Designing an organization management system. Designing an Effective Inventory Management System Control Systems Design Forms
A comprehensive study of the management system in an organization is the basis of its integrated design, which includes solving the following tasks:
selection of goals for the functioning of the organization's management system;
formation of the composition of decisions aimed at the implementation of these goals;
modeling of organizational technologies of the decision-making process;
formation of a new management structure or changes to the existing structure;
development of documentation regulating the activities of the organization's management system (regulations on the unit, job descriptions, rules for the work of performers).
When designing organizational management systems for an organization, the most important is formation of his goals. Generally, all organizations many goals with different validity period.
It is very difficult to design a new control system for many purposes. So the number of targets should be reduced as much as possible. The period of validity of the goals should also be comparable with the period of designing a new management system. It is necessary to structure the goals, i.e. “ build a goal tree”. For this, independent experts who are not directly related to the organization may be involved.
When designing control systems, in addition to expert methods, modeling is widely used, which is used in the design of management decisions.
The number of management decisions used in an organization depends on the number of structural units of this organization. A group of decisions is assigned to each division (for example, for accounting - decisions on accounting and analysis of economic activity, for the planning and economic department - decisions on technical and economic planning, etc.).
The number and composition of decisions made by each specific unit is compared with the perfect model which is chosen by the designers at the preliminary stage. As such a model, you can use (with partial refinement) the standard information model, known as the Deutsch model.
Modeling management decisions requires improving the process of preparing and making management decisions at all levels of management and at all stages of its development up to the final decision. Simulation is done based on the designed information model.
Integrated design of the management system involves its improvement based on the selected qualitative goals of functioning and includes the design of the decision-making process and the management structure at the level of management decisions.
Designing a control system includes 6 steps (see p. 97). Below is an explanation of this diagram.
Stage 1. A complete list of management decisions necessary for the functioning of the organization's management system is determined.
Stage 2. A list of documents used in the preparation and adoption of management decisions is compiled. Some of the documents are common in the preparation of various management decisions.
Stage 3. A list of groups of management decisions by function is drawn up in such a way that each of the groups uses the minimum number of documents for preparing decisions. Methods of analysis and logic are used, as well as computers.
Scheme. The main stages of designing a control system
Stage 4. The purpose of distributing decisions by management levels is to determine a group of decisions, for the preparation of which the head of the corresponding management level is responsible. This takes into account the load and throughput of that control layer. The manager's qualifications and competence should be sufficient to make decisions for this group.
The distribution of decisions covers all levels of management in the organization.
Stage 5. The formation of a structural scheme for managing an organization, as a rule, is based on typical management structures. Used as a standard matrix-staff control scheme. The formation of a management scheme involves the distribution of management decisions by management levels, the calculation of the load on the management level for the coordinating, problematic or functional level, which as a result will provide justification for choosing the type of management structure. The final choice of the variant of the structure scheme and all further calculations are carried out within the framework of the selected control structure.
6 stage. Documents are being developed regulating the activities of the management system: regulations on divisions, job descriptions, rules for the work of performers.
Topic 3 formulated the concept of improving the organizational management mechanism, which is embodied in the management system design scheme (see p. 97). The advantage of the proposed concept is that a number of stages are solved using computer technology, which simplifies system design.
As a rule, effective design of control systems requires significant innovation.
Innovation- search, definition and implementation of various innovations, innovations in human activities, reflecting his need for change, development, modernization, reconstruction, improvement, reform, etc.
Currently, innovations occupy a large place in the management activities of organizations, which gives them the opportunity to adapt to the market environment, constantly update all aspects of management and production and economic activities.
Innovations in the field of engineering and technology are closely related to scientific and technological progress. In management, innovations relate to methods management, management structures, decision-making methods, etc., and
1) The systemic concept of improving the organizational mechanism of management includes the analysis of the management system as a decision-making system, the study of the management process and the management structure (at the level of management decisions). Based on the results of the analysis, an integrated management system is designed, focused on the selected qualitative goals, ultimately improving the entire management system of the organization.
Innovations directed for the design of management methods, should help to increase the technical, economic, organizational feasibility of choosing management decisions.
Innovations directed to improve management structures, should contribute to bringing the management structures and management objects into conformity, on the other hand.
Both large, medium and small organizations can resort to the use of innovations in the design of new management systems and the improvement of existing ones. But all of them must have significant financial resources for this, since the costs of developing innovative ideas and their implementation are increasing more and more intensively.
Designing an organization management system requires the development innovation strategy, which is a targeted plan for introducing innovations in the most important areas of improving the management system.
The innovation strategy is implemented through managerial decisions that reflect the specifics of the organization's activities.
The main provisions of the innovation strategy are reflected in the program, which indicates the goals, objectives, stages of its implementation, interconnected in terms of time, resources and performers.
SELF-CHECK TESTS
1. The basis for the integrated design of the control system design system is:
experimentation of the control system;
modeling;
comprehensive research;
availability of information.
(answer: c).
2. Name the tasks that cannot be solved in the process of integrated design of the control system: (type 1, PS)
study of organizational development trends;
adjustment of the management structure;
mission statement;
determination of research directions;
making a list of solutions.
(answer: a + e).
3. Integrated design begins with the definition: (1 type, C)
mission selection;
formulation of a large number of tasks;
involvement of experts;
a set of personnel actions aimed at achieving goals.
(answer: a).
4. In the process of designing a control system, computer technology is used: (1 type, C)
(answer: a).
5. Innovation is: (type 1, PS)
fear of risk; avoiding innovation; search for innovations (answer: c).
6. When designing a management system, innovations are directed to:
improvement of the management structure;
increasing the responsibility of managers;
attraction of organizational technologies;
improvement of management methods.
(answer: a + c + e).
TESTS FOR CONTROL
1. Is it possible to form a closed loop when constructing a “tree of goals”: (type 1, PS).
(answer: b).
2. '' Tree of goals'' refers to the following type of graphs: (type 1, PS).
network chart;
diagram;
tree graph;
cyclogram.
(answer: c).
3. '' Tree of goals '' is: (type 1, PS)
distribution of goals by departments of the organization;
distribution of goals by management levels;
delegation of goals;
interaction of the goals of the organization.
(answer: b).
4. Methods for designing control systems: (type 1, PS)
design methods;
design optimization tools;
the main stages of design (answer: b).
5. Establish the relationship between research and design of the control system: (1 type, P)
design precedes research;
design is carried out in parallel with the study;
research precedes design;
research and design are not related in any way.
(answer: c).
6. An innovative strategy for designing a control system is:
(1 type, PS)
a general, comprehensive plan for achieving goals;
a targeted plan for the introduction of innovations;
the method of using funds and resources aimed at achieving the goal;
a general program of action to achieve the main goal.
Designing a control system is a complex, time-consuming and lengthy process, schematically shown in Fig. 4.1.
Shown in fig. 4.1 The steps in the design process are usually grouped under the general steps or stages of control system design:
1) development of technical specifications for design;
2) preliminary design;
3) preliminary design;
4) technical (working) design;
5) serial production;
6) operation.
Rice. 4.1. The main stages of designing a control system
High-quality development of technical specifications for the design of a control system largely determines both the level and the success of the development of a control system.
Preliminary design is carried out in order to determine the principles for constructing a control system and to find new principles, structures, technical means that meet the terms of reference. Preliminary design is usually referred to as the R&D stage.
Preliminary design and subsequent stages are stages of experimental design (R&D). The result of preliminary design is a detailed development of the possibility of creating a control system that meets the specified requirements.
At the stage of technical design, circuit, design, software and technological solutions are worked out in detail. Quite complicated and time-consuming is the task of designing software for the developed control system and software documentation.
In the process of mass production, the final refinement of the adopted technical solutions, software and development of manufacturing technologies is carried out, taking into account the features of mass production. During operation, the designer of the control system receives information that allows him to make the necessary changes in order to bring the system parameters to the specified ones.
Features of the design process
Control systems
Studying the process of designing control systems is possible both on physical and mathematical models. Since the construction of physical models of the design process is associated with significant material and time costs, then, naturally, at present, preference is given to mathematical models of the process of designing control systems.
