Federal Agency for Education
State Educational Institution of Higher Professional Education
"Chita State University"
Institute of economics and management
Department of State, Municipal Department and Policy
COURSE WORK
"Development of an organizational management structure of the NC" POINT "
by discipline: management theory
Performed: Art. G.GMU-09-01
Gnatyuk Yu.A.
Checked: Sapozhnikova T.I
Chita 2011.
Keeping .................................................................................... ..... 3
Chapter 1. Production and economic parameters of the organization ......... ..... 5
1.1. Single characteristic of NC "Point" IP .................................... .5
1.2.Myscia of the organization, characteristics of goals, tasks and technologies of the organization ...................................................................................... ... 8
1.3 Forecasts for the development of the organization ....................................... ..... 12
Chapter 2. Analysis and forecasting of the external situation ........................ ... 13
2.1. Consumer market .....................................................13
2.2. Material and commodity market ............................................. 14
2.3. Stock and investment market ................................. .... 14
2.4. Labor market ................................................................... ..16
Chapter 3. Development of the organizational structure .............................. .. 18
3.1. Justification of the type of structural division, the definition of the main divisions, links between them and the control range ............ ... 18
3.2. Design management activities .......................21
3.3. Justification of the basic requirements for the composition and structure of the organization's staff .......................................................... ..21
3.4. Development of the motivation system .......................................... .22
3.5. Designing an organization's activity control system ... 24
Chapter 4. Management Decisions on the practical implementation of the proposed development ....................................................................................................................................
4.1. Organizational plan of events .................. ... 26
4.2. Estimated difficulties in the implementation of events ............ .27
4.4. Evaluation of the effectiveness of the organizational project ................. 28
Conclusion ..................................................................................30
Bibliography
Introduction
Opening a nightclub - the procedure is not the simplest, moreover, quite costly in finance and therefore it will be suitable for those novice entrepreneurs who have sufficient starting capital for this. Nevertheless, the nightclub is a very interesting and profitable business that can bring its creator a very good dividend. The main task of the club, as a social institution, is to develop social activity and the creative potential of the person. Organizations of various forms of leisure and recreation, creating conditions for complete self-realization in the field of leisure. One of the actual problems of the activities of cultural and leisure institutions on the path of solving this task is to organize youth leisure.
Thus, the objectives of the investment project are:
1. Development and description of ways to create a nightclub organization, identifying its organizational and legal form,
2. Definition of the intended place of the situation of the organization being created in the market (market niche),
3. Description of services that the organization will provide consumers
4. Analysis of the feasibility of creating a similar organization in terms of profitability and profitability,
5. Choosing the best ways to solve the tasks set in the course work, the development of specific activities related to the implementation of the project.
This project provides for the creation of a firm that can work effectively on the open to all, including competitors, field of activity. The creation of such a company implies a competent choice of such a market niche, where the company could build its long-term strategy by establishing a promising scheme for the establishment of business relations, leading the optimal price policy, caring for the promotion and support of its regular customers, expanding the spectrum of its activities and, thereby reducing risks.
Such a firm can be a nightclub offering its customers, excellent cuisine and pleasant music.
Chapter 1. Production and economic parameters of the organization
1.1. Total characteristic of IPNC. "POINT"
A brief description of:
This organization will have 2 floors. The club will be designed for people with an average social status and above, i.e. For student youth and persons of the elite class. Each room is equipped with modern international standards, i.e. Each client, resting in a nightclub, can afford a pleasant stay in the circle of friends and acquaintances, enjoy the first-class spectacle, clean sound, distinguished by high quality, and a comfortable location of seating in the club.
The location of the enterprise is profitable and easily accessible for guests and guests. In the club itself there are 3 dancets equipped with modern equipment, a coffee shop, "cabaret" hall, 7 bar risers, 120 seats located around the club and 7 "VIP zones" for high-ranking persons.
For "business" customers, which are located in "VIP-zones" there are additional services and services, such as mini bar, karaoke, special menu from 5 persons, etc. The results of studies of the patterns of work of nightclubs show that not all such institutions can boast Fast, high-quality and diverse service. In NC "Point", special attention is paid to this, because the proposal of additional services is beneficial to the club from a number of others and sometimes it is an important argument for some clients when choosing a resting place in the younger population and guests of the city. For customers, a special dance and music program is being developed, in which at least 10 specially trained dancers, 6 DJs of the High Profile, are operating in every bar 2 bartender, especially for fast and high-quality customer service. All rooms and "Chill Out-zones" have a convenient location inside the club, where every client can find the desired place to relax and enjoy the atmosphere.
A multi-level service system allows you to satisfy any requests for guests: from individually service to the organization of corporate parties, special thematic parties and of course loss of individual halls or the whole club at the request of the client.
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Club dance halls have the following equipment:
Light: scanners, stroboscopes, mirror balls, lasers, ultraviolet lamps, smoke cars, etc.
Sound: Acoustic system, equalizer, controller, compressors, DJ workstation, also equipment includes performance of musicians and DJ work.
Separate tables for 4 and 6 people.
Corner sofas and armchairs along the walls.
Two bars in each room.
At least 10 air conditioners and 5 filters in each room.
Additional equipment has the largest dance hall, it is a pen - a car for "foam" parties in the warm season.
Also in the club's zone there is a cafe - a restaurant where cooks, confectioners and bartenders work. There is a banquet zone and a separate area from 4 people; Sound and light support are represented.
It offers 200 spacious and comfortable rooms equipped with office furniture, a spacious "working area", an additional seating area, etc.
1.2.Myscia of the organization, characteristics of goals, objectives and technology organizations
Our mission is to ensure high-quality recreation and entertainment of the younger population and guests of the city. Since the organization of a commercial type its main goal is to profit, but with the condition that the proposal must comply with demand. Therefore, the organization of the organization must comply with this statement, constantly expanding the list of their services, and increasing their quality.
In addition, the club administration tries to organize work, based on an individual approach to each client.
Congratulations on your birthday, the organization of special evenings and corporate events - this is not a complete list of services provided in the club. The program is being developed in advance at the request of the clients, separate nuances and the form of the holiday are discussed. Customers who visit our club repeatedly for a period of time, receive a "permanent client" bonus card and can easily pass the "Face - Control" of the Club. It gives an incentive of young people to visit the club more than once, but constantly, that of course encourages. Therefore, the administration is interested in the fact that visitors are, as much as possible, and permanent guests pay special attention.
A special approach to VIP customers. The name itself speaks for itself is very important people: politicians, artists, large businessmen and other, well-known personalities. The administration is preparing for their meeting in advance, organizes the safety of staying in the club, allocate and equip them with all necessary "VIP zones" before the arrival of the guest. Visiting the VIP hotel clients increases the image of the Club, significantly increases its income, affects the pace of development of the club.
ensuring safe jobs for residents of the city;
forecasting and planning, without this can not function any successful enterprise;
Qualitative performance of the services offered, this one of the key tasks, because Qualitative performance of services leads to increasing profits and business prosperity;
Objectives of the organization:
1) Provision of services in order to meet the needs of society:
The proposal must match the demand. The night club "POINT" is trying to meet this statement in everything, constantly expanding the list of its services, and increasing their quality.
