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

In a company, the number of which exceeds one person, as a rule, there are various departments - sales, marketing, accounting, etc. The tasks solved by these services are very different, 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 unit, regardless of its purpose and organizational structure. This is what we will do now.

What is optimization?

Optimization of activities is a set of measures aimed at improving the efficiency of the unit (or the enterprise as a whole). The essence of these events can be expressed by the well-known motto - “Higher, farther, better!”. That is, as a result of the actions taken, the unit begins to demonstrate increased productivity, lower costs, etc.

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

Optimization Request Occurs

A formal request for optimization can come both from the management of the company, and from the head of the department, looking for "something to fix here." Accordingly, in the second case, the request is usually quite general, aimed at the overall improvement of the system, and in the first - more specific, caused by dissatisfaction with specific indicators of the unit. For example, a company manager may want to reduce the cost of a particular service. Say, she consumes 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 does not cope effectively with its responsibilities.

Formulating a request serves as a launching element, it is from him that everything begins. And the first step in this action is the “Definition of the mission and economic function of the unit”

Definition of the mission and economic function of the unit

Perhaps this item 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.

To begin with, in today's Russian business, the conceptual apparatus has more or less settled down, but with official duties within the same position it is still very far from unification. People with the same name in different companies can do completely different things. The most telling example is marketers. The scatter of what they can impute to them in duties - from writing a business development concept to personal sales. Same thing with 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 you improve 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 unit in the performance of the general activities of the company

3. Determination of economic participation in the general activities of the company

When answering these questions, you should try to observe the maximum clarity and concreteness of the wording. Nevertheless, this is not done “for show,” therefore wordings such as “Promote the growth of the company's well-being in every way” are not appropriate here.

Definition of performance criteria

This item is the key. Depending on what will be chosen as a criterion of effectiveness, and 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 implementation of the "statutory goals" of the unit. For example, the task "preventing theft of company property" is defined for the security service - which means the number of thefts will be this very criterion for this task.

Thus, the previously formulated tasks give us the opportunity to assess the effectiveness of the unit.

If we are faced with the impossibility of an assessment, it means that the tasks were formulated incorrectly, vague and meaningless formulations were allowed in the process, and we need to go back one point. It’s a bit of cola, start over.

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

Unit Performance Assessment

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 on the principle of "satisfactory / unsatisfactory." As a result, we get a general report on the unit, where the situation is visually presented for each of the tasks assigned to it. And, looking closely at this report, we proceed to the next stage - “Setting optimization problems”

Setting optimization problems

Obviously, this stage also does not cause much difficulty. It is necessary to optimize those points that “sagged” most during the assessment. The optimization tasks should be formulated in positive terms, i.e. as a goal, indicate the desired result, and not the absence of undesirable. Simply put, the task of "reducing the average term of a vacancy to one and a half weeks" is the right task.

And now, when all the tasks are set, the fun begins. Namely - “Optimization measures”

Optimization Activities

And, strangely enough, we start these events from 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”

Compilation of a general list of functions within the unit

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

Performance Evaluation

Here we again carry out an assessment. But not in general, as before, but for each of the functions. And we get a clear picture - exactly 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 unbelievable, since this saboteur would be visible without any research. Therefore, most likely, the “sagging” functions will be evenly distributed among the employees of the department.

If it becomes impossible to evaluate the performance of functions, it is worth seriously considering the existing control system and whether it exists at all.

Determining the dependence of successful performance of functions on subjective factors

At this stage, we determine how much performance problems are associated with the personal characteristics of employees. For example, someone in life is very leisurely and has constant problems with the timing of tasks. Accordingly, the decision will 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 affecting the performance of the work is the working atmosphere in the unit. Moreover, both deviations from the middle lead to sad consequences - both in the positive and in the negative direction. If an atmosphere of disunity, confrontation and aggression reigns in the unit, then the work will obviously slip in the part requiring interpersonal interaction. However, on the other hand, if the team has developed “warm”, then most of the working time can be spent in leisurely tea parties and conversations “for life”.

Other negative internal factors are:

1. The lack of automation of the process (for example - manual filling of documents, maintaining paper databases, etc.)

2. Duplication of employee functions

3. Unclear job definition

4. The presence of employees with double subordination

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

In addition to the above, external factors must be tracked. Often a negative impact on the performance of the unit has the effect of related departments. For example, the procrastination department's slowness may be due to the speed at which bills are paid by the accounting department. It is clear that in this situation, something to rule in procurement does not make much sense.

Other examples - for failure to meet the deadlines for selecting an employee or preparing a marketing plan, it may not be the personnel and marketing departments that are responsible, but managers whose responsibilities were to approve the submitted candidates and materials (some managers like to “take a couple of weeks to think”).