In the 60s, the study of the design process was carried out on the basis of control theory. In this case, the design system was considered as a stationary deterministic
linear ACS, in most cases as one-dimensional. This approach is still used in the design of control systems for relatively simple control objects.
In most cases, the design system is considered as a complex control system with the following characteristic features.
1. Separate managed sub-processes are autonomous in the sense that each regulator manages a limited number of sub-processes.
2. Sub-processes are managed based on a relatively limited amount of information.
3. The higher the level of control, the less information is required for its implementation, i.e., when moving up the hierarchy, information seems to be condensed.
4. The existence of a control goal for each subsystem and a common goal for the entire system.
5. Mutual influence of sub-processes due to restrictions on the total cost of the control system and, as a result, restrictions on staff, equipment and other resources.
Possible mathematical models of the process of designing control systems are shown in fig. 4.2.
A deterministic mathematical model is built in cases where the factors affecting the final result of the design process can be accurately estimated, and random factors are either absent or can be neglected. If the factors affecting the final result of the design process are random, then a probabilistic mathematical model is built.
Since the process of designing control systems can be represented as a process of information processing, an information mathematical model can be used to describe the design process.
Rice. 4.2. Mathematical models of the process
control system design
The design of control systems is still largely based on intuition, analogy and induction, that is, on heuristic methods. Heuristic procedures have not received a formalized display, but are mainly limited to a descriptive form of presentation. However, the design process with a known degree of approximation can be represented by a heuristic mathematical model.
The design of control systems often proceeds in conditions of incomplete information, when conflict situations develop. In these cases, the design process can be represented by a game-theoretic model.
Network planning methods allow you to objectively set the minimum required time and consumption of human and material resources for the implementation of design work, identify critical paths, i.e. "bottlenecks" of the design process, and make the necessary adjustments. This suggests that the process of designing a control system can be described by a network model.
Requirements for the mathematical model of the design process:
1) the model must meet a strictly defined task - it must not be more accurate than is necessary to solve this particular problem;
2) the model should be simple and convenient for analysis and at the same time extremely sensitive to the variables under study, while factors secondary to the problem being solved should not be taken into account;
3) complicating the model with unnecessary details is fraught with the fact that the influence of the variables of interest to us will “sink” in the totality of the influence of other factors.
The process of designing control systems includes creative and non-creative (routine) operations. Creative operations include: the invention of new, previously non-existent algorithms, principles, methods, instrumental solutions
etc. Non-creative operations include: labor-intensive operations of registration of technical, software and technological documentation, repetitive calculations, registration of test results, construction of graphs, tables, etc.
A special place in the design of control systems is occupied by the task of collecting information. This information should include:
1) information about previously designed control systems and their components;
2) characteristics of currently being designed and intended for designing control systems and devices;
3) parameters of technical means;
4) characteristics of service equipment;
5) a set of requirements for the designed control system;
6) information about the computer technology used in the design of the control system, available algorithms for solving design problems and software that implements these algorithms;
7) information about the available production equipment, its capabilities.
Uncreative design procedures are largely amenable to formalization (algorithmization), which makes it possible to involve computers in the execution, in particular, automatic design systems (CAD). Therefore, for their implementation, it is also possible to widely use CAD and, first of all, in the selection and analysis of various options for designing control systems.
cand. sociological Sciences,
administrative director
CJSC MHK EuroChem
Management is a purposeful, planned, coordinated and consciously organized process that contributes to the achievement of the maximum effect with the minimum expenditure of resources, effort and time. The most important task for any organization is the task of designing and redesigning the management system to adapt to changing conditions and meet the development of the organization. Organizational design (from the English. project - idea) - the process of developing and implementing projects of the organization. The history of the scientific approach to organizational design is less than a hundred years old. Nevertheless, today there are many currents and methodological approaches to organizational design. Most design models were built for universal application without taking into account the characteristics of organizations. Based on my own experience and the experience of my colleagues (top managers of the largest companies), I can say that they rarely take into account the specifics of large companies. In this article, I tried to offer my own approach to designing control systems for large companies.
The proposed end-to-end design methodology is based on a culture of quality management and continuous improvement. Its use allowed a new approach to the development of strategies, processes and management subsystems. The full-cycle organizational design model for large companies consists of four main stages (Fig. 1).
Fig.1. The cycle of organizational design of management systems in large companies
The stages are interconnected and form a closed cycle, in which the evaluation of the implementation results is not the final, but the material for further modeling changes and improvements to the current model (Fig. 2)
Fig.2. Cycle of organizational design
For the model, the basis is not the bureaucratic way of managing that is characteristic of most large organizations, but quality management and a culture of continuous improvement.
I dare say that today in Russian corporate practice the organizational form, which G. Mintzberg calls "mechanical bureaucracy", is the most common. Mechanical bureaucracy ensures efficiency through deep specialization and standardization. It unifies the processes of production and management (instructions), their pace and rhythm (schedules, plans), resource consumption (norms, limits), as well as the behavior of employees (organizational regulations, policies). It is important that performers in a large company who carry out production or sales at the operational level are excluded from participation in the development of these standards. The entire regulatory framework is created in large companies by specialists from the functional services of the central office or headquarters.
The organizational form of the mechanistic bureaucracy arose at the beginning of the 20th century. Thanks to it, huge vertically integrated mass production systems functioned adequately. This, in turn, made it possible to use a powerful lever to increase efficiency. A positive economy of scale effect was created.
Another approach to management in large companies is quality management. In today's rapidly changing globalized world, quality management as a management style for large companies is preferable to traditional bureaucracy. At the heart of the theory of quality management (QM) is a fundamental question: how to ensure the production and sale of quality products in a cost-effective manner? The basis of the management system is the continuous improvement of all types of production and organizational and management processes. The main thing in modeling organizational activity is the process approach, which allows designing, analyzing and searching for reserves to improve the quality and efficiency of processes of various nature from a unified methodological standpoint. Quality should be understood as the level of harmonization of production and organizational processes, the compliance of their outputs with the requirements of internal and external consumers, and system-wide goals. Full use of reserves to improve quality and efficiency is possible only if the system of organizational mechanisms stimulates collective action, ensures the mobilization of the intellectual potential of workers implementing processes. To do this, in large companies that use this style of management, a system of organizational policies and standards is created that stimulates the commitment of employees to corporate goals, teamwork and a single corporate culture.
The emerging type of organization does not abandon a powerful means of ensuring efficiency - standardization. But unlike the orthodox mechanistic bureaucracy in quality-based systems, standards tend to be developed by those who will then use them. They become a means of incorporation, turning the knowledge created into a specific type of organizational asset.
The foundations of a culture of continuous improvement (kaizen) were laid in Japan in the last century. A culture focused on the process of continuous improvement has become an alternative to Western culture focused on results. Today, a culture of continuous improvement has proven effective. (The automotive market is now dominated by all indicators by Toyota, which was at the forefront of a culture of continuous improvement. Ford and General Motors are in crisis.)
I am sure that the foundations of a culture of continuous improvement must be developed in all large companies oriented to the international market, to global competition. This type of culture is the future, so it is important to lay the foundations for it already now when designing an organization's management system.
The main parameters of a culture of continuous improvement, in relation to the construction of a full cycle design methodology, can be formulated as follows:
- Improving the quality of the management system is the top priority and responsibility of the company's management.
- In order to involve every employee in the company in the quality improvement movement, management must enable all employees to participate in its preparation, implementation and evaluation of results.
- Improvement of quality should be done constantly and systematically. This applies to any part of the organization.
- Quality improvement should be a continuous process.
- The organization should pay close attention to consumers and users both outside the company and inside it (the key criterion for evaluating the effectiveness of the personnel management system should be the opinion of its customers - managers and other employees).
- All departments should be aware of the achievements of competitors (monitoring of the market is necessary to compare the relative effectiveness of the system).
- The main external contractors should be involved in the company's quality policy. This applies to both external and internal providers of resources and services.
- The closest attention should be paid to education and training. It is necessary to assess the current work on education and training, take into account its contribution to the quality policy.
