Development of proposals for optimizing personnel costs. How to optimize the work of the unit (universal algorithm) Suggestions for optimizing the work of the company example

In a company with more than one person, as a rule, there are various divisions - sales, marketing, accounting, etc. The tasks solved by these services are very different, and the principles of their organization and functioning are also different. Nevertheless, it is possible to describe a universal algorithm that can be used to optimize any department, regardless of its purpose and organizational structure. This is what we will do now.

What is optimization?

Activity optimization is a set of measures aimed at improving the efficiency of a unit (or an enterprise as a whole). The essence of these events can be expressed by the well-known motto - "Higher, further, better!". That is, as a result of the actions taken, the unit begins to demonstrate an increase in productivity, a decrease in costs, etc.

So let's get started. Our task is to describe the universal stages of optimizing the activities of the unit.

Occurrence of an optimization request

A formal request for optimization can come from both the company's management and the head of the department, looking for "what would be corrected here." Accordingly, in the second case, the request is usually quite general, aimed at general improvement of the system, and in the first case, it is more specific, caused by dissatisfaction with the specific performance of the unit. For example, a company executive may want to reduce the cost of a particular service. She seems to be eating too much. Especially often such a desire arises in relation to units that do not directly affect the economic results of the company. An example is the personnel department, especially if its functions are limited to recruiting.

But the desire to cut costs is far from the only motive for change. Most often, we are talking about the fact that the unit in its current form is not effectively coping with its duties.

The formulation of the request serves as a triggering element, it is with it that everything begins. And the first step in this action is "Determining the mission and economic function of the unit"

Definition of the mission and economic function of the unit

Perhaps this point will cause the greatest surprise. It would seem, what is there to determine? The sales department - sells, the courier service - delivers, the advertising department - advertises. Etc. However, everything is not so simple at all.

Let's start with the fact that in today's Russian business the conceptual apparatus is more or less settled, but with official duties within the same position it is still very far from unification. People holding a position with the same title in different companies can do completely different things. The most obvious example is marketers. The range of what they can be charged with - from writing a business development concept to personal sales. The same goes for HR managers. Someone has training, motivation, corporate culture, and someone has chronic hopeless recruiting. And such a spread can be found in most companies.

And that is why, before improving something, you need to determine what place this something occupies in the general building of the company.

Accordingly, the answer to this question will include:

1. Description of specific tasks to be solved at the level of this unit

2. The place of the division in the performance of the overall activities of the company

3. Definition of economic participation in the overall activities of the company

When answering these questions, you should try to observe the maximum clarity and specificity of the wording. Still, this is not done "for show", so wording like "To contribute in every way to the growth of the company's welfare" is not appropriate here.

Definition of performance criteria

This point is key. Depending on what will be chosen as an efficiency criterion, all further work will be built. As a rule, the criteria are selected based on the tasks defined in the previous paragraph. That is, the analysis is based on the fulfillment of the "statutory goals" of the unit. For example, the task “preventing theft of company property” is defined for the security service, which means that the number of thefts will be this very criterion for this task.

Thus, the previously formulated tasks give us the opportunity to evaluate the effectiveness of the unit's actions.

If we are faced with the impossibility of evaluation, it means that the tasks were formulated incorrectly, vaguely meaningless formulations were made in the process, and we need to go back one point. Bast on the cola, start over.

But now - the criteria are defined, and our next step will be "Evaluation of the effectiveness of the unit"

Evaluation of the effectiveness of the unit

Everything is clear here. We take the selected performance criteria and evaluate the situation for each of them. Something can be evaluated in numerical form, something according to the principle of "satisfactory / unsatisfactory". As a result, we get a general report on the unit, which clearly shows the situation for each of the tasks assigned to it. And, looking carefully at this report, we proceed to the next stage - "Statement of optimization problems"

Statement of optimization problems

Obviously, this stage is also not difficult. You need to optimize those items that are most "sagging" during the assessment. It is worth formulating optimization problems in positive terms, i.e. as a goal, indicate the desired result, and not the absence of an undesirable one. Simply put, the task of "reducing the average tenure of a job to one and a half weeks" is the right task.

And now, when all the tasks are set, the most interesting begins. Namely - "Measures for optimization"

Optimization measures

And, oddly enough, we begin these activities almost the same as half a page ago. That is - from the analysis. But this is another analysis aimed at identifying internal reserves. And it begins with "Compiling a general list of functions within the unit"

Drawing up a general list of functions within the unit

This list is closest to a detailed job description, with the difference being made for the entire unit as a whole. But for simplicity, it should be broken down according to individual positions. Thus, we get a detailed list of functions performed by the employees of the unit. And we move on.

Evaluation of the success of the performance of functions

Here, again, we are evaluating. But not in general, as before, but for each of the functions. And we get a clear picture - which functions are lame and how they are distributed among employees.

In the simplest case, it turns out that all failures occur in one person and the right decision is to replace this person. But such a situation is the most incredible, since this saboteur would have been visible even without any research. Therefore, most likely, "sagging" functions will be evenly distributed among the employees of the department.

If it turns out that it is impossible to evaluate the performance of functions, it is worth seriously thinking about the existing control system and whether it exists at all.

Determination of the dependence of the successful performance of functions on subjective factors

At this stage, we determine how performance problems are related to the personal characteristics of employees. For example, someone in life is very leisurely and has constant problems with the deadlines for completing tasks. Accordingly, the solution would be to change his duties in favor of those that do not require quick reactions.

Determination of dependence on factors within the unit

The main internal factor influencing the performance of the work is the working atmosphere in the unit. Moreover, both deviations from the middle lead to sad consequences - both in a positive and in a negative direction. If an atmosphere of disunity, confrontation and aggression reigns in the unit, then the work will obviously stall in the part that requires interpersonal interaction. However, on the other hand, if the team has developed a “warm”, then most of the working time can be spent in unhurried tea parties and conversations “for life”.

Other negative internal factors are:

1. Insufficient automation of the process (for example, manual filling out of documents, maintaining paper databases, etc.)

2. Duplication of employee functions

3. Unclear definition of job responsibilities

4. The presence of employees with dual subordination

Determination of the dependence of the successful performance of functions on factors outside the unit

In addition to the above, it is required to track external factors. Often a negative impact on the performance of a unit is exerted by the actions of adjacent departments. For example, the slowness of the purchasing department may be due to the speed with which the issued invoices are paid by the accounting department. It is clear that in this situation it does not make much sense to correct something in procurement.

Other examples - not the HR and marketing departments, but the managers, whose duties included approving the submitted candidates and materials, may be responsible for the failure to meet the deadlines for the selection of an employee or the preparation of a marketing plan (some managers are very fond of "taking a couple of weeks to think").

"Tempographic mapping" - mapping the time spent on the implementation of the described functions (observation)

We dig further. Now we must arm ourselves with a pencil, notebook and stopwatch and settle in the department for a few days. As a result of this sitting, we get a picture of the use of working time in the department - who spends how much and on what. Sometimes strange things turn up. For example, it may turn out that most of the working time, employees go to the corridor to the shared network printer installed there and then look for their documents in other departments (where they were accidentally dragged from the common pile).

In any case, the data we receive is valuable. From them it immediately becomes clear where the years of our life go.

"Tempographic Mapping" (survey)

Immediately after the observation campaign, we conduct a survey for the same purpose. We invite employees to comment on what they spend most of their time on. The statements are summarized in a table, the table is correlated with the observation data.