“Tempographic mapping” - mapping of time costs for the implementation of the described functions (observation)

Digging further. Now we have to 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, how much and what he spends. Strange things sometimes come to light. For example, it may turn out that most of the working time employees go into the corridor to the shared network printer installed there and then look for their documents in other departments (where they were accidentally dragged from a 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 observational campaign, we conduct a survey for a similar purpose. We invite employees to comment on what they spend most of their time on. 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 comment on the topic “What prevents you from working in 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 similar functions

The analytical phase can be considered complete, and now we proceed directly to the improvements. The first of them will be “Search for opportunities to consolidate functions of the same type”. The meaning of this event is that the functions of the same type, which take time from different employees, are entrusted to an individual employee. There are many examples of such solutions. This is either an answering machine or a secretary telling the way to the office, to which the subscriber is switched at the end of the conversation. This is the PC operator, which in the accounting department is engaged in the input of primary documents, eliminating the need for more qualified specialists from this routine. These are “telemarketers” - dialers in sales departments, and receivers in recruitment agencies. And there are many more options.

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

Search for automation options

Automation is the hobby of modern business. Indeed, in the business process of a typical organization, there are many “nodes” to be converted to digital format. Accordingly, these nodes need to be identified and come up with how to put automation at the service of man. The introduction of automation in the department can increase labor productivity up to 100%, due to saving employees from routine work and reducing time for communication and searching for the required documents.

When looking for automation capabilities, you should focus on the general needs of the company. If the company plans to acquire a unified system of business process management, then perhaps the department’s problems will be solved by it. If the implementation of a common CRM is not planned, it may be worthwhile to purchase or create some standard solution at the department level. And, in any case, there remains the possibility of automating individual functions through “self-written” programs, without a backswing on “100% digital department management”.

Learning Opportunities

We put this item last, despite the fact that in many departments of personnel “Training” is in the first lines of priorities. However, learning to learn 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 ability to learn from different employees, insufficient qualification of a trainer, insufficient adaptation of a training course to the requirements of the company, etc.

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

However, if the study identified 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 unit’s work efficiency has really changed.

Economic assessment of the prospects of optimization

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 projected economic effect. Why do we call this stage the most unpleasant? Yes, because it is here that the incomparable scale of costs and acquired benefits can become clear. In the sense that the costs are high, and the benefits, alas. But, nevertheless, it is this stage that is determining what kind of transformations it is worth giving a “ticket to 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 still be necessary to evaluate their effectiveness. But this is a return to the very beginning of our story - "Evaluation of the effectiveness of the unit."

Successful optimizations to you!

Russian International Academy of Tourism

Odintsovo branch

COURSE WORK

On the course "Organization Management"

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

Made by:

2nd year student of the group 070231 MT

Ilyin Ilya

Leader: A. Verilov

Odintsovo 2009

1. Introduction;

2) The theoretical part;

3) The 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 identify factors affecting the quality of work of employees.

The objective 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.

Relevance of work - 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. The theoretical part.

Chapter 2.1. The definition of personnel management. Key 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 corresponding stimulation of positive motives and the "repayment" of negative motives, as well as the analysis of such impacts. Personnel management is an integral part of quality management systems (management) in the concept of controlling. Other sources may include other names: human resources management, human capital management, hR management, personnel management.

A management system is a system for managing people and technical means, as objects of management, to achieve predetermined goals by these objects of management. Modern management systems in organizations consist of sets of control systems according to a certain attribute, for example, according to the type of managed system. The division of the organization’s management system into several composite management systems is carried out in order to reduce the complexity of general management and increase the manageability of the resulting subsystems. The quality of management of the entire organization often depends on the degree of interaction of data (separate) control 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. The operational, tactical and strategic goals (objectives) of the organization (management system)

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

3. Organizational structure of employees and units

4. Availability and quality of information support systems

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

6. Consideration of the specifics of personnel management

7. Compliance with the financial balance of the organization

Modern management systems are inconceivable without computers, 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 - This is an integrated 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 when managing 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, managing a strategic, tactical and operational planning implementation system 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 the effective construction and management of organizations and projects, in the presence of appropriate controlling systems. For example, quality management systems, (multi-) project management systems, etc. etc.

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

The effectiveness of the "systems" of operational personnel management, if a "systematic 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 methods of influencing performers with the help of specific measures of costs and results (material incentives and sanctions, financing and lending, salary, cost, profit, price).

Organizational and managerial methods are direct impact methods that are prescriptive and mandatory. They are based on discipline, responsibility, power, coercion.

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

SOF structure.

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

1. Sector for the study of personnel problems and staff development planning.

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

3. Sector of training and advanced training of specialists and managers.

4. Sector of professional selection and vocational guidance.

5. Sector for training workers.

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

7. Sector of social programs, benefits.

8. The group for monitoring compliance with labor law; interaction with representatives of workers.

9. The central file cabinet.

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

Chapter 2.2. The concept of modern HR management.

Human labor activity has become the object of systematic scientific research relatively recently - from 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 introduced new demands on entrepreneurs.

Frederick W. Taylor became the founder 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 significance of the human factor. An important contribution of this direction was the systematic use of incentives in order to interest workers in increasing productivity and output. Managers were advised to establish “production standards” that were feasible, and pay extra to those who exceeded the established minimum. A key element in this approach was that people who produced more and 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 focus was on such aspects as increasing labor productivity through the introduction of fair pay, economic incentives, and the establishment of formal relations. The scale of human relations arose in 1990 as a response to the inability to fully realize the human factor as the main element of organizational effectiveness.