- The quality policy should be explained and promoted in all departments of the company in order to convey it to each employee (for internal and external propaganda and data exchange, accessible media, channels of internal extrapersonal and interpersonal communication should be used).
- Reporting on the progress and implementation of this policy will be a regular item on the agenda at the highest level management meetings (board or board of directors).
The link for all stages of the considered methodology of organizational design is the culture of continuous improvement.
In general terms, the management system project consists of a diagnostic study, terms of reference, working draft, implementation business plan, a mechanism for measuring the effectiveness of the personnel management system and a mechanism for continuous improvement, as well as a set of applied documents, including regulations, methods and instructions for individual areas of management.
Diagnostic stage is intended for a comprehensive study of the current conditions and the company's development strategy, the development of goals and objectives for changes, as well as for the preparation of terms of reference for the organizational design of the future system. It includes five stages:
Definition of goals and objectives of the overall project;
- study of the current situation and strategy of the company;
- analysis and systematization of the obtained data;
- preparation of the main conclusions and the concept of improvements;
- formation of tasks for organizational design.
When diagnosing, it is very important to involve the top management of the organization in the project from the very beginning, discussing and approving the goals and objectives of the project. Since the design of a management system in a large company affects the interests of all departments, and also involves cross-functional specialists in the work, it is important to get management support at the beginning of goal setting. The development of goals for the development of the management system should be based on the company's strategy and focus on institutional changes in the organization, and not on "an increase in profits in the fourth quarter." Any changes in large companies require serious efforts and long periods of time, so it is necessary to immediately set long-term goals.
I believe that researchers need to understand that the object of diagnostics in large companies is not only the existing management system, but also environmental factors, especially organizational infrastructure. Organizational infrastructure includes three main elements: the strategy and mission of the organization, management tools and organizational culture. The organizational infrastructure acts as organizational prerequisites for the development of the system and management subsystems. For example, if a company has a rigid authoritarian culture, then it is difficult to talk about the development of motivational tools that encourage initiative and innovation.
Another important aspect of the diagnostic stage is the formulation of proposals for the development of the situation under study. In the development of proposals, it is necessary to involve as many representatives of functional areas as possible, primarily senior and line managers.
Before preparing the terms of reference for organizational design, it is important to coordinate the conclusions and proposals with the company's management. Often, for large companies, corporate governance bodies (the board of directors and its specialized committees, for example, the remuneration committee, the corporate governance and nominations committee) participate in making the final decision. It is required to create special forms for submitting an issue for consideration and formalizing decisions using internal corporate regulations.
The terms of reference for organizational design clarifies the proposed solutions and formalizes the requirements for the future system. Already at this stage, it is fundamentally important to link the requirements for the management system with the requirements of the MC. Since MC is used or developed in most large companies today, all system parameters, as well as applied documentation, must comply with the basic requirements of international quality management principles and ISO series standards. Below are the main requirements for a management system in accordance with ISO 2000 and 2005 quality standards. (table).
Table
The main requirements of the MK to the company's management system
Quality Management Principles 2005 |
Quality Management Principles (2000) |
||
Principle |
Wording |
||
Creating value for the consumer |
The organization must create products (services), the value of which is recognized by consumers |
Consumer Orientation |
|
Creatihg customer value |
|||
Orientation to public values |
The organization must be accountable to society in terms of business ethics, safety and environmental protection |
||
Focus on social value |
|||
Leadership in foresight |
The leader must define a vision and a clear policy, lead and motivate people, lead the organization in the chosen direction. |
Leadership |
|
visionary leadership |
|||
Understanding your core competencies |
The organization should be aware of the key competencies (consisting of technologies, facilities and organizational climate) that it has or should have. |
||
Understanding core competence |
|||
Staff engagement |
The organization must be able to use the knowledge, skills, creativity and other abilities of people in their activities. |
Involvement |
|
Involvement of people |
|||
Cooperation with partners |
The organization must collaborate with partners to create value and achieve customer satisfaction. |
Mutually beneficial relationships with suppliers |
|
Collaboration with partners |
|||
General optimization |
The organization must build the most optimal systems, striving for excellence in each process. |
System approach to management. |
|
Total optimization |
|||
Process approach |
The organization must determine the processes necessary to create value, evaluate their interrelationships, provide and manage them, applying these processes in the system. |
Process approach. |
|
process approach |
|||
Fact-based decision making |
The organization must make decisions based on facts |
Fact-based decision making |
|
actual approach |
|||
Personal and organizational self-learning |
The organization should encourage the acquisition of knowledge by personnel and be able to use their knowledge as belonging to the entire organization. |
||
Organizational and personal learning |
|||
Efficiency |
The organization must make quick decisions and act in response to changes in the environment. |
||
autonomy |
The organization must make decisions and act in accordance with its values. |
||
The statement of requirements for the control system in the terms of reference, as well as the subsequent work on system design, in large companies is carried out using design automation tools (Bpwin / Erwin (Platinum Technology), Rational Rose (Rational Software Corporation) and ARIS (Scheer AG)), as well as other software products. The logic of the graphical construction of the process is very simple and the same. There are four basic concepts on which the description and design of all processes is based (Fig. 3).
Rice. 3. Logic of process description
Process input, operations, actions, functions (Input): carries the value of raw materials, components, consumables, material, financial, energy, information resources, paper and electronic documents or new employees.
Management (control) of the process (Control): displays the control (controlling) impact of the external environment on the process in the form of international and domestic standards, internal standards of the enterprise, job or work instructions, technical documentation, legislative acts of various levels, temporary regulations, work plans.
Process Output: Displays output, reporting, employee skill acquisition, converted data.
Process mechanisms (Mechanism): symbolize employees, software, equipment, communications, that is, everything that is involved in the process.
Further description of the processes occurs with the help of the above elements and the decomposition method. It turns out a detailed model of the process with a very large margin of safety. The main advantage of the described technique is not so much that it can be used to improve an existing process, but that a new one can be created efficiently and quickly.
Second phase - design stage systems. Its purpose is to develop a working draft of the management system, analyze the effectiveness of proposals and determine the implementation mechanism. The applied goal of the project is to prepare a set of necessary documentation (forms, regulations, instructions)
The design phase includes five stages:
- formalization and regulation of the project development procedure;
- creation of a working draft;
- analysis of project efficiency;
- preparation of accompanying documentation;
- examination and approval of the working draft.
The key design stage is the development of a working draft of the control system. The working draft is developed on the basis of the terms of reference prepared at the previous stage. It includes the main parameters of the future control system, as well as a complete set of working documentation.
Most large companies have a holding structure consisting of relatively independent business units. They have different geographic location and legal details. The working draft should take into account the peculiarities of the business units of the holding (for example, cultural ones). On the other hand, the main parameters of the designed management system should be universally applicable to all divisions of the companies. A striking example of such a system is the structure and rules of operation of transnational corporations, which use uniform regulations for activities in all divisions of the company, adapting them to local restrictions. Therefore, it is necessary to provide in the working project the possibility of replicating the system in all divisions and enterprises of the company.
An important part of the working project in large companies is the use of information technology as a means of increasing efficiency. The use of powerful databases based on ORACLE or SAP, modern communication tools (broadband Internet access, digital telephony, mobile communicators and wireless communication) significantly increases the speed of managerial decision-making, reducing non-production costs, ensures the reliability and availability of information anywhere in the company online . To do this, the project provides for the integration of the management system with software products and technical tools. Powerful software allows not only to save time and reduce costs, but to create a project-specific knowledge base that is available anywhere in the company and at any time.
When calculating the economic feasibility of the project, various methods can be used, for example, the FSA or the method of direct analogies. They use various methods of project expertise (index, balance, graphic). In my opinion, for large companies, the calculation should not be limited to quantitative indicators. It should also contain an analysis of qualitative changes. To do this, they often use a comparison with market leaders - benchmarking competitors. When compared to the best practices in the market, it is important to exceed the requirements of their standards in critical business areas. This allows you to gain a real competitive advantage.