Making suggestions for improvement (survey)

Another democratic event. We invite employees to express their opinion on the topic “What hinders you in the work of the department and what can be improved?” The results will not necessarily amaze with the depth of analysis (someone is annoyed only by the lack of soap in the toilet), but, in any case, it is worth listening to the opinion of the “people”.

Search for opportunities to consolidate functions of the same type

The analytical stage can be considered completed, and now we proceed directly to the improvements. The first of these will be "Search for opportunities to consolidate similar functions." The meaning of this event is that the same type of functions that take time from different employees are assigned to an individual employee. There are many examples of such solutions. This is an answering machine, or a secretary who tells the way to the office, to which the subscriber is switched at the end of the conversation. This is also a PC operator, who in the accounting department is engaged in the input of primary documents, saving more qualified specialists from this routine. These are "telemarketers" - callers in sales departments, and researchers in recruitment agencies. And many more options.

Consolidation of functions makes it possible to save the time of expensive specialists and increase the overall productivity of the department.

Finding Automation Opportunities

Automation is the forte of modern business. Indeed, in the business process of a typical organization there are a lot of “nodes” that need to be digitized. Accordingly, these nodes need to be identified and figured out how to put automation at the service of a person. The introduction of automation in the department can increase productivity by up to 100%, by relieving employees of routine work and reducing the time for communication and searching for the required documents.

When looking for automation opportunities, you should focus on the overall needs of the company. If the company plans to acquire a unified business process management system, then it is possible that the problems of the department will be solved by it. If the implementation of a common CRM is not planned, it may be worth purchasing or creating some kind of standard solution at the department level. And, in any case, there remains the possibility of automating individual functions through "self-written" programs, without swinging at "100% digital management of the department."

Finding Learning Opportunities

We put this item last, despite the fact that in many personnel departments "Training" is in the first lines of priorities. However, learning learning is different. And, since in our case, training is not an end in itself, but a means of improvement, we note the following points:

1. Optimization of work as a result of staff training is not always possible, since there are a large number of factors that are not taken into account in advance. These include - low motivation of employees, different learning abilities of different employees, insufficient qualifications of the trainer, insufficient adaptation of the training course to the requirements of the company, etc.

2. People, unfortunately, are not very resistant material. Therefore, investments in training are justified only on the condition that the trained employee will work in the company for a sufficient period of time to “return” the funds invested in him. However, this is not always the case.

However, if the study reveals a need for training, then training should take place. The main condition that must be observed in this case is tracking the effectiveness of training, how much the efficiency of the unit has really changed.

Economic evaluation of optimization prospects

So, after the optimization options are selected, we come to the most unpleasant moment. Namely, it is necessary to evaluate the costs of these activities and compare them with the predicted economic effect. Why do we call this stage the most unpleasant? Yes, because it is here that the incommensurable scale of costs and benefits acquired can become clear. In the sense that the costs are high, but the benefits - alas. But, nevertheless, it is this stage that determines what kind of transformations should be given a “start in life”. And, no matter how bitter it may be, it is worth ruthlessly abandoning "improvements for the sake of improvements" - transformations that do not pay for themselves. Because in the long run, such “innovations” will only lead to disappointment.

And that, in fact, is all. Almost all. Because after the implementation of the selected solutions, it will be necessary to evaluate their effectiveness. But this is already a return to the very beginning of our story - "Evaluation of the effectiveness of the unit."

Good luck with your optimizations!

Russian International Academy of Tourism

Odintsovo branch

COURSE WORK

On the course "Management of the organization"

On the topic: "Development of proposals for optimizing the work of the personnel management service of an enterprise (organization)".

Completed:

2nd year student of group 070231 MT

Ilyin Ilya

Head Verilov A.A.

Odintsovo-2009

1. Introduction;

2) Theoretical part;

3) Practical part;

4) Conclusion;

5) List of used literature.

1. Introduction.

When writing the work, the goal was to develop proposals for optimizing the work of the personnel management service of the enterprise and to determine the factors affecting the quality of work of employees.

The task of this work is the analysis of the personnel management service, the search for optimal solutions to improve the efficiency of the personnel management service, the analysis of the motivation of employees of the personnel management service.

The relevance of the work - in order to increase the efficiency of labor productivity, it is necessary to identify the problems of the personnel management service and solve them. This is what will help the development of the enterprise.

2. Theoretical part.

Chapter 2.1. Definition of the concept of personnel management. Basic terms. The structure of the personnel management service.

Personnel Management- a field of knowledge and practice aimed at providing the organization with "quality" personnel and its optimal use. The optimal use of personnel from the point of view of "personnel management" is achieved by identifying the positive and negative motives of individuals and groups in the organization and the appropriate stimulation of positive motives and "repayment" of negative motives, as well as the analysis of such influences. Personnel management is an integral part of quality management systems (management) in the controlling concept. Other names may appear in various sources: human resource management, human capital management, personnel management, personnel management.

A management system is a system for managing people and technical means, as objects of management, in order to achieve predetermined goals by these objects of management. Modern management systems in organizations consist of sets of management systems according to a certain attribute, for example, by the type of system being managed. The division of the organization's management system into several component management systems is carried out in order to reduce the complexity of the overall management and increase the manageability of the resulting subsystems. The quality of management of the entire organization often depends on the degree of interaction between these (separate) management systems in achieving common goals.

The management system (management system) of the whole organization is developed taking into account the specifics of the organization. The key aspects in the development of control systems are the following:

1. Operational, tactical and strategic goals (tasks) of the organization (management system)

2. The structure of the processes for the production of products or services

3. Organizational structure of employees and departments

4. Availability and quality of information support systems

5. Knowledge of relevant methods of decision theory and operations research

6. Accounting for the specifics of personnel management

7. Compliance with the financial balance of the organization

Modern management systems are inconceivable without a computer, the accompanying network architecture and the necessary software. Often modern software is specialized in several management systems. And manufacturers are constantly trying to create universal software for all existing management systems, but unfortunately this does not exist.

Controlling- is a complex organization management system aimed at coordinating the interaction of management systems and monitoring their effectiveness. Controlling can provide information and analytical support for decision-making processes in the management of an organization (enterprise, corporation, public authority) and can be part of prescribing the adoption of certain decisions within certain management systems.

Modern controlling includes risk management (insurance activities of enterprises), an extensive enterprise information supply system, an alert system by managing a system of key (“financial”) indicators, management of a system for implementing strategic, tactical and operational planning and a quality management system.

Personnel Management- one of the most important components of modern management.

Modern personnel management is a system of ideas and techniques for effectively building and managing organizations and projects, in the presence of appropriate controlling systems. For example, quality management systems, (multi-)project management systems, etc. etc.

Personnel management activities are a targeted impact on the human component of the organization, focused on bringing the capabilities of the personnel and the goals, strategies, and conditions for the development of the organization into line.

The effectiveness of the "systems" of operational personnel management, if a "system approach" is used, is determined by appropriate interaction with the management responsible for the controlling function in the organization.

The main methods of personnel management include:

Economic methods - techniques and ways of influencing performers with the help of a specific comparison of costs and results (material incentives and sanctions, financing and lending, wages, cost, profit, price).

Organizational and administrative methods are methods of direct influence, which are of a directive and mandatory nature. They are based on discipline, responsibility, power, coercion.

Socio-psychological methods (motivation, moral encouragement, social planning, etc.).

The structure of the SUP.

