Organization as an object of management. Enterprise and organization as an object of management Organizational structure of management

One of the main elements of a market economy is an enterprise (organization). Becoming an object of commodity-money relations, having economic independence and being fully responsible for the results of its economic activity, the enterprise must form a management system that can ensure high performance, competitiveness, financial stability.

The term enterprise after the adoption of the Civil Code of the Russian Federation (part 1) has undergone significant changes. It is reserved only for a group of enterprises that are state and municipal property. All legal entities receive the name of organizations that are divided into two groups: commercial and non-commercial.

An enterprise is understood as a separate specialized production and economic unit created on the basis of a labor collective organized according to one principle or another, which, on the basis of the available material and financial means of production, produces products or provides services necessary for society.

An enterprise as an object of law is recognized as a property complex used for entrepreneurial activities.

The enterprise as a whole as a property complex is recognized as real estate.

The enterprise as a whole or part of it may be the object of sale, pledge, lease and other transactions related to the establishment, change and termination of material rights.

A modern large enterprise is a complex production socio-economic system, which has all the characteristics of the system: input, output, process, goal, feedback, etc. The enterprise acquires resources (fuel, energy, equipment, materials, components) from suppliers, labor activity collective production process, receives the finished product and delivers it to consumers.

In addition to suppliers and consumers, the external environment in relation to the enterprise is a higher organization (various bodies, ministries), a bank through which all financial transactions with suppliers and consumers are carried out.

An enterprise, like any complex system, consists of a complex of more simple systems performing certain functions.

In terms of production and technology, the enterprise is a technical and technological complex, a system of working machines and mechanisms, selected proportionally in quantity and capacity in accordance with the types of products (works, services performed), the technology of its manufacture and output volumes.

Organizationally, an enterprise is a primary link, a production unit with a certain internal structure, external environment, patterns of functioning and development. The organizational system of an enterprise includes its production and organizational management structure, as well as links between production and management, between the enterprise and external organizations.

In social terms, the enterprise acts as a social subsystem of society, it is on it that the interaction of public, collective and personal interests is carried out.

Economically, the enterprise is a separate link with a certain operational and economic

independence and carrying out its activities on the basis of full cost accounting. The economic system of an enterprise includes the economic relations of an enterprise with the state, a higher organization, suppliers and consumers, and financial organizations.

In terms of information, an enterprise is a complex dynamic system characterized by a large volume, intensity and multidirectionality of informative links between subsystems and elements, constantly exchanging various kinds of information with the external environment. The enterprise information system includes reporting and normative technological documentation, as well as various information characterizing the state and movement of the enterprise components.

From an environmental point of view, the company is production system interacting with the external environment through material and energy exchange.

In administrative and legal terms, the enterprise acts as a legal entity with rights and obligations established by the state in the legislative order.

The enterprise is managed on the basis of the approved charter, current legislation and regulatory documents.

The enterprise is a complex economic complex, including a number of divisions.

The divisions of the enterprise are distinguished in two directions: technological and structural-organizational.

From a technological point of view, the enterprise is divided into production. Production is a technically completed stage of a complex production process, which has clear boundaries due to the characteristics of the technology.

The main organizational and structural unit of the enterprise is the workshop (the exception is an enterprise with a non-shop management structure).

A workshop is an administratively separate link that performs part of the production process.

The shop consists of sections. The site is the main subdivision of the workshop.

The workplace is the primary, basic link in the production structure of the enterprise. It represents a part of the three-dimensional space of the production facility, which contains everything necessary for the labor activity of one or more performers performing a job or operation.

Nesterov A.K. Organization as an object of management // Encyclopedia of the Nesterovs

IN modern conditions every organization needs an effective management system, in management science this is considered one of the most significant areas.

The concept of "organization" in management science

Consider the concept of "organization". In various spheres of human activity, the term organization can be used in different ways. It can be an enterprise, an association, a union, an authority, etc. In this case, it means a certain social institution which has its own status. If there is a direct, purposeful impact on a certain object and the source of this impact is a person or a group of people, this is the process of organization.

Also, the term "organization" can be used as a property of an object. An example of such a property is the system of labor organization at the enterprise.

There are several concepts of the organization, among which the most reasonable is the concept of the organization as a system that has a clear goal of its activities and is aimed at achieving the goal.

An organization is a multifaceted management object, which is a complex system covering all internal processes.

What is "organization"

	The concept of the concept of "organization"	A comment
	Organization is a joint, conscious activity of people aimed at solving certain problems and tasks.	Proponents of this concept consider it paramount to joint activities of people.
	An organization is a set of internal relations characterized by cohesion, coordination and orderliness.	This concept reveals the advantage of the organization over single attempts to achieve its goal. The main task of such an organization is the correct development of management decisions and ways to implement them.
	Organization is structured group people, functioning to achieve certain goals.	The formality of relations within the organization is the basis of its functioning. Each member of the organization knows to whom he reports and who reports to him.
There is another important feature of the organization - it is the conscious participation in the affairs of the organization of all its members. Each member of the organization enters into it consciously and just as consciously performs the necessary actions to achieve the goals and objectives of the organization.

The most accurate, in my opinion, formulation of the definition of the organization is the following:

An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

This concept simultaneously reflects all aspects of the organization as an independent entity.

It should always be assumed that the management of an organization must take into account that it exists to meet certain needs of consumers, the population, society as a whole, the state or the national economic system. All its production processes, service maintenance, etc. are aimed at meeting these needs.

A necessary condition for the effective management of the organization is a favorable internal environment. To work effectively in the market, a special approach is required in the development and promotion of services, sales promotion, positioning, creation and maintenance of products. The time has come when creative solutions are needed to get the effect. The development of creative ideas in the team directly depends on the leader. It is he who must create such a culture within the company that would stimulate creativity in every employee. Any business is based on ideas, and ideas are born not after huge efforts of thought, but arbitrarily, spontaneously and unexpectedly, only then they are honed and polished, embodied in real solutions. This is possible only if there is a tendency in the company to develop and maintain creative initiatives in the team.