Implementation stage. It comes down to preparing a business plan for organizational change, building and training a team, and organizing the implementation of the project. The stage is divided into five stages:
- preparation and approval of a business plan for organizational change;
- material and technical preparation for implementation;
- creation of project motivation;
- team building and training;
- communication of proposed changes.
My experience shows that implementation is the most time-consuming job for a large organization. Large companies tend to consist of several divisions, often scattered in space. They have many management levels. That is why implementation for large companies is the most difficult and lengthy design stage. The approximate structure of the labor costs of the company's employees for the first three stages (excluding the involvement of independent consultants) is shown in Figure 4.
Rice. 4. Cost Structure for the Three Stages of Organizational Design
The preparation of a business plan for organizational change takes place on the basis of a working draft. This is a fundamental requirement for a large organization. The business plan, drawn up according to the company's methodology, describes the goals and objectives of the project, justifies the need and plan for changes, the composition of the project team, the change control mechanism, risk analysis and the mechanism for their prevention, efficiency calculation and key performance indicators.
It is important to understand that the team formed to diagnose and develop a working design of the system should expand significantly during the implementation phase. This is due to the large scale of changes and the need to involve representatives of all departments, levels of management and regions of activity.
For the effective functioning of such a team, as well as for the successful implementation of the system, cascade training and the definition of project motivation are necessary.
One of the key factors for the success of implementation is the personal involvement of senior management in communicating the importance of the project to the entire organization. Another success factor is the system for controlling the effectiveness of implementation, which begins to be developed already at the stage of the formation of a working project and the preparation of a business plan, but does not begin to work immediately during implementation.
Performance analysis is designed to measure the benefits of implementing a management system in order to change the process in a timely manner and continuously improve results. This stage includes four stages:
- choice of measurement system;
- formation of indicators and target values;
- building regular monitoring of indicators;
- Creation of a mechanism for continuous improvement of the system.
It is extremely important, in my opinion, to separate the calculation of economic efficiency at the design stage from the analysis of the effectiveness of the process in practical implementation. Measuring performance during implementation allows you to quickly correct deviations from the project.
The choice of a system depends on many indicators - the methodology used in the company, the degree of development of the organization, the availability of skilled controlling specialists and specialized departments, the history of the company. Based on the research, I believe that the best evaluation system for large companies is a balanced scorecard, so in this case it becomes possible to check the management system for compliance with the organization's strategy, compare yourself with competitors and measure the effectiveness of individual management subsystems within the framework of a common ideology.
In addition to choosing a measurement system, it is important to understand: how to set benchmarks for the selected indicators. For large companies, the best way is a combination of planning "from the achieved" and comparison with competitors. This combination allows you to measure not only quantitative but also qualitative indicators (especially since many large companies are public and officially present the results of their activities). The overall control system should be transparent and regular. It should be part of the overall business process, and not place an additional burden on employees. Often in large companies, the results of the implementation of management systems require expertise independent of management - corporate control bodies (audit committee or internal auditor) or external controlling (independent specialized consultants). To this end, as part of the design of the system, special forms of periodic reporting should be developed.
In most large companies, all projects are time-bound and involve clear stages of intermediate and final evaluation of the results. But even after the official completion, the effectiveness must be evaluated. Evaluation and continuous improvement should become part of the culture of the organization and must be reflected in all management regulations.
One of the main goals of implementing an effective management system is to create conditions in the organization where there is a continuous improvement in each process. Reinforcing each other, these improvements lead to an ever better system. The criterion for improving each of the processes can be: reducing the number of inconsistencies identified during various audits (internal quality audits, monitoring compliance with performance discipline, monitoring planning processes, controlling costs at each stage of the organization's life cycle). Each discrepancy should lead to the implementation of a sequence of actions: correction (elimination of non-compliance), analysis of the discrepancy, determination of the cause of its occurrence, determination of corrective actions aimed at eliminating the cause of the discrepancy, implementation of these actions, analysis of their effectiveness and efficiency. If, however, during the audits it is possible to identify factors that may lead to nonconformities in the future, all of the above actions should also be carried out, but only now their goal should be to eliminate the causes of potential nonconformities.
Most large Western companies either use the traditional improvement mechanism or adapt it for themselves and use their own variations. For example, Ford has developed a methodology called the 8D Method for Team Problem Solving. This method consists of the following steps:
D0 - preparation for the 8D process;
D1 - team creation;
D2 - description of the problem;
D3 - development of temporary measures to isolate the problem from external and internal consumers until the implementation of corrective actions;
D4 - Identification and verification of root causes and exit points<*>;
D5 - selection and verification of permanent corrective actions for the root cause and exit point;
D6 - implementation and validation of permanent corrective actions;
D7 - prevention of reoccurrence of the problem;
D8 - recognition of the contribution of the team and individuals.
<*>An exit point is a point in a process where the influence of the root cause must be identified and limited.
I do not pretend to be an absolute truth, but I argue that the introduction of a culture of continuous improvement leads to a change in the company's management system (Fig. 5)<*>.
<*>The journals "Methods of Quality Management" and "Standards and Quality" constantly write about this.
P - plan (plan, design), D - do (implement), C - check (check), A - analyze (analyze).
Rice. 5. Evolution of management paradigms
In the new management model, there is no division of roles according to the levels of the service hierarchy. Each employee of the organization should be interested in improving their area of work, have the authority to improve and be responsible for their results. This allows you to constantly improve the efficiency of the organization as a system.
The proposed methodology takes into account the main features of large companies: the need for a unified and strong corporate culture built on quality management, the scale and responsibility of the business, the wide geography and the need to replicate solutions, the development of internal bureaucracy and the inertia of the system.
The knowledge and ability to use such features in the design process makes it possible to achieve greater efficiency in the application of MPPP in comparison with existing approaches. Most traditional design models are based on the situational (or evolutionary) management theory. Situational theory proposes the development of an organizational project for a discrete, current situation. All models of traditional evolutionary theory are based on the typification of effective practical solutions that erase the individual characteristics of company management. Namely, on the basis of these features, in my opinion, there are competitive advantages that determine the direction of further development of control systems.
Thus, the evolutionary approach breaks the continuity of adaptation of the designed control systems, which contradicts the logic of changing the external environment. The full cycle design methodology is based on the search for management efficiency at each stage of the company's development, a combination of self-organization processes and the growth of internal entropy. The process of self-organization, based on a culture of continuous improvement, involves bringing the company's responses in line with the variety of influences of the external environment (the company's customers). In this case, the company focuses on external efficiency. The growth of internal entropy means using the positive influence of the size of a large company, in which the costs of achieving the target effect will be minimal. This economy can be called internal efficiency.
LITERATURE
Also on this topic.
Introduction
2. "Problem Scenario"
Conclusion
Bibliography
Introduction
In a market economy, Russian enterprises operate in a constantly changing economic environment and in highly unstable institutional conditions. In order to survive and adequately respond to changes in market conditions, increase sustainability and adaptive capacity to meet consumer demand, overcome the backlog in the development of engineering and technology, and ensure high quality of products, enterprises must purposefully and systematically carry out organizational changes.
These provisions are of particular importance for small businesses, since in the course of reforming the economic system of the Russian Federation, almost all industry has moved from state ownership to joint-stock (private) ownership.
The relevance of the topic is due to the fact that the processes of liberalization and regionalization of the economy taking place in the country put forward the task of bringing the management system in line with market conditions for small businesses.
The purpose of this work is to develop a project for the management system of an entrepreneurial organization on the example of the Lilia retail store in the city of Lipetsk. The goal set determined the content of the study, which boils down to solving the following interrelated tasks:
definition of "problem scenario";
formation of a target management system;
analysis and synthesis of an effective organizational structure of management;
modeling and evaluation of organizational structure parameters;
assessment of the effectiveness of measures to improve the management system.
The object of the study is the retail store "Lilia" in the city of Lipetsk.
The subject of the study is the process of designing an enterprise management system.
The methodological and theoretical basis of the study was the works of domestic and foreign scientists on the improvement of management organization. In the course of the study, the following methods were used: a survey, momentary observations, expert assessments, modeling, graphical, computational and analytical, as well as a systematic approach.