The personnel management service is not a homogeneous unit. A typical scheme for organizing the structure of the UE service includes:

1. Sector for studying personnel problems and planning for personnel development.

2. Bureau of personnel assessment and work with the reserve.

3. The sector of training and advanced training of specialists and managers.

4. Sector of professional selection and professional orientation.

5. Sector of training of workers.

6. Sector of labor organization, development of a system for stimulating productivity and monitoring working conditions.

7. Sector of social programs, benefits.

8. Control group for compliance with labor law; interaction with employee representatives.

9. Central filing cabinet.

Depending on the size of the organization, the composition of the divisions of the personnel management service will change: in small organizations, one division can perform the functions of several sectors, and in large organizations, the functions of each sector, as a rule, are performed by a separate division.

Chapter 2.2. The concept of modern management of personnel management.

Human labor activity has become the object of systematic scientific research relatively recently - since the second half of the 20th century. The first explosion of interest in production management (including human resource management) was noted in 1991, when the American Frederick W. Taylor published his book “Principles of Scientific Management”. The main force that spurred interest in management was the industrial revolution, which made new demands on entrepreneurs.

Frederick W. Taylor became the ancestor of the direction, which was called the "scientific organization of labor." As M. Meskon notes, this scientific direction for the first time drew attention to the importance of the human factor. An important contribution of this direction was the systematic use of incentives to interest workers in increasing productivity and output. Managers were advised to set “production standards” that were feasible and to pay extra to those who exceeded the established minimum. The key element in this approach was that people who produced more were rewarded more.

The School of Scientific Management was born when psychology was still in its infancy. Therefore, although the authors of the scientific approach recognized the importance of the human factor, their main attention was directed to such aspects as increasing labor productivity through the introduction of fair pay, economic incentives and the establishment of formal relations. The Human Relations Scale was born in 1990 as a response to a failure to fully understand the human element as a core element of organizational effectiveness.

Mary Parker Follette and Elton Mayo are the greatest authorities on the development of the human relations school. It was they who, as a result of experiments, discovered that well-defined work instructions and good wages do not always lead to an increase in labor productivity, as representatives of the school of scientific direction believed. The forces that arise in the course of interaction between people could surpass any efforts of the leadership. Sometimes employees reacted much more strongly to pressure from colleagues than to the desires of management and material incentives. More recent research by the psychologist Abraham Maslow explained the reason for this phenomenon: the motive of people's actions is not mainly economic forces, but various needs that can only be partially satisfied with the help of money. The concept of this school was that the manager should take great care of his employees, which will lead to an increase in the level of satisfaction and, accordingly, to an increase in productivity. They recommended the use of human relations management techniques, including more effective actions of immediate superiors, consultation with employees and giving them greater authority.

Russian International Academy of Tourism

Odintsovo branch

COURSE WORK

On the course "Management of the organization"

On the topic: "Development of proposals for optimizing the work of the personnel management service of an enterprise (organization)".

Completed:

2nd year student of group 070231 MT

Ilyin Ilya

Head Verilov A.A.

Odintsovo-2009

1. Introduction;

2) Theoretical part;

3) Practical part;

4) Conclusion;

5) List of used literature.

1. Introduction.

2. Theoretical part.

Chapter 2.1. Definition of the concept of personnel management. Basic terms. The structure of the personnel management service.

Personnel Management- a field of knowledge and practice aimed at providing the organization with "quality" personnel and its optimal use. The optimal use of personnel from the point of view of "personnel management" is achieved by identifying the positive and negative motives of individuals and groups in the organization and the appropriate stimulation of positive motives and "repayment" of negative motives, as well as the analysis of such influences. Personnel management is an integral part of quality management systems (management) in the controlling concept. Other names may appear in various sources: human resource management , human capital management , personnel management , personnel management .

1. Operational, tactical and strategic goals (tasks) of the organization (management system)

2. The structure of the processes for the production of products or services

3. Organizational structure of employees and departments

4. Availability and quality of information support systems

5. Knowledge of relevant methods of decision theory and operations research

6. Accounting for the specifics of personnel management

7. Compliance with the financial balance of the organization

Personnel Management- one of the most important components of modern management.

The main methods of personnel management include:

Organizational and administrative methods are methods of direct influence, which are of a directive and mandatory nature. They are based on discipline, responsibility, power, coercion.

Socio-psychological methods (motivation, moral encouragement, social planning, etc.).

The structure of the SUP.

The personnel management service is not a homogeneous unit. A typical scheme for organizing the structure of the UE service includes:

1. Sector for studying personnel problems and planning for personnel development.

2. Bureau of personnel assessment and work with the reserve.

3. The sector of training and advanced training of specialists and managers.

4. Sector of professional selection and professional orientation.

5. Sector of training of workers.

6. Sector of labor organization, development of a system for stimulating productivity and monitoring working conditions.

7. Sector of social programs, benefits.

8. Control group for compliance with labor law; interaction with employee representatives.

9. Central filing cabinet.

Chapter 2.2. The concept of modern management of personnel management.

In practice, the influence of these led to the fact that a special type of manager appeared, who was not necessarily the owner, and became an intermediary between the workers and the owners of the enterprise. The first personnel managers were called "welfare secretaries" and, "they were mainly engaged in distributing signs of the twenty-fifth anniversary of their tenure in the service and preparing annual picnics", that is, their role was generally insignificant. Until the 1960s, UP was seen solely as a solution to blue-collar problems.

In the late 1960s, David McGregor published the book The Human Side of the Enterprise, which became famous and generally shaped the view of the role of human resources in an organization. The main idea of this book is that only an increase in the efficiency of human resources will lead to an increase in the efficiency of the organization as a whole.

Thus, by the 70s of our century, based on empirical data, as well as on the basis of the achievements of economics, statistics, human physiology and psychology, sociology, law and the science of organization management, a modern concept of personnel management has developed.

The essence of this concept is as follows: today the most important factor in the sustainability, competitiveness and prosperity of an enterprise is the formation of what we used to call the human factor, and in the West it is called human capital. If until the 70s the personnel of the enterprise was considered as one of the sources of costs (wages, infrastructure, etc.), now Western researchers believe that this is the main source of investment (that is, the source from which they receive the greatest profit) . Indeed, after all, the prospects of a particular company largely depend on the competence of people, their knowledge of all the nuances of work, the specifics of the company. No investment in equipment or in the renewal of production can replace human capital. Therefore, all exemplary Western companies today profess the ideology: "productivity - from a person", "quality of goods and services from a person",

With a change in outlook, the role of personnel services (or personnel management services) has also changed. According to the current management concepts, PM is one of the main elements of the organization's strategy and should help the company through providing it with competent and interested in the results of their work employees. Once again, this goal can be achieved if top management views human capital as the key to organizational performance.

All the work of the PM services should be carried out from this angle, the angle of the purposeful formation and development of the company's human capital, the personnel potential that will ultimately ensure the existence of the company as such.

It remains to be added that all this is well understood abroad, but not always in Russia.

Chapter 2.3. Goals of personnel management services.

“In the past, HR (in our country) at best saved the organization money by filling out all the paperwork correctly to protect the firm from litigation with employees. Human Resources should now be profitable for the firm in that it facilitates the implementation of its strategy,” said Sunrise's head of human resources.

Thus, the main goal of the activities of personnel management services in organizations of the modern type is "to bring profit to the company."

Western theory says that the PM service has the following goals:

1) Providing the organization with well-trained and motivated employees;

2) Effective use of efficiency, qualifications, practical experience and skill of all employees in the organization;

3) Achieving maximum responsiveness of employees to the goals and needs of the organization, convergence of the interests of employees and the expectations of the company related to professional activities;

4) Systematic communication to employees of the organization's policy and its own policy of personnel management services.

