Company management in modern conditions. Features of the management of organizations in modern conditions. Management organization: organizational structure

A radical restructuring of the economic management system, which is moving onto the rails of market relations, is one of the most important directions of the reform program being carried out in our country. This problem is of particular importance at the level of the enterprise, whose position in the market economy is radically changing. Becoming an object of commodity-money relations, possessing economic independence and fully responsible for the results of its economic activity, the enterprise is obliged to form in itself such a management system that would provide it with high performance, competitiveness and stability of the market position.

Management is a type of management that fully meets the needs of the development of a market economy. Management as a complex phenomenon in the development of production and society is characterized by many factors. The differences are determined not only by the characteristics of the control object, but also by the level of its technological, socio-psychological and other development. Management will be very different when it comes to a small enterprise in a small business or a large one. manufacturing company... Typological diversity of management is characteristic, determined by factors of the socio-economic environment in which the object of management functions, its relationship to the state, as well as the human factor and many others.

Management has many aspects, including economic, political, social, financial, philosophical, psychological, technical, organizational.

Managing the activities of people requires an exceptionally high skill of a professional manager, a wide arsenal of techniques and methods used by him, managerial and entrepreneurial skills. With the introduction of management as a science, enormous economic achievements, revolutionary technical and technological changes, completely new approaches to the man of labor, his emancipation, the development of creative individuality and much more.

Management is a special kind professional activity aimed at achieving an enterprise operating in market conditions, optimal economic results based on the application of diverse principles, functions and methods of the socio-economic mechanism of management. Management also means the field of activity related to the organization of the work of people in enterprises of various kinds. At the same time, it is an area of ​​knowledge within which the possibilities of effective management are being studied. In addition, the term "Management" often refers to the management personnel of enterprises and firms.

Management as management in market conditions ensures the company's orientation to meet the needs of the market, to the needs of specific consumers, to organize the production of those types of products that are in demand and are able to bring profit to the company. For modern management are characteristic:

1) a stable desire to improve the efficiency of production and business in general;

2) broad economic independence, providing freedom of decision-making to those who are responsible for the final results of functioning in the market of the firm or its divisions;

3) constant adjustment of goals and programs depending on the state of the market, changes in the external environment;

4) focus on achieving the planned end result of the firm's activities;

5) the use of a modern information base for multivariate calculations when making management decisions;

6) changing the planning function - from current to future;

7) emphasis on all the main factors of the firm's activities;

8) assessment of the management of work as a whole only on the basis of the actually achieved final results;

9) maximum application of mathematical methods and achievements of informatics based on electronic computers

10) attraction of all employees of the company to the management of it;

11) implementation of management based on anticipation of changes, flexible decisions;

12) reliance on innovations in each segment of the firm's work, non-standard solutions;

13) conducting deep economic analysis every management decision;

14) the ability to take reasonable risks and manage risk;

15) increasing the role of marketing to a key one.

The term "management" is essentially an analogue of "management", although the latter is much broader, since it is applied to a wide variety of types human activity... Recently, due to strong competition between enterprises and oversaturation of the market, there have been significant changes in the style of enterprise management. If earlier he was an excellent manager who was the fastest to respond to changes in market situations, now a good manager is a specialist who will create new markets for his company, who not only reacts to changes in the market, but also changes the market itself. The task of the manager is precisely to make the desired possible, and then real. A lot depends on the manager, especially in Russia. Research data convinces that the vast majority of bankrupts of an enterprise, cases of crisis situations in them, depend primarily on inept leadership.

Increasingly, the use of the potential of management brings companies a great economic effect at relatively minimal costs. Management acts as an important factor in solving social problems of the enterprise collective. Business conditions in Russia today differ so much from a developed market that the use of its opportunities cannot but be creative, innovative, taking into account the peculiarities, traditions and specifics of the entire country as a whole, each region, industry and workforce.

Management decisions that are effective in one industry and in a specific situation can be very dangerous for other industries and situations. The multivariance of decisions and management moves, flexibility and originality of economic combinations, the unique nature of each situation constitute the foundations of management. Therefore, the emphasis in the activities of managers is not on standard solutions, but on the ability to quickly and correctly assess the real economic situation and find the only possible approach in a given situation, which is optimal in specific conditions.

The study of the peculiarities of management is of paramount importance in the context of an increasingly real-world market economy in Russia. The development of the market concept of management is taking place in our country, taking into account many difficulties that are specific to the current state of the Russian economy. This is largely due to the failures of economic policy in the country. Obviously, in an atmosphere of uncertainty, the management of the enterprise is much more difficult to function than in the conditions of an ordinary developed market economy. Many economic shares in our country can be declared simply illegal, which dramatically increases the degree of risk.

Let's consider the modern system of views on management in Russia. The economic reforms carried out in the country make it possible to integrate the national economy of the Russian Federation into world economy and take a worthy place in it, subject to two main conditions: first, the principles and mechanisms prevailing in the world economic community should be the basis for reforms; secondly, when carrying out reforms, the features of the previous development and the current state of the country's economy, the national culture and behavioral characteristics of the population, the duration of the transformation period and other factors and conditions shaping the country's development should be taken into account.

The system of views, which for 70 years determined the development of management theory and practice, was formed under the influence of the Marxist paradigm of economic development. In it, the criterion of the social orientation of the economy was the all-round development of the individual. The role of the economic foundation of fair distribution based on the results of labor was performed by public ownership of the means of production, and the plan acted as a regulator of production. The interpretation of this paradigm in the process of building a socialist society led to the creation of a special type of economic theory. In addition to its extreme politicization, she substantiated the need to implement such fundamental provisions as the concentration of production, its monopolization at state enterprises, the orientation of production specialization towards national economic efficiency, and the closed nature of the country's single national economic complex.

In accordance with this, management science has developed fundamental provisions justifying the need for centralization of management, a monocentric system of management, direct control enterprises on the part of the state, restrictions on the economic independence of enterprises, a rigid distribution system and relations between enterprises. This belief system was reflected in theoretical developments and the practice of managing socialist production. The management of the economy of the USSR was built on the type of one large factory with subdivisions and branches throughout the vast territory of the country. Hence - the colossal bureaucratization and command-administrative nature of the management system, with which we approached the beginning of economic reforms.

The Russian Federation, as an independent state, has taken a course towards carrying out market reforms that should ensure the well-being and freedom of Russian citizens, the country's economic revival, and the growth and prosperity of the domestic economy. The provisions of the new management paradigm should express the objective needs of the reformed economy and society as a whole; they should contain the main, key points, the use of which in building a new management system will help our country to accelerate the transition to a market economy and implement it with the least losses for society.

The system of views on the management of the economy during the transition period, constituting a new management paradigm, in comparison with the paradigm of the command-administrative system of the pre-reform period, is presented in Table 1.