2) Profit receipt:
It is the most priority goal, since the number of profits determines the strategy of further development, and the amount of funds that will be invested in the development of the organization.
3) expansion and development:
The priority goal is also a priority, successful development - the key to a successful business, a significant share of profits is in place.
Of course, it is necessary to achieve something, use any technologies. In the NC "POINT" there are all technologies, since the company covers an extensive sphere: constantly working with people, constantly improves the quality of services and consists of many units.
Multipold technology - interdependent tasks that must be executed sequentially. In this organization, a living examples of this technology is a document management system, customer service from beginning and to the end, which is of a complex multi-sized character, as well as the organizational design process itself.
Social - the interaction of groups of people who are or want to be interdependent. Night entertainment club is a permanent contact with people, so this technology cannot be excluded, based on the interaction of groups of people and the organization is based on the organization.
Intensive - the use of special skills or services in order to produce certain changes in a particular area. Working with customers requires special skills and qualities, so the club administration is strictly suitable for personnel selection.
So, organizational design implies a scientifically based formation of organizational management structures. In a market economy, scientists are assumed to design the organization to use the principles and methods of a systematic approach. To create this structure, we used a systematic approach. All this requires a carefully developed phased design procedure, detailed analysis and a certain system of objectives, thought out allocating organizational units and forms of their coordination. We also used the method of analogy.
The analogy method is to classify the structural schemes of design objects, identifying among them a practically progressive scheme and its refinement, taking into account the characteristics of the object being designed. Some industries use typical structural schemes of enterprises that are taken as a basis for design. Sometimes structural schemes of foreign firms are used as analogs. Thus, the development of an organizational project by the method of analogy does not require high costs and reduces the design time.
The use of the analogies method is based on two complementary approaches. The first of these is to identify for each type of production and business organizations and for various branches of values \u200b\u200band trends in the change of the main organizational characteristics and the corresponding organizational forms and control mechanisms. The second approach represents the typication of the most general principal decisions on the nature and relationship of the units of the Office of the Office of Individual Posts in a clearly defined conditions for the work of this type of organizations in specific industries, as well as the development of individual regulatory characteristics of the management apparatus for these organizations and industries.
. Forecasts for the development of the organization
In order to open a unique, successful and profitable club, it is often not enough to have a good room and a pair of successful ideas. The opening of the nightclub includes a detailed development of the concept of the future establishment - the unfolded idea of \u200b\u200bthe project implementation, which will not only provide its competitiveness and attendance, but also help to avoid potential problems in the process of functioning the club.
The concept of the club is the first thing that the owner should pay attention when conducting any work: both the construction of a nightclub from scratch and easy reconstruction of the room or even rebranding is already a ready-made club. It is from the concept that it will depend on how much it becomes profitable for the owner, which audience will visit this nightclub and what will bring.
In Chita, not so many good nightclubs, so the creation of a new one always entails the attention of society and guarantees attendance, based on acceptable prices, a variety of shares and proposals, quality of service, all that, of course, attracts the attention of the visitor, and allocates NC "Point "Among the existing competitors.
Chapter 2. Analysis and Forecasting External Situation
2.1 Consumer market
The city of Chita, the center of the Trans-Baikal Territory, the population is about 320 thousand people. Of which young people are a significant percentage. The city in its structure is a small and entertaining and entertainment establishments (shopping and entertainment centers, restaurants, clubs, etc.) not so much, even the Chita and not a young city, but it was from 2002 since 2002 he began to develop stubbornly and now Pleases young people with a variety of entertainment and cultural entertaining centers.
Club business is very profitable, although not durable, in the consumer market, a nightclub, focused on student youth, can exist no more than 10 years, then he is simple. Clubs based on an elite society, in business there are no more than 2-3 years, then the owner simply closes this club and then at the new point opens a new one.
In Chita, there are already as far as clubs who won their recognition from the consumer, and exist in order for more than 7 years.
Now the most profitable season to open new similar institutions with more advanced equipment, sound quality and service, as the main visitors of the nightclubs are faces from 20 to 35 years, and young people require innovations. Therefore, the opening of a new nightclub accompanied by good advertising will be a very profitable business for any entrepreneur.
2.2. Material market
The Trans-Baikal Territory industry serves the needs of cultural entertainment institutions cheats. The Trans-Baikal Territory has significant natural resources. The mineral resource base includes explored industrial stocks of an extensive mineral group. Significant the potential of forest resources (the total area of \u200b\u200bforests is 31.3 million hectares). All forestry zones of the Trans-Baikal Territory (except from Onon-Argunskaya) have sufficient wood reserves for their industrial operation. The food industry provides 42.8% of the total volume of industrial products; Next are the energy (13.4%), the fuel industry (10.5%), and the building materials industry (7.9%). The share of the light industry is completely insignificant (1.3%). A distinctive feature of the industrial infrastructure of the fully of the Trans-Baikal Territory is a high degree of concentration of specialized industries in the main industrial centers.
2.3. Stock and investment market
To date, the stock market of the Siberian Federal District is characterized by a small amount of issuers whose securities are sufficiently liquid. These include JSC<Сибирьтелеком>OJSC<Иркут>, Shares of regional energy companies. One of the main problems of the region's stock market is the lack of technology to attract investment: there are no public companies, ready to accept and effectively, with adequate openness, transparency recycle cash flows.
To date, the stock market of the Siberian Federal District is characterized by a small amount of issuers, the securities of which are sufficiently liquid (traded in the FS MICEX, RTS). These include JSC<Сибирьтелеком>OJSC<Иркут>, Shares of regional energy companies. These issuers (except<Иркута>) are regional companies of natural monopolies. The shares of other enterprises in the region are low-liquid and, as a rule, are in demand only during the periods of changing business owners. Based on this, it can be stated that today the stock market of the Siberian Federal District is aiety, low-equity and is characterized by the absence of local companies in the free circulation of securities of local companies that are not related to All-Russian monopolies.
If we consider the stock market of the Chita region, then corporate securities of the issuers of the region can be divided into two groups: some are attractive from the point of view of the issuer's business investment, others - from the point of view of speculative actions.
The first group includes raw materials orientation enterprises, since the main resource of the region is reserves of minerals, precious metals and forests. In the short and mid-term perspective, the raw material orientation of the region is unlikely to undergo significant changes, therefore investments in enterprises carrying out minerals look attractive. An obstacle to investing in the commodity sector can be the fact that some of the most significant projects are already distributed (for example, coal deposits), while others by capital intensity are the subject of struggle between major financial structures (UDOKAN). Securities of the issuers of the commodity sector of the Chita region may be of interest only for strategic investment in order to obtain control over business, as the appeal on the stock market of enterprises in the near future will hardly be possible.
