MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
STATE EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION
DON STATE TECHNICAL UNIVERSITY
Department: Document Science and Language Communication
Course work
In the discipline "Organizational design"
On the topic: "Economic methods of personnel management"
Completed: Art. gr. MDU-41
M.I. Kryuchkova
Rostov-on-Don
economic management staff motivation
Introduction
Economic methods of personnel management
4 Theoretical aspects of the study of the motivation system
General characteristics of the enterprise
1 Description of the enterprise
2 Composition and structure of production
3 Organizational structure of enterprise management
4 Implementation of economic methods in personnel management of LLC "Baget and K" through the motivation system
List of sources used
Introduction
One of the most important problems at the present stage of economic development in most countries of the world is the problem in the field of work with personnel. With all the variety of existing approaches to this problem in various industrialized countries, the main most general trends are the following: formalization of methods and procedures for the selection of personnel; development of scientific criteria for their assessment; scientific approach to the analysis of needs for management personnel; promotion of young and promising employees; increasing the validity of personnel decisions and expanding their publicity; systematic linking of economic and government decisions with the main elements of personnel policy. These general trends should be taken into account in the domestic practice of production management in the formation of a market economy.
It is unlikely that anyone would dispute the assertion that the income of any organization primarily depends on how professionally the specialists work in it. The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, the provision of high quality personnel potential are decisive factors in production efficiency and product competitiveness. Problems in the field of personnel management and daily work with personnel, according to experts, in the near future will constantly be in the focus of management. In the future, with the development of scientific and technological progress, the content and working conditions will become more important than material interest.
The main task of human resource management is the most effective use of the abilities of employees in accordance with the goals of the enterprise and society. Personnel management is aimed at achieving the efficiency of the firm.
The main task in the field of personnel management is the ability to create conditions for each employee to realize his potential and find in each specific case the necessary tool for influencing a person in order to solve the tasks at hand.
Science and practice have developed three groups of personnel management methods: administrative, economic and socio-psychological.
Administrative methods are characterized by their compliance with legal norms in force at a certain level of management, as well as acts and orders of higher management bodies. Economic and socio-psychological methods are of an indirect nature of management impact. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their impact on the final effect.
The object of consideration in this work is LLC "Baget and K".
LLC "Baguette and K" specializes in the production of office furniture for enterprises, institutions, schools, hospitals, cultural and entertainment centers, children's institutions. In 2004 the production of cabinet furniture was mastered.
The purpose of this work is to study the economic methods of personnel management.
Intercompany management reveals the general principles, functions and economic methods of management. In this work, we will analyze such management functions as marketing, planning, organization (motivation), control, as well as the most important economic methods: commercial settlement, intra-company settlement.
The implementation of economic methods of personnel management in LLC "Baguette and K", in particular, planning, analysis, justification of efficiency and motivation of employees is one of the priority areas of the enterprise at the present stage of development of market relations.
1. Economic methods of personnel management
1 Classification of methods of personnel management
The methodology of personnel management involves consideration of the essence of the organization's personnel as an object of management, the process of shaping the behavior of individuals corresponding to the goals and objectives of the organization, methods and principles of personnel management.
The basis of the concept of personnel management of an organization is currently the growing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization.
HR goals will only be achieved if senior managers see the firm's human resources as the key to its effectiveness. To achieve this, management must ensure the development of professional staff as an essential condition, the fulfillment of which is impossible without careful planning, painstaking work and evaluation.
Thus, personnel management pursues the following goals:
) helping the company to achieve common goals;
) effective use of skills and capabilities of employees;
) providing the company with highly qualified and motivated employees;
) striving for the fullest satisfaction of employees with their work, for their fullest self-expression;
) development and maintenance of a high level of quality of life, which makes it desirable to work in this company;
) communication with all employees;
) assistance in maintaining a good moral climate;
) control of movement for the benefit of individuals, groups, society.
These goals are the most significant. There are, of course, other goals and different ways to achieve them, but the above provisions should run like a red thread through all HR management activities in firms. The effective functioning of the management structure sets specific, verifiable tasks that must be performed at a specific time.
Personnel management is a specific function of management activity, the main object of which is a person who is part of certain social groups.
Modern concepts of personnel management are based, on the one hand, on the principles and methods of administrative and economic management, and on the other hand, on the concept of the comprehensive development of the individual and the theory of human relations.
Personnel management methods are ways of influencing teams and individual employees in order to coordinate their activities in the process of the organization's functioning.
Personnel management methods as a specific activity are carried out using various methods (methods) of influencing employees. There are various classifications of such methods in the literature.
So, depending on the nature of the impact on a person, there are:
) methods of incentives associated with the satisfaction of specific needs of the employee;
) methods of informing, involving the transfer of information to the employee that will allow him to independently build his organizational behavior;
) methods of persuasion, i.e. direct targeted impact on the inner world, the human value system;
) methods of (administrative) coercion based on the threat or application of sanctions.
Personnel management methods as a specific activity are carried out using various methods (methods) of influencing employees. There are various classifications of such methods in the literature. So, depending on the nature of the impact on a person, there are: incentive methods associated with the satisfaction of certain needs of the employee; methods of informing, involving the transfer of information to the employee that will allow him to independently build his organizational behavior; methods of persuasion, i.e. direct targeted impact on the inner world, the human value system; methods of (administrative) coercion based on the threat or application of sanctions.
AND I. Kibanov proposes a classification of personnel management methods, distinguishing three groups of such methods:
) administrative methods: formation of the structure and management bodies; establishment of government orders; approval of administrative norms and standards, issuance of orders and orders; selection and placement of personnel; development of regulations, job descriptions and standards of the organization;
) economic methods: technical and economic analysis; feasibility study; planning; material incentives; pricing; tax system; economic norms and standards;
) socio-psychological methods: social analysis in a team of workers; social planning; participation of employees in management; social development of the team; psychological impact on employees (formation of groups, creation of a normal psychological climate, moral stimulation, development of initiative and responsibility among employees).
Administrative methods are based on power, discipline and punishment and are known throughout history as the "whip methods." Economic methods are based on the correct use of economic laws and are known by their methods of influence as "carrot methods". Socio-psychological methods are based on motivation and moral impact on people and are known as "persuasion methods".
Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, the desire of a person to work in a particular organization, on the culture of work. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods of management are based on the relationship of one-man management, discipline and responsibility, and are carried out in the form of organizational and administrative influence. Organizational and administrative methods are mainly based on the authority of the leader, his rights, the discipline and responsibility inherent in the organization.
Three forms of manifestation of organizational and administrative methods are possible:
) mandatory prescription (order, prohibition, etc.);
) conciliatory (consultation, resolution of compromises);
Economic methods of management become central, they appear in the following forms: planning, analysis, cost accounting, pricing, financing, provision of economic independence, when the collective disposes of material assets, profits, wages, realizes its economic interests, identifies new opportunities and reserves.
Socio-psychological methods are a set of specific methods of influencing personal relationships and connections that arise in work collectives. In order for the impact on the team and people to be the most effective, it is necessary to know the psychological characteristics of individual performers, the socio-psychological characteristics of individual groups and collectives, to use techniques that are personal in nature.
Socio-psychological methods of management are based on the use of a social mechanism of management (a system of relationships in a team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of an individual, a group, a team in the process of personnel management. Socio-psychological methods are based on the use of the laws of sociology and psychology. The objects of their influence are groups of people and individuals. In terms of the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.
Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, incentives, control, analysis, accounting).
A more detailed classification of personnel management methods on the basis of belonging to a specific personnel management function allows them to be built into the technological chain of the entire cycle of work with personnel. On this basis, the following methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel; socialization, career guidance and labor adaptation of personnel; motivation of personnel labor activity; organization of the personnel training system; management of conflicts and stresses, management of personnel safety, organization of personnel labor, management of a business career and professional promotion of personnel; release of personnel.
Thus, management methods are a set of techniques and methods of influencing a management object to achieve the goals set by the organization.
Administrative methods are characterized by a direct nature of the impact; they are binding, do not allow freedom of choice for employees, and involve sanctions for non-compliance with orders.
Economic and socio-psychological methods are characterized by an indirect nature of the impact, the absence of a clearly defined time and the obligatory nature of this impact. They allow, within certain limits, freedom of individual choice and behavior, and largely depend on the individual characteristics of workers. It is rather difficult to establish the exact strength and final effect of the impact of these methods. However, in general, these management methods, especially economic ones, occupy a leading place in personnel management, acting as a kind of foundation for managerial impact. All methods of personnel management are interconnected and used in a complex.
2 The essence and types of economic methods of personnel management
Economic methods are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.
With the help of planning, the program of the organization's activities is determined. Once approved, the plans are sent to line managers to guide implementation. Each division receives long-term and current plans for a certain range of indicators. For example, the foreman of the site receives a daily shift assignment from the workshop administration and organizes the work of the team using personnel management methods.
At the same time, prices for manufactured products act as a powerful lever, which affect the size of the organization's profits. The manager must make sure that profit growth is ensured by reducing the cost of production. Therefore, it is necessary to apply a clear system of material incentives for finding reserves for reducing the cost of production and real results in this direction. The effective organization of wages in accordance with the quantity and quality of labor is of great importance in the system of material incentives.
In the conditions of the market system of management and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating an integral, effective and flexible system for managing the economy of an organization, which acts on the market as an equal partner of other organizations in social labor cooperation.
The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of goods and services. To achieve the set goals, it is necessary to clearly define the performance criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
Economic methods of management are becoming central, are in the following forms: planning; analysis; self-financing; pricing; financing; provision of economic independence, when the collective disposes of material assets, profits, wages, realizes its economic interests, reveals new opportunities and reserves.
Planning is a type of management activity associated with drawing up plans for an organization and its components. Plans contain a list of what needs to be done, determine the sequence, resources and time of work required to achieve the set goals. Accordingly, planning includes: setting goals and objectives; developing strategies, programs and plans to achieve goals; determination of the necessary resources and their distribution by goals and objectives; communicating plans to everyone who must carry them out and who is responsible for their implementation.
In the new economic conditions, plans are not given to enterprises from above, the enterprise "extracts" resources on its own, bearing full responsibility for the range, quality and results. The plan becomes the basis for the activities of organizations of all forms of ownership and size, since without it it is impossible to ensure consistency in the work of departments, control processes, determine the need for resources, and stimulate the labor activity of those working at the enterprise. The planning process itself allows you to more clearly formulate the organization's goals and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning strengthens the interaction of leaders across the organization. Planning in a new environment is a continuous process of using new ways and means of improving the organization's activities through the identified opportunities, conditions and factors. Consequently, plans cannot be prescriptive, but must change in accordance with a specific situation.
At the same time, an organic component of planning becomes the preparation of long-term and medium-term forecasts, showing the possible directions of the future development of the organization, considered in close interaction with its environment. Forecasts for the future form the basis of strategic plans, which reflect the critical connections for any organization between goals, resources and environmental capabilities. In turn, strategic plans form the basis of current plans, with the help of which the work of the enterprise is organized.
Planning is an essential part of entrepreneurial practice in a market environment. From a general economic point of view, planning is a mechanism that replaces prices and the market.
Within the framework of a market system, prices are the main coordinator of the actions of its participants. It is prices that determine the volumes and methods of production and consumption of goods that are beneficial for sellers and buyers. However, in the internal environment of each economic unit, the price mechanism has been supplanted by the conscious actions and authoritative decisions of entrepreneurs and managers. The internal nature of the firm is based on a system of planning decisions.
Thus, participants in intra-firm activities lose the freedom of action characteristic of independent and independent market entities, their behavior is under the control of the enterprise managers.
Planning is also a natural part of management. It can be defined as the ability to anticipate the goals of the organization, the results of its activities and the resources required to achieve certain goals.