Mary Parker Folett and Elton Mayo are the largest authorities in the development of the school of human relations. It was they who, as a result of experiments, found that well-designed work instructions and good wages do not always lead to increased labor productivity, as representatives of the school of science believed. The forces arising in the course of interaction between people could exceed any efforts of the leadership. Sometimes workers reacted much more strongly to pressure from colleagues than to management desires and material incentives. Later studies conducted by psychologist Abraham Maslow explained the reason for this phenomenon: the motive for people's actions is not mainly economic forces, but various needs that can only be partially met with the help of money. The concept of this school was that the leader should take great care of his employees, which would lead to an increase in satisfaction and, consequently, to an increase in productivity. They recommended the use of human relations management techniques, which include more effective actions by immediate superiors, consultations with employees and granting them broader powers.

Russian International Academy of Tourism

Odintsovo branch

COURSE WORK

On the course "Organization Management"

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

Made by:

2nd year student of the group 070231 MT

Ilyin Ilya

Leader: A. Verilov

Odintsovo 2009

1. Introduction;

2) The theoretical part;

3) The practical part;

4) Conclusion;

5) List of used literature.

1. Introduction.

2. The theoretical part.

Chapter 2.1. The definition of personnel management. Key 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 corresponding stimulation of positive motives and the "repayment" of negative motives, as well as the analysis of such impacts. Personnel management is an integral part of quality management systems (management) in the concept of controlling. Other sources may include other names: human resources management , human capital management , hR management , personnel management .

1. The operational, tactical and strategic goals (objectives) of the organization (management system)

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

3. Organizational structure of employees and units

4. Availability and quality of information support systems

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

6. Consideration of 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 managerial methods are direct impact methods that are prescriptive and mandatory. They are based on discipline, responsibility, power, coercion.

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

SOF structure.

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

1. Sector for the study of personnel problems and staff development planning.

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

3. Sector of training and advanced training of specialists and managers.

4. Sector of professional selection and vocational guidance.

5. Sector for training workers.

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

7. Sector of social programs, benefits.

8. The group for monitoring compliance with labor law; interaction with representatives of workers.

9. The central file cabinet.

Chapter 2.2. The concept of modern HR management.

In practice, the influence of these has led to the emergence of a special type of manager, who is not necessarily the owner, and has become an intermediary between workers and owners of the enterprise. The first HR managers were called “secretaries of welfare” and “were mainly involved in the distribution of signs of the twenty-fifth anniversary of their service and the preparation of annual picnics”, that is, their role was generally insignificant. Until the 1960s, UE was considered solely as a solution to the problems of blue-collar workers.

In the late 60s, David McGregor published the book “The Human Side of the Enterprise”, which became famous and generally formed a look at the role of human resources in the organization. The main idea of \u200b\u200bthis book: only increasing 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, on the basis of empirical data, as well as on the basis of the achievements of economics, statistics, physiology and human psychology, sociology, law and the science of managing an organization, 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, enterprise personnel were 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 make the most profit) . Indeed, after all, the prospects of a particular company depend to a large extent on the competence of people, their knowledge of all the nuances of work, the specifics of a company. No investment in equipment or production upgrades can replace human capital. Therefore, all exemplary Western companies today profess the ideology: “productivity comes from man”, “quality of goods and services from man”,

With a change in outlook, the role of personnel services (or personnel management services) has changed. According to the current management concepts, UE is one of the main elements of the organization’s strategy and should help the company by providing its employees with competent and interested in the results of their work. I repeat once again: this goal can be achieved if top management considers human capital as the key to the effectiveness of the organization.

All the work of the UP services should be carried out from this angle, the angle of the purposeful formation and development of the human capital of the company, of the personnel potential that will ensure, in the final analysis, the existence of the company as such.

It remains to add that all of this is well understood abroad, and in Russia in our country it is far from always.

Chapter 2.3. The goals of HR services.

“In the past, the personnel department (in our country) at best saved the organization’s money by filling out all the paperwork correctly to protect the company from litigation with employees. Now, personnel management services should be profitable for the company in that it facilitates the implementation of its strategy, ”is the opinion of the head of human resources at Sunrise.

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

Western theory says that the UE service has the following objectives:

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

2) The effective use of efficiency, qualifications, practical experience and skills 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 associated with professional activities;

4) Systematic communication to employees of the organization’s policies and their own policies of personnel management services.

UE management is needed, ultimately, to focus employees on the implementation of the firm's intended strategies; ensuring the effective use of the intellectual and physical capabilities of workers, the realization of their potential; to promote the strengthening of labor relations in the spirit of cooperation and improvement of the moral climate in the team.

Since only fruitful joint activities of the team guarantee the success of the company, the ultimate goal of working with staff is to maximize the convergence of the expectations of the enterprise and the interests of employees.

It remains to add that the list of objectives of the PMF vary 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 that very limited set of actions that have traditionally been carried out by human resources departments in Russia. A new approach to UE management is characterized by complexity. Western enterprises have long had unified personnel management services that perform the whole range of functions to streamline labor processes and UP processes.