It is also worth noting that the high degree of correlation of the development of enterprises in this industry with the development of the region as a whole significantly increases the risks of investment. For efficient work, it is required to solve such problems of regional importance as ensuring uninterrupted and stable power facilities, the construction of roads, the organization of social infrastructure. The solution to these problems by the forces of a separate investor is hardly possible. In addition, the costs of prices produced by raw materials in the domestic and foreign markets are important for profitability of enterprises of the commodity industry. one
2.4. Labor market
According to the State Employment Service of the Trans-Baikal Territory, the number of officially registered unemployed as of January 1, 2011 amounted to 16,003 people. The main stake from the number of registered unemployed, registered in the authorities of the employment service 53.6% amounted to women and 54.6% - residents of the countryside, the share of young people aged 16-29 years amounted to 30.7% and the proportion of citizens of pre-age - 6 0% of the total number of registered unemployed.
The greatest need for labor was experienced by the following areas of economic activity: education (22.2% of the declared vacancies), public administration and military security, compulsory social security (12.0%), health care and social services (9.6% ), as well as construction (8.3%).
As of January 1, 2011, the need declared by enterprises and organizations was 1,333 units.
The level of registered unemployment as a whole on the edge as of January 1, 2011 amounted to 2.9% of the economically active population.
The level of tension as of January 1, 2011 amounted to 12.1 unemployed citizens per vacancy (the number of unemployed citizens applying for 1 free vacancy).
As part of the regional target program, "Additional measures to reduce tensions in the labor market of the Trans-Baikal Territory in 2010" implemented the following activities:
- 646 people under threat of dismissal training passed 646 people;
- organized public works, temporarily employed 11,508 employees under threat of dismissal, 6,673 jobs were created for temporary employment of citizens;
- an internship of graduates of educational institutions is organized in order to acquire experience in 368 jobs;
- in facilitating the employment of disabled people with special equipment of 150 jobs;
- Self-employment of 4,235 unemployed citizens and stimulating the creation of unemployed citizens who have opened their own business, additional jobs for employment of unemployed citizens;
- Created 1,825 additional jobs for the employment of citizens from among the unemployed. 2.
Students need work, and they are easiest to find work in the club or other entertainment facilities of the city. Therefore, there has been such an idea about creating another nightclub and attract first, of course, young people, and secondly, to provide the population with work places.
Chapter 3. Development of the Organizational Structure
3.1. Justification of the type of structural division, determination of the main divisions, links between them and the control range
For this organization, the linear functional OSU would fit.
The linear functional wasp is the structure of governing bodies, consisting of linear units engaged in organizing the main work and serving functional units. With linear-functional control, linear links make decisions, and functional units inform and help the linear manager to generate and make specific decisions.
Organizational structure NC "POINT"
As can be seen from the scheme, the duties of the club director include not only the supervision of various departments of the management branches, but also direct vital management Club Departments: Cashier, Art Manager, DJs and Light Services. In direct submission of the director, the administrator, lawyer and some subordination services are located. Live subordination director for placement There are accounting.
Administratoremployees are subject to: Protection, cook, cleaners, wardrobes, the administrator manages dancers, MS and waiters.
Accountantshears the actions of the cashier, and he in turn will give a weekly report of Bartender.
Art manager, In his submission, the work of the MS Club and dancers.
To protect this club, you need to use a security company. It is also necessary to control the nightclub control 5-6 people "bounced". And, of course, no organization starts its work without a competent lawyer.
The leaders of all levels of control are also performed by performing functions. The share of performing functions is reduced with an increase in the level of management. Calculations show that at the highest level they occupy about 10%, on average - 50% and at the bottom - about 70% of the total managers time. Such a total distribution is due to the fact that all three level managers have two types of tasks: management tasks and tasks in the specialty. This means that the head of any level of management has spent a certain percentage time spending management decisions and determined on making decisions in the specialty. With an increase in the level of management, the proportion of tasks is falling in the specialty, and according to management, respectively, increases.
Total planned staff will consist of 53 people:
cEO;
in accounting, 1 person is enough, which will directly advise with the Director General;
one cashier from the financial service with higher education; bartenders 8; waiters 7;
one competent lawyer;
club administrator;
art manager; MS Club 2; Dancers 10;
dJ 5; light lights 2;
guard 8; Cook and his staff 4;
Cleaners 3; Wardrobes 2;
3.2. Design management
At the head of this organization will be the general director. In his immediate submission will be: administrator, art manager, accountant, cashier, lawyer-consultant. For the beginning of the above, the report on the functioning of the industry entrusted to them, and subsequently every six months, a complete report on their activities. Since the company is new and only planned, the Director-General will combine all this work, to control everything, to take part in everything in order not to miss any details. Carefully pick up staff, because Club staff - Club face. People who work in the club form attitude towards the client at no less than the interior or menu. The positions presented in the organization include: bartenders, waiters, cook, di Jie, light guards, dancers, cleaners, wardrobes, control service.
3.3. Justification of the basic requirements for the composition and structure of the organization
People are the basis of any organization. No people have an organization. People in the organization form the culture of the organization, its internal climate, depends on them than is the organization.
People working in the organization are very different from each other in many respects: gender, age, education, nationality, marital status, its ability, etc. All these differences can have a serious impact on both the performance and behavior of a separate employee and the actions and behavior of other members of the organization. Based on, of this, for better efficiency, it is necessary to carefully approach the choice of employees. It is extremely not desirable to hire relatives or good acquaintances to work, because there may be problems in the future, both in the team and between the boss and the subordinate relative.
First of all, the staff should sew a qualified, at least, all director, managers, etc. In general, all those posts where work is related to finance, people, treaties, etc. Yesterday's students and people with education, but without experience it is better not to accept the company just opened. Because the case is quite risky and requiring a professional look and hands. With such requirements, it is better to contact the Employment Center and in the short time there may be provided. Also, in a nightclub, it is not recommended to work with people suffering from high pressure, with a violation of the central nervous system, elderly persons, persons who have not reached the age of majority, with a disease of the respiratory tract, with poor eyesight, and other ailments where work in the club may entail the development of these Diseases.
3.4. Development of the motivation system
"I am a motivating staff by providing jobs," understandable, but rather vulnerable thesis of the head. Clear because work gives people confidence in tomorrow. Tools for existence and opportunities for professional expression. Vulnerable since this may be reasoned only the incompetent leader. (CLULTERBOCK. D., 1997)
It does not attach importance to the fact that in addition to jobs in the company, additional conditions must be created for stimulating and maintaining the activity of employees, their lively interest in work, sincere desire to work not only on themselves, but also on the company.
Very often, the motivation of subordinates is considered the main task of the head. And if employees seem not motivated enough, it is concluded about the "management problem". This is true, but only partly. Dishonestly place all responsibility for labor productivity only at the head.