Planning is more than just knowing what to do. It is also the ability to anticipate any surprises that may arise along the way and be able to deal with them. The firm cannot permanently eliminate risk from its operations, but it can manage it with effective foresight.
As market practice has shown, the use of planning creates the following important advantages:
makes it possible to prepare for the use of future favorable conditions;
clarifies emerging problems;
stimulates managers to implement their decisions in further work;
improves coordination of actions in the organization;
creates prerequisites for improving the educational training of managers;
increases the ability to provide the company with the necessary information;
improves control in the organization.
Consequently, the most general approach to the integration of all parts of an economic organization is planning, the development of a single corporate strategy and a mechanism for its implementation.
Planning advantages belong to large firms because they have the necessary capacity to foresee their future.
Small economic organizations find it difficult to carry out large-scale planning work, especially expensive strategic planning. However, they may use some forms of planning, especially operational planning; apply ready-made strategy models created by research firms.
Every plan must be drawn up with a certain degree of precision. In other words, plans should be concretized and detailed to the extent that external and internal conditions of the firm's activity allow. Strategic, long-term planning is forced to limit itself to defining the main goals and the most general directions of activity, because the amount of reliable information about the future is very large, and the range and speed of changes are constantly growing. In plans designed for short periods of time and for individual departments of the organization, concreteness and elaboration of details should become mandatory features, since such plans are instructions that determine the actions of people and teams implementing these plans.
Currently, work is underway to replace outdated guidelines with recommendations that would provide for the development of an enterprise plan based on marketing principles. The focus on the customer, on orders and on demand, as well as the lack of approved assignments, shift the emphasis in the development of several sections of the plan.
Consider the planning process in an organization.
The planning activities can be divided into several main stages.
Feedback (corrective information)
.The process of making plans, or the direct planning process, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.
.Activities for the implementation of planned decisions. The results of this activity are the real performance indicators of the organization.
.Monitoring results. At this stage, real results are compared with planned indicators, as well as the organization's actions are adjusted. Despite the fact that control is the last stage of planned activities, its importance is very high, since it is control that establishes the effectiveness of the planning process in the organization.
Thus, the planning process is the first stage in the overall activities of the firm.
The planning process is not a simple sequence of planning operations, nor is it a procedure that makes one thing happen after another. The process requires a lot of flexibility and managerial skill.
The planning process consists of a series of steps that follow one after the other. In general, the planning process is a closed cycle, with direct and feedback.
Before starting direct planning, those responsible for planning in the enterprise must determine the content and sequence of the planning process.
Having identified the building blocks of the planning process, those responsible for this activity should establish a sequence of planning activities.
better understand the planning process as a whole;
classify it and distribute the stages of the process for different periods of the year;
organize the process of control over the implementation of each stage of the planning process.
Most of the planning information is communicated orally, in special messages, at meetings, etc.
However, charting is very useful for those involved in planning, as it disciplines the planning activities.
3 Fundamentals of developing the pricing policy of the enterprise
In order to bring the price system in line with the requirements of the intensive development of the national economy and turn pricing into an effective tool for implementing the socio-economic policy of the people, it is necessary to implement a set of measures to improve pricing in the context of the restructuring of the economic mechanism.
The main task of restructuring the entire pricing system is to develop qualitatively new approaches to the formation of prices, focused on the intensification of social production, the widespread use of economic management methods, strengthening cost accounting and self-financing in order to accelerate the socio - economic development of the country.
A qualitatively new system of prices and pricing must meet the spirit of the times and fulfill the following tasks: to be an active measure of labor costs and results of economic activity; create better conditions for increasing production efficiency, resource conservation, product quality.
Reforming prices and pricing involves broad democratization in pricing, aiming to provide an optimal combination of stability and flexibility in the development and approval of prices for products and services based on the widespread use of economic methods, while strengthening centralized principles in the management of the pricing process.
Price plays a central role in the system of the market mechanism and is an objective economic category, i.e. a tool that functions only on the basis of economic laws. In any society, the price reflects the current model of economic management, being its derivative.
Pricing policy is an important element of the overall strategy of the enterprise, is directly included in such a large section of it as market strategy. It combines both strategic and tactical aspects and, in its most general form, can be defined as the activity of the enterprise's management to establish, maintain and change prices for manufactured goods, carried out in line with the general strategy of the enterprise and aimed at achieving its goals and objectives.
Strategic aspects of pricing policy include contractual arrangements for setting and changing prices, aimed at regulating the activities of the entire production and distribution network of the enterprise, and maintaining the competitiveness of the goods and services produced in accordance with the goals and objectives of the overall strategy of the company.
Tactical aspects of pricing policy include short-term and one-off measures aimed at eliminating deformation in the activities of production units and the distribution network, which occurs due to unforeseen changes in prices in the markets and (or) the behavior of competitors, mistakes of management personnel, and can sometimes run counter to strategic goals enterprise strategy.
The strategic forms of pricing policy chosen by the enterprise and the options for its implementation directly follow from its market strategy.
Depending on the applied combination of market strategy options, a specific form of pricing policy implementation or a corresponding combination of such forms is selected. Here are some forms of pricing policy:
Achieve such a price level, the upper limit of which would provide the enterprise with the maximum profit.
Provide the enterprise with "normal profit" (reimbursement of production costs plus the average rate of return).
Maintain a policy of "price" and "non-price" competition.
Set prices at the "leader" or competitors' prices.
Regulate prices to ensure the stability of the volume and range of products.
Achieve price and profit stability by maneuvering production factors.
Set low prices, including dumping ones, to penetrate the market.
Any enterprise should have an orderly methodology for setting prices for the goods and services it produces.
The establishment and economic justification of prices is a complex and multi-stage process (Fig. 1).
Rice. 1. Consistency of the pricing process
Businesses need to have a proven methodology for setting the base price of their products.
The pricing process consists of six steps:
) setting goals and objectives for pricing,
) definition of demand,
) cost estimate,
) analysis of prices and products of competitors,
) the choice of the pricing method,
) setting the final price.
The initial stage of the company's pricing policy is to determine its goals. These can be to ensure survival in a competitive environment; maximizing current profits; gaining leadership in terms of market share or product quality.
Next, it is necessary to identify the demand for the goods produced, which determines, first of all, the upper price level. The minimum price level is delineated by the total (gross) costs of the enterprise, representing the sum of fixed and variable costs.
The current pricing methods take into account the following possible options: too low a price, a possible price, and too high a price. In other words, there are three options for setting a price: a cost-driven floor; the maximum level formed by demand; the best possible price level.
Another cost-based pricing method focuses on earning targeted profits. In this case, the price is immediately set based on the desired profit margin. Using this pricing method, the firm must calculate at what price level the sales volumes will be achieved to recover gross costs and profit targets. The final stage of pricing is setting the final price. In fig. 2 shows nine options for the strategy of possible quality-price positioning, which are used by foreign firms as a marketing strategy in relation to the indicators of price and quality.
PRODUCT QUALITY PRICE high high medium low 1. Premium mark-up strategy 2. Deep market penetration strategy 3. The strategy of increased value significance is average 4. Overpricing strategy 5. Mid-level strategy 6. Good quality strategy low 7. Robbery strategy 8. The flashy brilliance strategy 9. Low value strategy Rice. 2. Price-quality pricing strategies
If the existing market leader is in position 1, i.e. produces a product with a premium markup and sells it at the highest possible price, a newcomer firm may prefer one of the other strategies. She can create a high-quality item and assign an average price to it (item 2), create a medium-quality item and charge an average price for it (item 5), and so on.
The firm must examine the size and growth of the market for each of the nine positions shown in Fig. 3, and specific competitors within each of them.
Developing your own pricing strategy is a constantly repeatable process. You cannot create such a strategy once and then use it without any adjustments for many years. Pricing policy should be constantly reviewed based on actual results achieved and adjusted if necessary. And most importantly, it must correspond exactly to the general marketing strategy that the company is adhering to at this moment.
1.4 Theoretical aspects of the study of the motivation system
When planning and organizing work, the manager determines what exactly the organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the leader gets the opportunity to translate his decisions into actions, applying in practice the basic principles of motivation.
Motivation is the process of encouraging oneself and others to take action to achieve personal goals or organizational goals.
Motivation is an activity that aims to energize the people working in an organization and motivate them to work effectively to achieve the goals set in the plans.
In its most general form, a person's motivation for activity is understood as a set of driving forces that induce a person to carry out certain actions. These forces are outside and inside a person and make him consciously or unconsciously perform some actions. At the same time, the connection between individual forces and human actions is mediated by a very complex system of interactions, as a result of which different people can react in completely different ways to the same influences from the same forces. Moreover, the behavior of a person, the actions he takes, in turn, can also influence his response to stimuli, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change.
Motivation is a combination of internal and external driving forces that induce a person to act, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, is largely individual and can change under the influence of feedback from human activities.
In order to comprehensively reveal the concept of motivation, it is necessary to consider three aspects of this phenomenon:
that in human activity is dependent on the motivational impact.
what is the ratio of internal and external forces;
how motivation correlates with the results of human activity.
Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him. Motivation is at the core and foundation of human governance. The effectiveness of management to a very large extent depends on how successfully the process of motivation is carried out.
Depending on what motivation pursues, what tasks it solves, two main types of motivation can be distinguished. The first type consists in the fact that by means of external influences on a person, certain motives are called into action, which induce a person to carry out certain actions, leading to the desired result for the motivating subject. With this type of motivation, it is necessary to know well what motives can induce a person to the desired actions and how to cause these motives. The second type of motivation requires much more effort, knowledge and ability to implement it. However, its results as a whole significantly exceed the results of the first type of motivation. Organizations that have mastered it and use it in their practice can manage their members much more successfully and effectively. The first and second types of motivation should not be opposed, since in modern management practice of progressively managed organizations strive to combine both of these types of motivation. The process of using different incentives to motivate people is called the incentive process. Incentives take many forms. In the practice of management, one of the most common forms of management is material incentives. The role of this stimulation process is extremely great.
However, it is very important to take into account the situation in which material incentives are carried out, and try to choose exaggeration of its capabilities, since a person has a very complex and ambiguous system of needs, interests, priorities and goals.
Incentives are fundamentally different from motivations. The essence of this difference is that incentives are one of the means by which motivation can be carried out. At the same time, the higher the level of development of relations in the organization, the less often stimulation is used as a means of managing people. This is due to the fact that education and training, as one of the methods of motivating people, leads to the fact that the members of the organization themselves show an interested participation in the affairs of the organization, taking the necessary actions without waiting or not at all receiving the appropriate stimulating influence.
Motivation, viewed as a process, can theoretically be represented in the form of six successive stages.
The first stage is the emergence of needs. The need manifests itself in the form that a person begins to feel that he is missing something. It manifests itself at a specific time and begins demand from the person to find an opportunity and take some steps to eliminate it. The needs can be very different. It can be conditionally divided into three groups: physiological, psychological, social.
The second stage is the search for ways to eliminate the need.
Once a need has arisen and creates problems for a person, then he begins to look for opportunities to eliminate it: to satisfy, suppress, not notice. There is a need to do something, to do something.
The third stage is the definition of the goals (direction) of the action. A person fixes what and by what means he must do, what to achieve, what to get in order to eliminate the need. At this stage, four points are linked:
what should I get to eliminate the need;
what should I do to get what I want;
to what extent can I achieve what I desire;
how much what I can get can eliminate the need.
The fourth stage is the implementation of the action. At this stage, a person spends efforts in order to carry out actions that ultimately should provide him with the opportunity to receive something in order to eliminate the need. Since the process of work has the opposite effect on motivation, then at this stage, the goals may be adjusted. The fifth stage is receiving a reward for taking an action. Having done a certain work, a person either directly receives what he can use to eliminate the need, or what he can exchange for the object he wants. At this stage, it becomes clear to what extent the implementation of the actions gave the desired result. Depending on this, there is either a weakening, or preservation, or an increase in motivation for action. The sixth stage is the elimination of the need. Depending on the degree of stress relief caused by the need, as well as on whether the elimination of the need calls the weakening or strengthening of the motivation of activity, a person either stops activity until a new need arises, or continues to look for opportunities and take actions to eliminate the need.