Table 1- Old and new system views on the management of enterprises and organizations of the Russian Federation

Old (formed in the pre-reform period)	New (for the period of transition to market economy rails)
1. Centralization of management of a single national economic complex	1. Decentralization based on a combination of market and state regulation of socio-economic processes
2. Monocentric economic system	2. Transition to a polycentric economic system
3. Direct state management of enterprises	3. Management of public sector enterprises through a combination of market and administrative methods
4. Limited economic independence of enterprises, a rigid system of distribution and connections between them	4. Self-government of non-governmental sector organizations as open, socially oriented systems

Decentralization of the management system, carried out in the process of reforming, does not imply a complete rejection of state regulation of socio-economic processes occurring at the level of organizations and enterprises. The need for such an approach is caused by the fact that the movement to the market is a complex process, in which the state must be an indispensable and active participant. It is known that the market is not able to solve many problems related to the needs of the whole society, the social cohesion of the country, fundamental scientific research, long-term programs, etc. public policy in areas such as social and economic, monetary and financial, structural and investment and scientific and technical, was almost universally recognized after the devastating global crisis of the late 1920s.

The role of the state is that it must establish and protect general rules the functioning of the market, using such forms of intervention as legislation (including antitrust), government orders, licensing of exports and imports, setting lending rates, various forms of incentives and control of rational use natural resources and so on. The state is also entrusted with the task of filling non-market economic zones, which include: environmental safety, socio-economic human rights (including consumer protection), redistribution of income, scientific and technological progress, elimination of structural and regional imbalances, development of effective international economic relations.

During the transition to a market economy, Russian enterprises faced a host of problems that most of them were unable to solve all at once. This led to a severe decline in production, economic, financial and management crisis.

The question of how to work in market conditions, how to manage an enterprise and make decisions will remain relevant for a long time. The thing is that domestic enterprises have practically no experience of working in a market economy. They do not have sufficient information, do not know what information they need, how to use it, how to accumulate, process and use the information obtained in making management decisions.

A modern enterprise is a complex complex, the dynamism and coherence of work of which is ensured by the management mechanism. The enterprise management mechanism is a hierarchical system of administrative bodies and management structures, with the help of which the main tasks are solved in a coordinated manner and the goals facing the enterprise are achieved, internal communications are established, execution control is carried out, levers of influence are used, covering the activities of all links and employees of the enterprise - from the worker to director.

The profound changes in the Russian economy and its increasing integration into the world economy lead to the fact that the previous forms of management are increasingly becoming inconsistent with the emerging economic environment. This is due, first of all, to the need to solve major systemic problems of management. These include: increasing the competitiveness of domestic enterprises in the context of a sharp aging of the main production assets and increased competition from foreign manufacturers; lack of working capital; imperfect training of managers to conduct the economy of an enterprise in a market economy and much more.

Solving these problems requires large financial and human resources... In addition, there is still a time factor at work, since, for example, the re-equipment of industries should take place in a relatively short time.

All this suggests that their solution requires the creation of adequate management methods and technologies.

During the years of formation in modern Russia a lot of problems have accumulated, without the solution of which it would be meaningless to talk about further integration into the world community of our business. These are such problems as:

· Training of managers in accordance with international standards;

· Inability to make decisions;

· Understanding of the essence of management by Russian leaders;

· Inability of managers to delegate authority;

· Low professionalism;

· Inability to use the services of independent consultants and consulting firms;

· Insufficient introduction of information management elements into the management process;

Inability to apply in practice modern methods and management techniques;

· Inability to effectively manage the financial resources of the company, to use in practice modern methods of motivation;

· Lack of a systematized theory of Russian management; awareness social responsibility management;

· Problems of the tax press and uncertainty of pricing mechanisms;

· Weakness of the legal framework;

· Lack of ability to form a team, select personnel.

Thus, the main tasks facing management in Russia are:

1) ensure the viability of your enterprise in an increasingly competitive environment, despite any changes in the market;

2) seek to maximize profits in specific market conditions;

3) develop and consistently implement a program for the development of the company's team, including social problems, organize work on the basis of modern effective methods;

4) improve the work of the enterprise through the use of modern management methods, improve the organizational structure of the enterprise, achieving the effective work of each employee individually and the entire team as a single interacting system;

5) determine the goals that meet the interests of the company, based on the needs of the market and the consumer;

6) be able to take risks within reasonable limits and be able to neutralize its impact;

7) be able to prevent and successfully overcome crisis phenomena in the course of the organization's activities.

The market economy, due to the action of factors of instability and increased risk, objectively presupposes continuous improvement of the management process. It is to this goal that management is responsible - the science of rational organization and management of an enterprise.

To achieve a goal quickly and economically, you need to control the work of each link in the company.

For this, in any organization there is general system management of the organization, which defines the company as a managed system. Organization management system Is a continuous process of influencing the performance of an employee, group or organization as a whole for the best results in terms of achieving the set goal.

What is an organization management system

An effective management system of an organization consists of the departments of the company, its subsystems and interactions, as well as of the activities that ensure the stated functioning. An organization's management system is a complex organism, which is divided into governing and manageable parts.

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Control part consists of directorate, managers and information department, which provide management activities. This part is called the administrative and management apparatus. The control part processes the information at the input, then transmits it at the output.

At this stage, the management makes various decisions based on forecasts, current goals, results of information processing, etc. The administrative and managerial staff builds work on the foundations of the organization's management system.

Controlled part - these are numerous organizational and functional departments that are busy with the production process. For the controlled part, the type of production affects both the item of input and the item of output.

An example is the financial management system of an organization - a bank. Obviously, at the entrance, it can have cash, shares, securities, and at the exit, information on financial management, as well as the issuance of cash Money.
The main elements, of which the management system of a modern organization consists, the following are considered:

• method of exposure;
• purpose;
• the problem arising from the goal;
• law;
• communication processes;
• solution;
• document flow;
• function;
• principle.

What tasks does the organization management system perform?

The task of the management system of the organization and the managers who run the company is to carry out profitable activities of the enterprise. This task is performed with the correct formulation and correct development. production process... To solve this and other tasks, it is necessary to effectively use the professional capabilities and creative abilities of each specialist.

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Can be distinguished five groups functional processes that cover the work of any enterprise and are recognized as the object of the organization's process management system from the side of management. These functional groups of processes are as follows:

• production;
• marketing;
• finance;
• work with personnel;
• accounting and analysis of economic activities.