In the end, each person decides itself, it will be to work and how. Employees are not a puppet, although some supervisors sometimes would like this.
Objectives of the head when motivating employees (Williams, 1998):
Support subordinates if they have a desire and the ability to increase their professional level.
Formulate along with the subordinate goal, the execution of which is desirable for both the manager and the worker.
Give subordinates the opportunity to learn on your own experience that the costs of strength pay off.
Take care of appropriate working conditions for their employees.
Coordination of goals is one of the most effective tools for motivating employees. Goals are not imposed by subordinates, but are being developed together with the head. An employee, trying for the benefit of the company, knows that it is beneficial to him. Due to the identification of oneself with the goal, it turns out to be motivating to a very high degree. (Cooper, 1997)
The material incentive system here includes:
Raising the career ladder;
Paid holidays;
Stable salary;
Payment of hospital sheets;
Deductions to the Pension Fund
Improving satisfaction with difficulty:
Professional development Calcuting company;
Corporate Spirit in the team;
Optimal working conditions that satisfy the employer and the employee, respectively.
3.5. Design of the organization control system
Control is the process of determining, evaluating and information on the deviations of valid values \u200b\u200bfrom the specified or their coincidence and the results of the analysis. You can control the goals, the progress of the plan, forecasts, the development of the process.
The subject of control can be not only performing activities, but also the work of the manager. Control information is used in the regulation process. . Control is carried out by persons directly or indirectly dependent on the process.
The control process in the general case must pass the following stages:
1. Definition of control concept (comprehensive control system
or private audits);
2. Determining the purpose of control (decision on the feasibility, correctness,
regularity, efficiency of the management process),
3. Check Planning:
control objects (potentials, methods, results, indicators, etc.);
checked norms (ethical, legal, production);
control Subjects (internal or external controls);
control methods;
4. Determination of values \u200b\u200bof valid and prescribed.
5. Development of solutions, determination of its weight.
7. Documenting the solution.
8. Solution message (oral, written report).
9. Evaluation of the decision (analysis of deviations, location of the reasons, the establishment of responsibility, the study of correction capabilities, measures to eliminate the shortcomings).
To make a decision on monitoring and organizing control processes, a number of criteria may be: its effectiveness, effect of influence on people, tasks of control and its border.
Control systems can analyze a fairly wide class of phenomena: from measuring the exits of the organization before measuring organizational behavior, which, of course, is more complicated. Control should be carried out at all control levels.
Managing at various levels should evaluate the results of the activities for which they carry direct responsibility to determine the degree of risk associated with this activity. For example, the procurement manager will have to assess the risk associated with the introduction of a timely production system. The managers must be prepared for changes in conditions or situations that affect the control systems in these activities and carry out the adjustments of which require these changes. Governors are also responsible for understanding their subordinates of their responsibility and responsibilities regarding the existing internal control bodies.
In addition to internal control over the activities of the enterprise, external control should be conducted. Under external control is understood to regulate the activities of the enterprise with special services such as: antitrust, which will regulate the levels of prices of this institution; SanEpidemstation will follow the observance of sanitary standards; Also, external control will be observed by the fire inspection, etc.
Chapter 4. Management Decisions on the practical implementation of the proposed developments
4.1. Organizational plan of events
|
Events |
Time spending |
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Use the designer services to create a nightclub interior |
Within 3 months September - November |
|
Purchase equipment for the kitchen, dance halls, "" VIP - zones "" |
For 2 months November-December |
|
Purchase furniture for halls, restaurant cafe, etc. |
For 3 months November-January |
|
finishing repairs |
The end of repair should end in the first days of March |
|
completion of paperwork on the delivery of the facility and the design of property. |
All over March |
|
Pick up personnel |
For 4 months January-April |
|
Conducting open tables, the beginning of the PR program |
In the last days of April |
In order for the club to attend how more customers as possible, they need to be taken as an unusual interior, comfort, moderate prices, etc. The interior of the club is an integral part and in order for it to be picked up high quality and tastefully need to ask for help from specialists. There are several construction companies in the state in the state, which require designers to their services and you can contact. In the shortest time, the designer will designer and create an interior in a three-dimensional image, and after approval, it will take the work of the brube.
Of course, the equipment is played not the last role in the organization of this enterprise, it is high-quality sound, light, diversity of effects and lighting offers, laser - show, etc.
Also, the club will have a "flickering" floor and bar tables, and this is an innovation and will need the time to find everything you need for this effect, and the views of the audience will be presented with galkalumming, which also requires a certain time for installation.
At the end of the paperwork on the commissioning of the facility and the design of property should go to no more than a month and at the same time it is worth thinking about the selection of personnel, contact the employment service in the city of Chita, you need to contact the security company and conclude a cooperation agreement. And in April, the PR program should do, hold open tables.
4.2. Estimated difficulties in implementing events
The new enterprise may have a different kind of difficulty. Therefore, the main task for the first few years of the existence of this club is to withstand competition. All other difficulties in solving the personnel who will be selected. So, the security service will follow all those present in the club, i.e. both staff and customers will be under careful supervision of this service. Such precautions are associated with an unstable situation in the world, as everyone knows, this is a different kind of terrorist attacks that have no behalf or nation or territorial borders.
The responsibilities of the lawyer will include the control of all contracts, agreements and various kinds of formalities so that no rights have been violated.
Also, you need a good art personnel, these people undergo a thorough selection, since mostly these people are the face of the club.
If the staff is literate and qualified, then this is already 50% of the success of any enterprise. Such employees will not allow mistakes and make everything that the club successfully functioned.
Chita city is not big, and the discovery here a new nightclub may not give the expected profit. So that it does not work out, you need to stand out from the bulk of the already existing clubs in the city. It will help the initial capital and cooperation with special organizations involved in the delivery of the necessary equipment for nightclubs, and it is the innovation, the unusualness of the program, make a nightclub with the only favorite holiday destination for a lot of visitors. Accordingly, it will help to solve competition very much, and the ability to receive colossal profits in a couple of years. And this is the main motivating component of the successful work of the organization.
4.4. Evaluation of the effectiveness of the organizational project
Evaluation of the effectiveness is a group of indicators characterizing the efficiency of the management system expressed through the final results of the organization's activities, so it is impossible at this stage to fully estimate the effectiveness of the enterprise, because It is not yet launched. Evaluation Evaluation is an important element of the development of design and planned solutions, which makes it possible to determine the level of progressiveness of the current structure developed by projects or planned activities and is carried out in order to choose the most rational version of the structure or method of improving it. The management system will have to instantly respond to taking place and have reliable information. Also, thanks to the planned organizational management system, the Club will have a high economy and rapid decision-making. The effectiveness of the organizational structure should be assessed at the design stage, when analyzing the management structures of existing organizations for planning and implementing management improvements. In turn, the organizational structure should be selected, taking into account all environmental factors and maximize the objectives.
