Consumers of other interested parties. Stakeholders of development procedures. Identifying stakeholders and their relationship to the organization

One of the main changes in ISO 9001:2015 - increased attention to the needs and expectations of stakeholders. The new version of the standard requires organizations to identify their stakeholders who are relevant to the quality management system (QMS), as well as their needs and expectations, but does not provide specific recommendations on how to do this (see clause 4.2 ISO 9001:2015).

Therefore, many organizations implementing ISO 9001:2015, asking how to identify stakeholders, their needs and expectations, and what to do with the information collected?

Who is the stakeholder according to ISO 9001:2015?

According to new version standard,potential "stakeholders"are clients, owners, employees of the organization, suppliers, competitors and others. Those. allpersons or organizations that can influence or be influenced by the decisions or activities of the organization, or believe that they can be influenced by them (see 3.2.3 ISO 9000:2015).

To meet the standard, organizationsmust not only identify stakeholders, their needs and expectations, but also be able toshow that theytake into account the views of their stakeholders and take appropriate action.

For example,

If the management of the sewing school decides to rent a less expensive class room in another area of ​​the city, then " Stakeholders" that may be affected by this decision may include owners, teachers and other staff of the school, potential customers, as well as those already enrolled in the school, landlords and, of course, competitors .

Business owners and competitors will be interested in how this will affect their profits, landlords - compliance with the terms of the lease. Since the majority of school employees and clients are women, the location of the school, the ability to quickly get to and from school home or to Kindergarten for a child (especially relevant for large cities and metropolitan areas). Also, for clients and employees, the prestige and safety of the area in which the school will operate, and comfortable conditions for learning.

The management of the sewing school should consider all these factors before making a decision and be prepared to demonstrate this during the audit.

Thus, it is obvious that each organization has a fairly wide range of internal and external stakeholders with different needs and expectations that do not always coincide with the interests of the organization. Satisfying the needs and expectations of all stakeholders is impossible, impractical and not always necessary (for example, in the case of competitors). And the standard doesn't require it.

In order to meet the requirements of the standard, an organization needs to identify the stakeholders that are most important to it, i.e. whose opinion is relevant to it, and whose opinion it will take into account in its quality management system. Organizations should document the list of such interested parties, although the standard does not explicitly state this.

Which stakeholders are important to the QMS?

Of course, each organization should have its own, unique, list of the most important stakeholders. However, there are some stakeholder groups that are of particular importance to the quality management system of virtually any organization. These include consumers, owners, shareholders, employees, government, regulators, financial institutions and suppliers.

A good guideline in determining the importance of interested parties to the quality management system can be the scope of the QMS, the strategic direction, products and services, the quality policy and objectives, and the processes of the organization.

When determining the importance of a stakeholder, an organization may ask questions such as:

1. How and to what extent the interested party can influence:

• achievement by the organization of its strategic goals;
• the organization's implementation of the policy and achievement of quality objectives;
• achievement by the processes of the organization of the planned results;
• Does the organization provide quality products or services to its customers?

2. What impact would this have on the stakeholder, and what might be the reaction of the stakeholder, if the organization:

• will not achieve its strategic goals;
• will or will not achieve its quality objectives;
• will not be able to ensure that its processes achieve the planned results;
• will not be able to provide quality products or services to consumers?

Stakeholder analysis is best done. Very often, when identifying and assessing the importance of stakeholders, a well-known .

Analysis stakeholders should be objective and versatile. By underestimating the interest of any of the parties, the organization may face serious problems, such as the enterprise "XXX" from the example below.

Example:

At the new enterprise "XXX", the production of packaging materials for technological reasons was launched a few months later than planned. By this time, another local enterprise " YYY » has already successfully launched a similar production and signed contracts for the supply of its products with almost all potential wholesale customers in the region.

Thus, focusing only on the production process and losing sight of the interests and behavior of players in this market, the company "XXX" after the launch of production unexpectedly faced the problem of selling finished products.

To solve the problem, the XXX enterprise hired a team of professional, ambitious "salesmen". Thanks to this team, over the next few months, XXX was able to "reconquer" a large part of the market in this region and conclude supply contracts with large wholesale customers from other regions.

However, soon the volume of orders for products began to exceed the production capabilities of the XXX enterprise. Since the business owners did not agree to the purchase additional equipment, the management of the enterprise decided to stop the process of attracting new customers, as well as to increase the price of products.

The owners and management of the company "XXX" expected that these measures will reduce the volume of orders to the required level, and increase profits. However, the decision caused a negative reaction from the team of "sellers", whose monthly income consisted mainly of bonuses for attracting new customers and the total volume of products sold. Since their opinion and interests were ignored by the management and owners of the enterprise, the sellers "went to work for a competitor and" took away "most of the customers with them.