• Manufacturing control

Implies that the respective management branches provide guidance for the processing of materials, raw materials and semi-finished products arriving at production. For which the management implements the appropriate actions:

• product development and design management. In any company there is a division that is responsible for the development of new and improvement of previously produced products. The existence of such a subdivision is necessary for the constant development of the field of manufacturing goods that will enter the external environment. The demands made by buyers to the products are constantly increasing, just as their tastes and preferences do not stand still. Because of this, the organization must continually make improvements to the products it produces and at the same time provide customers with new, high quality products.
  This process is managed by constantly monitoring and receiving information about changes in consumer needs, about the work of competitors, about innovations in the environment in which the company operates. All this is intended to help in the process of improving the quality of the product. Based on these data, development should be carried out. Managers must ensure that they are implemented in a timely manner and in the direction necessary for the organization;
• direct control of the production process is carried out by choosing a technological process that is most appropriate to the specifics of the products being manufactured, as well as by a competent placement of personnel. The correct distribution of personnel pursues as its goal the rational organization of the labor of each worker and the optimization of the work process as a whole, the distribution of equipment. It is important to optimize the expenditure of financial and labor resources in the planning and manufacture of products;
• management of the purchase of raw materials, materials and semi-finished products... In this case, the task of managers is to constantly monitor the organization's availability of raw materials necessary for the production of products, its rational consumption and timely replenishment;
• inventory management in warehouses... It includes managing the storage of purchased products, searching and selecting the right goods and semi-finished products. The presence of such is determined by the type and technology of production of the final product, the reserves of which must always be sufficient for the organization to receive the planned profit from its sale;
• quality control... Quality control involves not only checking the quality of manufactured products, but also monitoring the work of the main production workers, so that they work, focusing on a specific production technology.

The main task of the managers in the management of the company is the formation of the manufacturing process of products that meet all standards and satisfy the needs of customers. These are standard requirements for an organization's management system. At the same time, it is important to achieve the optimal expenditure of finance and adjust the production process to save the efforts of employees, which are an important component of a successful organization.

• Marketing management
  Marketing activities for the implementation of the product created by the organization must find the optimal balance between satisfying the desires of the potential buyer and the implementation of the goals of the organization. For this purpose, the analysis of the organization's management system is carried out, the management of processes and actions, such as:

1. Market research. In order to produce products for which there will be demand, it is necessary, first of all, to find out the tastes and preferences of consumers. The focus should be on the customers to whom the company is going to sell its products. It is also necessary to find out the position of the firm in the market, which depends on the number of competitors producing similar products or services.
2. Advertising. Through advertising, the firm influences potential consumers. Through advertising, the manufacturer convinces consumers to purchase exactly its products, while indicating its merits. Advertising is designed to increase the market share of the organization, providing it with the largest possible number of customers and, therefore, more profit from increased sales.
3. Pricing... Depending on the set price the organization will have one or another level of demand for its products. Therefore, price management is an important factor in the profit making process for an organization and should not be neglected.
4. Creation of sales systems. It is not enough to produce good quality products, you also need to be able to sell them correctly. For different products, there are different distribution channels, determined by the specifics of the products manufactured. A good manager must select the most effective distribution channels for the organization's products, which will help sell the maximum number of products and ensure high returns from the firm's operations.
5. Distribution of created products... If the firm manages to establish distribution networks for its products in a large market share, then this will lead to the emergence of a large number of potential buyers goods.
6. Sales... Sales volumes will depend on the previous performance of the marketing managers. If the market has been studied well enough, if advertising has been effective enough, if product distribution channels are chosen by managers correctly, and if the company's products are sold over a large area, then the organization can expect to receive sufficient profit that will allow the organization to develop its production.
7. The task of managers is to develop an organization management system and implement the marketing principle: not to sell to consumers what the organization has produced, but to produce what consumers need.

• Financial management

The organization of the enterprise management system also contains the financial management system of the organization, which consists in the fact that the management manages the turnover of funds in the organization. For this, the following is undertaken:

1. Budgeting and financial plan... The work of the enterprise must be organized in accordance with the plan, as already mentioned above. One of the most important is the financial plan. When developing it, you should keep in mind all the needs of the organization and plans for its main activities. Planning forecasts all the expenses and revenues that the company wants to earn over a certain period. The budgeting process identifies the need for loans or credits.
2. Formation of monetary resources... When the organization determines the amount of finance required for its normal functioning, it is necessary to determine the sources of budgeting. If the company does not have enough own funds, she will have to resort to loans. The task of managers is to optimize the amount of borrowed capital in the total share of the firm's cash so that the subsequent repayment of the loan and interest on it does not adversely affect the activities of the firm, otherwise it will suffer significant damage.
3. The distribution of money between the various parties that determine the life of the organization. A good manager must be able to rationally distribute the financial resources at the disposal of the organization, so that all its divisions function effectively, this process takes place in accordance with the financial plan.
4. Assessment of the financial potential of the organization... The main task of managers here is to identify the possibilities of the company to manage with its own funds without attracting borrowed funds.

In financial management, managers must be able to use the organization's available financial resources build new financial opportunities that can be spent on the development of production or the return of borrowed funds.

• Personnel Management

The organization's personnel management system is inextricably intertwined with the use of the potential of employees in the implementation of the company's goals. The personnel management process invariably consists of the following elements:

Selection and placement of personnel. Whether the organization will work effectively depends on the correct selection of employees. It is essential that all employees have the required qualifications and work experience in the field of carrying out the activities of the organization. Management in this area consists in recruiting highly qualified specialists and professionals. The placement of shots is of great importance. The correct distribution of personnel to various functional departments and the provision of the necessary number of employees in the organization will allow people to work without additional loads, fully devoting themselves to specific work.

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Personnel training and development. The organization must ensure that its employees are always able to acquire additional skills and develop their experience. The labor management system of the organization, represented by the manager, must create such conditions in the company that would allow employees to improve and systematically improve their qualifications. This should apply not only to subordinates, but also to the managers themselves. The creation of a training and methodological center directly at the enterprise, which allows employees to acquire additional skills, will help increase the efficiency and productivity of labor on the job and under the supervision of managers, which is important. The company's management will be able to determine the direction of improving the management system of the organization and its employees, which will allow to organize the work of the training center accordingly.

Compensation for work performed... Managers need to take care of creating in the company monetary and other rewards for the efforts of employees. These can be both material methods of compensation: salary, bonuses, allowances, and non-material: praises, certificates, promotions, and so on. Such a system of rewards can improve the performance of employees, help to form their sense of belonging to the organization, which positively affects the results of work.

Creation of conditions in the workplace. Another task of managers is to organize the workflow for each employee of the company in such a way that it most fully promotes the manifestation of all their abilities and saves work time... Intelligently organized work of employees increases the return on their efforts due to the fact that they spend less time adjusting to their workplace.

Maintaining relations with trade unions and resolving labor disputes... Social partnership occupies an important place in the work with personnel. Cooperation of the organization's management with various kinds of workers' associations, representing their interests, contributes to the fulfillment of the needs of both parties in the process of enterprise functioning.
When managing, managers should make the most of the labor potential of the company's personnel, as well as direct the efforts of subordinates to achieve the goals of the enterprise with the benefit of both employees and the firm.