It is known that the rather the future period, the more uncertain are the indicators. The forecast of tomorrow's events is more defined than the forecast of the events of the next year. Naturally, the production indicators, satisfaction and performance are relatively more specific, are defined, evidence and objective than the indicators of adaptability and development. This means that it is much easier to determine the relative organizational efficiency, using short-term, and not long-term criteria. I believe that the organizational project at this stage is effective, as the rights and responsibility of employees are balanced.
Conclusion
In the presented course work, the idea of \u200b\u200bcreating such a place of recreation is considered, where residents and guests could relax and spend their leisure. This place is a nightclub.
There were enough detailed marketing research and market analysis in order to identify competitors and finding a kind of "niche" for the activities of the organized company. The business plan featured ways to create an organization, its organizational and legal form was identified, the estimated place of the situation created in the market was determined (Market Niche), a description of the services that the organization will have to provide consumers, analyzed the feasibility of creating a similar organization in terms of profitability and Profitability.
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Raicheko A.V., Latfullin G.R. Organizing theory: Textbook for universities. - SPb.: Peter, 2004.
Sapozhnikova T.I "Theory of Organization" 2009, Chita
Gorkunov Roman analyst OJSC Zabaikalinvest Service (Archive of the RCB 2007) (article)
Educational and Methodical Center for Labor Research Institute, 2010 (article)
What kind of organizational structure of the IP should be, can tell the regulatory documents. At the same time, every second entrepreneur faces problems of the incorrect organization of the company's work, which could be avoided, knowing the basics of business architecture.
Each entrepreneur needs to have a clear understanding of his enterprise and the business environment as a whole. Structuring your own company can help at any stage: both at the start and in the stable development of the business.
As you know, in our country for law, each person can become an individual entrepreneur. There is nothing difficult in this: when you decide with the business you want to run, you will need only to submit the necessary documents for registration to the tax authority. Now it can be done not only by a personal visit to the FNS office, but also by mail and online format through Internet resources.
By registering as an individual entrepreneur, choosing the activities of the company and its taxation system you are interested in, you must decide which organizational scheme will continue to work. Actually, there are two main structures of IP:
In the first case, you will only work in the company. This does not mean that you need to independently perform all the work: you can issue working relationships with other specialists or use the services of outsourcing companies. But at the same time, you will officially be the only "employee" of the company, will answer only for yourself, lead a limited package of documents and receive tax crossings.
In the second case, your company will be a full-fledged economic cell. You, as an entrepreneur and the founder of the company, will have permanent officially employed workers, to respond to the insurance medical and retirement funds, to conduct a complete company accounting and so on.
Consider each of the situations separately so that you can make a decision regarding your company weigly and rationally.
One of the most common types of organizational structures of the IP is the IP without workers. It makes sense to apply such a structure when the company's activities are most specifically and does not require professional intervention of a large number of specialists on an ongoing basis. For example, you can provide some services to individuals and companies: engage in setting up computers and equipment, tutoring, help in domestic issues, and so on. Either you can be an intermediary in some questions, for example, a private realtor, distributor of products, a narrow-profile specialist, etc.
In such a situation, you can safely draw up yourself as an IP without workers and enjoy the benefits of this situation:
It should be noted that IP without workers have some restrictions. For example, most of the grant programs and business support programs are designed for companies from 8 (sometimes from 20) people.
An individual entrepreneur who works in one room is more difficult to obtain a loan for business development and an overdraft account.
And in general, if the business develops well, you will soon need assistants in which you can shift some of your duties. In this case, it is worth thinking about the transition to an IP with a complete organizational structure.
When developing a business or the opening of a large company often, one person's participation is an individual entrepreneur - it is not enough to conduct business. In this case, the company requires a complete organizational structure. Of course, there is no strict instructions in this matter - it all depends on your business, the scope of activity, personal preferences. In this case, a certain general structure can be distinguished, which can be used in any company.
So, for the organization of the full state you will need:
We have listed only a few main vacancies of the SP with a full staff, the existence of which will help any businessman to organize the coordinated job of the team.
Of course, you should not forget that in each company there must also be experts on the services that the company is engaged.
If you open a web studio, you can not do without programmers, designers, marketers, SEO specialists, testers and other people who will directly produce the "product" of the company.
Ideally, all your employees must be officially executed by the employment contract, have a labor book with marks, "white" fair salary. For all workers, you are obliged to pay contributions to the funds of pension and medical insurance, as well as provide them with good working conditions: regular leave, weekend, normalized working day, equipped and comfortable workplace.
Of course, the design of official workers and the organization of the full structure of the PI carries a lot of difficulties and trouble, but the correctly built company will always give the maximum result on profit and quality of work.
Remember, the choice of organizational structure of the IP depends on you and the specifics of the company's work. Take a decision on the basis of the greatest efficiency, not simplicity and savings. After all, as you know, it always pays a miser twice.
practice Report
Under the management structure, an institutional education should be understood under which the integrity of transactions is ensured. It can be applied to the concept of the management structure of an organization, a company, an enterprise or any other legal entity.
The activities of the enterprise management are implemented by divisions of the management apparatus and individual employees, which at the same time enter into economic, organizational, social, psychological and other relations with each other. Thus, the structure is the organizational form within which the management process is carried out.
The organizational structure is a set of ways through which the labor process is first divided into separate working tasks, and then coordination of action to solve problems is achieved. In fact, the organizational structure determines the distribution of responsibility and powers within the organization.
Organizational management structures are presented in Figure 4.
Figure 4 - Organizational management structures
Figure 4 shows that there are 5 main types of control structures. Consider their main characteristics:
1. Divisional (or separated) management structure is the most common form of organizing the management of the modern industrial firm. Its meaning is that independent units are almost fully responsible for the development, production and sale of homogeneous products (divisional-product management structure) or independent branches are fully responsible for economic results at certain regional markets (divisional-regional management structure).
2. Hierarchical management structure - the organizational management structure in which vertical connections prevail when the upper levels have defining authority in making decisions, and these solutions are strictly mandatory for the lower levels.
3. The linear functional management structure makes it possible to largely eliminate the disadvantages of both linear and functional controls. With this structure, the purpose of functional services is to prepare data for linear managers in order to make competent solutions or emerging industrial and managerial tasks.
4. The linear management structure is used, as a rule, small and medium-sized enterprises carrying out simple production, in the absence of broad cooperation links between enterprises.
5. Innovative - the production structure of the control is the management structure, which involves the separation:
manuals by units carrying out innovative functions: strategic planning, development and preparation of the production of new products;
guides by divisions, everyday operational management of established production and sales of developed products.
The organizational structure is a document establishing the quantitative and qualitative composition of the enterprise divisions and schematically reflecting the order of their interaction between themselves. In other words, this combination of methods through which the labor process is first divided into separate working tasks, and then coordination of action to solve problems is achieved.