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

UE can be considered in two aspects.

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 who are familiar with various systems of motivation and incentive for employees who are able to effectively evaluate the labor activity of employees.

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

UP Principles - these are the fundamental ideas and rules of conduct for managers in the implementation of their managerial functions. Highlight the following basic principles of UP:

1. Complexity and consistency, which focuses on the application of the whole complex of UP methods as an integrated system.

2. The conditions of personnel management objectives of the organization.

3. Correspondence of the UP methods to the personnel policy of the company.

4. Science, i.e. the use of science in the field of UP

5. Humanities, i.e. labor relations should be based on respect and exacting personality.

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

In the book by Herbert A. Simon and Donald W. Smithsburg, “Management in Organizations”, the following classification of the functions of an SOE in an organization is given:

1) Subsystem of working conditions:

Compliance with the requirements of psychophysiology

Compliance with technical aesthetics

Occupational Health and Safety

Organization of production processes, analysis of costs and labor results, establishing the optimal ratio between the number of units 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 relationships

Conflict and stress management

Socio-psychological diagnosis

Compliance with ethical relationships

Trade union management.

3) Subsystem design and accounting personnel:

Registration and accounting of reception, dismissals, movements

Information support of personnel management system

Career guidance

Employment provision

4) The subsystem of planning, forecasting and marketing personnel:

HR strategy development

HR analysis

Labor market analysis, planning and forecasting personnel requirements, organization of advertising

Staff planning

Relationship with external sources providing the organization with personnel

Assessment of candidates for a vacant position

Current periodic staff assessment.

5) Human Development Subsystem

Technical and economic training

Retraining and advanced training

Work with personnel reserve

Professional and socio-psychological adaptation of new employees

6) The subsystem of analysis and development of means of stimulating labor:

Rationing and tariffing of the labor process

Development of pay systems

The use of moral rewards

Development of forms of participation in profit and capital

Labor motivation management

7) Subsystem of legal services

The solution of labor issues in terms of legal standards

Coordination of administrative documents on personnel management

The solution of legal issues of economic activity.

8) Subsystem for the development of social infrastructure:

Catering organization

Housing Management

The development of culture and physical education

Health and Leisure

Social Conflict and Stress Management

9) Subsystem for the development of organizational structure of management

Analysis of the current organizational structure of management

Design of organizational structure of management

Staff 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 UE management. However, the set of various CMS functions in different companies is different, since usually each manager chooses those elements that, in his opinion, are better suited to a specific situation (company size, specifics of its activities, etc.) and seem useful to him successful work of the organization. But despite all the differences between organizations, there is a standard set of SOF functions, which together represent the personnel policy of the company. Let's consider these functions in more detail.

1) Labor force planning - which includes:

· Assessment of available resources (ie analysis of the content of work and having a staff)

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

· Development of a program to meet future needs for human resources based on the ratio of internal and external labor supply with 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 - this is the creation of a reserve of potential candidates for all posts

3) Personnel selection - assessment of candidates for the workplace and selection of the best from the reserves created during the employment.

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

Key selection methods include testing, ability assessment, and interviewing.

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

At this stage, we must remember that wages are a monetary reward for the work done and plays the role of a decisive argument for many workers. The salary structure is determined by the level of competitors' salaries, labor market conditions, organization productivity and profitability. It should be added that today the system of additional benefits is of great importance for employees, and not their own salary. Benefits may include: participation in profits, payment in shares, payment of holidays, etc.

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

The main purpose of adaptation is to bring the personal knowledge, experience and values \u200b\u200bof the employee into line with the values \u200b\u200band traditions of the organization, to train him in relationships in a particular company. Adaptation proceeds through formal and informal channels

6) Training - the development of programs for training in labor skills in the effective performance of work.

Training is necessary to maintain the high productivity of all personnel and individual employees in the event of a new position and insufficient qualifications. In order for the training programs to be effective, it is necessary to create a management system together with the top management of the company an appropriate climate conducive to training: encouraging students, support from teachers, etc.

7) Evaluation of labor activity - development of methods for evaluating labor activity and bringing it to employees.

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

The main requirements for the assessment is the requirement of objectivity on the part of the evaluator, and for the CJS - the development of competent procedures and technologies for assessing personnel.

8) Promotion, reduction, 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 professional experience of the employee by moving to other positions or job sites (in other words, the PMOs are engaged in career planning for employees).

This classification is given on the materials of the book E.A. Utkina and A.I. Kochetkova “Human Resource Management in Small and Medium Businesses”.

Using the example of these two classifications, I wanted to show that today there is no single, strictly defined view of the functions of the SOF in the organization. As already mentioned, enterprise managers rarely use the theory in its purest form, and, as a rule, adapt it to the operating conditions of a particular organization. However, the results of the study showed that for all intercompany and intercountry differences in the field of personnel management (in two firms of the same industry in one country you will not find two documents that regulate the activities of the UP service) that are similar in form and content, they all profess a common ideology and methodological basis HR work.