• Accounting and analysis of economic activities

It implies the management of processing and analyzing economic data about the company's work to compare the actual activities of the firm and its potential, as well as with the work of other organizations. The task of the manager in this situation is to identify the difficulties on which the enterprise should especially focus, and then choose the best directions for the implementation of activities.

Expert opinion

The optimal management style in the organization management system

Dmitry Khlebnikov,

independent consultant for Business Development, Moscow; candidate of physical and mathematical sciences

In order to determine the optimal style of the organization's management structure, it is necessary to take into account many points. Template directions in management must be adapted to a specific organization and the characteristics of an existing leader. Based on this, we can draw the following conclusions:

1. The optimal management style is associated, first of all, with the level of formation of the enterprise, with its focus and with the stage of the hierarchy under consideration.
2. The dominant leadership style can be transformed, focusing on the stage of formation of a particular company.
3. At different levels of the organization's management hierarchy, dissimilar directions in management can be used at the same time.
4. The most optimal for the enterprise is the direction of management that will provide desired result with least risk and resource costs.
5. Each method of forming an organization's management system sets a certain framework for the management part. If this framework is ignored, the effectiveness of the system of organization management methods and the overall organizational effectiveness of the company falls.

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What is the system of management objectives of the organization exists in management

The existing goals of the organization's management system are divided into four parts, each of which contains the main, nuclear goal. When summarized, they look like this:

1. Economic purpose is the successful implementation of the sale of goods and services of the organization.

2. Scientific and technical purpose- organization of the production of high quality goods and the development of production technologies in order to optimize the labor activity of the organization's employees.

3. Production and commercial purpose- production and sale of goods in the planned quantity and within a certain time frame, which helps in the implementation of the first goal.

4. Social purpose- is aimed at maintaining the established level of implementation of social needs for employees of the organization.

It is very difficult to define and write the last goal into the system of the organization's management goals. It is viewed from two sides. First, the social purpose must discover, bring to the surface, and meet the needs of the company employees to which they are legally entitled.

Secondly, this the goal system should also answer such questions:

• What exactly is the administration using the working potential of its employees?
• In what environment is the administration ready to realize this potential and under what conditions?

The next stage of objectives focuses on providing objectives for all leadership functions:

• forecasting - obtaining data and interpreting it in planning;
• organization and management control system of the organization - management of the work process in order to achieve maximum results;
• accounting - the turnover of the information flow upon achievement of the result;
• incentives - the dispersal of economic reserves among parts of the company.

The designated management functions should be carried out in the work of department heads at any level.

Each of the goals can also be divided into components., such as:

1) Economic goal - it includes both the basic remuneration of employees and incentive material incentives: benefits and bonuses.

2) Socio-psychological goal - it includes the creation of a healthy atmosphere in the team, the organization of decent and safe working conditions, etc.

3) The goal of self-realization includes providing a working environment in which the employee is able to develop his creativity and move up the career ladder.

From the point of view of the administration of the organization, the same set of goals must contain available ways of their implementation. Thus, the structure of the company's goals in relation to its employees is highlighted. Experts believe that the main goal is Receiving a profit... The process of achieving this goal by subordinates is usually accompanied by certain phenomena for the management and for the entire company:

a) application of personnel skills in accordance with the system of organization and the goals of the enterprise;

b) increasing the effectiveness of work activities.

All points of the organization's development management system need to be analyzed in more detail, for which we divide them into several components:

1. Application of personnel skills in accordance with the organization's management system and the goals of the enterprise:

• competent implementation of labor functions: determination of the direction in the work of employees, their change, if necessary, and other manipulations related to personnel;
• growth of employees: training of personnel, formation of tasks that are aimed at developing the individual qualities of an employee, providing opportunities for further career growth;
• analysis of the activities of employees: recruiting and studying the possibilities of potential employees in employment, analysis of the work of current employees.

1. Increasing the effectiveness of work activities:

• relationships in the team: all relationships in the enterprise, including the relationship of superiors with subordinates and the frequency of conflicts among employees;
• correction of behavior with the help of motivation: salary, individual approach, creativity, consideration and development of interests;
• decent conditions: labor protection, observance of employee rights and labor standards, social support within the framework of the law.

The main functions of the organization management system

One can imagine seven control functions:

1. Organization, being a management function, it manifests itself through organizational systems.

This function includes a combination of everything necessary to form a fruitful workflow - this is a system for optimizing work activities, allocating responsibilities and various resources.

In a similar sense, the management organization should provide maximum comfort for the participants in the work process, and they, in turn, should strive to achieve their goals, objectives, etc. All actions should be performed within the specified time frame and with a minimum expenditure of resources.

1. Rationing function can be regarded as a procedure for studying scientifically reasoned computational quantities that determine the number and properties of developed components used in production and in management activities.

This function directly influences the actions of objects with precise and strict norms. It creates planning and manufacturing control in the enterprise, realizing a smooth and stable manufacturing process. The function of rationing serves as the basis for the creation of many regulations in production.

3. Function planning the work of the enterprise is considered the most significant against the background of all other functions. The fact is that it is needed for the adamant regulation of the object's actions in an effort to achieve the formulated goals and objectives. This function implies the correlation of specific tasks for each department in order to create an enterprise program.

4. Coordination function the work of the company is carried out to coordinate and harmonize the activities of the company's departments, workshops, divisions, etc. The coordination function is carried out in the form of influencing each employee on the entire team that participates in the work process.

5. Function of motivation exerts influence on the work collective in the form of motivation for fruitful activity through social impact, group and personal rewards.

6. Control function is carried out in the form of influencing employees by finding, connecting, accounting, researching the results of the production activity of each department. It is necessary to bring this information to the management of the company, which will assess the organization's management system and prepare certain management decisions.

7. Regulation function the work of the company is carried out directly with control. Due to the influence of external and internal environment On industrial activity, a discrepancy is formed between the established characteristics of production work, discovered in the process of monitoring and timely accounting, which ultimately will require regulation of the manufacturing process and further research of the organization's management systems.

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Methods and principles of the organization's management system

Management principles- basic postulates that determine the structure and operation of the organization's management system. Today in the field of management the following principles of leadership are applied:

• harmonious combination of centralization and decentralization, which provides for the full transfer of rights in the course of decision-making. This is where the principle of leadership self-sufficiency is combined with skillful teamwork to achieve the result;
• scientific confirmation, involving the foresight of the planned socio-economic reforms of the company through the involvement of the developed systems, methods and approaches;
• planning, which determines the fundamental actions in the functioning and development of the organization;
• combining rights, obligations and guarantees - this implies the rights and obligations of each subordinate for his field of activity;
• independence, that is, the personal independence of individuals performing management activities within the legal framework;
• hierarchy and response - tasks for subordinates are set by management;
• incentives - performance is ensured through punishments as well as rewards;
• democracy, which presupposes a contribution to the functioning of the firm of each employee.