The internal structure of the organization has several services that gravitate towards different types of organizational models: authoritarian, supportive, or developmental. The most common binary hybrids are authoritarian-supporting and authoritarian-developing models. In the real conditions of the work of companies, it is impossible to use only an authoritarian model, since it will ruin all creative undertakings in the bud, supporting the model used alone will lead to the fact that everyone will rely on their colleague, and will not invent anything. The use of a purely developmental model is also undesirable, since it carries a large share of independence and lack of control. The most effective in terms of managing an organization are authoritarian-developing hybrids, they develop in employees not only the desire to work, but creativity. It is necessary to build a hybrid model that combines elements of traditional models.

conclusions

In fact, the development of an organization as an object of management, increasing the efficiency of its work and improving its performance is a matter of goals and ambitions of its owners and administration.

If the owner is satisfied with the current state of affairs in the organization, he should not spend money on development and efficiency improvement. It is better to spend the same funds on extensive expansion of activities. If he is interested in the intensive growth of the company, he cannot do without staff training, improvement of the material and technical base and service technologies. To achieve this, it is necessary to constantly improve the management of the organization.

Activities in the field of improving the efficiency of the enterprise are aimed at defining goals for planning the activities of the enterprise. The development program is the basis for the formation of an enterprise behavior strategy.

Activities to improve the efficiency of organization management are aimed at justifying how to organize activities in order to get the best return on every ruble invested. The results of work in this area form the basis for planning measures to improve the efficiency of the enterprise's economic activities and the growth of the entire organization as a whole.

As a result of studying the topic, students should:

know

• classification of organizations;
• stages of the life cycle of the organization;
• factors of the internal environment of the organization;
• factors of the macro- and microenvironment of the external environment of the organization;

be able to

• analyze the state of the organization at various stages of its life cycle;
• analyze the factors of the internal environment of the organization;
• evaluate the influence of factors of the external environment of the organization;

own

Methods of analysis of the state and factors of development of the organization.

The concept and classification of organizations

The term "organization" comes from fr. organization and means a device, a combination of parts into a single whole. Organization involves the internal ordering of the parts of the whole as a means of achieving the desired result.

Organization is a group of people whose activities are consciously coordinated to achieve common goals. Each organization has its own purpose - a mission in the name of which people unite and carry out their activities. Carrying out its mission (purpose), the organization achieves certain goals - survival, growth, profitability. It produces certain products or provides services, uses various technologies, and is responsible to partners, consumers, and society as a whole.

Therefore, an organization should be understood as an enterprise, firm, institution, department and other labor formations. To be considered an organization, a labor formation must meet three mandatory criteria:

• 1) the presence of at least two people who consider themselves members of this group;
• 2) the presence of at least one socially useful goal (i.e. the end result that the organization is striving for);
• 3) group members deliberately work together to achieve the intended goals.

Organization is a system that is a kind of integrity, consisting of interconnected and interdependent parts, each of which contributes to the characteristics of the whole.

All business organizations are open systems. They cannot exist autonomously, in closed mode. To carry out their activities, it is necessary to interact with the external environment and obtain resources from them in the form of labor, capital, equipment, raw materials, energy, information, etc. Resources with the help of appropriate technologies are processed, converted into products and services transferred to the external environment (Fig. 3.1).

Rice. 3.1.

Thus, in any organization, three key processes are implemented: obtaining resources from the external environment, producing a product, and transferring resources to the external environment.

The task of any organization is to realize the possibilities of the external and internal environment. Opportunities arise, disappear, lead to the emergence of new opportunities. This process is permanent. Therefore, organizations must constantly respond to the emergence of new opportunities, be adaptive, flexible and mobile in order to be able to realize them.

All organizations differ from each other (scale, organizational and legal forms, management methods, technologies, etc.).

From the point of view of the mechanism of functioning of the organization, there are formal and informal.

formal organization - an organization that is deliberately created by the will of the leadership and has clearly defined goals, formalized rules, structure and connections. This group includes all business organizations, government and international institutions.

Within the formal structure, there is always informal organization. This is a spontaneously formed group of people who enter into regular interaction to achieve a specific goal. At the same time, they are not connected by official hierarchy and are united on the basis of friendly sympathies and common interests. As a rule, employees who join such organizations feel the need for communication, belonging, security and mutual assistance. Informal organization strongly influences the morale, motivation, job satisfaction and performance of the staff.

However, it is important for the organization that informal groups do not dominate. The fact is that an informal group can work to move forward or slow down the development of the organization. The task of the manager is to minimize the influence of these groups and direct their power in the right direction.

The influence of informal relationships can be controlled, but in order to achieve this, the manager must have a clear understanding of how and why the informal organization functions. If the manager knows the basic motivation for functioning informal group, he can develop an appropriate behavior strategy.

Formal economic organizations are legal entities. According to the Civil Code Russian Federation legal entity recognized as an organization that:

• – registered in the prescribed manner;
• - has a bank account;
• - owns, manages or manages separate property;
• - is liable for its obligations with this property;
• – may acquire and exercise property and personal non-property rights on its own behalf;
• - performs assigned duties, has an independent balance sheet or estimate;
• - can be a plaintiff or a defendant in court.

In relation to profit organizations are divided into commercial and non-commercial.

Commercial organizations are created by individuals (residents of the country) at their own peril and risk for the production of products in order to obtain maximum profit in the interests of the founders.

Non-commercial organizations set as their main goal the satisfaction of social needs, while all profits go not to the founders, but to the development of the organization.

Organizational and legal forms of enterprises (legal entities) are presented in fig. 3.2.