The information base was made up of regulatory legal acts of the Russian Federation, statistical materials of the Federal State Statistics Service and the territorial body for the Lipetsk Region, enterprise reporting materials, publications in periodicals, as well as Internet resources.
The scientific novelty of the work lies in the development of guidelines for improving the design of the management system at retail enterprises.
The practical significance of the results of the study lies in the fact that they can be used in the activities of retail enterprises in the Lipetsk region and other regions of the Russian Federation in the process of improving management systems.
1. Selection and justification of the design object
The object of design is the retail store "Lilia". Organizational and legal form - PBOYuL (enterprise without the organization of a legal entity). This organization is a representative of a small business with a total of 11 people. The store specializes in the sale of household chemicals, gifts and other industrial goods.
2. "Problem Scenario"
The organizational and legal basis of the store is PBOYuL. Kind of activity - retail sale of industrial goods. The number of personnel is 11 people, the management apparatus consists of 2 people: a director and an accountant. The organizational structure is shown in Figure 1.
Figure 1. Organizational structure of the store "Lilia"
The sales volume for 2007 amounted to 12,387,390 thousand rubles, which is 13% more than in 2006 and 21% more than in 2005. Profit in 2007 increased by 10% compared to the previous year. The main indicators of economic activity are presented in tables 1 and 2.
Table 1.
Structure of assets and liabilities in dynamics for 2005-2007.
| Assets | 01.01.05 | 01.01.06 | abs. off | 01.01.07 | abs. off |
| Fixed assets | 8 538 | 26 716 | 18 178 | 27 663 | 19 125 |
| in % of total | 24,7% | 28,0% | 21,8% | ||
| in % to the beginning of the period | 312,9% | 324,0% | |||
| inventories | 22 347 | 56 926 | 34 579 | 83 257 | 60 910 |
| in % of total | 64,6% | 59,8% | 65,6% | ||
| in % to the beginning of the period | 254,7% | 372,6% | |||
| Liquid assets | 3 699 | 11 616 | 7 917 | 15 987 | 12 288 |
| in % of total | 10,7% | 12,2% | 12,6% | ||
| in % to the beginning of the period | 314,0% | 432,2% | |||
| TOTAL property | 34 584 | 95 258 | 60 674 | 126 907 | 92 323 |
| Passive | |||||
| Short-term liabilities | 26 793 | 43 699 | 16 906 | 70 627 | 43 834 |
| in % of total | 77,5% | 45,9% | 55,7% | ||
| in % to the beginning of the period | 163,1% | 263,6% | |||
| long term duties | 0 | 0 | 0 | 0 | 0 |
| Equity | 7 791 | 51 559 | 43 768 | 56 280 | 48 489 |
| in % of total | 22,5% | 54,1% | 44,3% | ||
| in % to the beginning of the period | 661,8% | 722,4% | |||
| TOTAL sources of property | 34 584 | 95 258 | 60 674 | 126 907 | 92 323 |
| in % to the beginning of the period | 275,4% | 367,0% | |||
| Own working capital | -747 | 24 843 | 28 617 |
Table 2.
Analysis of the store's profit and profitability in dynamics for 2005-2007.
| Name of indicator | 2005 | 2006 | 2007 | ||
| 1 | 2 | 3 | 4 | ||
| Profit analysis | |||||
| The volume of sales of products, works, services for shipment | 60 626 | 135 280 | 261 640 | ||
| 223,1% | 193,4% | ||||
| Cost of sold products, works, services | 54 058 | 126 854 | 251 584 | ||
| Costs per 1 ruble of sold products, rub. | 0,89 | 0,94 | 0,96 | ||
| Profit from sales | 6 568 | 8 426 | 10 056 | ||
| Profitability of sales | 10,8% | 6,2% | 3,8% | ||
| Analysis of profit from financial and economic activities | |||||
| Operating income (expenses) | -323 | -137 | -2 467 | ||
| Profit (loss) from financial and economic activities | 6 245 | 8 289 | 7 589 | ||
| Profitability of financial and economic activities | 10,3% | 6,1% | 2,9% | ||
| Balance sheet profit analysis | |||||
| Non-operating income (expenses) | 349 | 42 | 125 | ||
| Balance sheet profit (loss) (profit before tax) | 6 594 | 8 331 | 7 714 | ||
| Profitability of operations (according to balance sheet profit) | 10,9% | 6,2% | 2,9% | ||
| Return on total capital | 19,1% | 8,7% | 6,9% | ||
| Net profit analysis | |||||
| Net profit | 5 096 | 6 878 | 5 696 | ||
| Net return on sales | 8,4% | 5,1% | 2,2% | ||
| 1 | 2 | 3 | 4 | ||
| Return on equity | 65,4% | 23,2% | 10,6% | ||
| Profitability of non-current assets | 59,7% | 39,0% | 20,9% | ||
| Analysis of profit and profitability from the release of marketable products | |||||
| Release of marketable products | 57 595 | 148 808 | 256 407 | ||
| Growth rate compared to the same period last year | 258,4% | 172,3% | |||
| The cost of commercial products | 50 831 | 136 809 | 244 364 | ||
| Costs per 1 ruble of output, rub. | 0,88 | 0,92 | 0,95 | ||
| Profit from the issuance of com. products | 6 764 | 11 999 | 12 043 | ||
| Profitability of marketable products | 13,3% | 8,8% | 4,9% | ||
As a method of analyzing the external environment, we use SWOT analysis, which is presented in Table 3.
Table 3
SWOT-analysis of the store "Lilia" in Lipetsk
| Strengths | Opportunities in the external environment |
Well-known brand in the local area Dealer agreements with well-known suppliers Market Structure The marketing information system works This year a prospective development project was organized |
Improved service and reduced service time Possibility of narrow specialization Development of corporate clients and new consumer industries Integration with manufacturers Tight integration with factories and getting big discounts Increasing profitability, controlling costs |
| Weaknesses of the company | Threats of the external environment for business |
Quality problems (below average quality) Lack of working capital for purchases Last year drastic changes: high staff turnover (20% over the past six months) |
Dollar exchange rate instability (purchase prices are pegged to $ and sold in rubles) Supplier policy changes |
The priority of factors of the external and internal environment is carried out using the method of "paired comparisons".
When analyzing the external and internal environment, the four presented in Table 1 turned out to be a priority.
A1 ˃ A2 A2˂ A3 A3˂ A1 A4 ˂A3
Table 1.
Pairwise Comparison Matrix
| Factors | A1 | A2 | A3 | A4 | Σ | α | |
| Fame | A1 | 1 | 1.5 | 1.5 | 1.5 | 5.5 | 0.343 |
| Quality | A2 | 0.5 | 1 | 0.5 | 1.5 | 3.5 | 0.218 |
| Service | A3 | 0.5 | 1.5 | 1 | 1.5 | 4.5 | 0.281 |
| Market change | A4 | 0.5 | 0.5 | 0.5 | 1 | 2.5 | 0.156 |
| 16 | |||||||
Thus, the priority of factors will be
A4˂A2˂ A3˂ A1.
The accuracy of the normalized values of the priority coefficient can be increased if its rank value is taken into account when assigning a weight characteristic. (Table 2)
Table 2.
First transformation of the pairwise comparison matrix
| A1 | A2 | A3 | A4 | Σ | α | |
| A1 | 1*5.5= 5.5 | 1.5*3.5=5.25 | 1.5*4.5=6.75 | 1.5*2.5=3.75 | 21.25 | 0.349 |
| A2 | 0.5*5.5=2.75 | 1*3.5=5.25 | 0.5*4.5=2.25 | 1.5*2.5=3.75 | 14 | 0.23 |
| A3 | 0.5*5.5=2.75 | 1.5*3.5=5.25 | 1*4.5=4.5 | 1.5*2.5=3.75 | 16.25 | 0.267 |
| A4 | 0.5*5.5=2.75 | 0.5*3.5=1.75 | 0.5*4.5=2.25 | 1*2.5=2.5 | 9.25 | 0.152 |
| 60.75 |
The largest deviation from the previous value of the priority coefficient is
(0.152 - 0.156) /0.156 * 100 = 0.2%
Then the largest deviation of the priority coefficient from the previous values will be
(0.221 - 0.22) /0.22 = 0.46%.