The motivation process is very complex and ambiguous. There are many different theories of motivation trying to explain this phenomenon. There are two approaches to studying motivation theories. The first approach is based on the study of the content side of the theory of motivation. Such theories are based on the study of human needs, which are the main motive for their implementation, and, consequently, activities. Proponents of this approach include American psychologists Abraham Maslow, Frederick Herzberg and David McClelland. The first of these theories is called Maslow's hierarchy of needs. Its essence boils down to the study of human needs. This is an earlier theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, and not human consciousness. Behavior is based on human needs, which can be divided into five groups:
physiological needs necessary for human survival: food, water, rest, etc .;
needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future,
social needs - the need for a social environment. In dealing with people, a sense of "closeness" and support;
the need for respect, recognition of others and the pursuit of personal achievement,
the need for self-expression, i.e. the need for their own growth and in the realization of their potentialities.
The first two groups of needs are primary, and the next three are secondary. According to Maslow's theory, all these needs can be arranged in a strict hierarchical sequence in the form of a pyramid, at the base of which are primary needs, and the top are secondary.
The meaning of such a hierarchical structure is that the needs of lower levels are prioritized for a person and this affects his motivation. In other words, in human behavior, it is more decisive to meet the needs of first low levels, and then, as these needs are satisfied, the needs of higher levels also become a stimulating factor.
The highest need - the need for self-expression and growth of a person as a person - can never be fully satisfied, therefore the process of motivating a person through needs is endless.
The leader's duty is to carefully monitor his subordinates, find out in a timely manner what active needs drive each of them, and make decisions on their implementation in order to improve the efficiency of employees.
With the development of economic relations and the improvement of management, a significant role in the theory of motivation is assigned to the needs of higher levels. The representative of this theory is David McClelland. According to him, the structure of needs at the highest level is reduced to three factors: striving for success, striving for power, for recognition. With such a statement, success is regarded not as praise or recognition from colleagues, but as personal achievements as a result of vigorous activity, as a willingness to participate in making difficult decisions and take personal responsibility for them. According to McClelland's theory, people striving for power must satisfy this need of theirs and can do this when occupying certain positions in the organization. Such needs can be managed by preparing employees for the transition through the hierarchy to new positions through their certification, referral to refresher courses, etc.
The theory of motivation by Frederick Herzberg appeared in connection with the growing need to find out the influence of material and non-material factors on human motivation. Frederick Herzberg created a two-factor model that shows job satisfaction.
F. Herzberg's hygienic factors seem to correspond to physiological needs, the need for safety and confidence in the future. The difference in the considered theories is as follows: according to A. Maslow, after motivation, the worker necessarily starts to work better, according to F. Herzberg, the worker will start to work better only after he decides that the motivation is inadequate. Thus, meaningful theories of motivation are based on the study of needs and the identification of factors that determine human behavior.
The second approach to motivation is based on procedural theories. It talks about the distribution of efforts of employees and the choice of a certain type of behavior to achieve specific goals. These theories include the theory of expectations, or the model of motivation according to V. Vroom, the theory of justice and the theory or model. Porter - Lawler.
According to the theory of expectations according to V. Vroom, not only need is a necessary condition for motivating a person to achieve a goal, but also the chosen type of behavior. The theory of expectation emphasizes the need for the prevalence of improving the quality of work and confidence that this will be noted by the leader, which allows him to really satisfy his need.
Based on the theory of expectations, it can be concluded that the employee should have such needs that can be largely satisfied as a result of the expected rewards. And the manager should give such incentives that can satisfy the expected need of the employee. For example, in a number of commercial structures, remuneration is allocated in the form of certain goods, knowing in advance that the employee needs them. According to the theory of justice, the effectiveness of motivation is assessed by an employee not according to a specific group of factors, but systematically, taking into account the assessment of remuneration given to other employees working in a similar systemic environment. An employee evaluates his or her reward in comparison to the rewards of other employees. In doing so, he takes into account the conditions in which he and other employees work. The theory of motivation by L. Porter - E. Lawler is built on a combination of elements of the theory of expectations and the theory of justice. Its essence is that the relationship between the remuneration and the results achieved has been introduced. L. Porter and E. Lawler introduced three variables that affect the amount of remuneration: effort expended, personality traits and abilities, and awareness of one's role in the labor process.
Elements of the theory of expectation here are manifested in the fact that the employee evaluates remuneration in accordance with the effort expended and believes that this remuneration will be adequate to the effort expended by him. Elements of the theory of justice are manifested in the fact that people have their own judgments about the correctness or incorrectness of remuneration in comparison with other employees and, accordingly, the degree of satisfaction. Hence the important conclusion that it is the results of labor that are the cause of employee satisfaction, and not vice versa. Among domestic scientists, the greatest success in the development of the theory of motivation was achieved by L.S. Vygodsky and his students A.N. Leontiev and B.F. Lomov. They investigated the problems of psychology on the example of pedagogical activity, they did not consider production problems. It is for this reason that their work has not received further development. However, it is advisable to assume that all the main provisions of Vygodsky's theory are also suitable for production activities. It can be argued that the lowest, highest and highest needs develop in parallel and cumulatively and are controlled by human behavior at all levels of his organization, that is, there is a threefold nature of satisfying needs through material and non-material incentives.
2. General characteristics of the enterprise
2.1 Description of the enterprise
LLC "Baget and K" was organized in 1995 from the structural division of the Krasnodar Mechanical Plant. LLC "Baguette and K" specializes in the production of office furniture for enterprises, institutions, schools, hospitals, cultural and entertainment centers, children's institutions. In 2004 the production of cabinet furniture was mastered.
Over the years of its existence, LLC "Baget and K" has increased production volumes several times. The product range of the company includes: office furniture (armchairs, chairs, chair-chair, stools, furniture sections, theater sections, hangers, sets for bars), cabinet furniture (writing tables, computer tables, conference tables, student tables, cabinets, filing cabinets and clothing, office of the head). The range of manufactured products is constantly being modernized and updated. Furniture of LLC "Baget and K" is an import substitute on the Russian market, the demand for it is growing. The firm works with consumers located within a radius of 1000 km from Rostov-on-Don. LLC "Baget and K" periodically participates in many exhibitions and fairs in Russia, where partnerships are established both with suppliers of materials and components, and with companies selling products.
The main profit remaining at the disposal of the enterprise is spent on the development of production, the development of new types of products. Thus, one of the first companies acquired and successfully operates a specialized line for powder coating of products (environmentally friendly production). The company has mastered its own production of unique equipment - bending machines, which are also sold on the Russian market.
The stability of production affects the economic situation of the enterprise. The firm pays wages to its employees on a regular basis.
Limited Liability Company "Baget and K" was established as a private company. The constituent document is the Charter.
LLC "Baget and K" is a business company, the authorized capital of which is divided into shares. The authorized capital is formed from the contributions of 7 people who are employees of LLC "Baget and K".
Sectoral focus of LLC "Baguette and K" furniture production. The company produces furniture made on the basis of steel pipe frames with galvanic or polymer coating, using finishing materials of soft elements - furniture fabric, tapestry, caprovelor, leather. LLC "Baguette and K" specializes in the production of work chairs, both height-adjustable on a five-beam crosspiece with wheel supports, and on an unregulated support, intended for managers, computer operators, bank employees, accountants, etc. The products of this enterprise differ from products manufactured at other enterprises in greater durability, excellent quality and affordable prices. All products have a quality certificate. A fairly wide range and high quality of products, as well as the possibility of selling them not only in Krasnodar and Rostov-on-Don, but also outside of it in other cities, ensures the survival and stability of OOO Baget and K in a tough competition.
Economic and commercial organization "Baguette and K" is a limited liability company based on an agreement, created by its participants according to the list, which is an integral part of the constituent documents, by combining their efforts, financial and material resources for joint business activities.
The Company is a legal entity, has separate property, has an independent balance sheet, settlement and other accounts in credit institutions, including in foreign currency, a seal with the logo and its name in Russian. The company is responsible for its obligations with all property belonging to it.
The enterprise operates as a free commodity producer in the domestic and foreign markets.
The subject of the company is: production of consumer goods, industrial products, trade and procurement activities, other activities in the manner prescribed by the current legislation.
The enterprise operates on the principles of full cost accounting, bears responsibility for the results of its economic activities, for the fulfillment of its obligations to partners under concluded agreements, to the state budget and banks, as well as to the company's staff in accordance with the current legislation.
The sources of formation of the company's property are:
The enterprise LLC "Baget and K" maintains operational accounting and statistical accounting in accordance with the established procedure.
2.2 Composition and structure of production
The enterprise LLC "Baget and K" has already mastered and produces office furniture of the following types: chairs -10 modifications, chairs-6 modifications, chair-chair-2 modifications, stools, furniture sections, tables; cabinet furniture: writing tables, computer tables, conference tables, student tables, cabinets - 2 modifications, cabinets for documents and clothes, TV stands, coffee table. During 2007 the production of 3 new chairs, 2 hangers, 2 new armchairs was mastered. The production of cabinet furniture was developed. Basically, products are manufactured in accordance with approved contracts and applications. A total of about 80 items are produced. The advantage is that the LLC "Baget and K" enterprise has a powerful engineering and design base, in contrast to competitors' enterprises that do not have such a base.
The products are distinguished by their strength, beautiful appearance, convenience, durability, materials used, ease and simplicity of assembly, as well as comfort. The design of the product meets the needs of consumers. Currently, it is planned to use cardboard packaging. All products of "Baguette and K" differ from products manufactured at other enterprises in greater durability, excellent quality and affordable prices.
The production of office furniture is organized on the existing leased premises. The total amount of leased space is 2000 m2 .
The technological process of furniture manufacturing includes mechanical, welding, carpentry and finishing and assembly production.
The mechanical section is a set of universal and special equipment (turning, milling, bending, drilling, etc. machines, press) for the production of frame furniture. Frame furniture consists mainly of tube blanks (parts).
The joiner's section is intended for sawing plywood, sawing it along the contour using templates.
The finishing area is intended for painting metal frames with polymer powder.
The assembly area is intended for the manufacture of soft elements and upholstery of plywood blanks with foam rubber, furniture fabrics and other materials by shooting with fastening brackets, as well as individual elements into the finished product.
The enterprise is fully provided with materials and components that are in the warehouse; for the future, contracts for the supply with regular suppliers are concluded. It is planned to manufacture furniture from the customer's material.
The product range is constantly being modernized and updated.
These products are manufactured on a special technological line (special equipment located in a single technological stream).
2.3 Organizational structure of enterprise management
The highest governing body is the meeting of founders. Control over the activities of LLC "Baget and K" is carried out by the General Director. The main task of the manager is to increase the profitability of the enterprise he runs. He carries out the operational management of the enterprise and is endowed with all the necessary powers to perform this task. The manager carries out his activities in accordance with the current legislation and this Charter.
The organizational structure of enterprise management is a functional organizational structure, which is characterized by:
A clear division of labor (qualified specialists in each area);
High hierarchy of management (it is clearly defined who reports to whom);
The presence of numerous generalizing rules and standards;
Implementation of hiring in accordance with technical, qualification requirements and protection of workers from illegal dismissals.
In LLC "Baget and K" there is such a form of attraction to work as a permanent job. Hiring is carried out in accordance with technical and qualification requirements. At present, the structure of the enterprise is built in such a way as to increase the responsibility of each specialist for his duties.
Four services have been created, each headed by a responsible executive:
A) Production and technical service
It includes all the main production sections (mechanical, welding, carpentry and finishing and assembly sections), production and technological departments, as well as sections of the chief mechanic and power engineer.