As sources of information to identify the needs of external stakeholders, organizations can use:

• legislative, external legal and regulatory documents (laws, government regulations, standards, specifications for products/services, industry norms and rules)
• permits (licenses, permits, etc.);
• consumer requests;
• current and past contracts with consumers, suppliers, tenants, landlords, banks, insurance companies and other external stakeholders;
• correspondence with customers and other external stakeholders;
• feedback from consumers and other external stakeholders (surveys, complaints, claims, recommendations, customer satisfaction assessment data, etc.);
• minutes of meetings with customers, contractors and other external stakeholders;
• instructions, acts of inspections of regulatory authorities, audit reports;

Sources of information to identify the needs of internal stakeholders can be:

• internal regulatory and organizational and administrative documents (procedures, instructions, orders, minutes of meetings, etc.);
• collective agreement, employment contracts with employees, constituent documents;
• internal correspondence with employees, team meetings;
• employee surveys;
• individual conversations with employees;

In determining the needs and expectations of interested parties, organizations should analyze information from all available sources and make an assessment of which they will take into account in their QMS. The important needs and expectations of stakeholders need to be documented andkeep this information up to date through regular monitoring and analysis.

Mansurov R.E.,

candidate of economic sciences,

Director of the Zelenodolsk branch of the PEI HPE "Institute of Economics, Management and Law (Kazan)

Annotation. The article shows on the example of the activities of the Zelenodolsk branch of the Institute of Economics, Management and Law (Kazan) that working with stakeholders is a necessary and obligatory part of the manager's work in solving strategic issues, despite the complexity and unpredictability of this work.

As a rule, any organization has a lot of interested parties (hereinafter referred to as APs) with a wide range of requirements and interests. Often these requirements and interests contradict each other. It can be very difficult to take into account even some of them. However, taking into account the requirements of the AP and managing them is a necessary process. Under the control of the AP, it is proposed to understand the following process:

Identification of AP;

Determining the priorities of the goals and interests of the AP;

Identification of the type of behavior that is expected from the AP in connection with the implementation of the strategy;

Determining what is the most likely relationship to the strategy being implemented;

Identifying ways to enlist their support (or neutralize their influence).

Practical experience shows that complete disregard for the requirements of the AP in most cases leads to extremely negative consequences.

However, it should be noted that the influence of different APs is different and, accordingly, their requirements should be taken into account to a different extent. There is a group of stakeholders whose interests must be taken into account in the first place (for example, shareholders, the owner of the company, supervisory authorities, etc.). Simply not taking into account their interests will most likely entail fairly quick sanctions - fines, closure of the organization, changes in top management, etc.

The interests of another group of interested parties must be taken into account, but not necessarily "this second". For example, the city administration can express its wishes for a long time on the account of increasing the average wage at the enterprise and other requirements. At the same time, the primary failure to comply with their requirements is unlikely to entail negative consequences.

It is also possible to single out a group of stakeholders whose interests can be taken into account in the last turn and this will not cause any significant consequences for the organization. For example, the demands of low-skilled personnel, who are easy to replace, for higher wages.

We can agree with this statement to the extent that this work difficult, but it is necessary to put it into practice.

We will carry out a practical assessment of this statement on the basis of the activities of the Zelenodolsk branch of the PEI VPO “Institute of Economics, Management and Law (Kazan) (hereinafter ZFIUEP) when considered from the position of the director of this branch.

First, let's identify the key stakeholders using the Stakeholder Map (Figure 1). In this scheme, only the main APs that have the most significant impact on the activities of the institute were identified.

Fig.1. Main AP ZFIEUP

It should be noted that only the main groups of APs were identified, the influence of which may have an impact on strategic development. Specifically, within the groups, various stakeholders were identified in accordance with their different interests. So, within the framework of the “Suppliers”, schools, Susa, universities and separately employers were singled out. This is due to the fact that interests in general coincide, however, they will differ in details. So, for example, schools, as our "suppliers" want from us as a "payment for services" an organization based on them various events for schoolchildren. And not taking into account their interests will entail that they will stop sending their students to our career guidance events, stop recommending our university to them. This will have a negative impact on our enrollment of students and staffing of groups. At the same time, employers, as our "suppliers" of students, want us to provide discounts on training for their supervisors who are studying and a flexible training schedule that allows minimizing the employee's separation from the work process. Failure to take into account these interests will entail that employees of organizations may be sent to study at other universities. And this will lead to a decrease in our sales. Thus, in general, the concurring interest of the APs of the “Suppliers” group, which is to be sent to training, differs in certain details.