All businesses are different field of activity and are divided into enterprises operating in the field of material and non-material production. The sphere of material production includes enterprises engaged in the production of material goods (various goods and products) and material services (communications, transport, trade). Non-material production enterprises create any non-material benefits (spiritual values) and provide non-material services (scientific, domestic, insurance, healthcare, etc.)

By industry affiliation business entities are divided into industrial enterprises (metallurgical, chemical, textile, etc.), agriculture (livestock, vegetable, etc.), transport (road, rail, aviation, river and marine fleet, pipeline), trade ( wholesale depots, retail stores), public catering (restaurants, cafes, canteens), etc. All organizations have their own specific industry features of functioning.

Rice. 3.2.

By type and nature of activity there are enterprises producing (oil, gas, coal mining, etc.), processing (meat, dairy, canning, textile, leather, etc.), processing (engineering, machine tool building, etc.), etc.

By forms of ownership there are private, state, municipal, cooperative and other enterprises.

According to official statistics, Russian enterprises are distributed by form of ownership as follows (at the end of 2012):

From the above data, it can be seen that the majority of enterprises in Russia (by number) are privately owned.

One of the most important features of the classification of enterprises is its size, determined primarily by the number of employees, sometimes the annual turnover of capital.

Federal Law No. 209-FZ of June 24, 2007 "On the Development of Small and Medium-Sized Businesses in the Russian Federation" establishes new conditions for classifying small and medium-sized businesses. Thus, the average number of employees for the previous calendar year should not exceed the following limit values:

• a) for medium-sized enterprises - from 101 to 250 people;
• b) for small enterprises - up to 100 people inclusive. At the same time, so-called micro-enterprises with an average number of employees up to 15 people stand out among small enterprises.

Small business entities are also understood as individuals engaged in entrepreneurial activities without forming a legal entity.

Limit values ​​of proceeds from the sale of goods (performance of works, provision of services) for the previous year, excluding VAT, for each category of small and medium-sized businesses:

• micro-enterprises - 60 million rubles;
• small businesses - 400 million rubles;
• medium-sized enterprises - 1000 million rubles.

The category of a small or medium-sized business entity is determined in accordance with the most important condition - the number of employees or the amount of proceeds from the sale of goods produced or services rendered.

It should be noted that small businesses are not a side sector of the economy. Small business is organically included in the economic structure, in the competitive environment and in the social division of labor, and its role in modern dynamic life is steadily increasing. As the experience of developed countries shows, if in the past small enterprises were created as a result of the desire of many to open their own business, then at present the creation of small enterprises is often initiated by big companies which instruct them to conduct certain types of production or to establish close links with the market. Some small and medium-sized enterprises are included through a contract and subcontract system, through a franchising system, into large production complexes, and large companies are clients of small firms, and the latter are suppliers of large ones.

The advantages of small business are flexibility, high adaptive ability to changes in market conditions. Small businesses more quickly reflect changes in consumer demand, significantly facilitate the territorial and sectoral overflow of labor and capital. The large number of small firms creates opportunities for widespread competition. Those small enterprises which function effectively work stably.

Specifically, the role of small business is manifested in the fact that its development contributes to:

• – creation of new jobs;
• – introduction of new goods and services, expansion of their range;
• – meeting the needs of large enterprises;
• - provision of specialized goods and services.

There are also budgetary and non-budgetary organizations.

Budget organizations plan the scale of their activities based on the funds allocated by the state.

Non-budgetary organizations themselves look for sources of financing, concluding agreements with other companies, including budget ones, for the manufacture of products or the provision of services.

Definition of the concept and classification of organizations

Modern world often seen as a world of various organizations, which are “a set of people, groups, united to achieve a goal, solve a problem based on the principles of division of labor, division of duties and hierarchical structure; public association, public institution":
Organizations are created to meet the diverse needs of people and therefore have a variety of purposes, sizes, structures and other characteristics.
This plays a big role when considering organizations as objects of management. The variety of goals and objectives of organizations leads to the fact that the management of their functioning and development requires special knowledge and art, methods and techniques that ensure effective joint activities of employees.
Any organization, regardless of its specific purpose, can be described using a number of parameters, among which the main ones are: purpose, legal and regulatory framework, resources, processes and structure, division of labor and distribution of roles, external environment and a system of internal social as well as economic ties and relationships that reflect the organizational culture. In accordance with this, the whole variety of organizations is divided into classes and types, each of which unites enterprises that are homogeneous according to one or another criterion.
Based on the formalization criterion, the following are distinguished:
formal organizations with clearly defined goals, formalized rules, structure and connections; this group includes all business organizations, state and international institutions and bodies;
informal organizations that operate without clearly defined goals, rules and structures; this includes all the institutions of the family, friendship, informal relations between people.
The subject of our study are formal economic organizations, which, in accordance with Art. 48 (p. 1) of the Civil Code of the Russian
Federations are legal entities, have separate property in ownership, economic possession or operational management and are liable for their obligations with this property.
According to the forms of ownership, they can be private, state, municipal and others.
In relation to profit organizations are divided into commercial and non-commercial. The former pursue profit as the main goal of their activities, the latter do not seek to extract or distribute the profit received among the participants, but can carry out entrepreneurial activity, when it serves the achievement of the purposes for which they were created, and corresponding to these purposes.
The Civil Code of Russia provides for organizational and legal forms in which the activities of commercial and non-commercial organizations can be carried out. In accordance with it, the organizational and legal form
"enterprise" is retained only for state and municipal enterprises, and the enterprise as an object of rights recognizes the property complex used for entrepreneurial activities
(Article 132 of the Civil Code). Taking into account the traditions that have developed in our country, the concepts of "organization" and "enterprise" are widely used (including in this textbook) as interchangeable.
Organizations are grouped into large, medium and small by size. As classification features of such a division, such easily accessible criteria for analysis as the number of employees, sales volume are most often used.
(turnover) and book value of assets. But due to the fact that none of them gives sufficient grounds for classifying an organization into one group or another, in practice a combination of criteria is used.