B) Financial department
Consists of an accounting and financial department, a labor and economics department. It also includes a software engineer, computer operator, and accounting.
C) Logistics Service
Comprises:
D) Service for general issues
It includes:
Such an organizational structure of an enterprise is aimed, first of all, at establishing clear relationships between individual departments, at distributing rights and responsibilities between them. The organizational structure of production management is focused on the following tasks: creating conditions for the production and sale of high-quality products, while increasing the level of production efficiency; ensuring the development, development and delivery of new types of products to the market.
The nature of the links between various departments allows us to conclude that the organizational structure of enterprise management refers to the linear-functional type of management structure.
With such a management structure, the full power is assumed by the line manager, who heads a specific team that helps him develop specific issues and prepare appropriate decisions, programs, plans.
2.4 Implementation of economic methods in personnel management of LLC "Baget and K" through the motivation system
The foundations of labor motivation are laid before the start of professional labor activity in the process of socialization of the individual. In this case, the decisive role is played by the social values and norms assimilated (internalized) by the individual, long-term goals ("the meaning of life"), as well as the psychophysiological characteristics of a person. Studies of motivation as a property of the subject of labor proceed from the idea of the heterogeneity of consciousness.
It is advisable to distinguish between such types of motives for work as dominant and background. A person has many needs and strives for all sorts of values. Therefore, in the real activity of one and the same subject (individual or group), a whole set of motives functions. Only together they give a sufficient, strong motivational effect and are socially acceptable for a person. At the same time, the totality of the motives of the activity of one and the same subject is precisely a hierarchy in which some motives surpass others in importance and relevance. A person is focused on the choice, seeks to "see" the main thing, therefore some motives are only a background, although in reality they are also essential. First, the dominant motive is either a particularly strong need or a need that can be better satisfied in the given conditions. Secondly, some workers, according to their psychology, strive to comprehend "in a complex" way of many goals, while others are characterized by an inventive strategy of labor behavior, i.e. focusing on something alone as a reward for work.
Another type of motives is the so-called rank motives. The general logic of this type is as follows: the motive is determined by the ratio of satisfied and unmet needs, i.e. already comprehended and still desired. The motives for work are largely formed according to the rank principle. The ranks here are mainly socio-economic status, working conditions and job status.
Incentives to work can be divided into material and non-material. Material incentives, in turn, are divided into monetary and non-monetary. Monetary incentives include wages, bonuses, bonuses and allowances, dividends, commissions, etc.
Non-monetary incentives include social insurance. Free accommodation and vouchers, provision of a company car, etc. Intangible incentives are divided into social, moral, creative and socio-psychological. Social incentives are: employee participation in the concept of managerial relations, flexible working hours, communication, the opportunity to make a career. Creative incentives are associated with the content of work, with creative self-expression, with the opportunity to reveal their talents and express themselves, pleasure from the work itself. Moral incentives are gratitude, awarding with diplomas, medals, oral praise, conferring titles, etc. Socio-psychological incentives are associated with the need of people for communication, recognition of the team, bosses. These are various traditions and rituals, meetings in honor of anniversaries, etc. In practice, they are all closely intertwined, mutually condition each other and often smoothly merge into one another. And sometimes it is difficult to separate them, tk. for example, monetary rewards simultaneously bring fame, respect, honor.
Cash payments in the form of wages and bonuses used as incentives, depending on the specific situation, can be proportional and disproportionate to the result achieved. In this case, we are talking about accentuating and leveling payments; when accentuated, they grow faster than results increase; and slower when leveling. In practice, they can have a wide variety of combinations. In management practice, before carrying out radical transformations, it is necessary to know the real balance of forces in the team from the standpoint of readiness to work in new conditions. To do this, you need to know the structure of the team based on motivation. The figure below shows the structure of the personnel of LLC "Baget and K" based on motivation
Rice. 3. Social structure based on motivation
Thus, on the basis of motivation at the enterprise, the majority of employees are those for whom material incentives are most important (67%), while 13% need moral encouragement. 9% of the employees of the LLC "Baget and K" work under duress.
Consequently, for a more efficient operation of the enterprise, it is necessary to develop measures of material incentives. It is better to get rid of employees who work under duress, because a person who does not feel interested in the work does not benefit the company. In addition, it is necessary to develop the self-motivation of employees and more often apply moral encouragement.
Significant changes have occurred in the desire to improve their qualifications and professional skills: 37% of the respondents, and of this number 50% of workers, 33% of specialists and 17% of managers.
Labor motivation would be a more stable structure if it was influenced only by factors directly related to labor. In reality, however, the activity of labor activity depends on many phenomena outside the scope of work and working time. Here, it is not only the general social situation that matters, but also the individual living conditions of the employee.
Research has revealed that there is a group of workers for whom "business" is important in itself and regardless of pay. Being the only source of arguments, wages acquired vital importance, the rest of the motives seemed to have receded into the shadows. Most of the employees of LLC "Baget and K" consider work as a means of obtaining daily bread for themselves and their loved ones. The rest strive to combine the ability to work productively and efficiently and to receive appropriate material remuneration for their work, as well as moral satisfaction.
At the LLC "Baget and K" the main problems in the incentive mechanism for employees are:
) insufficient flexibility of the mechanism for the formation of remuneration, its inability to respond to changes in the efficiency and quality of work of an individual employee;
) the absence of any assessment at all or the entrepreneur's biased assessment of the individual labor indicators of employees;
) lack of fair remuneration for managers, specialists and employees; the presence of unreasonable ratios in the payment of their labor;
) negative attitude of staff to the size of their remuneration and to the existing payment system.
All these problems that enterprises face when dealing with issues of wages can be overcome with the use of Russian and foreign management experience. The lack of flexibility in remuneration is being solved by the introduction of modern forms of remuneration, depending on the results of labor activity. These forms are flexible payment systems, where, along with a constant part of earnings, there is a variable part in the form of profit sharing, collective bonuses, etc.
The issues of a biased assessment of the performance of employees are related, again, to the outdated mechanism of remuneration, which does not take into account the individual achievements of the employee and the result of the enterprise as a whole. A fair assessment system can be created based on the job description and job responsibilities of the employee to determine a constant part of the wage. And based on profit sharing versus the flexible part of earnings.
Fair pay for managers, specialists and employees should also be based on the same principles, but with the use of indicators specific to these categories of employees, taking into account the complexity of the tasks to be solved, the level of responsibility, the number of subordinates, etc.
It is with the use of flexible systems of remuneration, with the use of a reasonable assessment of the workplace, job responsibilities, the subsequent participation of employees in profits and collective bonuses for reducing the share of labor costs in the cost of production, that the negative attitude of the organization's personnel to the existing system of remuneration of their labor can be overcome and the amount of this payment.
The result of the incentive system at the LLC "Baget and K" enterprise should be an increase in the efficiency of the enterprise, which can be achieved, in turn, by increasing the efficiency and quality of work of each employee of the enterprise. At the same time, the entrepreneur needs to be guided by the need to attract and retain highly qualified workers for a long time, increase labor productivity and improve the quality of products, increase the return on investment in personnel, increase the interest of employees not only in personal success, but also in the success of the entire enterprise as a whole, and, finally, raising the social status of workers.
Therefore, both material and non-material forms of staff incentives are used, which include wages, various systems of participation in profits, collective bonus systems, individualization of wages, moral incentives, incentives for workers engaged in creative work through the use of a free work schedule, social benefits for employees.
An entrepreneur, when deciding on the creation of a system of incentives for employees at an enterprise, must also take into account such a macro indicator, which does not depend on the efficiency and quality of labor of employees and the collective of the enterprise as a whole, such as the consumer price index. Accordingly, the presence of such an indicator makes it necessary to automatically index wages, taking into account changes in the price index for a certain period.
The incentive system at the enterprise must clearly define its goals, establish the types of incentives in accordance with the results achieved, determine the assessment system, the period and timing of remuneration payments.
Any type of incentive should be targeted and transparent, because employees can only be expected to improve the efficiency and quality of their work when they know that their work is being paid fairly.
The incentive system must comply with the principle: pay must correspond to work.
Speaking about the incentive system for employees in Baget and Co LLC, it is necessary to highlight the main requirements for it. These include:
) clarity and concreteness of the incentive system as a whole, provisions on wages and additional payments;
) a clear statement of the employee's job responsibilities;
) creation of a system of objective assessment of employees and the elimination of subjectivity in the assessment;
) the dependence of the amount of wages on the complexity and responsibility of the work;
) the possibility of unlimited growth of wages with an increase in the individual results of the employee;
) accounting in remuneration of the level of significance of certain works for the enterprise;
) equal pay for employees with the same complexity and responsibility of the work performed in various divisions of the enterprise.
Thus, when creating an incentive system at an enterprise, it is necessary to take into account the whole range of issues, including state regulation of the amount of wages.
Proposals for the implementation of a motivation system at LLC "Baguette and K".
In LLC "Baguette and K" it is necessary to establish a payment for work in excess of the labor standard. It includes various incentive payments: additional payments for combining professions, for work with a smaller number of employees than the norm, for expanding service areas, bonuses for high quality work, for saving various types of resources, etc.
The terms of remuneration should be fixed in the collective agreement of the enterprise and communicated to the employee upon admission to work. The employer, in agreement with the employee, may, along with the contractual regulation of payment terms, establish individual terms of payment and individual labor standards, but not lower than those determined by the collective agreement.
Remuneration for labor depends not only on the direct performance of the work, but also on many other factors that are of particular importance in modern conditions.
The system of material incentives at the enterprise should be based on a comparison of the effectiveness of the activities of individual departments and, on this basis, the distribution of a part of the profit received (material incentive fund). Premiums and bonuses should be introduced to stimulate conscientiousness in labor, improve the quality of services and improve production efficiency. The difference between allowances and bonuses is that bonuses are paid in the same amount every month for a set period, and bonuses may be irregular, and their value varies significantly depending on the results achieved;
Thus, in order for all the tasks set for the organization to be achieved, it is not enough just to recruit qualified personnel. It is necessary to organize work in such a way that each employee makes every effort to complete the assigned tasks, regardless of their personal problems. For this, it is necessary to develop a system of economic incentives.
Consequently, for such an organization as LLC "Baget and K" in order to improve the efficiency of its activities, it is necessary to create a personnel motivation system and clearly define the tasks and powers of line personnel in connection with the current realities of economic activity.
Conclusion
In the conditions of the formation of a market economy in our country, the issues of the practical application of modern forms of personnel management, which make it possible to increase the socio-economic efficiency of any production, acquire particular importance.
To ensure the effective work of personnel, it is necessary to create an atmosphere of constructive cooperation, in which each member of the team is interested in the fullest realization of their abilities. The creation of such an atmosphere is the most difficult task, the main role in the implementation of which should be played by economic methods of personnel management. It is solved on the basis of the development of motivation systems, assessment of labor results, the choice of a management style corresponding to a specific situation.
The effectiveness of the functioning of an integrated system is based on an assessment of the competitiveness of products, for which the economic system of personnel management is responsible.
In order to improve the efficiency of LLC "Baget and K", it is necessary to implement economic methods of personnel management and clearly define the tasks and powers in connection with the current realities of the economic activity of the enterprise.
The development plan of a separate organization should predict changes for the better in its socio-economic environment, the achievement of the desired changes in the working conditions, life and leisure of employees.
LLC "Baguette and K" is engaged in the production of office and cabinet furniture. To strengthen its position, increase the competitiveness of the enterprise, it is necessary to more effectively use free funds, retained earnings for previous years, as well as develop a special program in order to attract investments to expand the scope of the enterprise.
The advantage of LLC "Baguette and K" in the furniture market is long-term experience, professional experience of personnel, knowledge of the market, stable relations with suppliers and consumers.
Thanks to the well-coordinated work of LLC "Baget and K" it will be possible to produce competitive products that will be in demand not only in Krasnodar and Rostov-on-Don, but also abroad.