The next group "Branch employees" also includes several subgroups. Teaching staff who are interested in the timely payment of worthy material remuneration, the provision of non-material benefits, social guarantees, “confidence in tomorrow”, as well as opportunities for career and / or professional development. In general, it can be said that the main interests of the administrative and service personnel are the same. However, the consequences of ignoring their demands will be different. Failure to take into account the interests of teachers will entail the loss of a key competitive advantage of the institute - a qualified Teaching Staff. Failure to take into account the interests of administrative staff threatens with lesser consequences. Here it is easier to find a replacement from among the same teachers or simply in the labor market. And it's even easier to replace maintenance personnel.

The AP "Consumers" group is interested in obtaining up-to-date, practical knowledge that is in demand on the labor market. Full-time students want to "live interestingly and spend time within the walls of the institute", part-time students want to have a flexible schedule of the educational process. Not taking into account these requirements will lead to a decrease in our sets with negative further consequences. The AP group “Payers” is singled out in order to show that, for example, parents of students who pay for the education of their children are concerned not only with the quality of education, but also with the quality of educational work with their children. Failure to comply with these requirements will also lead to a decrease in our sales.

The group of AP "Rector and Rector's Office" - the interest lies in the fact that the branch works steadily, as well as develops - constantly increasing the number of students, increasing the number scientific papers, teachers with academic degrees. Failure to take into account these requirements threatens to dismiss the management of the branch.

Group ZS "Services and subdivisions of the head university". This group is interested in ensuring the implementation of the educational process, the achievement of the profitability indicator for the branch, the fulfillment of legislative requirements, etc. Failure to take these requirements into account may threaten branches with various sanctions. For example, de-bonding all staff.

The AP group “Competitors” is generally not interested in our existence. However, regardless of their desires, we still exist in the educational services market of the city, and insofar as we still exist, they are interested in cooperation with us in terms of conducting joint scientific and public events that require certain resources. This interest is mutual, so we always take it into account.

The AP group "Department of the Military Commissariat" is separated into a separate group due to the fact that it makes quite significant demands on the organization of military-patriotic education at the institute and, most importantly, on the organization and support of the draft board within the walls of the institute. Failure to take into account the requirements of this AP entails negative feedback from the government of the Republic of Tatarstan. The fact is that universities in terms of the draft commission in the republic are supervised by the First Deputy Prime Minister of the Republic of Tatarstan.

The AP group "Administration of the City and the District" is interested in the fact that the Institute, using its resources, organizes and participates in city events. It also means that the university trains more technical specialists in demand at the city-forming factories, primarily workers, rather than economists, lawyers and psychologists. Not taking into account these requirements in the short term practically threatens us with nothing, however, in strategic plan If we want to get significant support from the administration, we need to move towards changing the list of educational programs provided.

The AP group "Supervisory Bodies: Fire Supervision, Rosobnadzor, Tax Inspectorate" is interested in ensuring that the branch complies with legal requirements. Failure to take into account their interests will cause negative consequences for the branch up to its closure.

According to the Lynch classification, the identified APs can be classified as follows (see Table 1).

Table 1

APs that carry out actions dictated by the strategy	APs interested in the results of these actions
Rector and administration
	Payers and consumers
Branch employees	Competitors
	Department of the Military Commissariat
	Supervisory authorities
	"Suppliers"

In general, such a classification of stakeholders gives us an understanding of which stakeholders need to work with in the process of implementing the strategy, and whose opinions should be taken into account when shaping the future strategic development.

For example, when developing a development strategy, it is necessary to consider:

Expectations of the City Administration to open specialties related to the training of workers (rather than economists and lawyers),

Expectations of consumers and payers in high quality and the educational process, as well as in the high practical orientation of the courses;

Supervisory authorities in compliance with legal requirements;

Department of the Military Commissariat on the organization of military-patriotic education and the draft board within the walls of the institute;

The expectations of "Suppliers" (schools) can be expressed in the high quality of career guidance events held by students in schools, etc.

In the process of implementing the strategy, it is necessary to take into account the requirements of the employees of the branch and services of the head university.

At the same time, the expectations of the Rector and the rector have to be taken into account both when developing a strategy (for example, the rector's focus on increasing the number of students) and when implementing it (in the process of allocating resources).

According to the classification of APs proposed by Argenti, the selected APs can be classified as follows (see Table 2).

table 2

This classification allows us to understand which APs need to work first and which ones second. In other words, when disputable situations arise, it is necessary to satisfy the requirements of the primary APs first, and then the secondary ones.