Since this value is less than the established range, the priority coefficients can be considered established.
3. Selection of a department in the management apparatus for the development of a detailed organizational project for improving the management system
Since the enterprise is small in size, it itself will be the subject for the development of a detailed organizational project for improving the management system.
4. Formation of a target management system that ensures the effective functioning and development of the design object
It should be noted that the enterprise management system is a mobile (due to rapidly changing external and internal economic conditions) tree structure with many nested processes.
The goal tree of the Lily store is shown in Figure 1.
Since the enterprise itself is chosen as the divisions, there is no need to supplement it.
To determine the priority of an individual target located at any level of the target tree, multiply the values of the target tree priority coefficients to the specific target being assessed. The data is presented below.
External and internal goals: 0.5 each.
Entering new sales markets - 0.4 (20%)
Increase in market share - 0.6 (30%)
Products - 0.4 (20%)
Staff - 0.3 (15%)
Economic - 0.3 (15%)
Pricing policy - "deep penetration" - 0.4 (8%)
Improving the quality of customer service - 0.6 (12%)
Cost reduction - 0.2 (3%)
Normal profit - 0.3 (4.5%)
Improving work culture - 0.2 (3%)
Advanced training - 0.3 (4.5%)
 |
Figure 1. The goal tree of the store "Lilia"
5. Analysis and synthesis of an effective organizational structure of management
In the "Lilia" store, the coordination of control actions is characterized by such a type of coordination as mutual agreement. This is due to a clear distribution of functions and agreed guidelines. The type of management of the organization is organic, since the goals and functions are set within the store itself. The store is located in the northwest area of the city. Such a type of product as household chemicals is quite appropriate here, since there are no competitors in this area.
Analysis of the current functional management structure consists of the following developments.
The matrix classifier serves to determine the structure and content of management functions. The general view of the matrix classifier is presented in Table 3.
Table 3
Construction of a matrix functional classifier
Based on the table, consider the content of the functions.
1.2 Planning and forecasting of scientific and technological development:
development of a strategy for scientific and technological development;
drawing up a forecast of scientific and technological development.
1.3 Organization of scientific and technological development:
development of plans for scientific and technological development;
study of the market mechanism of scientific and technological development.
1.4 Rationing of scientific and technological development resources:
development of norms of resources for scientific and technological development;
distribution of resources for scientific and technological development.
1.5 Stimulation of scientific and technological development:
introduction of new technologies of scientific and technical development;
stimulation of personnel in scientific and technical development.
1.6 Coordination of scientific and technological development:
development of plans for scientific and technological development and following them.
1.7 Control of scientific and technological development:
planning measures to control scientific and technological development.
2.2 Planning and forecasting the management of sales activities:
sales management planning;
sales management forecasting.
2.3 Organization of sales management:
responsible store merchandiser;
drawing up sales management plans.
2.4 Rationing of marketing management resources:
development of norms of resources in the management of marketing activities;
allocation of resources in the management of marketing activities.
2.5 Sales promotion:
entering new markets;
increase in market share.
2.6 Coordination of sales management:
responsible to the head of the organization;
carried out in accordance with the developed plans.
2.7 Sales management control:
carried out by the manager;
based on the developed package of documents.
Planning, organization, stimulation, coordination and control over personnel management, in the field of marketing and quality management is carried out by the head of the organization. All general functions for organizing the service lie with the manager together with the store merchandiser. The senior salesperson manages the service.
The functional-resource matrix serves to determine the types and amounts of resources allocated for the implementation of management functions. (Table 4)
Table 4
Functionally - resource matrix
Let's form indicators of efficiency of use of financial resources for allocated functions.
Euntr \u003d Expensesuntr / Administrative expenses
EUSD = ExpensesUSD/Administrative expenses
Eup \u003d Expensesup / Management expenses
Em \u003d Expenses / Management expenses
Euf = Expensesuf/Administrative expenses
Ei = Expenses/Administrative expenses
The differentiation matrix of special management functions serves to analyze the content of work on management functions assigned to individual management positions. (Table 5)
Table 5
The differentiation matrix of the function of labor planning
| Function group | Single function | Work / operation | Performers | |
| Supervisor | Merchandiser (combines administrator positions) | |||
| 1 | 2 | 3 | 4 | 5 |
|
Personnel Management |
Code 01 02 03 04 Hiring |
Code 01 02 01 Development of an employment order | 1,4,5,6,11 | 8,9 |
| Code 01 02 02 Job description preparation | 1,2,4,6,11 | 5,7,8,10 | ||
|
Conducting an interview |
2,3,4,9,11,12 | 8,7, 10, | ||
|
Introduction to the store |
4,6,12 | 2,3,8,9,11 | ||
Code 01 02 03 04 Dismissal from office |
Code 01 02 03 01 Notice of dismissal |
1,4,5,6,11,12 | 2,3,8,9 | |
Code 01 02 03 02 Receiving a letter of resignation |
2,4,5,6,12 | 7,8,11 | ||
Code 01 02 03 01 Paperwork |
1,24,5,12 | 3,7,8,9,11 | ||
| 5,6,7,11 | 1,2,9 | |||
These tables show the load on the manager and merchandiser. As you can see, the head is under a lot of pressure, and the merchandiser is a little less. As a way to reduce the burden on the head, it is possible to propose the introduction of a new position - an administrator or deputy head, to which some of the duties will be shifted.
The average range of control will be equal to 1, since there is only one manager in the organization.
6. Modeling and optimization of the parameters of the organizational structure of management
The optimal (normative level of centralization of management functions Ktsn) is determined using the correlation dependence:
Ktsn \u003d A R U
In relation to a specific organization (Lilia store):
Ktsn = 0.049 10000.1013 40.9965 = 196
The coefficient of flexibility of the management apparatus characterizes the potential capabilities of managerial employees to effectively carry out the entire scope of work on any management function, taking into account its vertical structure. In this organization, the coefficient is 1, since only one person occupies a managerial position.
The coefficient of diversity characterizes the level of specialization of labor of workers at the lower level:
Kr=ΣFn/Rn
Кр= ¼ =0.25 - coefficient of diversity.
The integral efficiency criterion serves to evaluate each of the projected options for the redistribution of employees between management levels for any management function.
Optimization of the centralization of management functions is carried out by determining the number of redistributed workers between management levels:
K \u003d (Pv (+-x)) / Pv + Рn
K \u003d (8 + 1) / 8 + 4 \u003d 0.75
7. Organizational regulation of the proposed changes in the management system
Includes "Regulations on the service" and the job description of the merchandiser.
APPROVE
Director "Lily"
2008
POSITION
about Human Resources
1. General Provisions
1.1 The Human Resources Service is an independent structural unit and reports directly to the Director.
1.2 In its activities, the Human Resources Department is guided by the current legislation, regulations of the intersectoral bodies of the Russian Federation, the Lilia Charter, orders and instructions of the director a, these Regulations.
1.3 The service is managed by a leading specialist who is appointed and dismissed by the director. During the period of temporary absence of the leading specialist, the duties are performed by the specialist of the service.
1.4 A person with a higher or secondary specialized education and experience in practical work in team management is appointed to the position of a leading specialist.
1.5 The organizational structure, staffing and staffing of the service are approved in the prescribed manner.
1.6 The HR Service has its own seal and stamps of established patterns.
2. Main tasks
2.1 Ensuring a unified personnel policy, preparing proposals and implementing measures for the optimal formation of managerial and organizational and production structures based on professional qualification requirements for personnel and in order to achieve maximum profit.
2.2 Organization of work on the formation of optimal social and labor relations in the interests of increasing production efficiency.
2.3 Participation in the development of a system of material and social incentives that closely link the results of economic activity with the contribution of each employee.