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Personnel management methods (MUP) - methods of influencing teams and individual employees in order to coordinate their activities in the process of functioning of the organization. Science and practice have developed three groups of CBM: administrative, economic and socio-psychological (Fig. 2.5).
Rice. 2.5. The system of methods of personnel management in the organization
Administrative methods are based on power, discipline and punishment and are known throughout history as the "whip methods." Economic methods are based on the correct use of economic laws and are known by their methods of influence as "carrot methods". Socio-psychological methods are based on motivation and moral impact on people and are known as "persuasion methods".
Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, the desire of a person to work in a particular organization, on the culture of work. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of management, as well as acts and orders of higher management bodies. Economic and socio-psychological methods are of an indirect nature of management impact. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their impact on the final effect.
Administrative methods of management are based on the relationship of one-man management, discipline and responsibility, and are carried out in the form of organizational and administrative influence. Organizational Impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.
Organizational regulation determines what a management employee should do, and is represented by provisions on structural divisions that establish the tasks, functions, rights, duties and responsibilities of divisions and services of the organization and their leaders. Based on the regulations, the staffing table of this unit is drawn up, its daily activities are organized. The application of the provisions makes it possible to evaluate the results of the activity of a structural subdivision, to make decisions on moral and material incentives for its employees.
Organizational standardization provides for a large number of standards, including: quality and technical standards (technical conditions, standards, etc.); technological (route and technological maps, etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the size of own circulating assets, repayment of bank loans); standards of profitability and relationship with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of idle time of wagons during loading and unloading, etc.); organizational and managerial standards (internal regulations, procedures for hiring, dismissing, transferring, business trips). These standards affect all aspects of the organization. The standardization of information is of particular importance, since its flow and volumes are constantly increasing. Under the conditions of the functioning of an automated control system, arrays of norms and standards are organized on information carriers of computers in an information-computing center (ITC).
Organizational and methodological instruction is carried out in the form of various instructions and guidelines in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the use of certain modern management tools, taking into account the richest experience that the employees of the management apparatus have. The acts of organizational and methodological instruction include: job descriptions that establish the rights and functional responsibilities of management personnel; methodological instructions (recommendations) describing the implementation of work complexes that are interconnected and have a common purpose; methodological instructions that determine the order, methods and forms of work for the implementation of a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They specify the order of actions to carry out operational management processes.
Acts of organizational regulation and organizational and methodological instruction are normative. They are issued by the head of the organization, and in cases stipulated by the current legislation - jointly or in agreement with the relevant public organizations and are mandatory for departments, services, officials and employees to whom they are addressed.
Administrative influence is expressed in the form of an order, instruction or instruction, which are legal acts of a non-normative nature. They are issued in order to ensure compliance with, implementation and application of applicable laws and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.
Orders and instructions are issued by the head of the production unit, department, service of the organization, the head of the functional department. An order is a written or verbal demand from a manager to solve a specific task or complete a specific task. An order is a written or verbal requirement for subordinates to resolve individual issues related to the task at hand.
Regulatory influence more often than organizational, requires control and verification of execution, which must be clearly organized. For this purpose, it establishes a unified procedure for accounting, registration and control over the execution of orders, orders and instructions.
Economic methods - these are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.
With the help of planning, the program of the organization's activities is determined. Once approved, the plans are sent to line managers to guide implementation. Each division receives long-term and current plans for a certain range of indicators. For example, a site foreman receives a daily shift assignment from the workshop administration and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products act as a powerful lever, which affect the size of the organization's profits. The manager must make sure that profit growth is ensured by reducing the cost of production. Therefore, it is necessary to apply a clear system of material incentives for finding reserves for reducing the cost of production and real results in this direction. The effective organization of wages in accordance with the quantity and quality of labor is of great importance in the system of material incentives.
In the conditions of the market system of management and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for the creation of an integral, effective and flexible system of economic management of an organization, which acts on the market as an equal partner of other organizations in the social cooperation of labor. The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of goods and services. The state order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant role.
To achieve the set goals, it is necessary to clearly define the performance criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
Socio-psychological methods management is based on the use of a social management mechanism (a system of relationships in a team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of an individual, a group, a team in the process of personnel management. Socio-psychological methods are based on the use of the laws of sociology and psychology. The objects of their influence are groups of people and individuals. In terms of the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.
This division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people of different psychology. However, effective management of human resources, consisting of a set of highly developed individuals, presupposes knowledge of both sociological and psychological methods.
Sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, link people's motivation with the final results of production, ensure effective communication and resolution of conflicts in the team.
The setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and target indicators, the achievement of final social results is ensured by social planning.
Sociological research methods, being a scientific tool for working with personnel, provide the necessary data for the selection, assessment, placement and training of personnel and allow you to reasonably make personnel decisions. Questioning allows you to collect the necessary information by mass polling of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then - in the course of a dialogue with the interlocutor - obtaining the necessary information. An interview - the ideal variant of a conversation with a leader, politician or statesman - requires high qualifications of the interviewer and a significant amount of time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when, on the basis of a survey of employees, a matrix of preferred contacts between people is built, which also shows informal leaders in the team. The observation method allows us to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations (accident, fight, natural disaster). Interviewing is a common method in business negotiations, hiring, educational activities, when small personnel tasks are solved in an informal conversation.
Psychological methods play an important role in working with personnel, as they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, images and behavior, in order to direct the inner potential of a person to solve specific problems of the organization.
Psychological planning is a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of all-round development of the individual, the elimination of negative tendencies of degradation of the backward part of the work collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, planning methods for the psychological climate and achieving final results. It is advisable that psychological planning is carried out by the professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of subdivisions ("teams") based on the psychological conformity of employees; comfortable psychological climate in the team: the formation of personal motivation of people based on the philosophy of the organization; minimization of psychological conflicts (scandals, grievances, stress, irritation); development of a service career based on the psychological orientation of employees; the growth of the intellectual abilities of the team members and the level of their education; the formation of a corporate culture based on the norms of behavior and images of ideal employees.
Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, incentives, control, analysis, accounting). A more detailed classification of CBMs on the basis of belonging to a specific function of personnel management allows them to be built into the technological chain of the entire cycle of work with personnel. On this basis, the following methods are distinguished:
hiring, selecting and hiring personnel; business assessment of personnel;
socialization, career guidance and labor adaptation of personnel; motivation of personnel labor activity; organization of the personnel training system; management of conflicts and stresses, management of personnel safety, organization of personnel labor, management of a business career and professional promotion of personnel; release of personnel.
Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
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Economic methods of personnel management
1. Characteristics of economic management methods
2. Positive and negative impacts of economic methods
List of used literature
1. Characteristics of economic management methods
Economic methods are a way to implement control actions on personnel based on the use of economic laws and categories.
In the Soviet period, central planning, cost accounting, and wages were considered the subject of regulation by economic methods, that is, there was a narrow interpretation of the role and place of economic methods, which limited the range of decisions and levers of regulation at the enterprise level. Economic methods should be based on commodity-money relations of a market economy, which necessitates a new theoretical substantiation of the role of economic methods.
By jointly analyzing economic laws and categories, commodity-money relations and the principles of a market economy, a new classification scheme for economic management methods was developed (Fig. 1).
Planned business management is the main law of the functioning of any enterprise (organization), which has clearly developed goals and strategies to achieve them. In a market economy, the manifestation of economic methods has a different character than in an administrative economy. So, instead of centralized planning, it is argued that an enterprise is a free commodity producer, which acts on the market as an equal partner of other enterprises in social labor cooperation, the Economic Development Plan is the main form of ensuring a balance between market demand for goods, necessary resources and production of goods and services. The state order is transformed into a portfolio of orders of the enterprise, taking into account supply and demand, in which the state order no longer has a dominant role.
To achieve the set goals, it is necessary to clearly define the performance criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to link the above categories and mobilize the workforce to achieve final results.
Cost accounting is a management method based on comparing the costs of an enterprise for the production of products with the results of economic activities (sales volume, revenue), full reimbursement of production costs from the income received, ensuring the profitability of production, economical use of resources and the material interest of workers in the results of labor. It allows you to combine the interests of the enterprise with the interests of departments and individual employees. Cost accounting is based on independence, when enterprises (organizations) are legal entities and act as free producers of goods, works and services on the market. The self-sufficiency of the enterprise is determined by the lack of budget financing and subsidies in covering losses, i.e. it fully recoups its costs from income and, in the event of a long-term loss, is declared bankrupt. Self-financing is the main principle of expanded reproduction, and the development of an enterprise at the expense of its own profit.
Fig. 1. Classification of elements regulated by economic management methods.
In some cases, it is possible to reconstruct and expand production at the expense of bank loans, but they are necessarily returned at the expense of profit. Otherwise, the enterprise becomes unprofitable or becomes like a "financial pyramid", i.e. takes loans and loans that he can never repay. The basis of cost accounting is made up of economic standards, which form the basis of planned management of the economy, and the calculation of the actual costs of production. Economic incentive funds ensure the observance of the economic interests of the enterprise, its divisions and employees.
Remuneration is the main motive for work and a monetary measure of the cost of labor. It provides a link between the results of work and its process and reflects the number and complexity of work of workers of various qualifications. By setting official salaries for employees and wage rates for workers, the management of the enterprise determines the standard cost of labor, taking into account the average cost of labor at its normal duration.
Additional salary allows to take into account the complexity and qualifications of work, combination of professions, excess work, social guarantees of the enterprise in case of pregnancy or training of employees, etc. Remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly links the performance of each department and employee with the main economic criterion of the enterprise - profit.
The head of an enterprise can, with the help of the above five components of wages, regulate the material interest of workers with economically possible production costs under the item "wages", apply various remuneration systems - piecework or time-based, form the material and spiritual needs of workers and ensure an increase in their living standards ... If the leader is excessively greedy or wastefully generous in pay, then his prospects are not cloudless, because in the first case, the workers will "scatter", and in the second, they will live to see the ruin of the enterprise.
Labor power is the main element of any labor process, ensuring the processing of objects of labor with the help of means of labor into the final product. It is always the main value of any enterprise or organization.
The labor market is an integral part of the market economy and is a set of economic relations developing in the field of exchange. It is an integral part of the mechanism for the formation and change of the proportions of social reproduction, predetermines the distribution of labor in proportion to the structure of social needs and the level of material production, ensures the maintenance of a balance between the demand for labor and the supply of labor, forms reserves in the sphere of circulation and allows linking the economic interests of subjects of labor relations ...
The subjects of labor relations are the employer and the employee, and the intermediary between them are state and commercial employment services. They develop the foundations for the legal regulation of employment relations, take into account the demand and supply of labor and monitor compliance with laws. The representatives of the interests of workers and employers are trade unions, strike committees, associations, etc., which protect the interests of employers and employees.
When organizing the labor market, an important issue is the development of entrepreneurship and employment. The experience of foreign countries shows that the development of small business creates conditions for economic activity and the adaptability of large-scale production to the new conditions put forward by scientific and technological progress.
The labor market creates conditions that ensure the formation of a person's personal income, an increase in labor activity and an increase in labor discipline. It removes the old methods of wage regulation and income equalization. The labor market influences both the employee and the owners of the means of production and significantly changes the behavior of managers and specialists.
One of the components of the labor market, along with supply and demand, is the price of labor. Paying for labor as an expensive commodity, the owner seeks to use it most efficiently. And here economic factors come to the fore, which force managers and organizers of production to give priority attention to eliminating downtime, loss of working time, ensuring an appropriate level of production, labor and management. Efficient use of labor requires this expensive product to be in working order. Consequently, it is necessary to deal with the working and living conditions of workers, constantly develop their ability to work through a continuous system of training and retraining of personnel, improving their qualifications. All this increases the price of labor.