According to a study by the American Human Resource Management Society, the following personnel management functions take the most time (in descending order):

The decision of personnel problems (selection, orientation, personnel assessment)

Definition of Compensation and Benefits

Training, continuing education

Labor Relations

Other activities

Consider the situation in Russia. Thus, the results of a survey (conducted by Kommersant magazine) showed that most of the newly formed personnel services in their functions gravitate more toward the Western scheme. However, under Russian conditions, the emphasis is so shifted that the scheme becomes almost unrecognizable. The majority of representatives are at the forefront: firstly, selection, training and advanced training. Next in the list of priorities were “other areas”, a fairly wide range of problems has already been named, “from“ organizing leisure ”and“ creating a moral climate ”to“ developing job descriptions ”and“ the relationship 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 replied that they headed the personnel departments of the “Soviet type”. Paradoxically, the “Soviet” and “western models” of the UE service have common priorities: first, “compensation” (all kinds of benefits that reward labor), and secondly, “labor relations” (settling relations this organization with the Labor Code (Labor Code)). True, there is a very significant difference between them: if the “Westerners” have such directions as personnel selection, orientation and assessment, as well as staff training and advanced training, they appear in the first place, then in the “Soviet” version they are most often simply are absent.

3. The 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 ability 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 is interfering with the dialogue between the personnel department and the company leaders.

Many respondents called the main reason for the lack of clarity among the company's management about why personnel services are needed. The consequence of this misunderstanding is the low level of authority delegated to the HR manager and the insufficient budget allocated to work with staff.

Sometimes the low status of the personnel service is a “merit” of its head. Every fifth participant in the survey of the All-Russian Personnel Congress admitted that the passive position of the director of personnel himself and the low level of his motivation impede the status growth. It was an active position and desire to participate in the management of the company that 85% of HR directors called the most significant factor determining their status. For 76% of respondents, high status means the opportunity to participate in the formation of a company’s development strategy, and for 55% - to make decisions independently.

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

Diagnostic Test Results . Personnel management through the eyes of top managers of the company.

The status of the personnel service of the company, according to the estimates of top managers, is quite high and is largely determined by the increased attention to personnel issues by the manager, as well as the initiative and professionalism of the head of the personnel policy directorate (DCP), which is part of the top management of the company and takes direct 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 an executor, but also as an initiator of changes. In particular, the DCT is the locomotive of a major process of restructuring society.

To management strengths Personnel top managers include:

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

High professionalism of the community team;

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

The presence of a system in the work of personnel development (training, reserve, rotation);

Social guarantees and employee protection;

An evolving staff motivation system (aimed at retaining valuable employees and achieving common goals);

Dynamism and innovativeness of the team, which is largely determined by the practice of mobile personnel and the policy of promotion (development) of personnel.

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

Shift of priorities in matters of training and development (reserve training system) towards quantity to the detriment of quality;

- the "narrow" regional market of human resources, which creates separate "centers" of personnel shortages and affects the level of qualification;

An insufficient level of mutual understanding between the personnel service and line managers (the latter are overloaded with tasks from the DCT and relate to them in many ways formally, not always realizing their practical value);

The insufficiently high level of managerial qualifications (especially among middle managers): issues of planning and prioritization, delegation of authority are highlighted.

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

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

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

Design a new structure;

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

The introduction of indicators to assess the effectiveness of new structures and processes;

Improving the quality of staff assessment (shift of emphasis from personal competencies to professional ones; realistic career planning);

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

Management of labor efficiency of workers and departments (including making accessible and understandable to linear managers a system for assessing labor efficiency, adapting it to specific types of activities so that managers can use assessment as a real management and incentive tool);

Providing scarce personnel (separate professions);

Strengthening of contacts and working interaction of DCT with managers (consulting, assistance, receiving feedback);

Comparative analysis of investments in personnel and their returns (both in society as a whole and for each employee). The mechanism for assessing the value 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 improve, on the basis of this scientifically sound system of analysis and planning of labor productivity and evaluation of personnel management efficiency.

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

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

However, in modern Russian 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 being solved either without taking into account the real 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 act not in isolation, but in interconnection with each other.

The theoretical value of the classification of factors of personnel management efficiency 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 direction of the company.

The use of such a classification makes it possible to determine the influence of each factor individually, thereby eliminating the re-calculation, and also to take into account the effectiveness of factors of growth in labor productivity, which makes it possible to correctly identify and use the reserves for the growth of personnel management efficiency in general.

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

Factors	Content Factors
Physiological	Age; Health status; Mental capacity; Physical abilities, etc.
Technical and technological	The nature of the tasks to be solved; Difficulty of work; 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; Volume of the enterprise; Mode of operation; Work experience; Qualification of employees; The level of use of personnel, etc.
Socio-economic	Material incentives; Insurance; Social benefits; Standard of living, etc.
Socio-psychological	The moral climate in the team; Psychophysiological condition of the employee; Status and recognition; Organizational culture of the company; Thanks; Prospect of promotion, etc.
Territorial and situational	Company location; Time spent traveling from home to work; Level of competition; Inflation; Unemployment; Differentiation of income; Corporatization of enterprises, etc.

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

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

Weakly regulated ones most often mean factors with great inertness, the change of which over a certain period of time is little dependent 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, degree of mechanization and automation of production, etc.).