According to participation in various sectors of production, organizations are divided into four types, each of which includes several industries that are homogeneous in their place in the technological cycle:
— industries of the primary cycle engaged in the extraction of raw materials, include organizations and enterprises of agriculture, forestry and fisheries, coal industry, etc.;
- branches of the secondary cycle, which include organizations and enterprises of the manufacturing industry, for example, mechanical engineering, metalworking, automotive, etc.;
- industries of the tertiary cycle, enterprises and organizations of which name the services necessary for the normal life of the industries of the first two sectors. These are banks, insurance companies, educational institutions, travel agencies, retail, etc.;
- the fourth sector includes all organizations and institutions that are engaged in such a progressive and rapidly developing sphere of human activity as information technology. This sector has been formed relatively recently, but its importance and potential are growing at such a speed, with which the role of information in the management of large and complex systems is increasing all over the world.

II. Modern system of views on management.

Abroad

The modern system of views on management was formed under the influence of objective changes in world social development. First half of XX. for many countries of the world it was a period of industrial development of social production, which was initiated by the industrial revolution of the previous century. In the second half of the current century, the leading countries (countries that rank first in terms of labor productivity) noted the beginning of the transition to the era of post-industrial development, which is characterized by fundamentally new features and patterns. The main factors of these changes were scientific and technological progress and the colossal concentration of scientific and industrial potential, especially in the peoples of the Second World War. In the post-war period, the world economy was restructured, in which industries that directly meet the needs of people, as well as industries based on advanced technologies, began to play a significant role. Production was increasingly focused not on satisfying mass needs, but on the specialized needs of consumers, i.e., on markets of small capacity. This has led to an unprecedented growth of entrepreneurial structures, to the formation of a large number of small and medium-sized enterprises, to the complication of the entire system of relations between organizations, to the high importance of such business viability criteria as flexibility, dynamism and adaptability to the requirements of the external environment. A new system of views on management in a radically changing economic environment was formulated in the 70-80s. Table 1 shows the main provisions that characterize the differences in views on management during the period of industrial development (the old paradigm) and those formed in connection with the transition to an economy of market-based entrepreneurial orientation (the new paradigm).

The main provisions of the old and new management paradigms

Old (F. Taylor, A. Fayol, E. Mayo, A. Maslow, etc.)
New (R. Waterman, T. Peters, I. Ansoff, P. Drucker, etc.)

1. An enterprise is a closed system, the goals, objectives and conditions of which are quite stable
1. An enterprise is an open system, considered in the unity of factors of the internal and external environment

2. Growth in the scale of production of products and services as main factor success and competitiveness
2. Orientation not on output volumes, but on the quality of products and services, on consumer satisfaction

3. Rational organization of production, efficient use of all types of resources and increase in labor productivity as the main task of management
3. Situational approach to management, recognition of the importance of speed and adequacy-reaction, ensuring adaptation to the conditions of the company's existence, in which the rationalization of production becomes a secondary task.

4. Main source surplus value - the production worker and the productivity of his labor
4. The main source of surplus value is people with knowledge
(cognitariat). “conditions for realizing their potential

5. Management system built on the control of all types of activities, the functional division of Labor, norms, standards and rules for the performance of work
5. Management system focused on enhancing the role of organizational culture and innovation, employee motivation and leadership style
The new paradigm required a revision of the principles of management, as the old ones cease to "work" in the conditions of entrepreneurial structures. In the 90s, the main attention in the principles is drawn to the human or social aspect of management: management is aimed at the person, at making people capable of joint action, making their efforts more effective; management is inseparable from culture, based on honesty and trust in people; management forms communications between people and determines the individual contribution of each employee to the overall result; Ethics in business is declared the golden rule of management.
The new system of views on management is known in the literature as the "quiet managerial revolution"; and this is no coincidence. After all, its main provisions can be applied without leading to an immediate breakdown and destruction of the existing structures, systems and management methods, but, as it were, supplementing them, gradually adapting to new conditions. Thus, management systems based on the foresight of changes and on the basis of flexible, emergency solutions are being used more and more. They are characterized as entrepreneurial, as they take into account the unusualness and unexpectedness of future development.
Organizations are increasingly turning to methods of strategic planning and management, considering sudden and drastic changes in the external environment, technology, competition and markets as a reality of modern economic life, requiring new management techniques. Correspondingly, management structures are changing, in which decentralization is preferred; organizational mechanisms are more adaptable to identifying new problems and developing new solutions than to controlling those already adopted. Maneuver in the allocation of resources is valued more than punctuality in their spending.

In Russian federation

The global and abrupt turn in the history of our country's development from a socialist economy to a market economy-entrepreneurial type also necessitated the development of a new management paradigm.
The economic reforms being 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 that prevail in the world economic community should be the basis for reforms; secondly, when carrying out reforms, the peculiarities of the previous development and state of the art economy of the country, national culture and behavioral characteristics of the population, the duration of the period of transformation and other factors and conditions that shape the development of the country.
The system of views, which for 70 years determined the development of the theory and practice of management, was formed under the influence of the Marxist paradigm of economic development. In it, the criterion for 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 economic efficiency, and the closeness of the country's single national economic complex.

In accordance with this, management science developed fundamental provisions that justified the need for centralization of management, a monocentric economic system, direct management of enterprises by the state, restrictions on the economic independence of enterprises, a rigid system of distribution and relations between enterprises.
This system of views was reflected in the theoretical developments and practice of managing socialist production. Economic management
The USSR was built like one big 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 the construction of a new management system will help our country accelerate the transition to a market economy and carry it out with the least losses for society.

