Fatkhutdinov "Production management" (Moscow: ITK "Dashkov and K 0", 2002), specific functions of an enterprise manager are proposed:

1. To be able to set high goals to meet 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, watch out for appearance.
2. To be able to scientifically predict the development strategy of the organization, the effectiveness and competitiveness of products, to study and evaluate external and internal factors that affect competitiveness, provide evidence of 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 oneself 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 the purchased, produced or sold object, understand the issues of unification, standardization, specialization and automation of production and management.
5. Be able to analyze situations, predict, evaluate economically and make competitive, strategic, managerial decisions under conditions of uncertainty.
6. To be able to organize oneself and the team to achieve the set goals, perform the functions of a resource distributor, dispatcher and coordinator, delegate functions and responsibility by management levels, organize incentives for employees to implement the marketing concept (customer orientation), save resources, achieve the competitiveness of managed objects ...

The listed functions indicate the complexity of the work of managers in the enterprise. In the context of the modernization of the economy in Russia, characterized by a large uncertainty of the factors of the external environment of enterprises, the achievement of its goals can be ensured only by managers - professionals, generators of ideas, innovators, patriots of their country and their enterprise. This is an incomparable work in comparison with the activities of American or Western firms with such management, where, in the conditions of 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 activities. It is a comprehensive system for ensuring the competitiveness of goods produced by enterprises in specific sales markets.

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

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

Thus, under the control of production at an enterprise, one should understand a set of measures of influence on the work collective, using the means of production in order to manufacture products of an appropriate quantity and quality at rational use production resources to achieve the set goals of the enterprise with minimal costs.

The consistency of management is manifested in the organic unity of personnel, the structure of management bodies, principles, methods and functions of management, the latter's compliance with the nature of decisions developed and adopted at the enterprise.

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

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

There are three types of management organization principles:

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

TO common fundamental principles include purposefulness, unity of command, prophylaxis, democratic centralism (delegation of powers) and planning.

Prophylactic- this is the principle according to which management should anticipate the development of the course of production, create favorable conditions for enhancing 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 enterprise managers in modern economic conditions, 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 functions (responsibility) of management to a lower level or horizontally.

Implementation of the principle one-man management means a clear definition of the range of duties, rights and responsibilities of individual links (divisions) of the enterprise and each employee, the implementation of a system of collective discussion and preparation of a decision with the sole level of responsibility for its implementation (including control over the results of the work of all links 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, proportions of rights and responsibilities for the implementation of decisions.

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

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

Concentration in management is considered from the point of view of concentrating the efforts of employees and the management apparatus of the enterprise on the preparation and solution of its main tasks, as well as combining the same type of work in one management link (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 labor for managers, specialists and service workers) and the range of functional duties they perform.

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

Complexity in the management organization means full coverage by each structural unit the whole range of work assigned and associated with other links of the enterprise.

Adaptability organization of management involves the creation of conditions for the organizational structure of the enterprise to be flexible (adaptive) and sufficiently stable, not capable 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 is required, its financial and economic stability even with a significant impact of external negative factors on the system.

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

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

Rhythm as a principle of organizing management means performing the same amount of work at regular intervals. Rhythm is ensured by the even 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 "lying" of orders or documents in the process of developing, making and executing managerial 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 relationship of processes aimed at one object and occurring at different times.

Straightness management processes in an enterprise involves an orderly, purposeful movement of information necessary for the development and adoption of certain decisions; organization of relationships between various functional management bodies and clear interactions at 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, in general, ensuring the creation of a single, integrated, organically linked system of the enterprise in modern conditions of market economy.

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

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

While doing managerial functions, the synthesis (association) of employees of the enterprise is carried out to solve the assigned tasks and coordinate their activities. It is the element of synthesis in managerial activity that mainly distinguishes the management function from the executive function. Production management functions at an 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 and technical, production and personnel potential.

Control functions- these are the types of activities through which the subject of management affects the controlled object (production). The main problem of enterprise management comes down to identifying factors that directly affect the production process. We can say that almost all enterprises are faced with management problems, but organizational approaches and methods of solving them are different.

In the process of management, all functions are in a systemic relationship. Therefore, each management function develops in a direction predetermined by the general goals of the 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 associated 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 in the literature there are disagreements on a number of problems of management development (including the classification of management functions), in general, a unified approach is considered to be generally accepted, consisting in dividing these functions into specific (particular) and general, universal (basic) ones.

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 at the enterprise is organized. Regardless of the level of management, managers of the enterprise should spend about 40% of their time on performing their main management functions. The rest of their time is spent on performing all other functions (including communication, joint solution of issues, communication, 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. An enterprise as a socio-economic organization unites in a single economic complex the elements of the organizational structure, management functions and methods of their implementation in practice. Some of the specific functions are performed continuously (for example, making managerial decisions); the other part (most of the functions) is carried out discretely, sequentially, repeating at regular intervals.