PM management is needed, ultimately, to focus the efforts of employees on the implementation of the planned strategies of the company; ensuring the effective use of the intellectual and physical capabilities of employees, the realization of their potential; promote the strengthening of labor relations in the spirit of cooperation and improvement of the moral climate in the team.

Since only the fruitful joint activity of the team guarantees the success of the company, the ultimate goal of working with personnel is the maximum convergence of the company's expectations and the interests of employees.

It remains to add that the list of goals of the EMS varies from the goals of the organization.

Chapter 2.4. Functions and principles of the personnel management service in the organization.

Experience has shown that the activities of personnel management services cannot be reduced to the very limited set of activities that have traditionally been performed by human resources departments in Russia. The new approach to PM management is characterized by complexity. For a long time, unified personnel management services have been operating at Western enterprises, which perform the entire range of functions to rationalize labor processes and PM processes.

Such an integrated approach to the personnel management service in an organization leads to the fact that the CMS begin to expand the range of its functions from purely personnel (formation, selection and placement of personnel) to a wider range of issues, including not only personnel policy, but also staff motivation, remuneration employees, harmonization of interests of employees and firms, etc.

OP can be viewed from two perspectives.

In the first, as an academic discipline, the purpose of which is to prepare qualified and comprehensively developed managers who are versed in the methods of recruitment, selection and hiring of personnel, familiar with various systems of motivation and incentives for employees, who are able to effectively evaluate the work of employees.

In the second as a concept of personnel management. We can say that PM is the implementation of personnel policy through the managerial influence of managers, personnel officers and other subjects, which is aimed at finding, selecting, evaluating, developing, motivating and stimulating personnel

PM principles- these are the fundamental ideas and rules of conduct for managers in the implementation of their managerial functions. The following basic principles of UE are distinguished:

1. Complexity and consistency, which focuses on the use of the whole range of PM methods as an integral system.

2. The conditionality of personnel management to the goals of the organization.

3. Compliance of PM methods with the goals of the company's personnel policy.

4. Scientific, i.e. using the achievements of science in the field of PM

5. Humanity, i.e. labor relations should be based on respect and exactingness in the individual.

In a broad sense, the functions of the EMS are a branch of the general policy of the company, one way or another connected with the human factor.

Management in Organizations by Herbert A. Simon and Donald W. Smithsburg categorizes the functions of the CMS in an organization as follows:

1) Subsystem of working conditions:

Compliance with the requirements of psychophysiology

Compliance with the requirements of technical aesthetics

Occupational health and safety

Organization of production processes, analysis of costs and results of labor, establishment of the optimal ratio between the number of pieces of equipment and the number of personnel.

2) Subsystem of labor relations:

Analysis and regulation of group and personal relationships

Analysis and regulation of management relations

Management of industrial conflicts and stresses

Socio-psychological diagnostics

Compliance with ethical standards of relationships

Management of interaction with trade unions.

3) Subsystem of registration and accounting of personnel:

Registration and accounting of admission, dismissals, relocations

Information support of the personnel management system

career guidance

Employment

4) Subsystem of planning, forecasting and marketing of personnel:

Development of a personnel management strategy

Human resources analysis

Analysis of the labor market, planning and forecasting the need for personnel, organizing advertising

Personnel planning

Relationship with external sources that provide personnel to the organization

Evaluation of candidates for a vacant position

Current Periodic Evaluation of Personnel.

5) Personnel development subsystem

Technical and economic training

Retraining and advanced training

Work with personnel reserve

Professional and socio-psychological adaptation of new employees

6) Subsystem of analysis and development of labor incentives:

Rationing and billing of the labor process

Development of pay systems

Use of moral incentives

Development of forms of participation in profit and capital

Work motivation management

7) Subsystem of legal services

Solving labor issues in terms of legal standards

Coordination of administrative documents on personnel management

Solving legal issues of economic activity.

8) Subsystem for the development of social infrastructure:

Organization of public catering

Housing management

Development of culture and physical education

Ensuring health and recreation

Managing social conflicts and stress

9) Subsystem for the development of the organizational structure of management

Analysis of the current organizational structure of management

Designing the organizational structure of management

Staffing development

Building a new organizational structure of management

This classification provides an exhaustive list of functions attributed to the personnel management service in terms of a new approach to PM management. However, the set of certain functions of the CMS in different companies is different, since usually each manager chooses those elements that, in his opinion, are better suited to a particular situation (the size of the company, the specifics of its activities, etc.) and seem useful to him. successful operation of the organization. But despite all the differences between organizations, there is a standard set of functions of the CMS, which in their sum represent the personnel policy of the company. Let's consider these functions in more detail.

1) Workforce planning, which includes:

assessment of available resources (i.e. analysis of the scope of work and existing personnel)

assessment of future needs (forecast of internal and external labor supply and labor demand)

· development of a program to meet future needs in human resources based on the ratio of internal and external labor supply to demand and the company's development strategy. For correct forecasting, it is necessary to take into account the average staff turnover, natural retirement (death, retirement, etc.) and other factors.

2) Recruitment is the creation of a reserve of potential candidates for all positions

3) Personnel selection - evaluation of candidates for the job and selection of the best from the reserve created during the recruitment.

The main evaluation criteria include: professional, educational, organizational, and then personal qualities of the candidate. In that order, because otherwise the company risks hiring a wonderful person, but a bad specialist.

The main selection methods include: tests, assessment of abilities and interviews.

4) Determination of wages and benefits - the development of a salary and benefits structure in order to attract and retain an employee.

At this stage, we must remember that wages are monetary rewards for work performed and play the role of a decisive argument for many employees. The salary structure is determined by the salary level of competitors, conditions in the labor market, productivity and profitability of the organization. It should be added that today the system of additional benefits, and not their own salary, is of great importance for employees. Benefits may include: profit sharing, share payments, vacation pay, etc.

5) Adaptation - the introduction of hired workers into the organization and into all its divisions of what the organization expects from them and what kind of work in it receives a well-deserved assessment.

The main goal of adaptation is to bring the personal knowledge, experience and values of the employee into line with the values and traditions of the organization, to train him in relationships in a particular company. Adaptation proceeds through formal and informal channels

6) Training - development of programs for teaching labor skills to effectively perform work.

Training is necessary to maintain high productivity of all staff and individual workers in case of admission to a new position and in case of insufficient qualification. In order for training programs to be effective, it is necessary for the CMS, together with the top management of the company, to create an appropriate climate conducive to learning: encouragement of students, support from teachers, etc.

7) Assessment of labor activity - development of methods for assessing labor activity and bringing it to the attention of employees.

Today, we can speak of two types of personnel assessments, the methods of which are directly related to the attitude towards the employee of the company as a valuable resource: the first is the assessment of personnel when hiring, the second is the assessment of personnel performance (this is the most difficult part of personnel work, requiring the highest qualifications and from company executives and from specialists in personnel management services).

The main requirements for assessment are the requirement of objectivity on the part of the assessor, and for the EMS - the development of competent procedures and technologies for assessing personnel.

8) Promotion, demotion, transfer, dismissal of personnel - to perform this function, personnel management services must:

develop a methodology for moving an employee from a position of greater or lesser responsibility

· to develop the employee's professional experience by moving to other positions or areas of work (in other words, the CMS are engaged in career planning of employees).

This classification is given based on the materials of the book by E.A. Utkin and A.I. Kochetkova “Personnel management in small and medium-sized businesses”.