In fact, the organizational structure determines the distribution of responsibility and powers within the organization. As a rule, it is displayed in the form of organigram - a graphic scheme, the elements of which are hierarchically ordered organizational units (divisions, job positions).
The organizational structure is aimed primarily to establish clear relationships between individual divisions of the organization, the distribution of rights and responsibility between them.
It implements various requirements for improving management systems that are expressions in certain principles of management.
Organizational and managerial structure of the enterprise IP pious, cafe "Depth" is a linear functional control system.
Such a structure allocates departments that perform certain functions. The organizational and managerial structure of the enterprise IP piously, the Cafe "Depth" is presented in Figure 5.
Figure 5 - Organizational and managerial structure of enterprise IP pious, cafe "Depth"
The functions of individual specialists and the work of the departments of the enterprise IP pious, cafe "Depth" are presented as follows:
1. Director - on the director of the enterprise the following functions are assigned: the general management of the production and economic and economic activities of the enterprise, the organization of the interaction of all structural units, workshops and production units, ensuring the fulfillment of all obligations taken by the enterprise.
And also the responsibilities of the Director include commitments to budgets of different levels and extrabudgetary funds, the creation of conditions for the introduction of the latest technology and technology, progressive forms of management and organization of labor and monitoring the observance of legality in the activities of all services.
2. Deputy Director for the Economic Part. Its responsibilities include control over the timely service of various objects relating to the economic sector. The submission of the Deputy Director for the Economic Parts includes workers, supply and vehicles.
3. Chief Accountant. The duties of the Chief Accountant include: work on accounting of property, commitments and economic operations (Accounting for fixed assets, inventories, production costs, sales, results of economic and financial activities; settlements with suppliers and customers, for the services provided and etc., the implementation of the reception and control of primary documentation on the relevant areas of accounting and prepares them for accounting, as well as reflects the accounting accounts of the operation related to the movement of fixed assets, inventory and cash.
4. The cafe administrator accepts orders for banquets and additional services (breakfast delivery to the house), controls the process of servicing the visitors of the cafe, coordinates a banquet menu with clients. All staff cafes are in his submission:
waiters, the number of people in the state is 20 people;
cooks, the number of people in the state is 7 people;
washing dishes, the number of people in the state is 7 people;
technical staff, the number of people in the state is 5 people.
5. Security service. Responsibilities of the security service - follow the protection of the life and health of the guests of the IP pious, cafe "Depth".
Thus, the organizational and managerial structure of the IP pious, the cafe "Depth" is a linear-functional control system, which involves the distribution of all enterprise activities in directions. This is the simplest hierarchical structure of control, also called a pyramidal or bureaucratic. The linear structure consists of a leader (enterprise) and several subordinate workers, large enterprises can have up to 3-4 or more levels of the hierarchy.
The structure is necessary to ensure that the processes occur in the organization are carried out in a timely manner and efficiently.
The introduction of innovative technologies in order to maintain the competitiveness of the enterprise CJSC "Teastors"
The highest official is the director. It is personally responsible for the results of activity, determines the strategic directions of development, carries out the overall operational management ...
Company Name: Individual entrepreneur Piously Andrei Alekseevich, Cafe "Depth" (Appendix A). Abbreviated name: pious IP, Cafe "Depth". Location: 692760, Russian Federation, Primorsky Krai, Artem ...
Proposals for improving the activities of the enterprise IP "Piously", Cafe "Depth"
Organizational and legal formal of ownership of IP Naughtyiko, Cafe "Depth" - Individual entrepreneur ...
Proposals for improving the activities of the enterprise IP "Piously", Cafe "Depth"
IP pious, the cafe "Depth" is known for its hospitable reputation and good conditions for visitor recreation. However, the company does not stand still and is actively developing, due to which more and more new visitors is acquiring ...
Proposals for improving the activities of the enterprise IP "Piously", Cafe "Depth"
Proposals for improving the activities of the enterprise IP "Piously", Cafe "Depth"
IP pious, cafe "Depth" is located at Primorsky Krai, Artem, Lenin Square, 5. According to the Charter, to the main list of works and services that make up the type of activity of the cafe ...
Project for the creation of a sports bar "El Classico"
For our company, we use a linear organizational and managerial structure (Fig. 2.1). The advantages of the linear structure are explained by simplicity. All responsibilities and powers are clearly distributed ...
Development of a marketing complex for salon-hairdresser "Larisa"
Salon Hairdresser "Larisa", in the form of emergency, founded in 1996. Salon Hairdresser provides services: · Haircut · Coloring · Chemical curling (alignment) · Melting · Toning · etc ...
Development of the main elements of the logistics system
The production structure of the enterprise is reflected in the scheme (Appendix1). The organizational structure of the management of OJSC "BelzorodSebestocent" is presented in Appendix 2. Currently, there are 12 technological lines at the enterprise ...
Development of a marketing research program for JSC Krasnodar "
The total organizational structure of the enterprise depends on the following factors: - the nature of the production and its industry features, the composition of products, manufacturing technology, scale and type of production ...
Implementation of the range of Cleaning Services Firm LLC Alfan
Figure 7. Organizational structure of the Cleaning company Alphan. The Director General is the head and creator of this company. Accountant is a person leading trade and accounting books in compliance with the rules of accounting ...
Formation of commercial connections on the wholesale enterprise
The object of pre-diploma practice is the company "Nord Fish". The company "Nord Fish" was founded in 2000. During this time, the company managed to establish himself a reliable supplier of fresh-frozen fish and seafood ...
Characteristics of enterprise IP Krivoshoya I.V
The place of passing by the pre-diploma practice - IP Krivoshi I.V., which is located at: Russia, Primorsky Krai, PGT. Novoshakhtinsky street Lenina, 14, jewelry salon "Talisman". This building is a shopping complex ...
An individual entrepreneur is an individual (citizen) who personally behaves on his own behalf, and its own risk, independently accepts economic decisions. An individual entrepreneur carries personal full responsibility for the results of its activities. This means that in the case of the formation of debt, the entrepreneur pays for all his property. At the same time, the entrepreneur works himself without attracting additional labor. Such entrepreneurship is classified as individual labor activity and is registered in local authorities, is carried out on the basis of a patent, and the entrepreneur pays taxes as an individual.
An individual entrepreneur can use its own property in business and under the contract property of other persons. He can take money loan, get a loan from banks, other organizations or individuals.
An individual entrepreneur independently distributes profits from its activities that remains after paying taxes.
Individual entrepreneurial activities are terminated by the decision of the entrepreneur or court. The court has the right to terminate individual activities in case of recognition of the entrepreneur with bankrupt or violator of current legislation. Since this decision is made, its registration is lost as an individual entrepreneur.
Individual entrepreneurship is based on private property and most often bears the nature of small business. In this capacity, individual entrepreneurship contributes to the demonopolization of the economy, strengthens competitive principles. It makes the economy more flexible capable of rapid self-regulation without state budget injection.