The principles of organizing activities in the management system of the company are implemented by managers. Proceeding from them, there is an awareness of the natural aspects of the organization's personnel management system.

The company's problems should be solved in a comprehensive manner, and the system should be based on scientific methods. The methods of the organization's management system are characterized by an orientation towards the object.

Management methods there are:

• organizational and administrative;
• economic;
• socio-psychological;
• self-government.

Organizational and administrative management methods can be direct and indirect.

1. To direct it is customary to attribute the prescriptions necessary for effective enterprise management. During this kind of work, a direct connection between the manager and the subordinate occurs, and this often entails the passivity of the latter.

2. Indirect methods are implemented through setting goals and incentivizing employees. Such actions tend to have a beneficial effect on workers.

Organizational and administrative methods contribute to the coordination of the work of employees. These elements of the organization's management system are represented by mandatory prescriptions, recommendations, wishes and agreements that ensure specificity and accuracy in the functioning of work processes.

This technique is based on the authority of the administrative person. Organizational and administrative methods (forms of administrative influence on each employee and team) also act directly on the management process. This influence on the structure is accompanied by instruction, regulation and prescription.

The types of functioning of employees in subordination depend on methods of leadership... Distinguish:

• forced, it is characterized by a feeling of an unpleasant feeling of dependence and is defined as pressure "from above";
• passive, with it employees do not make independent decisions;
• conscious. Such functioning leads to the fact that relations in the team improve, and this increases productivity in solving the assigned tasks.

Economic management methods Is a set of methods of directed influence on the organization's successful functioning and development. Such methods are a priority because the objective needs of people are at the heart of economic relations.

The economic methods of the management system of a modern organization include:

• direct economic calculation- the method of centralized management of the economy, it is carried out supreme body government controlled;
• commercial (economic) settlement- one of the necessary ways that forms the ratio of costs. In addition, it is intended to ensure the profit of the organization;
• development of economic planning and regulatory indicators and ways to implement them. The following tasks are subject to planning: reduction of resource and monetary costs; reduction in the number of people working in the company; waste reimbursement income;
• analysis of economic activities, which involves considering all options for the company's growth and calculating probable risks.
• pricing that matches the needs and conditions of the market;
• financing and lending, in which the sources of financial security are determined, funds are distributed among structural departments, the most favorable conditions for obtaining a loan are provided;
• economic incentives- a way of managing the company, which is based on the economic interests of employees.

It is customary to take out separately economic and mathematical methods of management... They include:

• mathematical programming;
• game theory;
• comprehensive service;
• stock management;
• study of processes, etc.

Socio-psychological methods of management- This is the unification of certain types of influence on relations in the team. A well-coordinated productive form of interaction between employees in the system is obtained when the professional knowledge and skills of the manager contribute to the creation of a healthy moral and psychological atmosphere based on mutual assistance, support, participation, etc.

Socio-psychological methods of management include:

• focus on social development employees and colleagues;
• belief;
• financial competition;
• criticality and self-criticism;
• business meetings;
• customs.

Self management represents the transformation of a business team or an individual from a management object to a subject. The team independently creates functional departments, distributes the earned funds. In such an organization management system, the entire composition of the business team members takes part in a meeting on the topic of economic activity and jointly thinks how to preserve inventory values. Self-management is characterized by freedom of choice in decision-making and the mandatory implementation of this decision by all team members. Factors such as different educational levels, qualifications, professional aptitude, or the intelligence of team members can hinder the growth of self-governance.

Expert opinion

The organization management system depends only on me

Dmitry Kazachkov,

managing director of the company "1C-Rarus", Moscow

55% of my working time I spend on business processes, 20% - on the maintenance of the business itself, 25% - on development corporate culture... The present and future of the company for me is determined by the trust in the team and the interest in work. My team consists of people who have worked with me for eight, nine, ten or more years, and employees who have recently come and have successfully joined the company. I myself try to select people. I think that I can trust most of those who work with me. I am a democratic leader. I like to communicate with employees: sit in a cafe, play volleyball, just talk.

I read the press and visit exhibitions to find new ideas. I share the ideas I have found with leading leaders, people with whom I have been working for a long time. Some ideas inspire, and we embody them together, some do not find support.

I would like to build a company and business in such a way that it would be interesting to me and the people around me. We are a customer-oriented company. Consumers must clearly benefit from our products, services and advice.

I have many acquaintances among the heads of the 1C partner network, heads of Russian and foreign IT companies, IT experts. It seems to me that the external network of contacts should be wide. It helps to find a lot interesting ideas for business development.

How to develop an effective organization management system

The structure appears most often in a universal way. Plans and installations are formulated, the composition, locations of the company's departments, as well as their provision with resources are determined. Also, this is where the development process goes legal provisions, documentation, fixing and regulating the methods working in the process control system of the organization.

Organization management system is being formed in three major stages:

1. a general structural diagram of the management apparatus is formed;
2. the composition of the leading departments is being developed, as well as their interrelationships;
3. settlement, ordering of the entire form of the structure.

Organizational structure development includes:

• the process of determining the component of the governing bodies and the number of these bodies;
• establishing the level of competence, obligations and responsibilities of each link;
• establishment of the quantitative composition of employees;
• formation of applied management methods;
• composition of information, tools for its processing, application technologies.

The main elements of the organizational structure company management:

• composition, structural component of the organization's management functions;
• the number of employees by function or process, as well as their professional qualifications;
• maintenance of autonomous structural units;
• the number of management levels or autonomous associations, as well as the distribution of employees between them;
• centralization or decentralization of management.

According to the traditional organization model, the structure is worked out from top to bottom. The sequence of development of the structure of the organization's management system is close to the sequence of the elements of the planning process. First, it is necessary to divide the company into general areas, then outline more clear goals - first of all, general tasks are formulated, after which certain rules are formed.

Sequencing consists of the following steps:

Step 1. The company is divided horizontally into broad blocks that correspond to the most important areas of activity for the implementation of the strategy. It is decided which types of activities should be carried out by line units and which by headquarters.

Step 2. The correlation of powers of various positions is established. Management establishes a chain of command and, if necessary, realizes further division into smaller organizational units in order to maximize the use of specialization, as a result of which there is no overload of managers.

Step 3. Define job responsibilities as a set of specific goals and functions, and their implementation is delegated to appointed people.

When designing any structure of an organization's management system, this process takes place in three stages:

1. The nature of the work carried out is determined.
2. Liabilities are distributed among management positions.
3. Control elements are distributed and the formation of logical control groups based on these elements.