Using these two classifications as an example, I wanted to show that today there is no single strictly defined view of the functions of the CMS in an organization. As already mentioned, business leaders rarely use theory in its pure form, but, as a rule, adapt it to the conditions of the functioning of a particular organization. However, the results of the study showed that with all inter-company and inter-country differences in the field of personnel management (in two firms in the same industry in one country you will not find two documents similar in form and content regulating the activities of the PM service), they all profess a common ideology and methodological basis personnel work.

According to a study by the American Society for Personnel Management, the following HR functions take the most time (in descending order):

Solving personnel problems (selection, orientation, staff assessment)

Definition of compensation and benefits

Training, advanced training

Labor Relations

Other activities

Consider the situation in Russia. Thus, the results of a survey (conducted by the Kommersant magazine) showed that most of the newly formed personnel services in their functions gravitate more towards the Western scheme. However, in Russian conditions, the emphasis is shifting so much that the scheme becomes almost unrecognizable. For the majority of representatives, the following are put in the foreground: firstly, selection, training and advanced training. “Other areas” were next on the list of priorities, a fairly wide range of problems has already been named, “from “organizing recreation” and “creating a moral climate” to “development of job descriptions” and “interrelations between services and departments” ”. According to the heads of personnel services themselves, the increased attention to these “other areas” distinguishes their model from the Western one and is the result of adaptation to Russian conditions.

One-fifth of the respondents answered that they were in charge of “Soviet-type” personnel departments. Paradoxically, both the “Soviet” and the “Western models” of the PM service have common priorities: firstly, these are “compensations” (all types of benefits that reward labor), and secondly, “labor relations” (settlement of relations this organization with the Labor Code (Labor Code)). True, there is a very significant difference between them: if the "Westerners" such areas as the selection, orientation and evaluation of personnel, as well as the training of personnel and the improvement of their qualifications, appear in the first place, then in the "Soviet" version they are most often simply missing.

3. Practical part.

Many HR directors believe that the management of their companies does not fully understand the goals and objectives of the personnel service, and its place in the management structure is not defined at all.

As a survey of the All-Russian Personnel Congress showed, almost every third HR manager complains that he has little authority and opportunity to influence the company's development strategy.

The survey involved 170 HR directors from Russian companies of various levels of development. The authors of the study tried to find out what hinders the dialogue between the personnel department and company executives.

Many survey participants cited the lack of clear ideas on the part of the company's management as to why the personnel service is needed as the main reason. The consequence of such a misunderstanding is the low level of authority delegated to the HR manager and the insufficient budget allocated for work with personnel.

Sometimes the low status of the personnel service is the "merit" of its leader. Every fifth participant of the survey of the All-Russian Personnel Congress admitted that the passive position of the HR director himself and his low level of motivation hinder the growth of status. It was the active position, the desire to participate in the management of the company that 85% of HR directors called the most significant factor that determines the status. For 76% of respondents, a high status means the opportunity to take part in shaping the company's development strategy, and for 55% - to make decisions independently.

But there are companies in Russia in which many of the described problems have already been successfully overcome. Consider the experience of one of the largest oil and gas holdings. At the same time, it is especially important to emphasize the fact that the system of strategic personnel management is built not only at the level of the head office, but also at the level of numerous regional enterprises. As an example, we can cite the results of a study of the effectiveness of personnel management in one of the holding's mining enterprises (the study was conducted by a reputable consulting company in 2003).

Results of a diagnostic study . Personnel management through the eyes of the company's top managers.

The status of the company's personnel service, according to top managers, is quite high and is largely determined by the increased attention to personnel issues on the part of the manager, as well as the initiative and professionalism of the head of the personnel policy directorate (HRP), who is part of the company's top management and directly participation in the work of the "governing council". This situation can be considered almost exceptional in domestic practice. We add that the personnel management service at the top management level is perceived not only as a performer, but also as an initiator of changes. In particular, the monetary policy is the engine of a major process of social restructuring.

To the strengths of management top managers of the company include:

The presence of a professional and well-coordinated team of top-level managers, which is reflected in the entire management vertical. This is not due to random compatibility, but is formed purposefully;

High professionalism of the company's team;

Built-in mechanism of personnel work / personnel technologies (in the form of policies and standards of the central office) and control over their implementation;

Availability of a system in the work on personnel development (training, reserve, rotation);

Social guarantees and security of employees;

Developing personnel motivation system (aimed at retaining valuable employees and achieving common goals);

The dynamism and innovation of the team, which is largely determined by the practice of mobile staff and the policy of promotion (development) of staff.

Among the weak (problem) sides personnel management were noted:

Shifting priorities in matters of training and development (reserve training system) towards quantity at the expense of quality;

- "narrow" regional market of human resources, which creates separate "hot spots" of shortage of personnel and affects the level of qualification;

Insufficient level of mutual understanding between the personnel department and line managers (the latter are overloaded with tasks from the DCT and treat them in many respects formally, not always realizing their practical value);

Insufficiently high level of managerial qualifications (especially among middle managers): issues of planning and prioritization, delegation of authority stand out.

The diagnostic interview revealed the following expectations on the part of the top management of the company in relation to the directorate of personnel policy:

Improving the quality of education (practical orientation, current thematic selection, consistency and individual approach);

Optimization of the structure and headcount in order to increase the efficiency and transparency of the business, improve the manageability of processes and departments, including:

Formation of a new structure;

Initiation and control of the description and standardization of processes, formation of "matrices" of responsibility;

Introduction of indicators for evaluating the effectiveness of new structures and processes;

Improving the quality of personnel assessment (shifting emphasis from personal to professional competencies; realism of career planning);

Changing the culture of management and internal relationships in society (the "green light" for creativity and initiative, effective horizontal communications);

Managing the performance of employees and departments (including making the performance appraisal system accessible and understandable to line managers, adapting it to specific types of activities so that managers can use the appraisal as a real management and incentive tool);

Provision of scarce personnel (individual professions);

Strengthening contacts and working interaction between the PrEP and managers (consulting, assistance, receiving feedback);

Comparative analysis of investments in personnel and their return (both for the company as a whole and for each employee). The mechanism for assessing the cost of an employee.

Chapter 3.1. Factors affecting the effectiveness of personnel management.

For the successful implementation of strategic tasks in the field of personnel management efficiency, it is of paramount importance to study the factors affecting labor productivity, timely and full use of growth reserves and, on the basis of this, improve a scientifically based system for analyzing and planning labor productivity and assessing the effectiveness of personnel management.

High rates of growth in the efficiency of personnel management in general and labor productivity in particular are ensured by scientifically based use of the whole complex of factors affecting the effectiveness of personnel management.

This is especially true now, when many Russian firms, primarily small and medium-sized ones, are currently experiencing considerable economic difficulties, are limited in resources, and the problem of their survival should be largely solved at the expense of reserves, the use of which does not require large expenditures.

However, in modern domestic sociology and psychology there are no targeted theoretical and applied developments on this topic. This leads to the fact that at present the issues of assessing the influence of various factors are solved either without taking into account the actual economic situation, or from the standpoint of common sense, ordinary ideas about the similarity of various indicators.

Of great importance is the question of the correct classification of factors affecting the effectiveness of personnel management. When compiling such a classification, it should be borne in mind that these factors do not act in isolation, but in interconnection with each other.

The theoretical significance of the classification of personnel management efficiency factors lies in the fact that it allows you to more fully reveal the nature of labor productivity, determine the relationship between factors, identify features in the action of individual factors, taking into account the specifics of each specific area of the company's activities.

The use of such a classification makes it possible to determine the influence of each factor separately, thereby eliminating the repeated count, and also to take into account the effectiveness of labor productivity growth factors, which makes it possible to correctly identify and use the reserves for increasing the effectiveness of personnel management as a whole.