At present, due to the low price of labor, it is impossible to talk about the improvement of labor, social progress and the acceleration of scientific and technological progress. Therefore, the impact of the labor market on improving production efficiency is of paramount importance.
Labor costs and living standards are important. The cost of labor is a monetary measure of wages and in market conditions is determined by supply and demand. However, the cost of labor cannot be lower than the subsistence level multiplied by the number of the worker's family members; otherwise, the degradation of the working people occurs. Therefore, the leader must take care of the steady growth of the standard of living of his employees - the main factor in the growth of material and spiritual needs.
Market pricing is a regulator of commodity-money relations and an important economic tool in measuring income and expenses, prices and production costs. The value of a commodity reflects the socially necessary labor costs for production and is determined by the ratio of the gross value of goods produced in the state for the year to the amount of goods. The price is the monetary equivalent of the cost and is formed twice: first by calculating costs (estimated cost), and then as a result of market relations for the sale and purchase of goods (sales value). If the price is too high, then the product is not sold, and if it is too low, it brings losses to the company. How to define it?
where C is the price of the product;
С - production cost;
P - profit.
To form the estimated price (P), first determine the cost of production based on the actual costs incurred for its production:
C = M + A + 3 + 0 + H,
where M is the cost of materials;
A - depreciation of fixed assets;
3 - wages;
О - compulsory deductions (payroll taxes);
H - overhead costs.
The calculation of these cost items is made on the basis of economic standards at the planning stage or the actual allocation of expenses incurred by accounting items. In the conditions of an early market and monopoly production of goods in certain regions, the fiscal tax system, some business leaders are trying to significantly inflate prices and solve their problems at the expense of consumers. So, some enterprises calculate overhead splits in the amount of 500-700% to the basic wages, write off excessive general plant costs due to certain types of goods, which leads to overstocking of warehouses, a decrease in sales and a loss of product competitiveness.
Income characterizes the newly created value, i.e. the monetary equivalent of living labor, and includes wages, payroll taxes, most of the overhead costs and profits. Profit is the main result of the effective operation of the enterprise, a source of further self-financing and an increase in the standard of living of employees. It is the profit that should be the subject of constant attention of the manager.
Securities are the main instrument of the stock market, the non-monetary equivalent of the property right to property, the sale of which is carried out by presenting them for payment or selling. Securities are an integral part of a developed stock market. Before the economic reform, they did not play a significant role in the conditions of state monopoly and socialist production. The development of the securities market began with the voucher privatization of state property, the development of the banking business and the stock market.
Share - A share security, which testifies to the contribution of a share to the share capital of an enterprise and gives the right to receive a part of the profit in the form of dividends. A bill of exchange is a security, a debt document reflecting the monetary obligation of one person to another. A bond is a bearer security that gives the right to receive an annual income in the form of a fixed percentage, and in the case of a sale, to receive monetary compensation. Credit cards act as substitutes for money and entitle their owner to purchase goods and pay for services using non-cash payments within the amount of money in the client's account. Of course, their convenience is obvious in the presence of good electronic communication, computerization of the service and the banking sector. Dividends determine the proportion of earnings per share that can be paid to their owner based on the results of operations for the year. They serve several functions:
Associate the employee with the results of future work;
Consolidate ownership and profit sharing;
They are a form of additional payment for labor at joint-stock enterprises.
The head of an enterprise can use the mechanism of securities to achieve economic interests, increase the welfare of employees and form corporate relations. Hopes for future dividends and an increase in property (share) are important for a minority of employees, primarily people with an entrepreneurial streak and managers. Only these people until a certain time think about capitalizing profits and future strategy. The rest quickly cools down to small dividends and thinks about selling shares and investments to solve personal material problems (car, apartment, furniture).
The tax system is an important economic mechanism for replenishing the state treasury by levying taxes on enterprises and citizens. It is set by the state, exists outside the enterprise, has a direct impact on personnel, but always leaves the manager with room for maneuver, even in the context of the fiscal system of taxation.
The largest tax on the payroll in the form of mandatory contributions to the pension, social and medical funds is currently 26% of the payroll, although in the early 80s. it was only 7%. These contributions provide social guarantees for citizens (pensions, scholarships, sick leaves, etc.).
Income tax is charged in the amount of 12 to 35% of the salary. In Russia, income tax rates are low: in developed countries (USA, Great Britain, Belgium, Spain, Sweden), its upper limit reaches 50%. True, the size of the annual wages, from which the marginal tax rates are levied, characterize "the standard of living of a rich person for Russia (more than $ 100,000 per year).
Value added tax (VAT) is charged on the newly created value of the product in the amount of 20% each time the act of purchase and sale of goods is made and then, at the end of the month, is transferred to the budget. This is one of the main sources of the federal budget. The practice of calculating VAT on each sale of goods is very imperfect and in fact, with multiple commercial transactions, leads to a significant overpricing, which falls on the consumer. The most common way of avoiding VAT in commercial structures - working with cash (“black tax”) - is very inconvenient for large transactions and is fraught with large fines from the tax inspectorate.
Income tax is one of the most important taxes in a developed economy, because provides not covering the current needs of the budget, but financing investments in the economy (new capital construction, investments in science and technology, the development of urban infrastructure, etc.).
Forms of ownership - an important economic category that determines the nature of relationships within the enterprise. So, in the case of state and municipal ownership, the state body acts as the sole owner of the property of the enterprise, and all employees, including the director, are hired personnel. Presumably, in these factories, workers are most remote from property and will never feel like owners. Therefore, a tracking system is needed from the control authorities, both for property and products. Real abuses (bribes) arise when leasing state property to commercial structures.
Private property always has an owner in the person of a specific owner, shareholders or founders of the enterprise. It is more focused on the rational use of property, labor results and profits, and in all developed countries it dominates over other forms of property. Personal and private property is the same for workers, for example, family businesses, farms. The task of the head of a private enterprise (LLC, CJSC, OJSC) is to correctly regulate the interests of individual groups, divisions and employees in terms of share participation in the profits and property of those who have a personal interest and wish to be a co-owner; those who prefer to be just an employee and receive decent wages.
Intellectual property extends to works of art, copyright inventions, software products, works of art, new
technologies and methods of teaching, scientific methods and research results. Intellectual property belongs to a specific person or group of authors and is protected by copyright.
The preservation of intellectual property in Russia is still an unsolved problem at the legislative and moral level. The use of uncertified software products, plagiarism of methodological developments and books,
the use of other people's technologies, copying of licensed video and audio materials is quite common.
The phases of social reproduction form the basis of commodity-money relations between people in the process of production, exchange, distribution and consumption of goods. In the scheme of simple reproduction C - M - C, the produced commodity (C) in the sphere of material production is exchanged for money (M), which purchases raw materials and materials, tools and means of labor, labor for the production of a new commodity (C).
In the scheme of expanded reproduction, the money received from the sale of goods (D) is used to purchase materials, labor and tools, and the production of goods with an increased value (T) is carried out, which is then sold on the market at a higher price, and the money received (D ") is used for expansion of production The difference (D 1 - D) is the gross profit of a commodity producer and is used to increase the production of better quality goods, as well as to improve the standard of living of the company's employees.
Production is the main phase of the circulation of goods, since it is there that value is created. The crisis of the Russian economy is explained by the fact that the administrative system of the USSR fetishized the role of production for the sake of production and made a significant exaggeration towards the production of means of production, which reached 3/4 of its total volume, while the production of consumer goods was at the level of the subsistence level of an underdeveloped state. The psychology of the production of goods for the sake of production still dominates many state institutions, incl. at large defense enterprises, and led to overstocking and shutdown of such enterprises as Moskvich, KamAZ, VAZ, ZIL, etc.
The exchange of goods in a market economy implements the scheme for changing the shape of a product from material to money (C - M) and confirms its monetary value in the market, i.e. the consumer needs the product and he is ready to give money for it. The phase of the circulation of goods (C - D) is carried out in the field of trade (commercial) capital with the involvement of bank capital.
Distribution acts as a phase of social production, when the means of production and labor are directed to specific sectors of the economy, and a certain part of the national income is distributed between social groups of society and non-material spheres of the economy (national defense, education, science, health care, social security, etc. .). Distribution, in turn, actively affects production and exchange, accelerating or slowing down processes within these phases of reproduction.
The fiscal tax system ultimately leads to a decrease in tax collection, because they go into the shadow economy, and, on the contrary, the state policy of preferential taxation and lending to commodity producers leads to a revival of the national economy, which is confirmed by the experience of the post-war economies of Germany, Italy, Japan, South Korea, Italy, France, etc.
Consumption is aimed at using the social product in the process of satisfying material and spiritual needs and is the final phase of reproduction. Consumption is material and non-material, collective and individual. The consumption of a social product in a market economy is carried out in proportion to the capital expended, and within the enterprise according to labor. In a consumer society, the main thing is the personal consumption of citizens. Consumption actively affects all phases of reproduction, especially the production and exchange of goods.
2. Positive and negative impacts of economic methods
Economic methods act as various ways of influencing managers to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and high profits. On the contrary, if economic laws are misused, ignored or disregarded, one can expect low or negative results (losses, overstocking, non-payments, strikes, bankruptcy). Table 1 shows the options for the positive and negative impact of economic management methods at the enterprise.
Table 1 - Positive and negative impact of economic management practices
| Positive impact | Negative impact |
1. Planned farm management 1.1. The enterprise is a free commodity producer and operates on the market based on a developed marketing strategy for a long-term plan 1.2. An economic development plan is developed on the basis of the long-term goals set, a matrix calculation of the production and consumption of resources is carried out on the basis of economic standards 1.3. The order portfolio is formed in advance, serves as the basis for the development of an economic development plan, the order portfolio is optimized in terms of time and cost 1.4. Criteria for enterprise performance are clearly defined and ranked by importance (the most important is profit); optimization of plans is carried out based on the selected performance criteria 1.5. The end results of production are clearly defined (revenue, sales, productivity, quality, cost, etc.). They are the basis for planning, accounting and analysis, motivation and stimulation of labor, they are stable in time and in terms of management levels, ordinary employees know about them |
1. Free household management 1.1. The enterprise is not a free commodity producer, does not have its own marketing strategy, there is no long-term plan 1.2. An economic development plan is not being developed, there is no correlation between production volumes and required resources, and there are no economic standards. 1.3. The order book is formed spontaneously, does not serve as the basis for economic planning, the plan is not optimized according to economic criteria 1.4. Enterprise performance criteria are not clearly defined. Profit is not "the main criterion. Optimization and performance evaluation by criteria are not carried out. 1.5. The end results of production are not well defined or vague. They are not the basis for planning, accounting and analysis, motivation and stimulation of labor, they often change over time and by levels of management, are not communicated to ordinary employees |
2. Development of cost accounting 2.1 Decentralized planning 2.2. Regulatory method of mutual settlements of subdivisions 23. Shared participation of divisions in profits 2.4. Opening personal accounts of divisions Approval of the regulation on on-farm self-financing |
2. Liquidation of cost accounting 2.1. Centralized planning 2.2. Factory-wide production cost accounting system 2.3. Lack of participation of divisions in profits 2.4. Liquidation of personal accounts of divisions 2.5. Cancellation of the provision on on-farm self-financing |
3. Wage growth 3.1. Indexation of wages taking into account inflation and an increase in production volumes 3.2. Development of forms of additional wages, taking into account working conditions and qualifications 3.3. Distribution of remuneration for the final result by KTU (KTV) directly in the divisions 3.4. Existence of a clear regulation on the remuneration of personnel |
3. "Freezing" of wages 3.1. Fixed wages at the lowest level in the industry 3.2. Payment of additional wages at a minimum within the Labor Code 3.3. Centralized distribution of remuneration by the management of the enterprise 3.4. Lack of a clear position of staff labor on staff remuneration |
4. Development of the system of bonuses from profit 4.1. Bonus payments to personnel from profits as a percentage of the official salary (tariff rate) or according to KTU 4.2. Distribution of bonuses from profits according to the final results of the activities of the divisions and within the team itself 4.3. Development of payments of material assistance from profit, taking into account the personality of the employee and various situations 4.4. Existence of a clear provision on bonuses |
4. Elimination of the bonus system from arrivals 4.1. Occasional bonuses to personnel from the wage fund without reference to profit 4.2. Centralized distribution of bonuses in proportion to official salaries (tariff rates) by the management of the enterprise 4.3. Termination of payments of material assistance or its provision only in extraordinary circumstances 4.4. Absence (cancellation) of the provision on bonuses |
5. Encouraging the growth of material needs 5.1. Providing employees with interest-free loans for the purchase of durable goods 5.2. Providing employees with free or partially paid housing (hostel) 5.3. Providing employees with free or minimum paid social infrastructure (child care facilities, a health center, a dispensary, parking lots, etc.) |
5. Ignoring the growth of material needs 5.1. No loans or their provision at bank interest 5.2. Lack of provision of housing or sale of housing at market prices 5.3. Elimination or absence of free social infrastructure for employees of the enterprise |
6. Development of social and medical security 6.1. Creation of a non-state pension fund or additional payment of pension at the expense of the enterprise 6.2. Insurance of employees at the expense of the company 6.3. Providing employees with free or partially paid branded clothing and footwear, food, transport |
6. Ignoring social and health care 6.1. Using only retirement benefits 6.2. Liquidation or lack of insurance for employees at the expense of the enterprise 6.3. Elimination or lack of provision of branded clothing, food, transport |