Determination of the nature of the work performed . For the sake of achieving this goal, this stage of developing the structure of the organization's management system should also be divided into subgroups that provide for some stages and methods of implementation. For example, setting goals, calculating the required amount of labor and other resources to solve these problems in the organization, eliminating unnecessary activity, repetition, developing a process and checking (the main thing is not to miss anything).

There are various areas of research, it is important to carry them out at the considered stage of building the structure of the organization's management system. At these stages, the following are analyzed:

• activity: the work that will be carried out in the organization is determined, and ways of coordinated interaction are outlined;
• the decisions that will be made, and what kind of participation will come from this or that manager;
• calculation of the amount of contribution to the common cause that the manager should make;
• personalities with whom the leader must interact;
• the influence that other people who make decisions have on the manager.

Distribution of work among management elements . At this stage, the system takes place:

• definition of norms and standards. For example, the allowable amount of work activities for managers at each level is calculated;
• technological techniques in the scientific management system. For example, working hours are analyzed, methods and organization of labor are studied;
• establishment of full-fledged interaction of all employees of a given company.

Classification of management elements, building logical groups... It is important here to group controls depending on the nature of a specific workflow, and not according to other criteria (for example, grouping management elements next to leaders who enjoy respect and authority).

The distribution of job responsibilities and the addition of logical groups unambiguously leads to the creation of subdivisions of the company. This means that a team is formed that performs similar activities, usually under the unified leadership of the head of the unit.

• Why do you need a quality management system at an enterprise

Modern approaches to the development of an organization management system:

• synthesis of the formation of a structure from some of its basic components, based on the analysis of functions;
• matrix-organic approach to the system - the form of organization is designed based on the needs and demands of consumers;
• rationalization of technology organizational processes- solving the problem of planning and regulation organizations;
• organizational changes - I mean the use of socio-psychological methods of influencing the organization for the sake of ideal work.

Analysis and evaluation of the effectiveness of the organization's management system

It is necessary to assess the degree of productivity of the organization's management system when there is a study of existing projects and planned activities. Analysis and evaluation of the effectiveness of the organization of the enterprise management system are done in order to come to the most suitable version of the system or calculate how to improve it.

The effectiveness of the organization's structure is assessed during design, structure analysis, how operating organizations are managed to plan and implement actions to improve management.

Comprehensive set of criteria assessment of the organization's management system is formed, taking into account:

1) the path of compliance with the results that were obtained for the tasks set before the production and economic organization;

2) how the system functions and relates to the objective requirements for composition and organization.

The most important in assessing how effective the organization's management system is, is the choice of the basis for comparison. One way involves comparison with data that characterize the effectiveness of the organizational structure with a perfect form of the management system.

The ideal version can be developed and designed using all kinds of methods and means by which the organization's management system is designed. The characteristics of this option can be taken as standards.

The data used to assess the effectiveness of the management apparatus and the structure of its organization are divided into the following groups.

1. Indicator group , which characterizes how effective the management system is, expressed through the final results of the firm's activities and spending on management. Evaluating the efficiency, which is based on the indicators characterizing the final results of the detail of the firm, the volume, profit, cost, the volume of capital investments, the time with which it is introduced new technique etc.

1. Indicator group, which are characterized by the content and organization of the management process, including specific results and labor costs for management. In the form of such management costs, the present costs are taken into account for maintaining the management apparatus, operating technical facilities, maintaining buildings, training and retraining management personnel.

1. Indicator group representing the validity of the organizational structure and the technical-organizational level. Structures can be represented as links of the management system, stages of centralization of management tasks, established management standards, the ratio of powers and responsibilities.

When assessing the effectiveness of management, it is important to have a definition of how the system corresponds to the structure of the object of management. This is expressed in the balance of the constituent elements of the functions and goals of the organization's management system, in accordance with the number of workers, the number and level of work, etc.

Important requirements become:

• determinism of the elements of the organization system;
• the dynamism of the organization system;
• the presence of a control parameter in the system;
• the presence of a controlling parameter in the system;
• the presence in the system of channels (at least one) feedback.

In assessing the effectiveness of specific measures to improve the organization's management system, it is permissible to use the basic requirements for their choice - each indicator of the target orientation of this measure must correspond as much as possible.

For individual companies in different economic sectors, various groups of economic efficiency indicators are used. But at each enterprise there is an assessment of the economic efficiency of the use of material resources, main production assets, and means of circulation and capital investment, personnel activities, a general indicator is calculated that characterizes the economic efficiency of the enterprise as a whole.

Profitability qualitatively characterizes the work of the company and reflects how profit is comparable to expenses. In various industries at the level of individual enterprises, there may be specific features of their own.

The reliability of performance indicators comes out more if, during the analysis of the forms of management effectiveness, its dynamics are taken into account.

Therefore, it is advisable to see management efficiency indicators in dynamics, registering it and comparing changes over two or more periods.

These indicators need to be calculated during the process of significant changes in the organization's management system, comparing all possible options for improving the organization's management system. Evaluation of the links between various indicators of management efficiency and the characteristics of the management system allows you to diagnose it, reveal potential opportunities, outline ways to improve the organization's management system.

• Idea Management, or How to Establish an Idea Generation Process

Recommendations for improving the organization's management system

The main influence on the fact of how effective an organization is is exerted by the degree of efficiency of its management system. But few leaders are rethinking leadership. Instead, they like to "tinker" with equipment, information data, reorganize production and sales processes.

But they overlook the main thing - control logic... At the same time, each manager of the company, before mastering a different approach to managing an organization, wants to understand what is not very good in his activities today. He usually idolizes his form of government and considers his organization to be unlike any other. In this case, it is difficult to assume that there are modern management and development methods that will achieve effective development, and in the future the company will become more protected.

There is a very effective approach to software management. theory of constraints.

Its peculiarity is that the system should not be completely improved. It is important to emphasize the focus of concentration on one thing. There is always a certain weak link in the system, and it does not allow the company to grow and develop. It is with this link that they begin to carry out work and make the right moves. After working, they find another limitation in the system. Thus, the system can be gradually improved.

If you improve all indicators at the same time, you will feel an overwhelming amount of work and the greatest difficulty of the system. Application Constraint theories gives a chance to treat a complex system as if it were a single task. This speeds up the path to the most important task of the organization, which, as usual, becomes an increase in profits.

This technique is suitable not only for those who are very bad at managing the organization, but also in the case when the manager is at certain heights and does not know how to develop the company.

Following the postulates theory of constraints, you need to answer 3 questions:

1. What to change?

2. What to change?

3. How to bring about change?

For example, let's take a look at the company of distributors of the FMCG (Fast Moving Consumer Goods) market, it has perfectly implemented the theory of constraints in management, and the performance indicators have increased by an order of magnitude.

• What happened?