Regulated factors include factors characterizing 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 researching 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 affected primarily by the competence of employees and their level of motivation. Moreover, the competence of employees depends on the level of their education (knowledge), work experience (skills) and personal abilities (skills).

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

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

Chapter 3.2 HR audit.

In preparing and making decisions on the development of the enterprise, developing a program for optimizing the management system, the manager must take into account which personnel processes and with what efficiency are going on in the organization. In order to identify the degree of effectiveness of personnel processes, as well as to analyze the quality of activities of the personnel management service of an enterprise, the personnel audit technology is used in practice - a certain sequence of comprehensive diagnostic measures designed to determine the degree to which the organization's personnel management system meets its goals and development strategies.

The purpose of personnel audit :

· Assessment of the compliance of the current personnel management system of the organization with its goals and development strategies;

· Optimization of the activities of the personnel management service of the enterprise.

Tasks :

· To diagnose the effectiveness of the existing personnel management system at the enterprise;

· To analyze the effectiveness of the Human Resources Management Service in the development and implementation of personnel processes in the enterprise;

· Identify strengths and weaknesses in organizing the activities of the personnel management service at the enterprise;

HR audit components :

1. Personnel policy of the organization.

· Analysis of the Regulation 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 representations of managers of various levels on the state of affairs in the field of personnel policy and the main trends in the teams of divisions;

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

2. Staff recruitment and selection.

· Analysis of the representations of managers at various levels on the quality of procedures for the selection and selection of personnel;

· Analysis of the degree of effectiveness of the technologies used to determine the quantitative and qualitative requirements for staff;

· Analysis of technologies for the formation of evaluation criteria;

· Analysis of the methods used for the selection and selection of personnel;

· Analysis of the effectiveness of the existing program of assessment procedures during the selection.

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

3. Adaptation of staff.

· Analysis of representations of managers at various levels on the effectiveness of the applied adaptation procedures;

· Analysis of the regulatory procedures for the introduction to the position at different levels in the organization;

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

4. Training and staff development.

· Analysis of representations of leaders at various levels on 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 training needs;

· 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 effectiveness, as well as conclusions and recommendations.

5. Personel assessment.

· Analysis of representations of managers at various levels on the quality and objectivity of procedures for evaluating and certifying personnel;

· Analysis of applied technologies and methods of business valuation of staff;

· Analysis of the applied technologies for assessing the managerial potential of employees;

· Analysis of the technology of certification of personnel;

· Analysis of technologies for the formation of certification and evaluation criteria;

· Analysis of decisions made according to the results of assessment and certification.

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

6. Leadership training.

· Analysis of the representations of managers at various levels on the quality and areas of work for the training of senior personnel;

· Analysis of the mechanisms for creating in the organization the key competencies of the managerial staff of the company;

· Analysis of the mechanisms for identifying the needs of the organization in leading personnel;

· Analysis of the principles and technologies of forming groups of reserve managers;

· Analysis of the methods used to evaluate and include candidates in reserve groups;

· Analysis of the process of formation and development of training programs;

· Analysis of the organization of training and development of the reserve group;

· Analysis of procedures for summing up the results of training;

· Analysis of procedures for appointment to a higher position.

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

7. Staff motivation .

· Analysis of the organization’s personnel motivation system;

· Analysis of the procedures used and methods of personnel motivation;

· Analysis of the degree of influence of the existing motivation system on achieving the goals of the company.

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

8. Increase, decrease, transfer.

· Evaluation of the effectiveness of applied career planning methods;

· Analysis of the regulation and efficiency of staff rotation processes.

9. Monitoring the social and psychological situation in units .

· Analysis of the system used to diagnose the socio-psychological situation in units;

· Assessment of mechanisms, methods and tools for obtaining information about the social and psychological climate in units, the role structure of groups, the level of conflict, 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, the efficiency of the existing personnel management system is diagnosed, weaknesses and strengths in the organization of the activities of the personnel management service are identified. Then a system of recommendations is developed, and the main directions of development of the enterprise are determined.

Chapter 3.3 Motivation and incentives of the personnel management service.

Motivation (from lat. movere) - 1) the impulse to action; 2) the dynamic process of the physiological and psychological plan that controls the behavior of a person, determining his orientation, organization, activity and stability; 3) the ability of man through labor to satisfy his material needs.

Types of Motivation

IN outside motivation (extrinsic) - motivation that is not related to the content of a certain activity, but due to circumstances external to the subject.

Intrinsic motivation (intrusive) - motivation associated not with external circumstances, but with the content of the activity itself.

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

Sustainable and unsustainable motivation . Sustainable is motivation, which is based on human needs, because it does not require additional reinforcement.

Staff motivation - one of the ways to increase labor productivity. Motivation of staff is the key areas of personnel policy of any enterprise. The following types of staff motivation are distinguished:

Material motivation

Social motivation

Psychological motivation

Motivation is the most important causative factor in employee productivity. Further, stimulating high performance at the individual level will have a direct and significant impact on the effectiveness of the firm as a whole. Motivation is necessary to achieve high personnel management efficiency, but it alone is not enough for this. In our opinion, the employee’s productivity depends on the conditions (cleanliness, fresh air, etc.), on what equipment, in which team, how much he can use his intellectual potential in the workplace, whether he has the opportunity make decisions and lead people, etc. “Labor motivation is considered 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 remembered by employees of the personnel management service.