However, it is difficult for individual entrepreneurship to attract large capital due to lower creditworthiness compared to collective forms of entrepreneurial activity. Since the individual business holds on the entrepreneurship of one person, it is profitable until the businessman is active, and the time of vital activity of such an enterprise is uncertain, so the lenders will not always be eagerly go to long-term financial transactions with an individual entrepreneur.
Individual entrepreneurship is distinguished by a high level of risk and a disadvantage of specialized management. Usually the entrepreneur is the owner and performs all the functions of managing the enterprise (production, supply, sales, finance), which requires universal knowledge in many areas of production. The lack of funds and the impossibility of attracting managerial specialists leads to non-optimal decisions.
Activity IP Kodash A.P. It is carried out in accordance with the Civil Code of the Russian Federation, as well as other regulatory acts of the Russian Federation.
IP Kodash A.P. Created to meet public needs and profit. The investigated company is engaged in the following activities:
· Trade and procurement;
· Development, implementation, production and purchase of equipment, equipment, "know-how";
Implementation of all types of services and works in real estate, etc.
The main activity of IP Kodash A.P. is the wholesale and retail trade in food products.
Guide to the current activities of IP Kodash A.P. Exercised by the sole executive body - director. Organizational management structure IP Kodash A.P. Presented as a scheme (Fig. 1).
Fig. 1. Organizational structure IP Kodash A.P.
The company complied with a clear hierarchy of management, which is characteristic of small businesses with a slight number of personnel and in small amounts of activity.
The competence of the director of the enterprise includes:
Publishes orders for the appointment of employees, about their translation and dismissal, applies to encouragement measures and imposes disciplinary recovery;
Acts in the interests of the enterprise and for the benefit of consumers;
Provides mandatory accounting of military-ridden constantly working and booking of those military-ridicated, which, by decision of the territorial city or district commission on the reservation of military-ridden, are exempt from calling for military service when mobilization;
· Carries out other powers not related to law or other regulatory acts.
The organizational structure determines the relation (interconnection) between the functions performed by the organization's employees. It manifests itself in such forms as a division of labor, the creation of specialized divisions, hierarchy of posts, intra-corporate procedures and is a necessary element of an effective organization, since it gives it internal stability and allows you to achieve a certain order in the use of resources.
The structure can be chosen and understand only with a wide, comprehensive approach to changes in the enterprise and its environment.
The process of making adjustments to the organizational structure of the Company's management provides:
1) systematic analysis of the functioning of the organization, and its medium in order to identify problem areas. The analysis can be based on the comparison of competing or related organizations representing other areas of economic activity;
2) the development of the master plan for improving the organizational structure;
3) a guarantee that the innovation program contains the most simple and specific proposals for change;
4) Sequential implementation of planned changes. The introduction of minor changes has great chances of success;
5) Encouraging awareness of employee awareness, which will allow them to better assess their involvement and, therefore, will strengthen their responsibility for the outlined changes.
The result of the development using the methods described above was the above structural linear enterprise management scheme implemented by IP Ulanov (Fig. 12).
CEO
Accounting Department Sales Production Department
Major senior manager
brigadier Sales Accountant
Office Manager Manager Meter Installer
by sales
Fig.12. Organizational structure IP Ulanova AG
This scheme is constantly changing in detail. These changes reflect the continuous process of adapting an enterprise to changing external conditions. This organizational structure is rational in the light of the implementation of the goals and tasks to society.
In the organizational structure of IP Ulanova A.G. Include:
Sales department.
The sales department is an independent structural division of the company. Its main tasks are:
1) conclusion of contracts for the supply of building materials and equipment and full provision of orders for products;
2) Development of contracts for prepayment, the maintenance of correspondence and negotiations on the supply and settlement of all controversial issues, tracking compliance with the timing of shipped products, acceptance of orders for manufactured products, timely execution of documents;
3) the study and implementation of best practices of other enterprises for the conclusion and maintenance of contracts and orders;
4) Maintaining marketing research on the study of demand and expansion of the market for products and services produced.
The structure of the Sales Department includes: Senior Sales Manager Sales Manager; Office manager (2 people).
Accounting.
Accounting tasks are:
1) ensuring the right organization of accounting in accordance with regulatory documents;
2) implementation of preliminary and subsequent control over timely and correct execution of documents and legitimacy of operations: control over the right and economical expenditure of funds;
3) accounting of income and expenses on estimates of funds and accounting of operations for other extrabudgetary funds;
4) accrual and payout for wages to workers and employees; timely settlement of calculations arising in the process of execution of the estimate, with enterprises, institutions and individuals;
5) monitoring the safety of material values \u200b\u200bin places of storage and operation, the presence and movement of funds;
6) systematized accounting of provisions, instructions, guidelines for accounting and reporting, other regulatory documents relating to the competence of accounting services;
7) Storage of accounting documents, estimates the costs, calculations to them, other documents, as well as passing them to the archive in the established.
In the accounting structure includes chief accountant (1 person)
Production Department.
The duties of the manufacturing department include:
Operational management of the organization's production activities.; current planning, participation in promising planning of industrial activities; organizational and methodological guidance, coordination and control of the activities of the structural divisions of the Organization for the Organization for Industrial Affairs; prompt informing the organization's management on emerging production problems and possible variants of their solutions; preparation and presentation of the management of information and analytical materials on the state and prospects for the development of the organization's production activities; improvement and implementation of new work organization methods, including based on the use of modern information technologies; Participation within its competence in the preparation and execution of management decisions of the management of the organization.
The structure of the manufacturing department includes deputy director for production (1 person), the measurer (1 person), assembly brigades (6 people).
Each employee IP Ulanova A.G. responsible: 1) for improper performance or non-fulfillment of its official duties stipulated by this official instruction - within the limits established by the current labor legislation of the Russian Federation;
2) for offenses committed in the process of its activities - within the limits established by the current administrative, criminal and civil law of the Russian Federation;
3) for causing material damage to the enterprise - within the limits established by the current labor legislation of the Russian Federation.
The appointment of an employee to any position and exemption from office is carried out by order of the head of the enterprise in the presentation. During the absence of any employee (travel, vacation, illness, pr.) His responsibilities performs a person appointed in the prescribed manner. This person acquires relevant rights and is responsible for the improper performance of duties assigned to it.
Organizational management structure IP Ulanova A.G. Flexible and tries sensitively responds to all changes occurring both in the external environment in relation to the enterprise and inside it.
In order to determine how actually this organizational structure is and functioning, it is necessary to conduct a study. Which should contain the opinions of employees of the organization, managers and customers about the shortcomings of this structure, on the functional responsibilities of employees.