Decentralization of the management system carried out in the process of reform does not imply a complete rejection of state regulation 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 difficult process, in which the state should be an indispensable and active participant. It is known that the market is not capable of solving many problems related to the needs of the whole society, the social unity of the country, the implementation of fundamental scientific research, long-term programs, etc. The expediency of regulating the market by pursuing a certain state policy in such areas as socio-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 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 encouragement and control of rational use natural resources etc. 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), income redistribution, scientific and technological progress, elimination of structural and regional imbalances , development of effective international economic relations.
Performing these functions, the state regulates supply and demand at the macro level, without interfering or limiting the operation of the self-regulation mechanism at the level of organizations between which commodity-money exchange is carried out. The shareholding of state bodies will change throughout the transition period from significant at the beginning to a minimum level at the end. The forms of state influence should also be different, which, as we move along the path to the market, will increasingly turn into “soft” regulatory instruments (tax, credit, depreciation, tariff policy, etc.).
The transition to a polycentric economic system should ensure a significant increase in the role of self-government at all levels. In conditions
In the Russian Federation, business centers are increasingly moving to the level of regions, whose economic independence should grow during the transition period. On the one hand, this leads to an increase in the number and complexity of tasks solved in the regions, on the other hand, it significantly simplifies the system of managing the national economy as a whole, reduces entropy (an element of chance) and contributes to the growth of the controllability of the Russian economy.
An important provision of the new paradigm is the installation on a combination of market and administrative methods of managing public sector enterprises. During the transition period, the state sector of the economy will be reduced due to the expansion of market entrepreneurship and privatization. However, even at the end of the period, it will account for a significant part of the country's gross domestic product, and the importance of large and super-large enterprises for the economy is unlikely to decrease. But the management of these enterprises must be based on a combination of market and administrative methods. The predominance of one or another group of methods depends on the status of enterprises in the country's economic system.
The concept of managing non-state sector organizations as open, socially oriented systems means a turn towards the market and the consumer. Each organization operating in a market environment must independently resolve issues not only of the internal organization, but also of the entire set of relations with the external environment. Marketing research, expanding foreign economic relations, attracting foreign capital, establishing communications are far from complete list those tasks that were previously outside the competence of organizations, and now are among the most important. The social orientation of the organization means that along with the economic function, it also performs a social role. The latter can be considered in two aspects: from the point of view of focusing on the consumer and his needs, that is, meeting the needs of society in goods and services produced by the enterprise; from the standpoint of solving the most important social problems work collectives and the environment of the organization.

III. New organizational forms in the structure of the economy

The structure of the economy, i.e., the quantitative and qualitative ratio of enterprises and organizations of various types and purposes, has great importance for its effective functioning and; development. In connection with the construction of market relations in our country, radical changes are taking place.
The privatization of enterprises, which began in the early 1990s with such industries as trade, public catering and consumer services, in last years covered organizations of larger, capital-intensive, knowledge-intensive, resource-extracting industries and, above all, fuel and energy, machine-building complexes, transport and communications, which form the basis of the country's production potential.

By the beginning of 1996, 125.4 thousand enterprises had been privatized. As a result, the distribution of enterprises and organizations by form of ownership has changed dramatically. If in 1992 the share of state and municipal enterprises in the total number was 87.3%, then on January 1
1996 - only 23.1%. Accordingly, the share of enterprises in private ownership increased from 11.3 to 63.4%. The number of small enterprises is growing, reaching, according to data at the beginning of 1996, 877 thousand, which accounted for 84% of the total number of organizations; having 14% of the total number of employees and having at their disposal 3.4% of the value of fixed assets of the country's economy, they produce 12% of GDP and provide a third of all profits in the national economy.

The role and importance for the national economy of enterprises of various sizes are clearly illustrated by the data in Table. 1.2. It is noteworthy that despite the reduction in the total number of enterprises employing 501 people and more (in 1991, their share was 17.6%, i.e., over 4 years it decreased by
2.75 times), this group dominates both in terms of its role in the production of products and in terms of the number of employees. Moreover, there is a trend towards an increase in the average number of employees per one large enterprise.
The structure of the economy is dominated by commercial enterprises, whose share in 1996 was 82%. In their composition, the largest share falls on joint-stock companies and partnerships (39.8% of the total number of enterprises and organizations in the country), the share of state and municipal enterprises decreased to 14.6%.

Table 1.2

Grouping of enterprises according to the number of industrial and production personnel in 1994 (in %)
| Enterprises with | Number | Volume | Average Years |
| average annual | enterprise | production | th number |
| number | th | ii | employed |
| PPP, man | | | | |
| up to 200 |
|87,1 9,4 |
|14,5 |
|201-500 6,5 |
|10,6 77,9 |
| 501 and more 6.4 |
|80,0 72,8 |
|Total |
|100,0 100,0 |
|100,0 |

Closed joint-stock companies and limited liability partnerships (29.4% of the total number of organizations) became the predominant form. The activities of joint-stock companies are regulated not only
the Civil Code, but also the Law “On Joint Stock Companies” of December 26, 1995, adopted in accordance with it, which defines in detail the conditions for their formation, formation of the authorized capital, management, reorganization and liquidation.
Under the influence of changes that are taking place in the global and domestic economy, new forms of integration of organizations are emerging that increase the competitiveness of Russia and contribute to its exit from the crisis. First of all, these are financial-industrial groups and business unions.
Financial and industrial groups (FIGs) combine industrial enterprises, research organizations, trading firms, banks, investment funds and insurance companies. The main goals of their integration are:
— concentration of investment resources in priority areas of economic development;
— acceleration of scientific and technological progress
— increasing the export potential and competitiveness of products of domestic enterprises;
- implementation of progressive structural changes in the country's industry;
– formation of rational technological and cooperation ties in the conditions market economy, development of a competitive economic environment.

When creating FIGs, the principles of gradual and evolutionary formation should be implemented; diversification and intersectoral integration of production; combinations of large, medium and small enterprises and organizations; demonopolization of production and transition to oligopolistic competition.