Scheme 1. Classification of factors affecting the effectiveness of personnel management

Factors	The content of the factors
Physiological	Age; Health status; Mental capacity; physical ability, etc.
Technical and technological	The nature of the tasks to be solved; The complexity of labor; Technical equipment; The level of use of scientific and technological achievements, etc.
Structural and organizational	Working conditions; The ratio of the number of categories of personnel; The volume of the enterprise; Operating mode; Work experience; Qualification of employees; The level of staff utilization, etc.
Socio-economic	Financial incentives; Insurance; Social benefits; standard of living, etc.
Socio-psychological	Moral climate in the team; Psychophysiological state of the employee; status and recognition; Organizational culture of the firm; Gratitude; Opportunity for promotion, etc.
Territorial-situational	Company location; Time spent on the road from home to work; The level of competition; Inflation; Unemployment; income differentiation; Shareholding of enterprises, etc.

According to the degree of manageability, factors can be divided into unregulated, weakly regulated and regulated.

Unregulated factors do not depend on management decisions, they include factors characterizing the location of the branch, the presence of competitors, etc.

Weakly regulated factors are most often understood as having great inertia, the change of which over a certain period of time depends little on managerial decisions. These factors include: the size of the company's representative offices, the volume and structure of fixed assets, the characteristics of the technical level of production (machine power, the degree of mechanization and automation of production, etc.).

Regulated factors include factors that characterize the quality of personnel management, the level of organization of production and labor, the degree of use of resources, etc. It is this group of factors and the initial indicators that form them that we need for further research.

The proposed classification of indicators is convenient for conducting a study of the relationship between the effectiveness of personnel management and regulatory factors, as it allows solving the problem of the same name in various aspects.

I believe that the effectiveness of personnel management is influenced, first of all, by the competence of employees and the level of their motivation. At the same time, the competence of employees depends on their level of education (knowledge), work experience (skills) and personal abilities (skills).

It can hardly be denied that the remuneration or compensation of employees is an extremely important factor influencing the effectiveness of personnel management. “Employee incentives may not be the only way to improve individual, group, and even organizational performance, but it is probably a necessary condition for improving it in most organizations in the long run.”

The main value of the compensation system is to stimulate the production behavior of the personnel, directing it to achieve the strategic objectives facing it, in other words, to combine the material interests of employees with the strategic objectives of the company.

Chapter 3.2 Personnel audit.

When preparing and making decisions on the development of the enterprise, developing a program for optimizing the management system, the manager needs to take into account what personnel processes and with what efficiency are going on in the organization. To identify the degree of effectiveness of personnel processes, as well as to analyze the quality of the activities of the HR Service of an enterprise, in practice, the technology of personnel audit is used - a certain sequence of complex diagnostic measures designed to identify the degree of compliance of the organization's personnel management system with its goals and development strategy.

Purpose of personnel audit :

assessment of the compliance of the current personnel management system of the organization with its goals and development strategy;

·optimization of the activity of the personnel management service of the enterprise.

Tasks :

to carry out diagnostics of the effectiveness of the current personnel management system at the enterprise;

· conduct an analysis of the effectiveness of the activities of the Personnel Management Service in the development and implementation of personnel processes at the enterprise;

identify strengths and weaknesses in the organization of the activities of the personnel management service at the enterprise;

Components of a personnel audit :

1. Personnel policy of the organization.

analysis of the Regulations on the personnel policy of the enterprise;

analysis of the degree of standardization and regulation of personnel processes in the organization;

analysis of the Regulations on the functions of the personnel policy of the enterprise;

collection of information and analysis of the ideas of managers at various levels about the state of affairs in the field of personnel policy and the main trends in the teams of departments;

·analysis of the degree of compliance of the personnel policy with the strategic goals and objectives of the enterprise development.

2. Selection and selection of personnel.

analysis of the views of managers at various levels on the quality of selection and recruitment procedures;

analysis of the degree of effectiveness of the technologies used to determine the quantitative and qualitative needs for personnel;

analysis of technologies for the formation of evaluation criteria;

analysis of the methods used for recruitment and selection of personnel;

·analysis of the effectiveness of the existing program of evaluation procedures in the selection.

* after the audit, it is necessary to derive an assessment of the effectiveness, as well as conclusions and recommendations.

3. Staff adaptation.

analysis of the ideas of managers at various levels about the effectiveness of the applied adaptation procedures;

analysis of the regulation of induction procedures at different levels in the organization;

·analysis of the procedures and technologies used for personnel adaptation.

4. Staff training and development.

analysis of the ideas of managers at various levels about the quality of the processes of training and development of personnel in the organization;

analysis of the concepts of training and development of personnel used in the organization by levels in the organization;

analysis of the technologies used to identify the need for training;

analysis of the processes of formation and development of curricula;

analysis of the processes of formation of study groups;

·analysis of the applied mechanisms for evaluating the effectiveness of training and development programs.

*after the audit, it is necessary to derive an assessment of the effectiveness, as well as conclusions and recommendations.

5. Personel assessment.

analysis of the ideas of managers at various levels about the quality and objectivity of procedures for assessing and attesting personnel;

·analysis of applied technologies and methods of business assessment of personnel;

analysis of applied technologies for assessing the managerial potential of employees;

·analysis of the technology of performance appraisal of personnel;

analysis of technologies for the formation of attestation and evaluation criteria;

·analysis of decisions made based on the results of evaluation and certification.

*after the audit, it is necessary to derive an assessment of the effectiveness, as well as conclusions and recommendations.

6. Leadership training.

analysis of the ideas of managers at various levels about the quality and directions of work in the preparation of managerial personnel;

analysis of the mechanisms for creating key competencies of the company's management personnel in the organization;

analysis of mechanisms for identifying the organization's need for leadership;

·analysis of the principles and technologies of formation of groups of the reserve of leaders;

·analysis of applied methods of evaluation and inclusion of candidates in the reserve groups;

·analysis of the process of formation and development of curricula;

analysis of the process of organizing training and development of the reserve group;

analysis of procedures for summarizing the results of training;

Analysis of procedures for appointment to a higher position.

*after the audit, it is necessary to derive an assessment of the effectiveness, as well as conclusions and recommendations.

7. Staff motivation .

analysis of the system of personnel motivation operating in the organization;

analysis of the procedures and methods used to motivate personnel;

·analysis of the degree of influence of the existing system of motivation on the achievement of the company's goals.

*after the audit, it is necessary to derive an assessment of the effectiveness, as well as conclusions and recommendations.

8. Upgrade, downgrade, transfer.

Evaluation of the effectiveness of the applied career planning methods;

·analysis of regulation and effectiveness of personnel rotation processes.

9. Monitoring of the socio-psychological situation in departments .

·analysis of the system used for diagnosing the socio-psychological situation in subdivisions;

·Assessment of mechanisms, methods and tools for obtaining information about the socio-psychological climate in departments, the role structure of teams, the level of conflicts, the level of social tension, etc.

* after the audit it is necessary to draw conclusions and recommendations.

At the end of the personnel audit, all data is processed, diagnostics of the effectiveness of the current personnel management system are carried out, weaknesses and strengths in the organization of the personnel management service are identified. Then a system of recommendations is developed, and the main directions for the development of the enterprise are determined.

Chapter 3.3 Motivation and stimulation of the personnel management service.

Motivation(from lat. movere) - 1) motivation for action; 2) a dynamic process of a physiological and psychological plan that controls human behavior, determines its direction, organization, activity and stability; 3) the ability of a person to satisfy his material needs through labor.