To solve these problems, the personnel department performs the following functions:
3.1 In the field of organizing work on the selection, appointment and training of managers:
3.1.1 Development of proposals for the appointment, transfer and dismissal of managers.
3.1.2 Ensuring the preparation of the necessary materials for the appointment of the director, deputy directors and chief accountant.
3.1.3 Formation of a reserve for promotion to senior positions organization of his training, education and training.
3.1.4 Selection, organization of reception and movement of workers, preparation of draft orders and execution of employment contracts.
3.1.5 Working with employees on personnel matters.
3.1 6 Providing assistance in employment (retraining) to employees released as a result of reorganization, reduction in the number and staff.
3.1.7 Providing practical assistance in the development of regulations on departments (services), job descriptions of employees.
3.2 In the field of meeting the needs for qualified specialists, training, retraining and advanced training of workers:
3.2.1 Organization of work to study the situation with labor resources in structural divisions, develop programs to meet the needs of divisions with qualified specialists, release and employment of released workers.
3.2.2 Organization of retraining and advanced training of managers and specialists at various advanced training courses in accordance with the plans.
3.2.3 Study, preparation of proposals and introduction of new areas of advanced training and retraining of personnel in a market economy and the introduction of new technologies.
3.2.4 Search and development of new forms of cooperation with educational institutions of communication for the training of specialists for the specific conditions of their future production activities.
3.3 In the field of accounting and reporting:
3.3.1 Formation and maintenance of personal records and personal files of employees according to approved forms. Registration, maintenance and storage of work books of full-time employees.
3.3.2 Organization of the development of vacation schedules for employees and control over their observance. Registration of holidays, pensions and disability certificates, their constant accounting.
3.3.3 Preparation and timely submission to the statistical authorities of monthly, quarterly, semi-annual and annual reports in the forms assigned to the service.
3.3.4 Issuance of certificates of labor activity to employees.
3.4 In the field of organizing work on awarding employees with state and departmental awards:
3.4.1 Preparation of materials for awarding state awards, conferring honorary titles and awarding departmental awards to employees.
3.5 In the field of social protection and wages:
3.5.1 Participation in the development of Annexes to the collective agreement.
3.5.2 Participation together with the planning and financial service in the development of a system of compensation and bonuses for employees.
3.5.3 Registration of the necessary documents for employees to assign them state and corporate pensions, as well as benefits to their family members in case of loss of a breadwinner.
3.5.4 Carrying out work on medical care for employees together with the labor protection group.
3.6. For other areas of activity:
3.6.1 Control over the implementation of existing laws and regulations on issues of work with personnel in structural divisions.
3.6.2 Study and dissemination of advanced domestic and foreign experience in personnel management, including through publications and print.
3.6.3 Preparation of documents for travel abroad.
3.6.4 Consideration in the prescribed manner of letters, applications, complaints and appeals of citizens on issues within the competence of the service.
4. Rights and obligations
The leading HR specialist on the basis of unity of command manages the work of the service, exercises all the rights and obligations arising from the tasks assigned to the service, and has the right to:
4.1 Involve, if necessary, employees, in agreement with the relevant managers, in the performance of the tasks assigned to the service.
4.2 Participate in meetings on issues related to the activities of the service.
4.3 Coordinate the developed draft orders, instructions, instructions and other regulations, prepare and send information materials to departments and services, conduct business correspondence on issues within the competence of the service.
4.5 Carry out inspections of the work of departments on the organization of work with personnel.
4.7 Make proposals for the promotion, bringing employees to disciplinary responsibility.
4.8 To carry out the selection and placement of employees in the service. Prepare job descriptions for service employees for approval.
5. Responsibility
The Human Resources Lead is responsible for:
5.1 Timely and high-quality performance of the functions assigned to the service.
5.2 Ensuring labor and performance discipline, labor protection and safety in the unit.
5.3 Observance of secrecy, non-disclosure of commercial and other information of a confidential nature.
5.4 Ensuring the safety of property and material values assigned to the service.
5.5 Use of granted rights.
The Leading Specialist shall be liable in accordance with the established procedure for losses caused to the Company and its employees by improper performance of their duties.
6. Relationships and connections
The Human Resources Department is in constant contact with:
6.1 With all structural divisions on the following issues:
planning staffing and determining the need for personnel, - recruitment, execution of employment contracts, - movement and dismissal of employees, - evaluation of labor activity, remuneration, - rewards and incentives, - training and advanced training of employees, - registration of pensions, vacations, leaflets disability.
6.2 Planning and financial service, accounting for bonuses, allocation of funds for training, quarterly, semi-annual and annual statistical reporting.
6.3 With the management of workshops and services for:
execution of employment contracts, - creation of a reserve for filling managerial positions, selection of candidates, formation and training of reserve groups, - advanced training and training of management personnel, including the level of middle managers, - development, coordination and implementation of tariff agreements and annexes to the collective agreement, - positions set out in clause 6.1.
6.4 With trade union bodies on the development and implementation of annexes to the collective agreement.
6.5 With the employment authorities on the issues of employment of laid-off workers, selection of candidates for vacant positions.
6.7 With the bodies of social protection of the population on the issues of registration of pensions for full-time employees.
66.8 With universities, academies, educational institutions of communication, training centers on the organization of training, retraining and advanced training of managers and specialists.
7. Basic requirements for the qualifications of department employees
Employees of the Human Resources Department must meet the qualification requirements.
The staff of the service should include specialists, as a rule, with higher education, who have practical experience in managerial and leadership work.
8. Organization of work
8.1. The service organizes its work according to the plans approved by the Director of the store "Lilia".
8.2. The Service, in accordance with the established procedure, submits to the Director a report on the implementation of the work plan, informs in a timely manner in cases of non-fulfillment of planned activities.
8.3. The service conducts office work in the manner established in the store.
8.4. The Service, at the request of the management and on its own initiative, timely and reliably prepares operational information, statistical data, analytical reports and other information on issues within its competence.
Leading HR Specialist
200_
Agreed:
Familiarized with the situation: _________________________________
Job description of a merchandiser.
I APPROVE _________________________ (full name)
General Director (institutions, organizations) _________________________
JOB INSTRUCTIONS for the Merchandiser of the store "Lilia", Lipetsk
1. GENERAL PROVISIONS
This job description defines the functional duties, rights and responsibilities of the Commodity Manager.
1.2 The commodity manager is appointed to the position and dismissed from the position in accordance with the procedure established by the current labor legislation by order of the General Director.
1.3 The commodity manager reports directly to the General Director, Deputy General Director.
1.4 A person who has a higher or secondary vocational education without presenting requirements for work experience or primary vocational education and work experience in the specialty for at least 2 years is appointed to the position of a Commodity Manager.
1.5 The merchandiser must have computer skills at the level of a confident user.
1.6 The merchandiser must know:
resolutions, orders, orders, other governing and regulatory documents relating to the work of a trade enterprise;
commodity science, standards and specifications for goods, basic properties of goods, quality characteristics, methods for determining the quality of goods;
organization of warehousing, conditions of storage and transportation of goods; commodity market conditions;
methods of studying consumer demand;
modern fashion and tendencies of its development; the procedure for developing plans for commodity supply, commodity circulation;
procedure for drawing up applications for goods;
advanced domestic and foreign experience in organizing trade and warehousing; inventory standards;
suppliers, range and nomenclature of products produced or supplied by them;
the management structure, the rights and obligations of employees and the mode of their work;
rules and methods of organizing customer service;
fundamentals of economics, organization of labor and management;
the order of registration of premises and showcases;
foundations of aesthetics and social psychology;
labor legislation;
Internal labor regulations;
rules and norms of labor protection;
safety regulations, industrial sanitation and hygiene, fire safety, civil defense.
1.7 The commodity manager must have organizational skills, communication skills, must be energetic and positively minded.
1.8 During the period of temporary absence of the Commodity Manager, his duties are assigned to ___________________________.
2. FUNCTIONAL RESPONSIBILITIES
2.1 Merchandiser:
2.1.1 Constantly studies the demand for all groups of goods and trends in its development.
2.1.2 Examines the factors affecting the sale of goods and are important for their successful implementation, types of demand (sustainable, rush, short-term, etc.), the reasons for its increase and decrease, differentiation in the purchasing power of the population, predicts the demand for goods and sales volume.