List of used literature
1. Egorshin A.P. Personnel management .- N. Novgorod: NIMB, 1999. S.-484.
2. Management in the agro-industrial complex / Yu.B. Kororlev, V.Z. Mazloev, A.V. Mefed et al. Kolos, 2002. S.-125
3. Management of the agro-industrial complex: Textbook / ed. V.V. Kuznetsova, Moscow, 2003. S.- 80.
4. Popov N.A., Fedorenko V.F. Fundamentals of management in agricultural production, Moscow, 2001, p. - 107
Introduction
The essence and significance of economic management methods
Forms of economic management methods
The main types of economic management methods at the enterprise
Mechanisms of economic management methods
Conclusion
Bibliography
economic management incentive material
In a market economy, the study and implementation of the accumulated experience of effective enterprise management, and above all the practical experience of using the economic management mechanism in leading firms in market countries, is a prerequisite for the effective functioning of Russian enterprises in the domestic and world markets.
The economic mechanism of management, ensuring the functioning and development of an enterprise in a market economy, includes specific levers, methods and tools for development and effective implementation and consists of:
The goals of the enterprise and its structural formations (production departments, branches, subsidiaries);
The specific tasks of the divisions aimed at achieving their goals and the goals of the enterprise as a whole;
Enterprise policies in the most important areas of activity, including:
· Ensuring the efficiency (profitability) of production (sales);
· Development of investment activities, efficient allocation of resources;
· Financing of economic activities and the use of financial (including credit) resources;
· Development and implementation of advanced technologies and innovations in production;
· Personnel policy (policy of use and development of personnel, as well as forms and methods of motivation for productive work);
· Pricing policy.
4. The optimal combination of centralized and decentralized methods of management of an industrial enterprise, its production departments and other structural entities.
The purpose of this course work is to explore the economic methods of enterprise management.
The objectives of this coursework are: to describe the essence and forms of economic methods, to prove the importance of using (value) of these methods for the effective functioning of a modern organization.
The object of research of this coursework is a modern organization, tk. it is the company where the largest part of labor and financial resources is concentrated.
The concept of "management method" is inextricably linked with the etymology of the word "method", derived from the Greek "methodos" and has two meanings:
· A way of cognition, research of natural phenomena and social life;
· Reception, method or mode of action.
Solving this or that management problem, the methods serve the purposes of practical management, providing it with a system of rules, techniques and approaches that reduce the time and other resources spent on setting and achieving goals. The management methods discussed below are applied in relation to work collectives in general and individual employees in particular. So, management methods- these are ways of implementing managerial influences on personnel in order to achieve the goals of managing the organization. There are three types of management methods, which differ in the ways and effectiveness of the impact on personnel:
economic management methods based on socio-economic laws and patterns of development of the objective world - nature, society and thinking; the use of these methods is based on the system of economic interests of the individual and society.
organizational and administrative methods of management are based on the rights and responsibilities of people at all levels of management (often these methods are called administrative).
socio-psychological management methods based on the formation and development of public opinion regarding socially and individually significant moral values - good and evil, the essence of life, moral principles in society, attitudes towards the individual, etc.
Economic methods- these are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.
With the help of planning, the program of the organization's activities is determined. Once approved, the plans are sent to line managers to guide implementation. Each division receives long-term and current plans for a specific group of indicators. For example, a sales manager receives a daily assignment from the CEO and organizes the work of the sales department using human resources management techniques.
At the same time, prices for manufactured / resold products act as a powerful lever, which affect the size of the organization's profit. The manager must take care that the growth of profits is ensured by reducing the cost of production. Therefore, it is necessary to apply a clear system of material incentives for finding reserves for reducing the cost of production and real results in this direction. The effective organization of wages in accordance with the quantity and quality of labor is of great importance in the system of material incentives.
In today's post-crisis conditions and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating a holistic, effective and flexible system for managing the organization's economy.
The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of goods and services. To achieve the set goals, it is necessary to clearly define the performance criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the entire staff of the organization to achieve the final results. They can take the following forms: planning, analysis, commercial calculation, pricing, financing, provision of economic independence, when personnel dispose of dividends, salaries, realizes their economic interests, identifies new opportunities and reserves.
Economic management methods involve material motivation, i.e. orientation towards the fulfillment of certain indicators or tasks, and the implementation, after their fulfillment, of economic reward for the results of work. The EMU shapes are presented in the following table.
Table 1 Forms of economic management methods
Name of the MU group Specificity of the group Subgroup name Method name Economic management methods Impact on the material interests of people, focus on the implementation of certain indicators or tasks and on reward for their implementation Economic methods applied at the macro level Forecasts: national programs; government orders; tax policy; pricing policy, financial and credit policy; investment policy. Economic methods applied at the level of the enterprise (organization) Planning: balance method; normative method; analytical method; math modeling. Commercial calculation: self-sufficiency; self-financing Economic management methods applied to the individual worker Incentive methods (salary, bonuses, etc.) Punishment methods (fines, deductions, etc.) The use of economic management methods is associated with the formation of a work plan and control over its implementation, as well as economic incentives for labor, i.e. with a rational system of remuneration, providing for rewards for a certain quantity and quality of work, and the application of sanctions for non-compliance. Economic methods at the macro level act as government regulation. It covers the development of forecasts and rational programs, government orders, tax, price, investment and financial and credit policy of the state. At the micro-level, the methods provide for the economic isolation and autonomy of enterprises. The use of economic management methods for the individual motivation of workers' labor activity is manifested in wages. In a free market and complex interaction, the role of economic management methods is increasing. They become a condition for a radical restructuring of the main mechanism of an economic entity, the creation of an integral, effective and flexible system of economic management. The main economic methods (models) in enterprise management, ensuring its effective functioning in market conditions of the economy, are: ) commercial settlement; ) intercompany settlement; ) pricing policy and pricing mechanisms; ) mechanisms and methods for improving the quality and ensuring the competitiveness of products and the enterprise as a whole. Commercial settlement combines the functions of management and economic levers aimed at comparing the costs and results of the enterprise to ensure the economic feasibility of a specific entrepreneurial activity (specific business) and the enterprise as a whole. The ultimate goal of commercial calculation is to determine the set of management actions for the enterprise to obtain sustainable profits and other benefits in the implementation of specific operating activities. The most important commercial settlement mechanisms are: ) the policy of the enterprise to optimize the costs of production and circulation, ensuring the competitive position of the enterprise in the market and obtaining sustainable profits; ) organization of conditions for sustainable financing (taking into account lending) of the activities and development of the enterprise. There are various ways and forms of using commercial settlement models. In each specific case, the use of certain models is dictated by the task at hand. Subdivisions (production departments and branches) that do not have legal independence do not enter into intra-company transactions on a contractual basis. They carry out relationships with other departments (departments) on the basis of various plans and mutual obligations. Such units are endowed with their own financial resources and are accountable for their use. All calculations are carried out through a single center of the enterprise. As a result, within the framework of commercial settlement, such a form of relationships within the company has arisen and developed, which can be called intra-company settlement. .