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

Management considers general, universal control functions. These include: planning, organization, motivation and control.

These general, universal (basic) functions reflect the content of the management process at 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.

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

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

Rice.

Let's 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 an object in close interaction with the external environment.

Planning is the process of determining priority directions 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 company, but also of the interests of customers, business partners, society as a whole.

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

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

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

creating conditions for the formation of a certain organizational culture enterprises;
organization of 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, which acquires a particularly important role in market conditions as a process of stimulating people to activities aimed at achieving the goals of the enterprise. In other words, it is the process of encouraging oneself and others to act in order to achieve the personal goals and objectives of the enterprise (according to the theory of the quality of the working life of personnel).

Exist different methods managerial motivation: socio-economic, psychological, administrative (imperious), moral, etc.

The manager must carry out a management function, the purpose of which is to develop 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. In this case, an important tool is incentives (the process of using material and other incentives to motivate employees).

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

Control is a feedback between the controlling and the controlled subsystems of the enterprise. It provides the ability to keep the company on the planned path of achieving its goals through a systematic assessment, comparing the current performance of the company with the established targets and taking the necessary corrective actions.

Control is subdivided into preliminary, current and final. Control can be called effective if the company 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 a modern, reliable and sufficient complete information... Control is effective if it is specific, economic, timely, systematic and strategic; the principles of persuasiveness, publicity, mass participation and participation of employees of the enterprise are observed.

Currently, at enterprises and firms in developed countries of the world and in Russia, process approach and organization professional advice on management with its use. Enterprise process control systems are being implemented in the organization, including actions to transform inputs and outputs; a subsystem for collecting information on process indicators, analyzing this information and making management decisions by persons responsible for the effectiveness of processes; a subsystem for continuous improvement of process indicators and corrective actions to eliminate the causes of deviations in the course of processes. Process indicators are integrated into common system management accounting at the enterprise.

Production management methods in the most general form, they are ways of implementing production management functions 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 controlled subsystems of the production system of the enterprise.

Depending on the scale of application distinguish general, systemic and local management methods. If the latter relate to individual elements of management systems, then general methods are practically applicable in any management processes of enterprises. Systemic Methods refer to specific management systems in enterprises.

By industry(areas of application) can be identified management methods 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 this way of dividing production management methods is rather arbitrary, since they all have a variety 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 the functioning of the enterprise, logically preceding all others. By means of organizational methods, a specific enterprise as a socio-economic organization is designed, functions in time and space. At the same time, necessary instructions, norms and standards, the rights, duties, rules of conduct of the personnel of the enterprise are determined. 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 in enterprises (especially under socialism, but in a market economy, they have a right to exist, albeit on a more limited scale). These methods have a direct impact on the controlled 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 staff;
2) to maintain the necessary routine in the work of the enterprise, to give effect to the decrees, orders and decisions of the leading persons;
3) carry out work with personnel, implement the decisions made.

Within the framework of the enterprise, three forms of manifestation of administrative methods of management are implemented:

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, orders and instructions, failure to comply with which is fraught with the imposition of certain penalties on the guilty. As a rule, in this case, the enterprise issues direct tasks and orders of managers for subordinates, which are aimed at compliance with laws, regulations, decisions, orders and orders 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 performing the assigned work. The disadvantage of administrative management methods is that they are guided by the achievement of specified results of activity, encouraging not initiative, enterprise, but mainly the diligence of subordinates.

In market conditions of management (in contrast to the above-discussed administrative methods), the most effective economic management methods. These methods imply not direct, but indirect impact on the control object. The performers are set goals, constraints and a general line of behavior, within which they themselves determine the best ways to solve problems and tasks.

For the timely and high-quality execution of production tasks, a reward is established due to cost savings or additional profits. 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 labor collective enterprises, as well as social processes in him. They are based on the use of moral incentives to work, influence workers through psychological techniques with the aim of converting a production task into an internal need of people. These techniques are personal in nature.

The main purpose of using these techniques and methods is to form a positive social and psychological climate at the enterprise, as a result of which organizational, economic, and social tasks are solved.

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

For many graduates, students and applicants, the question is acute: where to go after receiving a diploma of higher education... Let's talk about what the Faculty of Economics and Enterprise Management can give, what you can do yourself in order to realize yourself as a successful specialist in the future.

Let's say a word about the specialty

When studying this specialty, attention is paid to the methods and or optimization of the processes that occur in it. An important role is played by the use of the latest developments in economic science, combined with means.To increase efficiency, graduates receive a whole range of knowledge - from the basics of accounting to political economy, microeconomics and

Training is also provided English language(or another of your choice), computer literacy training and the ability to carry out calculations using software tools... An integrated approach allows training people who can successfully cope with paperwork as good as team management. This is, of course, a little different categories, because in such things much depends on the personal qualities of a person, but the fact that the university gives knowledge useful in such areas of activity is indisputable.