Experience shows that financial-industrial groups already operating in the Russian Federation are implementing large investment projects, counteracting the decline in production, and contribute to monetary stabilization. In addition, financial and industrial groups make up for the mechanisms of intersectoral redistribution of resources that were missing during the period of perestroika and create real conditions for reliable supplies and sales that meet quality requirements. The merger of enterprises and organizations into a group also strengthens the foreign economic position in world markets, where many transnational corporations are most often organized as financial, industrial and trade complexes with powerful potential.

Entrepreneurial unions are formed on the basis of voluntary cooperation agreements that unite companies of different sizes and forms of ownership. This is a fairly flexible structure that allows its member organizations to coordinate their actions, attract new partners, and even compete with each other. An example is the union of two automobile plants - KamAZ and VAZ, which voluntarily decided to concentrate the production of the Oka small car at the KamAZ site. Another example is the creation of an entrepreneurial union, consisting of an assembly plant, a design bureau and plants for the production of components used in the production of Il-86 wide-body aircraft.

Particularly great benefits are provided by entrepreneurial unions of companies united in clusters (translated from English - this is “a group, accumulation, concentration, bush”) in certain territories, which provide them with certain competitive advantages(for example, the necessary infrastructure, means of communication and telecommunications, equipped production areas, etc.) For this, large industrial zones located in cities or other administrative-territorial units and having free capacities due to the restructuring of the domestic economy can be used. It is here that it is beneficial to create clusters of companies, in which from the very beginning a critical mass of professionalism, art, infrastructure support and information interconnections between companies of a certain field (field) of activity can be concentrated. As such areas that unite companies into unions, there may be: the production of goods for the home; various industries related to healthcare, household products, etc.
As shows Foreign experience When a cluster is formed, all industries in it begin to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors.

One of the newest organizational forms is a virtual corporation, which is a network of independent companies (suppliers, customers and even former competitors) created on a temporary basis, united by modern information systems in order to mutually use resources, reduce costs and expand market opportunities. The technological foundation of a virtual corporation is formed by information networks that help to unite and implement flexible partnerships on "electronic" contacts.

According to many leading experts in the field of management, the development of networking between organizations that are part of a virtual corporation may have as its consequence a revision of the traditional boundaries of enterprises, since with a high degree of cooperation it is difficult to determine where one company ends and another begins.

IV. Control functions.

The goals and objectives of management and managers are the starting point for determining the scope and types of management work that ensures their achievement. we are talking about functions that are integral parts of any management process, regardless of the characteristics (size, purpose, form of ownership, etc.) of an organization. Therefore, they are called general and they include planning, organization, coordination, control and motivation. The relationship between them can be represented by a pie chart showing the content of any management process (Fig. 1). The arrows in the diagram show that the movement from the planning stage to control is possible only by performing work related to organizing the process and motivating employees. In the center of the diagram is the coordination function, which ensures that everyone else coordinates and interacts.

Rice. 1 . The relationship of control functions

Consider the content of each control function.
Planning is a type of management activity associated with the preparation of plans for the organization and its components. Plans contain a list of what must be done, determine the sequence, resources and time required to achieve the goals. Accordingly, planning includes:
- setting goals and objectives;
— developing strategies, programs and plans to achieve goals;
- determination of the necessary resources and their distribution according to goals and objectives;
— bringing the plans to everyone who must carry them out and who is responsible for their implementation.
In the command-administrative system, planning at the enterprise served as a tool for setting tasks for departments and distributing resources between them to achieve goals strictly set from above. It was also a means of monitoring and evaluating results and created the basis for stimulating the work of workers: enterprises. Its main characteristic
- Directiveness reflected the concept of national economic planning as unified system plans, each of which must accurately fulfill the tasks assigned to it and thereby ensure the uninterrupted operation of the entire national economic mechanism.
In the new economic conditions, plans are not given to enterprises from above, the enterprise “produces” resources on its own, bears full responsibility for the assortment, quality and results. The plan becomes the basis for the activities of organizations of all forms of ownership and sizes, since without it it is impossible to ensure consistency in the work of departments, control processes, determine the need for resources, and stimulate the labor activity of employees at the enterprise. The planning process itself makes it possible to more clearly formulate the goals of the organization and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning strengthens the interaction of the heads of different departments of the organization. Planning in new conditions is a continuous process of using new ways and means to improve the organization's activities due to identified opportunities, conditions and factors. Therefore, plans cannot be directive, but must change according to the specific situation.
At the same time, the preparation of long-term and medium-term forecasts, showing possible directions for the future development of the organization, considered in close interaction with its environment, becomes an integral part of planning. opportunities environment. In its turn, strategic plans form the basis of current plans with the help of which the work of the enterprise is organized.

Organization is the second function of management, the task of which is to form the structure of the organization, as well as to provide everything necessary for its normal operation - personnel, materials, equipment, buildings, in cash and others. To organize means to divide into parts and delegate the implementation of a common management task by distributing responsibility and authority, as well as establishing relationships between different types of work.

In any plan drawn up in an organization, there is always a stage of organizing, that is, creating real conditions to achieve planned goals. Often this requires restructuring the structure of production and management in order to increase their flexibility and adaptability to the requirements of a market economy. For many organizations
(first of all, state ones), this task is new, since in the previous economic conditions standard management structures were used, developed centrally for various industries. Due to the fact that they were strictly connected with the staffing table, the enterprises did not seek to change them, which could lead to a reduction in staff. Organizations are now shaping their governance structure according to their own needs. The analysis of changes shows that many organizations are moving away from the functional principle of building structures, reducing the so-called vertical (hierarchy) of management, and delegating powers from top to bottom. New links are introduced into the structure, including those related to the need to study the market and develop an organization development strategy.