Types of motivation

AT external motivation(extrinsic) - motivation, not related to the content of a particular activity, but due to external circumstances in relation to the subject.

intrinsic motivation(intrinsic) - motivation associated not with external circumstances, but with the very content of the activity.

Positive and negative motivation. Motivation based on positive incentives is called positive. Motivation based on negative incentives is called negative.

Steady and Unsustainable Motivation. Motivation that is based on the needs of a person is considered sustainable. it does not require additional reinforcement.

Staff motivation- one of the ways to increase productivity. Motivation of personnel is a key direction of the personnel policy of any enterprise. There are the following types of staff motivation:

material motivation

social motivation

Psychological motivation

Motivation is the most important causal factor in the efficiency of the worker. Further, encouraging high performance at the individual level will have a direct and significant impact on the performance of the firm as a whole. Motivation is necessary to achieve high efficiency in personnel management, but it alone is not enough for this. In our opinion, the productivity of an employee depends on the conditions (cleanliness, fresh air, etc.), on what equipment, in what team he works, how much he can use his intellectual potential in the workplace, whether he has the opportunity make decisions and manage people, etc. Labor motivation is seen as a contradictory unity of three components: labor values, work requirements and the possibility of implementing these requirements. There are many such factors that affect the effectiveness of personnel management, which should be kept in mind by employees of the personnel management service.

Scheme 2. The main methods of staff incentives

It is known that in order to carry out activities, sufficient motivation is necessary. However, if the motivation is too strong, the level of activity and tension increases, as a result of which certain disorders occur in activity (and behavior), i.e., work efficiency worsens. In this case, a high level of motivation causes undesirable emotional reactions (tension, excitement, stress, etc.), which leads to a deterioration in performance. It has been experimentally established that there is a certain optimum (optimum level) of motivation at which the activity is performed best (for a given person, in a specific situation). The subsequent increase in motivation will lead not to an improvement, but to a deterioration in performance. Thus, a very high level of motivation is not always the best. There is a certain limit beyond which a further increase in motivation leads to worse results.

It is very important for a manager to understand the issues of motivation, to be able to properly motivate and stimulate employees, then it will be much easier for the personnel management service to work, which is the optimization of the work of the EMS,

4. Conclusion.

It is very important for an employee in the field of personnel management to have work skills, knowledge and be motivated for their work. The job requires creativity, in a sense. In order for the organization to work and bring good profits, it is important to know the methods of improving labor, including purely methods to increase the efficiency of the personnel management service. It is very important to master several methods in order to protect yourself and your organization from unforeseen mistakes.

The paper considered the structure of the personnel management service and proposed options for diagnosing and subsequently optimizing the work of the EMS. All proposals are substantiated and supported by theoretical material. Also, the paper considers ways to motivate staff, which will be useful not only to the employees of the EMS, but to the entire organization as a whole.
5. List of used literature.

1. Meskon M.Kh., Albert M., Hadout F. Fundamentals of management. – M.: Delo Ldt, 1995.

2. Mausov N. Personnel management - a key link in intra-firm management. /Problems of theory and practice of management. - 1995. - No. 6.

3. Utkin E.A., Kochetkova A.I. Personnel management in small and medium business. – M.: Akalis, 1996.

4. Management of the organization. – M.: Infra, 1995.

5. The art of personnel management - a key link in the organization or a tree of strict standards? - /Business Express. - 1997. - No. 11.

DEVELOPMENT OF PROPOSALS FOR OPTIMIZATION OF PROFIT OF JSC "L-MARKET"

Improving the performance of the enterprise through the implementation of the financial strategy and the strategy of operating (production) activities

Studies have shown that it is possible to increase profits by expanding sales markets, which is possible due to the increase in volumes, the development of the marketing service and the improvement of quality.

Thus, a change in the range and range of products and services provided is one of the important factors affecting the level of production costs. With different profitability of individual products and services (in relation to the cost), shifts in the composition of products associated with improving its structure and increasing production efficiency can lead to both a decrease and an increase in production and service costs.

As you know, an increase in output reduces costs per unit of output, and consequently, the cost decreases, which ultimately leads to an increase in profits from sales of products (scale effect).

In addition, the additional production of cost-effective products in itself gives additional profit.

Thus, with an increase in output and, accordingly, the sale of profitable products, profit per unit of production increases, and the number of products sold increases, each additional unit of which increases the total amount of profit. As a result, an increase in the cost-effective products produced, subject to its implementation, gives a significant increase in profits. However, you should always remember that sales volumes are always limited by effective demand.

While many of the former largest publishing houses have sharply reduced the output of printed materials and suffered significant personnel losses, many different commercial non-state publishing houses and advertising and publishing agencies have appeared that have managed to “fit in” with new market conditions, radically changed the publishing process, the distribution system and took a dominant position in the printing market.

New trends, primarily related to the decentralization of print production, a decrease in the average circulation, an increase in the range of output, and distribution and marketing problems, have created a need for a restructuring of the printing industry in terms of creating smaller, mainly private, production facilities that can withstand the new conditions. competition in product quality, range of services and production time.

Market requirements are fundamentally changing the structure of printing services. Figure 3.1 shows an approximate picture of the structure of printing services in Western Europe.

Rice. 3.1.

In Moscow and the Moscow region, before the start of market reforms (1990), the structure of printing services looked like this (Fig. 3.2).

Since the mid-90s of the last century, a significant number of companies with 20 to 200 employees, equipped mainly with new printing equipment and fairly modern technology at that stage, have entered the Russian printing services market and occupied the free niche of label and packaging products. .

Rice. 3.2.

This made it possible to oust labels and packaging from the enterprises of the Ministry of Agriculture, departmental plants, regional and enlarged printing houses that produced this type of product and could not compete with new companies due to outdated equipment and technology. Over the past 10 years, there has been a steady growth in the packaging market by 3-4% annually. As a result, the structure of printing products production in Moscow and the Moscow region has acquired a form close to the European one and looks approximately like this (Fig. 3.2).

Shown in Fig. 3.2 the structure is approximate, because the production of books, brochures, magazines and newspapers is not kept in print sheets, but is kept in the number of copies, which does not make it possible to accurately take into account the volume of production. In this regard, shown in Fig. 3.3 data obtained by the method of expert assessments. As can be seen from fig. 3.3 The share of production of newspapers, books and magazines has decreased and has given way to labels and packaging.

JSC "L-Market" has all the above parameters, in connection with which it has every reason to increase production volumes in the future.

Rice. 3.3.

A marketing analysis of the options for the development of JSC "L-Market" showed that the most appropriate strategy for the development of the organization would be the strategy of concentrated growth.

The results of the analysis of profit and profitability for the reporting period (year) are used to determine the directions for searching for reserves of its growth for the subsequent period. The main sources of profit growth are an increase in the volume of sales of products, a decrease in their cost, an increase in prices due to an increase in the quality of marketable products, their sale in more profitable markets, etc.

At the same time, one of the most important indicators characterizing the work of industrial enterprises is the cost of products (services). The cost price is a monetary expression of the costs of production factors necessary for the enterprise to carry out production and commercial activities related to the production of products and the provision of services.

The role of cost in the economy of the enterprise is difficult to overestimate. The financial results of the enterprise, the rate of expanded reproduction, the financial condition of the economic entity depend on its level. Being an important indicator of financial performance, it reflects changes in labor productivity and the efficiency of the use of enterprise resources.