Who can work?

Before graduates this direction a fairly wide range of work opens up in various positions and in various fields. After all, although economics and management at an enterprise are wide in scope, by whom to work - the university rarely gives a clear and understandable answer. But the prerogative is to work in such areas and in such positions:

Economist.
Middle manager or top echelon at the enterprises of the national economy.
Credit and finance worker.
and other authorities;
Department clerk

Economist

The most popular and demanded position from the presented vacancies. You can work on almost any less large enterprise, because everywhere it is necessary to take into account economic documentation. You can work as an assistant accountant, senior accountant, economist, secretary, advisor. A wide enough range to realize oneself, in addition, there is potential for career growth.

Middle manager of an industrial enterprise

The question may arise as to what about the managers lower level? Such people are considered to be directly in charge of production processes: heads of construction teams, shift supervisors, foremen. Middle managers are people who can manage various departments that collect control information, as well as make decisions about the need to supply or allocate resources throughout the enterprise. As a practical example, we can cite the following positions: head of the supply department, head of the personnel department, in some cases - production workshops (provided that they do not have up to several hundred workers). By the way, economics and management at a machine-building enterprise or other similar complex industry may have preferences for you in the future. The fact is that for the successful management of a department, it is necessary to delve into all production processes, and if the entire plan is fulfilled, the products produced correspond technical standards, is absent, displina is in order, we can say that an increase or transfer to another company for a good salary is only a matter of time.

Top manager of an industrial enterprise

Top managers are understood as people on whose decisions the development of the enterprise depends or the whole company... To obtain such a position, you must be a professional with a sufficient amount of experience. As an example, we can cite the positions of the head of a workshop, production (provided that the size of the workshop is measured in thousands of workers), director of an enterprise or board of directors (in large companies), as well as their deputies.

It should also be borne in mind that the specialty is quite promising from the point of view of starting your own business. Indeed, in the process of study, a person receives the potentially necessary knowledge, which will be useful in starting a business and organizing production processes. Although it is impossible to say that university knowledge is sufficient in full measure: additional self-education and trial in business will help to become the owner of your own business. Economics and management in an industrial enterprise or other industry will be of primary importance at first, because at first there is no way to hire a high-quality manager, and you will have to apply the previously acquired knowledge in practice for your own benefit.

Work in financial institutions

One of the most popular areas of work after university studies, which is not surprising given the popularity of the banking sector in the country. The range of positions held is very wide: from loan officer and financial consultant to department head (which does not seem like a fairy tale, given their size and prevalence). But since the work is extremely tied to the ability to get along with people and negotiate with them, then you will accordingly need such skills. For successful interaction and increase in career ladder initiative and diligence play an important role. Working in the financial and credit sector is one of the most attractive in terms of potential career growth, which is not least due to the rather high turnover of staff.

Fiscal authorities

This includes the authorities involved in the collection of taxes and fees - primarily the tax and customs service... From the point of view of earning income, they are not the most attractive, but if during your studies it was not possible to accumulate work experience, at least such a mark in work book... Having work experience in the future will make it more attractive to look in the eyes of potential employers. And sociable people who acquire certain links in these services (especially in the tax) they are extremely valuable when hiring in other areas.

Work at enterprises associated with foreign partners

The knowledge obtained in the courses of macroeconomics and international economics should be sufficient to have a basis for interaction on international market... Specificity requires quite a lot of additional knowledge (like a good command of English, German, French), as well as the ability to navigate in an unfamiliar environment. Punctuality is also extremely important both within the company and when working with partners.

Work in this direction is often accompanied by overseas business trips and the opportunity to travel around the world. In addition, there is an opportunity to establish itself at the international level and receive an offer from an international company, the attractiveness of which will be in solid wages and career opportunities. And given their specialization, economics and enterprise management by industry may have ample opportunities for you to realize: for example, today you work in metallurgy, tomorrow in chemistry, the day after tomorrow in light industry.

The importance of practice

But without what it is difficult to get a good position - it is without work experience. Therefore, at the slightest opportunity to earn extra money - take it when you are just studying at the university, even if it will be busy 1 day a week - the main thing is to be official. Experience is gained over the years, so after graduation it will be easier to get a job. In addition, many companies and enterprises have special programs formal employment for students. Let the work go from the lowest levels, with due diligence, you will be able to move up the career ladder even before graduation. Remember that the specialty "Economics and Enterprise Management" provides certain advantages, and the employer, focusing on your performance, will decide on further cooperation, promotion or dismissal.