Scheme 2. Key staff incentive methods

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 discrepancies occur in the activity (and in 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 activity. It has been experimentally established that there is a certain optimum (optimal level) of motivation at which the activity is performed best (for a given person, in a specific situation). A subsequent increase in motivation will lead not to improvement, but to a deterioration in performance. Thus, a very high level of motivation is not always the best. There is a certain boundary beyond which a further increase in motivation leads to poor results.

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

4. Conclusion.

It is very important for the employee in the field of personnel management to possess work skills, knowledge and be motivated for their work. Work requires creativity, in a sense. In order for the organization to work and bring good profit, it is important to know methods of improving labor, including purely methods to increase the effectiveness of the personnel management service. It is very important to master several methods in order to protect yourself and your organization from unforeseen errors.

In the work, the structure of the personnel management service was considered and diagnostic options were proposed and, in the subsequent optimization, the work of the EMS. All proposals are substantiated and supported by theoretical material. Also in the work, methods of staff motivation are considered that will be useful not only to the employees of the CJS, but also to the whole organization.
5. List of used literature.

1. Mescon M.Kh., Albert M., Hadout F. Fundamentals of management. - M .: Case LDT, 1995.

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

3. Utkin E.A., Kochetkova A.I. HR management in small and medium-sized businesses. - M .: Akalis, 1996.

4. Organization management. - M .: Infra, 1995.

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

DEVELOPMENT OF PROPOSALS FOR OPTIMIZATION OF PROFITS OJSC “L-MARKET”

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

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

Thus, a change in the nomenclature and assortment of products and services is one of the important factors affecting the level of production costs. With different profitability of individual products and services (in relation to 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 the cost of production and provision of services.

As you know, an increase in output reduces costs per unit of output, and therefore, costs are reduced, which ultimately leads to an increase in profit from sales of products (economies of scale).

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

Thus, with an increase in output and, correspondingly, sale of profitable products, profit per unit of output 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 production of profitable products, provided they are sold, gives a significant increase in the volume of profit. However, you should always remember that sales are always limited by effective demand.

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

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

Market requirements radically change the structure of printing services. Figure 3.1 shows what the structure of printing services in Western Europe looks like.

Fig. 3.1.

In Moscow and the Moscow Region, before the start of market reforms (1990), the structure of printing services was as follows (Fig. 3.2).

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

Fig. 3.2.

This made it possible to supplant labels, packaging companies of the Ministry of Agriculture, departmental combines, regional and enlarged printing houses, which produced this type of product and were unable to compete with new companies due to outdated equipment and technology, from the printing market. Over the past 10 years, there has been a steady increase in the packaging market by 3-4% annually. As a result, the structure of production of printing products in Moscow and the Moscow Region acquired a form close to the European one and looks something like this (Fig. 3.2).

Presented in fig. 3.2 the structure is approximate because it does not record the output of books, brochures, magazines and newspapers in printed impression sheets, but keeps track of the number of copies, which makes it impossible to accurately account for the volume of output. In this regard, presented in fig. 3.3 data obtained by expert judgment. As can be seen from fig. 3.3 the share of production of newspapers, books and magazines decreased and gave way to the label and packaging.

OJSC “L-Market” has all of these parameters, and therefore has every reason to increase production in the future.

Fig. 3.3.

A marketing analysis of the development options of L-Market OJSC showed that the most suitable strategy for the development of the organization would be a concentrated growth strategy.

The results of the analysis of profit and profitability for the reporting period (year) are used to determine the directions of the search for reserves of its growth for the next 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 by improving the quality of marketable products, their sale in more profitable sales markets, etc.

At the same time, one of the most important indicators characterizing the work of industrial enterprises is the cost of production (services). Cost is the monetary expression of the costs of production factors necessary for the enterprise to carry out production and commercial activities related to the production of goods 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 business entity depend on its level. Being an important indicator of financial activity, it reflects changes in labor productivity and efficient use of enterprise resources.

Of particular importance is the fact that cost is the indicator by which one can judge the efficiency of the functioning of production, the competitiveness of the enterprise. Competent cost management will help reduce production costs. According to experts, cost management at the enterprise includes:

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

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

A forecast of where, when, and to what extent additional resources are needed;

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

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

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

Focusing on the prevention of costs, but not on their 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, making decisions based on the results of the analysis and the implementation of the necessary impacts on costs in order to optimize them.

The total costs are calculated by the following formula:

I0 \u003d Ios + Ir + Itr + Excl + Ipp, (3.1)

where Ioz - the costs of placing and processing the order;

Ir - the price of material and technical resources;

Ittr - transport costs;

Ieskl - procurement and storage costs;

STI is the cost of tracking material resources in transit.

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

Itr \u003d Of + Id, (3.2)

where From - the cost of importing resources to the warehouse of the company;

Id - the cost of delivering resources to objects.