The second, no less important task of the organizing function is to create conditions for the formation of such a culture within the organization, which is characterized by high sensitivity to changes, scientific and technological progress, and common values ​​for the entire organization. The main thing here is work with personnel, development of strategic and economic thinking in the minds of managers, support for employees of an entrepreneurial warehouse who are prone to creativity, innovation and are not afraid to take risks and take responsibility for solving the problems of the enterprise.
Motivation is an activity aimed at activating people working in an organization and encouraging them to work effectively to achieve the goals set in the plans.
The motivation process includes:

Establishment or evaluation (understanding) of unmet needs;

Formulation of goals aimed at meeting needs;

Determine the actions required to meet the needs.
Motivation actions include economic and moral stimulation, enrichment of the very content of labor and creation of conditions for the manifestation creativity employees and their self-development. In carrying out this function, managers must constantly influence the factors of effective work of the members of the labor collective. First of all, these include: a variety of work in terms of content, growth and expansion of the professional qualifications of employees, satisfaction with the results obtained, increased responsibility, the possibility of taking initiatives and exercising self-control, etc.
Control is a management activity, the task of which is the quantitative and qualitative assessment and accounting of the result of the organization's work. It has two main areas:

Control over the implementation of the work planned by the plan;

Measures to correct all significant deviations from the plan. The main tools for performing this function are observations, verification of all aspects of activity, accounting and analysis. In general, the control management process acts as an element of feedback, since, according to its data, previously adopted plans and even norms and standards are adjusted. Effectively delivered control must necessarily have a strategic focus, be results-oriented, be timely and fairly simple. The last requirement is especially important in modern conditions, when organizations seek to build their work on the principle of trust in people, and this leads to the need and possibility of a significant reduction in control functions performed directly by managers. Under these conditions, control becomes less rigid and more economical.
Coordination is a function of the management process that ensures its continuity and continuity. The main task of coordination is to achieve consistency in the work of all parts of the organization by establishing rational connections (communications) between them. The nature of these connections can be very different, depending on the coordinated processes. Therefore, to perform this function, both various documentary sources (reports, reports, analytical materials) and the results of discussion of emerging problems at meetings, meetings, interviews, etc. can be used. Technical means of communication that help to respond quickly to deviations in the normal course of work in the organization.

With the help of these and other forms of communication, interaction is established between the subsystems of the organization, resources are maneuvered, unity and coordination of all stages of the management process are ensured.
(planning, organizing, motivating and controlling), as well as the actions of managers.
In the context of the growth of independence and responsibility of managers at all levels and performers, there is an increase in the so-called informal ties that provide horizontal coordination of work performed at the same level of management tours. At the same time, the need for vertical coordination is reduced when management structures become "flat".

V. Goals of the organization and their classification.

The mission forms the foundation for setting the goals of the organization as a whole, its divisions and functional subsystems (marketing, innovation, production, personnel, finance, management), each of which sets and implements its own goals, logically arising from the overall goal of the enterprise.
Goals are the specification of the mission of the organization in a form accessible to manage the process of their implementation. They are characterized by the following features and properties:

A clear focus on a specific time interval,

specificity and measurability,

Consistency and consistency with other goals and resources,
targeting and controllability.
As a rule, organizations set and implement not one, but several goals that are important for their functioning and development. Along with strategic goals and objectives, they have to solve a huge number of current and operational ones. In addition to economic ones, they face social, organizational, scientific and technical tasks. Along with the regularly recurring traditional problems they must make decisions on unforeseen situations, etc.

The number and variety of goals and objectives of management are so great that no organization can do without a comprehensive, systematic approach to determining their composition, regardless of its size, specialization, type, form of ownership. As a convenient and proven tool in practice, you can use the construction of a target model in the form of a tree graph - a tree of goals (Fig. 2). By means of a goal tree, their ordered hierarchy is described, for which the main goal is sequentially decomposed into subgoals according to the following rules: the general goal, located at the top of the graph, must contain a description of the final result; when deploying a common goal in a hierarchical structure of goals, it is assumed that the implementation of the subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level; when formulating goals at different levels, it is necessary to describe the desired results, but not the ways to obtain them; subgoals of each level should be independent of each other and not derived from each other; the foundation of the goal tree should be tasks, which are the formulation of work that can be performed in a certain way and within a predetermined time frame.
The number of decomposition levels depends on the scale and complexity of the goals set, on the structure adopted in the organization, on the hierarchy of building its management.
An important point in goal setting is modeling not only the hierarchy of goals, but also their dynamics in terms of development over a certain period of time.
The dynamic model is especially useful in developing long-term plans for an enterprise that implement its strategy.

Key goals by organizational subsystems

1st level of decomposition

2nd level

3rd level

Rice. 2. Tree of organization goals

Literature:

"Organization Management" textbook edited by Doctor of Economics, prof. A.G.
Porshneva, Doctor of Economics, prof. Z.P. Rumyantseva, Doctor of Economics, prof. ON THE. Salomatina.
Second edition, enlarged and revised. Moscow 1999

INTRODUCTION

1.2 Legal basis for the activity and reorganization of an enterprise as a subject of economic law

2. CLASSIFICATION OF ORGANIZATIONS

2.1 Parameters of the organization as an object of management

2.2 Criteria for classifying an organization

3. MODERN TRENDS IN THE DEVELOPMENT OF LARGE AND SMALL ENTERPRISES

3.1 Integration of organizations

3.2 Forms of enterprise integration

CONCLUSION

LIST OF SOURCES AND LITERATURE

INTRODUCTION

An organization can be viewed as a production unit that, using its resources efficiently, performs the economic function of producing products and providing services. At the same time, jobs are provided for the population and income for entrepreneurs. Based on this point of view, the role of a business is to use its energy and resources to make a profit. However, the organization is at the same time part of an environment consisting of suppliers, consumers, media, unions and associations of people, workers, owners of shares, therefore it is directly dependent on this environment and must, along with ensuring its interests, satisfy its interests. Thus, organizations are responsible to society for its condition, well-being, which requires them to direct part of their resources and efforts through social channels. The organization's areas of responsibility are environmental protection, health and safety, consumer protection, etc. Business in this case acts as a factor of responsibility for the development of society.