2.1.3 Examines the prospects for marketing new products, taking into account the socio-demographic characteristics of various groups of the population, the state and dynamics of their incomes, traditions and tastes.
2.1.4 Analyzes the experience of competitors, taking into account changes in the tax, price and customs policy of the state.
2.1.5 Controls sales, compares planned data with the results obtained in terms of volume, revenue, sales time, identifies deviations and changes in market conditions.
2.1.6 Takes part in the preparation of plans for turnover and commodity supply.
2.1.7 Controls the compliance of goods with the current GOSTs and TUs.
2.1.8 Maintains constant contacts with suppliers.
2.1.9 Controls the fulfillment of contractual obligations by counterparties, including the receipt of goods in the agreed assortment in terms of timing, quality, and quantity.
2.1.10 Participates in the preparation of claims to counterparties.
2.1.11 Participates in the preparation of responses to customer claims.
2.1.12 Takes measures to accelerate the turnover of goods, reduce product losses, studies the causes of the formation of excess commodity resources and "illiquid assets", develops measures for their implementation.
2.1.13 Informs, if necessary, warehouse workers and the administration of the enterprise about the rules for storage, transportation of goods, monitors compliance with the rules for storage, transportation of goods, preparation of goods for shipment to the trading floor.
2.1.14 Carries out daily control of commodity balances in the warehouse of the enterprise.
2.1.15 Participates in the inventory of goods.
2.1.16 Carries out operational accounting of the results of the sale of goods, draws up market reviews, reports in accordance with established forms, draws up documents related to the supply and sale of goods.
2.1.17 Participates in pricing.
2.1.18 Complies with labor and production discipline, rules and regulations of labor protection, industrial sanitation and hygiene requirements, fire safety, civil defense requirements.
2.1.19 Fulfills the instructions and orders of the administration of the enterprise.
2.1.20 Informs the management about the existing shortcomings in the work of the enterprise, possible measures to eliminate them.
3.1 The merchandiser has the right:
3.1.1 Give orders and take appropriate actions to eliminate the causes that create obstacles for the implementation of the Commodity Manager of his functional duties.
3.1.2 Make proposals to the administration of the enterprise to improve the work related to the functional duties of the Commodity Manager and the entire enterprise as a whole.
4. RESPONSIBILITY
4.1 The merchandiser is responsible for:
4.1.1 Failure to fulfill their functional duties.
4.1.2 Unreliable information about the status of the received tasks and instructions, violation of the deadlines for their execution.
4.1.3 Failure to comply with orders, orders of the administration of the enterprise.
4.1.4 Violation of the Internal Labor Regulations, fire safety and safety regulations established at the enterprise.
4.1.5 Disclosure of trade secrets.
4.1.6 Loss, damage and shortage of goods and other material assets in accordance with applicable law.
5. WORKING CONDITIONS
5.1 The mode of operation of the Commodity Manager is determined in accordance with the Internal Labor Regulations established at the enterprise.
Acquainted with the instruction: _______________ / _________________ (signature) (full name)
"___"___________ _____ G.
8. Evaluation of the effectiveness of measures to improve the management system
The effectiveness of measures to improve the management system of the Lilia store can be determined through:
Reducing the labor intensity of work on management functions (T);
Reductions in the number of managerial employees (N)
H=2200/1800=122
Growth in labor productivity of management employees (P)
P \u003d (100 H) / 100-H
P \u003d (100 122) / 100 - 122 \u003d - 554
Reducing the activity of management information cycles
Tc \u003d 8.2 50,000 (1 - 196 / 0.75) \u003d 10.6 million
Reduction of costs associated with a decrease in the duration of management information cycles
S = 10.6 6.5 = 68.9 million rubles
Conclusion
Thus, after analyzing the management system of the retail store "Lilia", the results were obtained and proposals were developed.
The organization is the object of management by the management system (management personnel). When creating an organization, its main parameters are determined: goals, types and scope of activities, forms of ownership, size and types of organization; activities are also carried out to provide the organization with all the necessary financial, material and labor resources: selection and hiring of personnel, purchase of raw materials, materials, equipment, its installation, rent, construction or purchase of industrial premises, etc.
The company's philosophy is to meet the needs and tastes of consumers. High quality and promotion of new products, that is, the expansion of the product range. Market leadership is not measured by volume, but by the effectiveness of the brand. The company strives first of all to be efficient, that is, to constantly discover new sources of meeting the needs of consumers.
“Organization management structure” or “organizational management structure” is one of the key concepts of management, closely related to the goals, functions, management process, the work of managers and the distribution of powers between them. Within the framework of this structure, a managerial process takes place (the movement of information flows and the adoption of managerial decisions), in which managers of all levels, categories and professional specializations participate. The structure can be compared with the framework of the building of the management system, built to ensure that all processes occurring in it are carried out in a timely manner and with high quality. Hence the attention that leaders of organizations pay to the principles and methods of building management structures, the choice of their types and types, the study of trends in change and the assessment of compliance with the tasks of organizations.
The changed organizational management system of the Lilia retail store showed that it is possible to relieve the head and increase the competence of management at the enterprise.
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The purpose of building a project-oriented management system of an organization is to form a management system in an organization based on project principles, integrating project management with strategic and tactical management processes.
Organization management system
In the management system of the organization, 4 levels of management are distinguished: strategic, tactical, operational and operational. Each level is characterized by its own planning horizon and control frequency:
- strategic level - planning for a period of 5 years, control at least once a year
- tactical level - planning for a period of 1 to 5 years, control at least once a quarter
- operational level - planning for a period of 3 months to 1 year, control at least once a month
- operational level - planning for a period from 1 day to 3 months, control at least once a week
A schematic representation of the model of a project-based management system of an organization, see below:
At the strategic level, strategic management is distinguished, at the tactical level - portfolio and project program management, at the operational level - project and process management, and at the operational level - operational management.
Link levels
Management levels are interconnected: planning of each lower level is carried out as a result of decomposition and detailing of the plan of a higher level, control of each higher level is based on data obtained as a result of control of the lower level.
Auxiliary management processes
In addition to the main management processes (strategic, tactical, project) in the project-oriented management system of the organization, auxiliary management processes related to project activities are distinguished:
- managing the motivation of project participants
- management of the competencies of participants in project activities
- organizational support for project activities
- technological support for project activities
The list of the main processes of the project-oriented management system model also includes "Process Management" and "Operational Management". These processes in a project-oriented management system are not core and can be implemented in any way at the choice of the organization.
Management Layer Integration
One of the key issues in building a project-oriented management system is the integration of management levels in an organization. When integrating different levels, an end-to-end system of planning and control should be formed, when the lower level is based on the higher one, and the reporting of each higher level is based on the lower one. For these purposes:
- the frequency and timing of planning, control and change management for each level is fixed
- the principles of integration of levels are determined (planning, control, change management)
- types of control points are distinguished by levels, the optimal number of control points for each level is configured
- procedures for end-to-end planning, control and change management are being developed
- end-to-end planning, control and change management procedures are automated
Cross-project and project-process integration
Projects in the organization are interconnected, which leads to the failure of some projects because of others. In order to improve the efficiency of project implementation, organizations should ensure cross-project integration, when the links between projects are taken into account, the impact of projects on each other is assessed, and change management in projects, for example, rescheduling, is made taking into account such relationships.
A similar relationship exists between projects and processes, and it is necessary to provide project-process integration.
Company Services
Company "Project Services" in terms of tasks building a project-oriented management system organizations offers the following services:
- Development of a model of a project-oriented organization management system
- Determination of the optimal frequency and timing of planning, control and change management for each level of management
- Determination of the principles of integration of levels (when planning, controlling, managing changes)
- Typification of control points, determination of the optimal number of control points for effective planning and control
- Development of procedures for end-to-end planning, control and change management
- Automation of end-to-end planning, control and change management procedures
- Development of an approach and procedures for inter-project and project-process integration (taking into account the influence of projects and processes on each other)
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