The ability to achieve different values \u200b\u200bof distribution costs with different forms of MTO organizations in a printing company sets the task of feasibility analysis of options and rational choice, in which the total MTO costs (the sum of all types of costs) will be minimal, which can be expressed by the following formula:

Io \u003d? Ii min (3.3)

where, i \u003d 1, 2, 3 ... n - types of costs.

In this regard, the most significant factors affecting costs are the volume of acquired material and technical resources, the increase of which creates the conditions for the beneficial 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 selling products at L-Market, 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, i.e. must take into account all factors that affect the reduction of production costs and product sales.

In general terms, the following points should be reflected in it:

1) a set of measures for a more rational use of material resources (introduction of new equipment and non-waste technology that allows more economical use of raw materials, materials, fuel and energy; improving 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 the improvement of the use of fixed assets (exemption of the enterprise from surplus machinery and equipment; leasing of property of the enterprise for rent; improvement of the quality of maintenance and repair of fixed assets; ensuring a greater utilization of machinery and equipment; improving the qualifications of personnel servicing machinery and equipment; the use of accelerated depreciation; the introduction of more advanced machines and equipment, etc.).

3) measures related to improving the use of labor (determining and maintaining the optimal number of staff; raising the level of qualifications; ensuring faster growth in labor productivity compared to average wages; using progressive systems and forms of remuneration; improving the regulatory framework; improving working conditions; mechanization and automation of all production processes; ensuring the motivation of 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 certain measures to reduce production costs, although they give a certain effect, do not solve the problem as a whole.

Currently, when analyzing the actual cost of production, identifying reserves and the economic effect of its reduction, a 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 directions of work of groups of enterprises to reduce costs: increasing labor productivity, introducing advanced equipment and technology, making better use of equipment, making stocks cheaper and making better use of labor items, reducing administrative and other overhead costs, reducing marriage and eliminating overhead and losses .

The basis for the development of a plan for the cost of commercial products are planned costing. When making estimates in the publishing house, they are guided by the law on pricing and instructions from higher organizations. So, for the printing of publications in 2010 of children's, educational literature and State orders, the level of profitability did not exceed 10%. Many types of services in the publishing house are developed and are subject to price lists, such as the manufacture of stamps, the output of transparencies, the production of samples, the printing of newspapers, business cards, and others. Price lists are revised as labor 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 consumption by 8.1% compared to 2010. Reducing the material consumption of products can be achieved by revising the norms of material consumption downward (ink for printing on sheet machines, color ink for printing newspaper products, supplies for bookbinding processes, etc.), the introduction of new technology for the production of offset printing forms. It is also necessary to revise and improve the technical waste standards for newsprint and offset paper for the new Tensor roll-type newspaper machine.

The indicator for reducing the energy intensity of manufactured products will be 29.8% compared to 8.5 percent achieved this year.

Suggestions for optimizing development systems

taking into account reservoir heterogeneities

The theory and practice of the development of oil fields indicate that the choice of a water flooding system (geometry and density of the grid of wells; rates of injection and production) is a key factor determining both oil production levels and final oil recovery. Regular waterflooding systems, effective in conditions of homogeneous reservoirs, lose their attractiveness in heterogeneous objects. At the initial stage of field exploitation, the design of template schemes seems justified, since this period is characterized by low exploration of production facilities. However, at the late stages of development, when the volume of knowledge about the structure of the reservoirs becomes significant, it becomes possible to optimize the waterflooding system taking into account the identified heterogeneities.

Three main types of heterogeneities characterizing the internal structure of the formation can be distinguished - these are lithological-facies, tectonic and structural-gravitational.

Considering lithologic-facies heterogeneity, note that this is the most common and large-scale type of heterogeneity, reflecting sedimentation conditions characteristic of this object. It is known that the reservoir properties of the rock substantially 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 in adjacent zones are less productive deposits. The KONKORD specialists have proposed a comprehensive analytical criterion for the optimal mutual arrangement of production and injection wells in a zone-heterogeneous formation.

With conventional technologies for flooding heterogeneous formations, most of the oil reserves in low-permeability zones remain not covered by flooding. A reservoir under such conditions is a random alternation of water-flooded and oil-saturated zones. In such objects, injection of injected water into stagnant oil-saturated zones is possible when periodically changing pressure fields are created in the formation.An unsteady 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, because their implementation does not require significant capital investments. The use of non-stationary flooding allows to obtain a significant effect.

Another type of heterogeneity that has a significant impact on oil recovery efficiency isheterogeneity due to tectonic processes. We are talking about fault systems, disjunctive disturbances and cracks. Faults and cracks cause abnormal characteristics of the wells, with ~ 10% of such abnormal wells can provide 50% of the accumulated oil production in the facility. Therefore, the task of identifying a system of faults and cracks is of paramount importance. Traditional methods for analyzing seismic attributes do not always fully solve it, therefore, it is necessary to additionally involve field and geophysical information on the wells. According to the results of the localization of cracks, as well as the analysis of developmentthe transformation of the water flooding system is proposed taking into account tectonic heterogeneities.