Of particular importance is the fact that the cost is the indicator by which one can judge the efficiency of production, the competitiveness of the enterprise. Reduce the cost of production will allow competent cost management. According to experts, cost management in an enterprise includes:

Knowledge of where, when and in what volumes the resources of the enterprise are spent;

Knowledge of the patterns of behavior of different types of costs;

Forecast of where, when and in what volumes additional resources are needed;

Ability to ensure the highest possible return on the use of enterprise resources;

Systematic identification and use of reserves to reduce costs and costs in general;

Organization of a production management system focused on constant cost control and search for reserves for their effective reduction;

Focus on cost prevention rather than cost accounting;

Involvement in the cost management system of all types of costs.

Cost management should include the following procedures: planning, cost accounting, analysis of accounting information, decision-making based on the results of the analysis and implementation of the necessary impact on costs in order to optimize them.

The total costs are calculated according to the following formula:

I0 = Ioz + Ir + Itr + Excl + Ipp, (3.1)

where Ioz are the costs of placing and processing an order;

Ir - the price of material and technical resources;

Utr - transport costs;

Ieskl - procurement and storage costs;

Ipp - costs of tracking material resources on the way.

In turn, transportation costs when using the warehouse form of supply are calculated by the formula:

Ytr = From + Id, (3.2)

where Iz - costs for the delivery of resources to the company's warehouse;

Id - the cost of delivering resources to objects.

The possibility of achieving different values of distribution costs with different forms of MTO organizations in a printing company sets the task of a technical and economic analysis of options and choosing a rational one, in which the total costs of MTO (the sum of all types of costs) will be minimal, which can be expressed by the following formula:

Io = ? Иi min (3.3)

where, i = 1, 2, 3…n - types of costs.

In this regard, the most significant factors affecting costs are the volume of purchased material and technical resources, the increase of which creates conditions for profitable contracting of transport and obtaining discounts on the price of material and technical resources.

Therefore, in order to solve the problem of reducing production costs and sales of products at L-Market OJSC, a general program should be developed, which should be adjusted annually, taking into account the circumstances that have changed at the enterprise. This program should be comprehensive, ie. should take into account all the factors that affect the reduction of production costs and sales of products.

In general, it should reflect the following points:

1) a set of measures for a more rational use of material resources (introduction of new equipment and waste-free technology that allows more economical use of raw materials, materials, fuel and energy; improvement of the regulatory framework of the enterprise; introduction and use of more advanced materials; integrated use of raw materials and materials; use of waste production, improving product quality and reducing the percentage of defects, etc.).

2) measures related to improving the use of fixed assets (freeing the enterprise from surplus machinery and equipment; leasing the property of the enterprise; improving the quality of maintenance and repair of fixed assets; ensuring greater utilization of machinery and equipment; increasing the level of qualification of personnel servicing machinery and equipment; the use of accelerated depreciation, the introduction of more advanced machinery and equipment, etc.).

3) measures related to improving the use of labor force (determining and maintaining the optimal number of personnel; improving the level of qualifications; ensuring faster growth in labor productivity compared to the average wage; the use of progressive systems and forms of remuneration; improving the regulatory framework; improving working conditions; mechanization and automation of all production processes, providing motivation for highly productive labor, etc.).

In addition, a comprehensive program to reduce production costs should have a clear mechanism for its implementation.

It should also be emphasized that the planning and implementation of only individual measures to reduce production costs, although they have a certain effect, do not solve the problem as a whole.

Currently, in the analysis of the actual cost of manufactured products, the identification of reserves and the economic effect of its reduction, the calculation of economic factors is used. Economic factors most fully cover all elements of the production process: means, objects of labor and labor itself. They reflect the main areas of work of teams of enterprises to reduce costs: increasing labor productivity, introducing advanced equipment and technology, better use of equipment, cheaper procurement and better use of labor items, reducing administrative and management and other overhead costs, reducing scrap and eliminating unproductive costs and losses. .

The basis for the development of a plan for the cost of commercial products are planned estimates. When compiling estimates, the publishing house is guided by the law on pricing and the instructions of higher organizations. So, for the printing of publications in 2010, children's, educational literature and government orders, the level of profitability did not exceed 10%. For many types of services in the publishing house, price lists have been developed and are in effect, such as the production of stamps, the output of transparencies, the production of samples, the printing of newspapers, business cards, and others. Price lists are revised as labor costs and material prices change.

According to expert estimates, the implementation of the program to reduce production costs will reduce the material consumption of products by 4.0% and energy intensity by 8.1% compared to 2010. Reducing the material consumption of manufactured products can be achieved by revising the consumption rates of materials downward (ink for printing on sheet-fed presses, color ink for printing newspaper products, consumables for binding processes, etc.), introducing a new technology for the production of offset printing forms. It is also necessary to rework and improve the norms for technical waste of newsprint and offset paper for the new Tensor roll newsprint machine.

The rate of reduction in the level of energy intensity of manufactured products will be 29.8% against 8.5% achieved this year.

Suggestions for optimizing development systems

taking into account reservoir heterogeneities

The theory and practice of oil field development show that the choice of waterflooding system (geometry and density of the well pattern, injection and recovery rates) is a key factor determining both the levels of oil production and the ultimate oil recovery. Regular waterflooding systems, effective in homogeneous reservoirs, lose their appeal in heterogeneous reservoirs. At the initial stage of field operation, the design of template schemes seems to be justified, since this period is characterized by low knowledge of production facilities. However, at the later stages of development, when the amount of knowledge about the reservoir structure becomes significant, it becomes possible to optimize the waterflooding system, taking into account the identified heterogeneities.

Three main types of heterogeneities can be distinguished that characterize the internal structure of the reservoir - these are lithofacies, tectonic and structural-gravitational.

Considering lithofacies heterogeneity, we note that this is the most common and large-scale type of heterogeneity, reflecting the sedimentation conditions characteristic of this object. It is known that the reservoir properties of the rock essentially depend on its belonging to one or another type of facies. As an effective design solution in conditions of high facies heterogeneity of the reservoira transformation of the waterflooding system is proposed, as a result of which production wells are mainly located in highly productive facies, and injection wells are located in adjacent zones of less productive deposits.Specialists of the "CONCORD" company proposed a complex analytical criterion for the optimal mutual arrangement of production and injection wells in a zonal heterogeneous reservoir.

With conventional waterflooding technologies for heterogeneous reservoirs, most of the oil reserves in low-permeability zones remain unflooded. The formation under such conditions is a random alternation of flooded and oil-saturated zones. In such objects, the introduction of injected water into stagnant oil-saturated zones is possible when periodically changing pressure fields are created in the reservoir.A non-stationary pressure field in the reservoir is created due to periodic changes in the volume of the injected agent or during cyclic fluid withdrawal.The attractiveness of non-stationary waterflooding technologies lies in their relative cheapness, since their implementation does not require significant capital investments. The use of non-stationary waterflooding makes it possible to obtain a significant effect.

Another type of heterogeneity that has a significant impact on the efficiency of oil recovery isheterogeneity due to tectonic processes. We are talking about systems of faults, disjunctive disturbances and cracks. Faults and fractures cause anomalous well performance, while ~10% of such anomalous wells can provide 50% of the cumulative oil production of the object. Consequently, the task of identifying a system of faults and cracks is of paramount importance. Traditional methods of seismic attribute analysis do not always fully solve it, so it is necessary to additionally involve production and geophysical information from wells. According to the results of the performed crack localization, as well as the analysis of the developmentthe transformation of the waterflooding system is proposed, taking into account tectonic heterogeneities.