In production, there was an increase in internal conflict. On the one hand, employees put a lot of effort into making sure the sales plan was fulfilled. And on the other hand, the task was to distribute sales, distribution of commodity items on its own territory. Fulfill two tasks straightaway impossible because achieving this requires setting up two different business processes and they are in conflict with each other.

The distribution sales department tried to load the points of sale with sales, while not maintaining a balance in retail warehouses. Eventually this led to a situation where the points of sale were unable to sell what was loaded into the warehouse. The distributor of his responsibility did not want to notice and reproached the manufacturer that his marketing was not well established, because the product was not being sold out enough. Distribution points began to refuse to work with this representative.

• What have you done?

In the end, we found the reason for limiting the growth of the company, because of which the disagreements occurred. The company had a large warehouse full of goods. Optimized the supply chain from production to the point of sale. Attention was focused not on sales volumes, but on the speed of profit. We developed a new scheme of interaction with points of sale: now they did not load warehouses to capacity, but accepted the order based on actual consumption. At this time, all 100 items of the product were displayed on the shelves in different retail outlets and the manufacturer was pleased. Most of the products were in the manufacturer's warehouse, so the distributor's warehouses were significantly unloaded. And the number of places for new positions has grown.

Performance indicators: the income of the organization increased by 26%, there was a decrease in commodity deposits in the warehouse by 21%. There has been an increase in the number of points of sale.

This situation tends to suggest that if the business did not go very well, it is necessary to start improving management efficiency, then the efficiency will increase throughout the company.

It should be borne in mind these secrets of increasing the efficiency of the organization management system according to the Theory of Constraint.

Expert and company information

Dmitry Khlebnikov graduated from the Moscow Power Engineering Institute (MPEI) with a degree in engineer-physicist; holds an MBA in Management of a Large Corporation; certified specialist in ISO 9000, ISO 14000, balanced scorecard, lean management, total quality management, six sigma, marketing. Implemented more than 40 projects: was responsible for the restructuring of the company at MMC Norilsk Nickel (2003-2007), restructured the R&D service and created a new product line at the Avtokran company (Ivanovo, Ivanovets trademark, 1996-1999); in 2000, he optimized the management system and certified the quality management system according to ISO 9000 at the Ostmark brewery (Kaliningrad, trade marks“Three Bears”, Go3sser, etc.), in 2002-2003 participated in the creation of the insurance company “Capital Insurance” (Moscow) on the basis of the insurance group “Lukoil” and the acquired market assets.

"1C-Rarus"... Field of activity: development of typical industry solutions, implementation and maintenance of 1C products. Form of organization: group of companies. Territory: head office - in Moscow; offices - in St. Petersburg, Kazan, Nizhny Novgorod, Novosibirsk, Ryazan, Sochi, as well as in Kiev and Sevastopol. Number of personnel: 1700. Main clients: Rusfinance Bank, RosBusinessConsulting, Finam, Caterpillar.

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Despite the past changes in the practices of personnel management, goal-setting in this area for many market participants remains very traditional and takes place in a system of coordinates that consider a person as a cost factor. Depending on the external and internal conditions, the management of enterprises intends to either reduce or keep at the minimum acceptable level for production, which is articulated as follows: “optimize the number of personnel”; "To provide the number of personnel necessary to maintain the technological process"; “Not to lose the labor potential of the enterprise”. In this case, it is a type of forced strategy. In the first years of perestroika, in the context of the breakdown of traditional planning and economic ties and the reduction of government orders, many enterprises were forced to minimize the number of their employees, trying to cut costs and ensure the minimum profitability of production. Probably, it was impossible to act differently at that period, since the production volumes were small, and everyone saw that there was no other way out, since the enterprise was going to bankruptcy, and there was no help, including financial injections.

Many light businesses, Food Industry still continue to follow market survival strategies. These issues are also acute for autonomous traditional enterprises, where the owners directly perform managerial functions. They see the main goal of the enterprise in ensuring reproduction: supply, technical modernization and independent search for a sales market for their product, which are carried out in conditions of a shortage of financial resources. How is this goal formulated at the level of HR policy priorities? The set of priorities is limited: "save labor collective"," To keep the backbone "," to ensure the staffing of the technological chain. "

Another type of strategy in the context of successful adaptation to market factors was found among larger players, primarily in the vertical

integrated holdings, enterprises with foreign capital participation. Top-level managers (whether they are administrators or owners), adapting to external conditions, bring the number of personnel in line with the volume of production. For all enterprises joining the structure, “headcount optimization” is a mandatory “entry ticket”. As a tool to increase profitability, this strategy is used by management at enterprises in economically developed regions of the Volga region and the Urals: in metallurgy enterprises, in mechanical engineering, in the electrical industry. In this case, the highest level of management, represented by the owners and hired managers of the parent company, treats personnel quite pragmatically - as an important resource. However, the position of directors of regional enterprises that are part of the holding is not so unambiguous: strategies that are successful for the holding as a whole are often "traumatic" for the partners involved in its structure. Therefore, in personnel management there are hidden strategies for manipulating the behavior of employees: by adapting rigid schemes, regional management is trying to “pack” the conflicting interests of higher management and the staff of its own enterprise, using the strategy of “self-reduction” of personnel. In these conditions, the periphery of workers, represented by the least competitive and unclaimed professional positions, "of their own free will" leave the enterprise, while the privileged categories of workers remain at the enterprise.

The leadership's activity in personnel management is directly related to the economic situation of the enterprise. It is characteristic of a person at the stage of survival that personnel management "is not considered as a problem area that requires special efforts on the part of managers." A way out of a crisis situation means a change in the guidelines of personnel management, aimed at positive dynamics in the development of production. In these conditions, the time comes for the conscious design of personnel policy. Articulating its priorities, management is trying to demonstrate its attitude to employees: so that people understand that they are not cogs here - they are treated with respect, their work is appreciated, they are appreciated as specialists, as masters of their craft.

In the interests of streamlining the production process, the priorities of personnel policy are different; in general, they are all related to the quality of human resources. The retention of qualified and loyal employees is also becoming relevant in personnel policy; an increase in the proportion of young people in the age composition of the staff; organization of employment, ensuring the retention of professional personnel, flexibility of the working regime and working hours. New private enterprises, just like traditional ones, are concerned with the quality of human resources, but the rhetoric of personnel priorities is now, rather, closer to Western values. Selection and retention of highly qualified, competent specialists capable of training and intensive work, continuous improvement of the level of competence of employees and the formation of a close-knit team capable of working "as a single mechanism" - these are the priorities of the personnel policy of new private enterprises.

Changing personnel management practices is an indicator of the company's success in the market. In this direction, two alternative tendencies can be distinguished. First, new practices, deliberately introduced by management, support efforts to integrate and regulate the production process and contribute to the vitality of the organization; the second is aimed at preserving the old practices of personnel work, reproduced by management, which is a brake on the integration and regulation of the production process and does not contribute to the development of the enterprise.