The enterprise is a member of society, so it must be characterized by moral standards, as well as individual members of society. Since laws cannot cover all occasions, businesses must start from the premise of maintaining law and order.

Russia is now going through a difficult and contradictory period of transition to a new system of economic relations. The objective conditions for the change and development of all forms of ownership, the emergence of hired labor, the expansion and complication of foreign economic relations demanded other methods of managerial activity than before. Practice shows that the new hardly makes its way through the ingrained habits, traditions, customs and obstacles of the old administrative command system. But an increasing number of people are realizing the need to overcome the old directive methods of leadership and switch to the widespread use of enterprise, initiative, and a reasonable combination of private and state interests. There are certainly opportunities for this in the new system of market relations. The practical experience of management, for all its inconsistency, today provides many examples of fruitful work in organizations and firms of various forms of ownership, size, types. The main trends in the global economy at present are the merger of capital and the consolidation of business. Since Russia has ceased to be economically isolated, these processes cannot but affect it. Development trends leave no doubt that in the very near future, economic conditions will force enterprises to unite in order not only to succeed, but also to survive in tough competition.

Realizing all this, in this course work the goal is to systematize theoretical basis management practices, consider the concept of an organization as an economic entity and the classification of economic organizations. The first part of the work deals with the essence, structure, scheme of creating an organization. In the second - numerous classification parameters, integration processes. The third one analyzes the process of improving the external environment of enterprises through government agencies. Methodological basis the structure of the work and the logical connection of the studied issues in it served as the development of domestic and foreign scientists in the field of organization theory, economic theory, sociology and law. When writing this term paper the literature of domestic and foreign theoretical economists was used, regulations, teaching aids and textbooks, monographs and science articles in periodicals. The work contains material of theoretical and practical research, set out in 3 chapters, illustrated with tables; the bibliographic list includes 26 literary sources.

1. CONCEPT AND THEORETICAL FOUNDATIONS OF ORGANIZATION

1.1 Signs of the organization. Internal variables and external environment

The modern world is often seen as a world of organizations that are a collection of people and groups united to achieve some goal, solve some problem based on certain rules and procedures, division of labor and responsibilities. The fact that this is a fairly effective mechanism for solving social problems is evidenced by the fact of their widespread distribution and penetration into all spheres and throughout the life of every person. They are created to meet his various needs, and this leads to large differences in their purpose, role, size, structure, relations with state bodies and other characteristics that make it possible to distinguish them from many others. Organizations in which the joint labor of people is used to achieve common goals are socio-economic institutions with the following common features:

Goals that reflect their purpose and the types of products and services that they produce to meet the needs of society;

Personnel or employees who have the qualifications, knowledge and skills necessary to achieve the goals;

The division of labor, carried out in accordance with the professional and qualification characteristics of each employee and providing a rational structuring of work and tasks;

Communications, that is, various types of connections necessary in the process of performing joint work;

Formal rules of conduct, procedures and controls established to ensure that organizations function as whole entities;

Levels of authority and responsibility, which establish the scope of authority for different positions in the organization.

An organization is a separate association of people for interaction in achieving certain goals and objectives. It is an open system consisting of many interconnected parts combined into a single whole. The central and main place in the organization is occupied by a person who owns, uses and disposes of the equipment, technology and finances belonging to this organization. In addition, the organization is characterized by a certain organizational culture and the ability, within the necessary limits, to carry out self-regulation of its activities, I consider it necessary to note the internal variables of the organization and its relationship with the external environment.

Internal variables of the organization. The state of the organization is not something fixed and fixed. Changes in its internal content occur under the influence of time and as a result of the managerial actions of people. At any given time, the internal factor of the organization is something "given" that managers must change in the course of achieving their goals. The main internal variables include the goals and objectives themselves, structure, personnel, equipment and technology, and other components of the organization.

The goals and objectives of the organization are diverse and depend on different circumstances. Trade organizations set as their goal the sale of goods and the receipt of trade profits; industrial organizations - the production of necessary goods, while solving the problem of increasing labor productivity, achieving profitability; state educational establishments- training of specialists for the national economy and are not at all aimed at making a profit, but their tasks include: optimizing the cost of training, raising its scientific level and acquiring practical skills by students, etc. Its structure depends on the goals of the organization.

The structure of the organization is an internal variable that shows the interaction between the levels of management and functional areas of the organization (divisions engaged in marketing, production, finance, R&D, etc.). Depending on the specific conditions and situation, material, financial and human resources, the management of the organization restructures it to more effectively achieve goals and solve specific problems. This is due to the revision of the already established system of specialized division of labor.

The division of labor along specialized lines is used by all organizations, with the exception of the smallest, where one or two employees combine work in all functional areas. In large organizations, this issue is paramount in the management activities of management. There are two levels of specialized division of labor: horizontal and vertical. The first corresponds to the division of labor in the organization between interconnected functional units that are not subordinate to each other, but participate in the manufacture of the final product at its various stages and stages; the second - the managerial hierarchy, i.e. Formal subordination of employees from top to bottom, from the head to the executor. Here you need an optimal ratio of both. According to the theory of administrative capacity, one leader can effectively manage the activities of a limited number of subordinates who are in his direct and immediate subordination. However, everywhere there is an acute problem of saving on administrative expenses.

The division of labor along specialized lines is associated with personnel management, the selection and placement of specialists for the higher, middle and lower levels of management. It is these leaders who coordinate the work of both the organization as a whole and all levels of management and functional areas. They manage the people and facilities of the enterprise and technology. Without people, there is no organization. Machine tools, machines, equipment, etc., become means of production only when they are embraced by living labor.