Intercompany settlement is implemented in those enterprises where there is a decentralized management structure and different economic relations between departments (acting as centers of profit and costs). In accordance with the accepted relations within the framework of intracompany settlement, a system of intracompany prices, deductions and payments is built. They act as levers of influence on the production and economic activities of the independent departments, branches and subsidiaries of the enterprise (corporation), thus ensuring the role of the regulator of production costs. A distinctive feature of intra-firm settlement is that it is carried out within the boundaries of the common ownership of the company, while commercial settlement is a method of management that involves the conduct of settlements and relations between different owners. Consequently, in the commercial calculation, prices reflect real processes and the commodity-money relations developing in the market are fully manifested. Prices and pricing belongs to the central place in the economic mechanism of enterprise management. Pricing policy should predetermine the short-term and long-term profitability of products and the enterprise as a whole. Effective pricing in many cases makes it possible to increase the profit of the enterprise. A special place is occupied by the pricing policy of the enterprise in the long-term plan of its development. Pricing objectives: Ensuring sound planning and coordinated price regulation based on a comprehensive market analysis and target orientation of production, taking into account the optimization of production volumes, ensuring the necessary investments and innovations to increase productivity, quality and technical level of production sufficient to maintain and strengthen the market position of an enterprise in a competitive environment ; · Creation of conditions for maintaining uniform prices for products of the same type in the world market. The implementation of these goals is carried out in close coordination of the pricing policy with marketing activities, the implementation of the enterprise's investment policy aimed at fully meeting the effective market demand and maintaining the level of production and sales costs that ensure the planned profit and competitiveness. When determining the pricing policy, it should be borne in mind that, as a long-term goal, the company always strives to establish higher prices for goods, the quality of which may interest the buyer. Buyers choose suppliers whose products are of the highest value. In this case, value is defined as a function of the quality of the product and its price. The strategic goals and pricing policy of the enterprise should provide for the competitiveness of the product due to innovation, quality, speed of delivery, service and other advantages over competitors, and not by reducing prices and reducing its profitability (profitability). When determining the price of products, one of the well-known approaches to its formation is used, including: pricing based on cost and pricing based on the value of products, as well as pricing based on the behavior of competitors. The principles of pricing are often referred to as methods or methodology for setting prices and determining price structures. The most well-known pricing methods are listed below. The simplest pricing method is to set a price at the cost of work performed plus a premium. In this case, pricing involves setting the cost based on variable and fixed costs for the production and sale of products (services), taking into account the volume of its sales, as well as adding a standard markup to the cost price, which is profit. The most common in modern conditions is the method called "target" pricing, focused on the cost. This method involves setting the full price, taking into account the costs of production and distribution, plus a target rate of return. The level of the desired target profit in this case is interconnected with the specific investment and the level of production realized taking into account its break-even point. The sliding price at the time of the conclusion of the contract may be set by revising the base price, taking into account changes in the items of expenses during the execution of this contract. In a highly competitive environment, an increasing number of enterprises (companies) set prices based on perceived value. The key to pricing in this case is the buyer's perception of the value of the product, not the costs of the seller. Value-based pricing means that a seller cannot design a product and develop a marketing program before a price has been set for it. Pricing based on taking into account competition (competitors' behavior) can be implemented in two ways: based on the level of current prices and closed ones. Pricing within the framework of intracompany settlement is based on different principles. In this case, prices perform their functions in a modified form, since the intra-firm settlement is not of a commercial nature. In essence, intrafirm prices are the result of economic policy in the interests of the enterprise (corporation) as a whole and are mainly calculated in nature. Competitiveness is an economic category that determines the market mechanism of influence on producers of goods and services, forcing them to increase the productivity and efficiency of production and marketing activities under the threat of displacement from a specific target market. Competitiveness is understood as a complex of consumer and cost characteristics of a product that determine the success of this product in the market. The competitiveness of a particular product is determined by a comparative assessment of its characteristics in relation to competitors' products. Competitiveness can be defined as a complex characteristic of a product that determines its preference in the market over competing products, both in terms of the degree of compliance with a specific social need, and in terms of the cost of meeting it. It should be borne in mind that technically complex goods require large expenditures in the process of operation and their consideration is necessary when determining the preferences of consumers. Therefore, the general idea of the value of a product as a function of its quality and price requires clarification in this case in terms of its cost, which should take into account both the purchase price and operating costs. This clarification leads to the concept of the minimum price of consumption of a product for its service life with the consumer. This cost in many cases becomes an important indicator of the competitiveness of a product. The competitiveness of products is measured by a set of indicators, combined into three groups: quality, economic and organizational and commercial indicators. The number of indicators of the competitiveness of a particular product depends on its type, technical and operational complexity, the required assessment accuracy, the purpose of the assessment and other factors external to the product. At the same time, competitiveness is determined only by those properties that are of noticeable interest to the buyer, and also guarantee the satisfaction of a specific social need. Economic management methods are based on the action of many economic mechanisms to stimulate active production (less often - non-production) activities. Unlike organizational and administrative methods, these management methods are focused not so much on administrative influence (decrees, orders, instructions, etc.), as on economic incentives and rewards for active and effective activity. The importance of economic management methods increases sharply in the context of the development of market relations, focused on profit and the highest possible income. Using certain levers of economic methods, it is necessary to try as much as possible to activate the activities of each employee in the right direction and at the same time try to increase the economic potential of the organization as a whole. A number of economic incentive mechanisms are presented in Figure 1 and described below. Figure 1 - Classification of mechanisms (levers) EMU Planning is the main law of the functioning of any enterprise that has clearly developed goals and a strategy for achieving them. The main thing in planning as in an economic method of leadership is to choose from all possible the most optimal, most effective and most effective actions. Planning is a type of management activity associated with drawing up plans for an organization and its components. Thus, planning includes: setting goals and objectives; developing strategies, programs and plans to achieve goals; determination of the necessary resources and their distribution by goals and objectives; communicating plans to everyone who must implement them, and who is responsible for their implementation. Planning strengthens the interaction of heads of different departments. Planning is used to determine the program of activities of the organization. Approved plans are sent to line managers to guide implementation. Each of the divisions of the organization receives long-term and current plans for a certain number of indicators. Planning plays the role of an integrator, i.e. develops a unified corporate strategy and a mechanism for its implementation. Also, planning is concretizing in nature, helping managers to direct their subordinates "in the right direction." Basically, planning information is given orally: at meetings, in the form of special messages. But it is also useful to draw up planning schemes (diagrams, graphs - pyramids, graphic chains, tables), because this disciplines the activities of the participants in technical and economic planning, helps to better understand the planning process, distribute the process to various stages and specific individuals, organize control over the course of each process and the activities of its participants. The feasibility planning process requires a lot of flexibility and managerial skills (especially with regard to personnel). Salary is the main motive of labor activity and a monetary measure of the cost of labor. It provides a link between the results of work and its process and reflects the number and complexity of work of workers of various qualifications. By setting official salaries for employees and wage rates for workers, the management of the enterprise determines the standard cost of labor, taking into account the average cost of labor at its normal duration. Additional salary allows to take into account the complexity and qualifications of work, combination of professions, excess work, social guarantees of the enterprise in case of pregnancy or training of employees, etc. Remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly links the performance of each department and employee with the main economic criterion of the enterprise - profit. Material assistance is paid in the form of compensation in emergency situations (death of an employee or his close relatives) at the personal request of the employee by order of the head of the organization and is an episodic form of material incentives for labor. The head of an enterprise can, using the above five components of wages, regulate the material interest of workers with economically possible expenses under the item "wages", apply various systems of remuneration, form the material and spiritual needs of workers and ensure an increase in their living standards. If the leader is excessively greedy or wastefully generous in pay, then his prospects are not cloudless, because in the first case, the workers "scatter", and in the second they will live to see the ruin of the enterprise. The approximate structure of wages is shown in Figure 2. Figure 2 Structure of workers' remuneration Staff is the main value of any enterprise. The labor market is an integral part of the economy and is a set of economic relations developing in the field of exchange. It predetermines the distribution of labor resources in proportion to the structure of social needs and the level of material production, maintains a balance between demand and supply of labor, forms reserves in the sphere of circulation and allows the economic interests of subjects of labor relations to be linked. One of the components in the labor market, along with supply and demand, is the price of labor. Paying for labor as an expensive commodity, the owner seeks to use it most efficiently. And here economic factors come to the fore, which force managers to give priority attention to eliminating downtime, loss of working time, and ensuring the appropriate quality of work. Efficient use of labor requires this expensive product to be in working order. Consequently, it is necessary to deal with the working conditions of workers, constantly develop their ability to work through a continuous system of training and retraining of personnel, raising their qualifications. All this increases the price of labor. Market pricing is a regulator of commodity-money relations and an important economic tool in comparing income and expenses, prices and production costs. Income characterizes the newly created value, i.e. the monetary equivalent of living labor, and includes wages, payroll taxes, overhead costs, and profits. Profit is the main result of the effective operation of the enterprise, a source of further self-financing and an increase in the standard of living of employees. Securities, as one of the economic methods of personnel management, are the main instrument of the stock market, the non-monetary equivalent of the right to property, the implementation of which exists by presenting them for payment or sale. A share is a security that testifies to the contribution of a share to the authorized capital of an organization and gives the right to receive frequent profits in the form of dividends. Dividends determine the proportion of earnings per share that can be paid to the holder based on the organization's performance for the year. They perform the following functions: · Fix the right of ownership and participation in profits; · Are a form of additional payment for labor; · Make the holder of shares dependent on the results of labor. A bond is a bearer security that gives the right to receive an annual income in the form of a fixed percentage, and in the case of a sale, to receive monetary compensation. Credit cards are a substitute for banknotes and entitle their owner to purchase goods and pay for services using non-cash payments within the amount of funds on the employee's personal account. Tax system constitutes an important economic mechanism for replenishing the budgets of various levels and off-budget funds by levying taxes from legal entities and individuals. It is set by the state, exists outside the enterprise, has a direct impact on personnel, but always leaves the manager with room for maneuver, even in the context of the fiscal system of taxation. Forms of ownership- an important economic category that determines the nature of relationships within the enterprise. So, in the case of state and municipal ownership, the state body acts as the sole manager of the property of the enterprise, and all employees, including the director, are hired personnel. Presumably, in these establishments, workers are the most distant from property. Therefore, it is necessary to control government agencies both over property and over products. Real abuses arise when leasing state property to commercial structures. Reproduction phases constitute the basis of commodity-money relations between people in the process of production, exchange, distribution and consumption of goods. In the extended reproduction scheme, the money received from the sale of goods (D) is used to purchase working capital with an increased value (T), the goods are then sold on the market at a higher price, and the proceeds (D ') are used to expand production. The difference (D "-D) is the gross profit of a commodity producer and is used to increase the production of better quality goods, as well as to improve the standard of living of the company's employees. So, economic methods act as various ways of influencing managers to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and high profits. On the contrary, if economic laws are misused, ignored or neglected, low or negative results can be expected. As an example of the manifestation of economic methods of personnel management, the following can be cited: Ø Staff subsidies. Many companies have subsidized restaurants for their staff. This may not be financially impossible for a small business, but vending machines for hot drinks and snacks could be considered. Ø Discount goods. Most businessmen allow their employees to purchase goods and services of the firm at a discount. You should always give your employees big discounts. This will increase staff loyalty. Ø Loans. Some employers give their employees interest-free or low-interest loans for various purposes (such as buying an apartment). Ø Voluntary health insurance (VHI). Some firms provide VHI for their employees. Employees feel more comfortable knowing that they will receive quality medical care. Prompt medical assistance to workers will also be beneficial - the worker will sooner return to work and be ready to perform their duties. Also, managers, through remuneration, bonuses, allowances, cause the staff to be interested in the final results of their work, the quality of products or services, thereby, bringing income to themselves and the company as a whole. Management should be able to assess how general changes in the state of the economy will affect the operations of the organization. The state of the world economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. Firms operating in an international environment must analyze economic conditions and trends and observe the economies of the countries in which they do or intend to do business. Analyzing the environment can help improve the efficiency of the decision-making and planning process. Economic methods are central to management. This is due to the fact that management relations are determined primarily by economic relations and the underlying objective needs and interests of people. In a market economy, the issues of practical application of modern forms of management at an enterprise, which make it possible to increase the socio-economic efficiency of any production, acquire particular importance. The correct approach to resource management leads to effective achievement of goals by minimizing various costs. A personnel manager cannot achieve success in managing a team without knowledge and application of methods of influencing personnel, even if he has all the personal characteristics that a successful manager in his business should have. Having considered the economic methods of management at the enterprise in this course work, we can conclude that the maximum efficiency of the activities of managers will be achieved only with their constant application and improvement, otherwise, the goals of the organization will not be achieved properly. It can also be concluded that economic methods are aimed at saving resources, improving the quality and competitiveness of goods and services, and the quality of life of the population. The basis of incentive methods is the optimization of management decisions and material motivation of personnel for its implementation, which characterizes the effectiveness of the organization. In a market economy, competition forces investors and the state to optimize organizational decisions and motives in order to improve the quality of life of the population. According to the Civil Registry Office, the effectiveness of these methods is estimated as 40% of the total effectiveness of all management methods; At this stage in the development of management and economics, it is believed that the effectiveness of economic methods is about two times greater than that of psychological ones. So, according to some management specialists, non-professional managers base their activities on the basis of a psychological approach, and professional managers - an economic one. 1. Labor Code of the Russian Federation. Vorobiev A. Strategic personnel management / A. Vorobiev // Personnel management. 2010. No. 15. P.8-9. 3. Efimova O.V. The financial analysis. Textbook for universities. 3rd ed., Rev. and additional, -M .: Omega-L, 2010. 4. Goncharova O. What can never be too much / O. Goncharova // Vedomosti, 20.03.2008, S. A-07. Kibanov A.Ya., Human Resources Management, M .: INFRA-M, 2002. Lisitsyn D.S. with a whip for a carrot / D.S. Lisitsyn // Secret of the Firm. 2007. No. 9. S. 56 - 58. 8. Mescon M., Albert M., Hedouri F. Fundamentals of Management - 3rd ed. - M .: Williams, 2008. Myakinchenko O.V. Evaluation of the effectiveness of loyalty management methods for company employees / O.V. Myakinchenko // Personnel Management. 2010.No. 10.P. 3 Odegov Yu. From labor economics to human resource management: 100 years of the Plekhanov Academy / Yu. Odegov // Personnel management. 2009. No. 11. P.6-7. 11. Odegov Yu.G.,. Abdurakhmanov K. Kh, Kotova L. R. Evaluation of the effectiveness of work with personnel. Methodological approach, -M .: Alfa-Press, 2011. Tsvetkov A.N., Management: Textbook for universities - St. Petersburg, 2009. Chashina O.Yu. Philosophy of company personnel management in modern conditions / O.Yu. Chashin // Personnel Management. 2009. No. 6. P.12. 14. Shamarova GM Problems of human potential management / GM Shamarova // Personnel management. 2009. No. 8. С.4.
3 The main types of economic management methods at the enterprise
4 Mechanisms of economic management methods
Conclusion
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