To carry out this event, a marketing study was conducted, which consisted of several stages:
At the first stage - preparation for the marketing research, the following work was carried out: monitoring the work of managers, general director and first leaders, as well as all other organizations working in the organization. Present in the process of exchanging information between managers and customers, revealed "pluses" and "minuses" in these communications, after this experience helped when drawing up issues in questionnaires for employees, managers and owners.
The second stage was the survey of customers, which was happening according to the following scheme:
1) Defining goals and objectives. The purpose of the questionnaire answer such basic questions: how to change the activities of the organization; What are the positive and negative sides in these changes; As the organization of the position of the marketer will affect IP Ulannova in Ulyanovsk, which will indicate the need for additional development of the company, through the position of marketer to form marketing communications, or only maintaining them at the level on which they are now; This information will help in making a decision on the implementation of the project, or its deviation. But this question is important both for the company itself and for my research work, because It will also show the effectiveness of the operation of the marketer through a more competent organization of advertising, identifying demand, promotion of products and services;
2) The development of the questionnaire occurred in three directions. Because Employees, managers and customers of the organization were interviewed, for each of these groups a separate questionnaire was made. Each questionnaire had its own additional goals.
A questionnaire for managers should identify the shortcomings of the organizational structure (Appendix A). Questionnaire for workers, should show satisfaction with its work and outlines what they would like to change (Appendix B). Application form for customers, should reveal the reasons why the customer addressed our organization, from where he learned about her, and that he attracted (Appendix B);
3) elimination of deficiencies before research. The questionnaires were tested by the Director General and each employee of the Organization, each for several respondents, in order to find out how clearly the questionnaire questions are formulated, how convenient it is to be drawn up to fill the surveying, which must be added, and what to exclude;
After testing, questionnaires for workers and customers were edited, for managers.
4) Processing results - occurred using PC, Excel programs;
5) Analysis of the results obtained, drawing out the conclusion.
An analysis of the organizational structure of IP Ulanova A.G. From the responses of the manager, you can draw the following conclusions:
2) there are minor shortcomings in the organizational structure, in connection with the division of responsibilities among employees not by job descriptions;
3) there is a problem with the promotion of the organization's services due to the lack of a marketer;
4) In connection with the emergence of new employees, conflict conflict may increase, and work can move to the background.
As a result of the survey of employees of IP Ulanov, the following results were obtained:
Of the 13 employees surveyed to the question: "How do you assess the staff of the staff in the company?" 9 people answered that the staff fully complies with the requirements, and 4 people that some workers would not hurt and replace; "What are the functional responsibilities between the company's structures?" 9 people believe that all duties are distributed not by job descriptions, and 4 people believe that there are small inaccuracies, but they should not pay attention to them; "Are there disagreements between employees of the company?" 10 people believe that there are minor disagreements that do not require special attention, 3 people believe that each employee clearly knows their duties; "What do you think, what posts are missing in your organization?" Almost unanimously - 12 people answered that there was not enough marketer; "Do you agree to take an additional officially executed duties?" 9 people would not agree with additional duties, 3 people would agree for a good allowance for wages, and only one person would agree to impose new responsibilities; "Are you afraid of changes related to the organization of the new marketer post?" 2 people will react smoothly to change in the organizational structure of the organization, 1 person is afraid to lose their workplace and 7 people are firmly confident in the need to organize a new marketer position. Almost most of the answers are associated with the distribution of responsibilities not by job descriptions. Very often, employees fulfill the obligations associated with the non-existent department, due to this, the conflict in the team increases. For the same reason, most employees refuse even from officially executed duties.
The data of the survey was analyzed and the diagram of the most displeased responses of employees was built on their basis (Fig. 13)
Fig. 13
To study the opinion of the company's clients on the functioning of the organization, a marketing study was conducted using a polling of customers who visited the sales office.
The second stage is absolutely similar to the previous study - the setting of goals and objectives of the study.
The application form for customers should consider where they will learn about our organization, i.e. Check the effectiveness of the current advertising for today, as customers belong to the organization that they attract them.
Taking into account the fact that customers in a common mass go to such a contact, explaining this time limitations, responded to a maximum of three or four questions, so the questionnaire was reduced to a minimum - the three most basic questions. The results were as follows:
Of the 20 customers surveyed by IP Ulanova to the question: "How did you know about the existence of IP Ulannova?" Most customers answered that from personal contacts - 10 people, 3 people via the Internet and only 7 people from advertising in the media; "Why did you choose from our company?" 9 people on the advice of acquaintances, 7 people because of good advertising and 4 people were accidentally in the office of the company; "Is it enough for you to provide information about the services provided in the IP Ulanov advertising directories? »3 people rarely use the organization's catalogs, 7 people believe that the catalog contains complete information, and 10 people, on the contrary, believe that the catalog requires refinement and contains insufficient information.
Attitude towards IP Ulanov's positive, the quality of the services provided and products is arranged. Customers attract affordable prices, discounts (accumulative, one-time), as well as conscientious, attentive, competent staff. In fig. 14 shows the ratio of answers to the question of where they learned about the existence of the organization.
Fig. fourteen
After the above, it is possible to draw the following conclusion: the effectiveness of the advertising performed below 50%, which is a negative result, does not justify the nested material means, brings unjustified losses of the organization. It is necessary to better and professionally develop advertising companies, improve the efficiency and fame of the organization in Ulyanovsk and the Ulyanovsk region.
When considering the project by owners and leading specialists from the company's organization, most of them gave positive feedback on the proposed reorganization of the company and specific recommendations on the improvement of the production process as a whole. Project data adopted for more detailed consideration and on development in the near future.
As a result of the analysis of the activities of IP Ulanov, the following shortcomings were noted:
1) due to the big workload from the head for personal personnel assessment there is no sufficient time;
2) there are minor shortcomings in the organizational structure, in connection with the division of responsibilities among employees not by the job description, there is no clear separation of functional duties between all employees; Often, workers fulfill the obligations unusual for them;
3) a weak moral and psychological climate in the team caused by disagreements in the distribution of additional job duties;
4) there is a problem with the promotion of the organization's services due to the lack of a marketer;
5) the difficulty of maintaining permanent relationships and coordination between different functional services;
6) low and ineffective degree of automation of control functions;
7) there may be differences in the opinions of officials regarding responsibilities;
In principle, career managers are associated with their work in functional organizations, so they have no overall management experience, which is especially manifested in cases where they are invited to higher positions;
All of the above deficiencies in the organization's work lead to the following negative consequences:
1) External with respect to the organization: Marketing strategies are easily "copied" with competitors, and the IP portfolio is not sufficient to maintain the achieved growth rates. That is why the state of the enterprise can be characterized as a transitional;
2) internal in relation to the organization: the creation of a certain tension between employees within the organization; There are serious problems in the system of material incentive of enterprise personnel, unlike employees of the management apparatus; The system of motivation of the analyzed enterprise needs to be refined and improving, especially regarding accounting.
All of the above disadvantages talk about the undue need for change in the organization.