As for the role and importance of competition as a catalyst for managerial innovation, all enterprises where innovative practices are present are characterized by a competitive external environment, which is confirmed by research results. The strategies for adapting enterprises to a complex economic environment characterized by intense competition, on the whole, correspond to the strategies that were highlighted by R. Deutschman: changing hiring procedures; development of in-house training; change of managerial policies regarding working hours.

Competition forces many enterprises to introduce quality standards that meet international norms, which is a powerful enough incentive for the accelerated development of technological innovations and quality control systems, as well as organizational and personnel innovations. Quality standards also apply to personnel. Here the technologies of personnel selection, management of work regimes and methods, intra-company assessment of personnel, motivation and training of personnel, fixing it at the enterprise are spread "in a natural way" - the work of the personnel management service is built within the framework of overall strategy and quality policy. We add that the old practices of personnel management are retained in those enterprises that operate outside the normal competitive environment.

Qualitatively, management practices change only when technology changes. Technical re-equipment of production requires active recruitment, selection of personnel, and their training. Technological processes Many Russian enterprises, which are significantly inferior to the level of Western ones, preserve traditional approaches to the practice of personnel management, which is associated with the lack of demand for professionalization of the labor force. If market economies presuppose the presence of a “reserve army of labor” (Karl Marx) in order to maintain competition in the labor market, then in most post-Soviet enterprises management tries to find labor reserves “inside” the economic structure. This is how its constant mobilization resource is formed, which can be aimed at achieving the necessary proportionality or compensating for the shortage of labor that has arisen.

The tendency towards combining functions is becoming a characteristic feature in the practices of personnel management at modern Russian enterprises. The technological possibilities of using, moreover, the orientation towards unskilled labor, provided for by the technology of traditional industries (for example, in the light, food industry, mechanical engineering) is a factor limiting the improvement of personnel management, preserving the underdevelopment of many of its functions. In fact, personnel work is reduced to organizing office work to ensure hiring, dismissal, tracking working conditions; all personnel work procedures are simplified and rather formal in nature. The requirements for personnel in such a situation are rather vague. On the one hand, the enterprise cannot exist without a certain number of unassuming professionals who are called upon to maintain the viability of the profile production on the existing equipment. On the other hand, in such a situation, a professional is not in demand, including in the field of personnel management. However, in the conditions of low competitive local markets, such companies can feel quite comfortable.

The reorientation of an enterprise from a production-oriented to a marketing-oriented one is one of the main organizational changes, which "launches" innovations in HR management. Marketing orientation is manifested in a change in the ratio of production, trade, financial divisions, and the design of the organizational structure as a whole, which is traditional for Soviet enterprises. The inclusion of such benchmarks as "demand", "sales", "client", "consumer" in the corporate culture of the enterprise creates a new context for staff motivation, forms of remuneration, in general, changes the requirements for the employee of the enterprise. But there is another strategy: some enterprises consciously determine their priorities in ensuring the reproduction of the enterprise as a production and social organism. The main thing here is the maintenance and technological renewal of production capabilities, in more successful cases - a change in the assortment and new sales programs; a company's competitive success with this approach depends primarily on technology decisions. An alternative strategy for businesses in a similar environment is to focus on marketing.

Changes in enterprise management practices are naturally associated with its growth, complication of the structure and change in goals. At the same time, the more complex and complex the tasks, the higher the responsibility of all management structures for their implementation, the greater the requirements for the personnel service, which acquires a higher status during the period of innovations in technology and management at the stage of the organization's growth. Summarizing the above, in the logic of innovation, two schemes can be distinguished, according to which enterprises are developing innovations in personnel management.

1st scheme: Competition ▬ technological re-equipment ▬ marketing goals ▬ changes in personnel management practices.

2nd scheme. Change of owner ▬ (entering the holding, foreign owner) ▬ change of management team ▬ changes in personnel management practices.

It is obvious that the schemes we have identified do not exhaust all possible options for the development of innovations. Rather, they are an illustration of the fact that this logic exists and is conditioned by the external (external environment) and internal context (internal environment).

An important conclusion that follows from the analysis of personnel management practices is that they change only in connection with a change in the goals of enterprises. For many of them, who are at the stage of "survival", personnel management is not considered by management as a priority area for purposeful innovation. At the same time, the spontaneous reproduction of previous practices of personnel management, with a minimum of forced responses to changes in the external and internal contexts of the enterprise, is a brake on the integration and regulation of the production process and does not contribute to the growth of the organization's viability. The issues of changing personnel management begin to worry managers at the stage of "infrastructure development", that is, when the company is on its feet and is oriented towards the market. The decisive role in the formation of a new personnel policy belongs to the top managers of enterprises, under whom the replication of successful proven strategies is taking place. Thus, within the framework of holdings, corporate technologies of personnel management are being developed. The main task of the current period for the management of enterprises is to obtain the greatest profit through the most efficient work. Human resources are valuable not in themselves, but as resources for making a profit. In the tradition of rationalizing the production process, the priorities of personnel policy are different, but, in general, they are all related to quality work performed. At the same time, human resource management practices are focused on maintaining, creating and / or increasing quality of human resources.

Essential attributes of traditional HR management practices continue to be reproduced at domestic enterprises: the status of HR services remains rather low; the personnel management process remains largely decentralized and "smeared" across the entire management apparatus; hiring and firing personnel is performed by some line managers, remuneration and incentives are performed by others; the personnel services can only draw up and register these decisions. Within the framework of the new corporate culture, old, Soviet, practices can be revived: traditions of work ethics and behavior are combined with the introduction of elements of the Western style of thinking, which together determines the general ideology of enterprise development, due to the need to familiarize with international principles and standards of doing business and business culture ... Among the new fundamental principles should be highlighted: promotion of the ideas of the priority of management over production; orientation, first of all, on the market situation and a thorough analysis of the dynamics of the economic environment; change in the stereotypes of Soviet thinking concerning the style of behavior of the leader and subordinate in the workplace, high requirements for the quality of work performed.

A characteristic feature in the practices of personnel management at enterprises in a crisis situation is the tendency to search for labor reserves “within” the economic system and to combine functions. Using a closed personnel policy, the management of enterprises thus strengthens the social organization of the enterprise.

Innovations in personnel management follow a change in the overall project and management structure, an ongoing change of ownership, and the entry of an enterprise into a holding. Changes in management priorities are the markers of change: from production units to the "market"; transition to a higher level of manufacturability; arrival of young professional managers.

Thus, the renewal of the personnel management model is expressed both in the modernization of the previous forms, and in the introduction (as additional) of a number of norms from market economies with their institution of hired labor. But it is obvious that, despite the profound structural shifts in the market and production policies of firms, there is also a continuity in personnel policy associated with the use of Soviet traditions.