Let's identify the main requirements of the AP (see Table 3)

Table 3

	Primary requirements
Rector and administration	Increasing the student population and increasing economic efficiency branch
Services and divisions of the head university	Fulfillment of corporate requirements
Branch employees	"Confidence in the future", high level remuneration, intangible benefits, development opportunities
Payers	Parents are interested in the fact that the child is "under supervision", brought up, and also receives relevant knowledge that will allow him to find a good job in the future. Employers are interested in the fact that the employee, with a minimum interruption from work, receives up-to-date knowledge applicable in the sending organization. Interested in providing feedback from the institute on the learning process.
Consumers	Students are interested in having an interesting time, gaining up-to-date knowledge that will help them find a job in the future
"Suppliers"	We are interested in school graduates entering universities (this speaks of the quality of training in schools). They are also interested in holding vocational guidance and other events by students and teachers of the institute in schools.
Competitors	Interested in cooperation. For example, in terms of joint holding of social events
Department of the Military Commissariat	Interested in organizing work on the draft board within the walls of the institute, as well as in military-patriotic education
Administration of the city and region	Interested in the free use of students on public works and during community events. We are interested in the universities of the city opening up new specialties to provide personnel for the city-forming factories.
Supervisory authorities	In compliance with legal requirements

Understanding the main requirements of the selected APs gives us the opportunity to take them into account when formulating and implementing the strategy.

Fig.2 AP power matrix

The classification of selected APs allows us to understand how and with which APs it is necessary to work, as well as to assess the risks from this work.

So it is necessary to fully and timely take into account the interests of the AP of the B quadrant. Otherwise, this is likely to lead to quick and significant negative feedback.

At the same time, the requests of the AP of the D quadrant can be practically ignored without significant consequences for themselves.

Work with APs in quadrant A should be based on considerations of the adequacy of the requirements of the current strategy. For example, the administration's concern about the lack of qualified personnel for the city-forming factories is understandable, but this is not yet a reason to completely reorient the branch's training directions. The feedback from the AP of this quadrant will most likely not be fast, but it can be quite significant. Until the branch closes.

Representatives of the AP of the S quadrant have great operational power and, accordingly, can quickly mix into operational activities, but they are not able to change the strategic direction of development.

In addition to the above, the significance of GL can be assessed by the following three factors (Agle et al., 1999) (Table 4).

Table 4

	Ability to influence decisions	legitimacy	Urgency
Rector and administration
Services and divisions of the head university
Branch employees
Payers
Consumers
"Suppliers"
Competitors
Department of the Military Commissariat
Administration of the city and region
Supervisory authorities

The classification of the AP according to this scheme as a whole confirms the earlier conclusions. The following APs have the greatest influence on the organization's activities: The rector and the administration, and supervisory bodies are those APs whose requests must be responded to without delay.

The main directions for improving relations with interested parties:

1. Group of AP "Rector, administration"

It is necessary to raise awareness of the achievements and problems of the branch. It is necessary to hold more events that will sound at the level of the region and the republic, to win scientific competitions on the scale of the republic and the country. This will make it possible to declare itself as a small branch with great potential and, as a result, will help to attract the necessary resources for development.

2. AP group "Services and divisions of the head university"

It is necessary to show independence in solving operational issues, and not “run” for advice on every problem. This will emphasize that the staff of the branch is qualified and able to independently solve operational problems. In general, together with the proposals of paragraph 1, this will provide more strategic freedom of action.

3. Group AP "Employees of the branch"

It is necessary to provide opportunities for development and offer competitive wages. This will strengthen staffing, which in turn will ensure the implementation of paragraphs 1 and 2 in the strategic plan. At the same time, the interests of the support staff can be neglected. This will not have significant strategic implications.

4. Group of APs "Payers" and "Consumers"

It is necessary to provide more information about the achievements of students and the university, as well as feedback on the progress of individual students. Moreover, it is necessary to develop relationship marketing in the organization. This will achieve greater loyalty on the part of payers and consumers and hi in the long run with increased sales.

5. Group of AP "Suppliers".

Conduct more mutually beneficial joint events with schoolchildren and employees of organizations. This will contribute to our better recognition, and not in "words" (in advertising), but in deeds (in practice). In the future, this will lead to increased cooperation and sales growth.

6. Group of AP "Competitors"

It is necessary to strive for multifaceted cooperation that will benefit both parties. After all, we have practically no direct competition in the areas of training, we compete more for school graduates who have not decided on the choice future profession. This will allow us in the future to get equal access to schools with competitors (state universities), and rivalry will be carried out at the level of the quality of career guidance activities.

8. Group AP "Department of the Military Commissariat", "Administration of the city and district", "Supervisory authorities"

It is necessary to invite representatives of the management of these institutions to study at our institute on preferential terms. This will allow them to be involved in the activities of our branch, raise our image, and facilitate the use of "administrative resources".

Thus, in general, work with stakeholders is a necessary and mandatory part of the manager's work in solving strategic issues, despite the complexity and unpredictability of this work.

Bibliography

1. Vinie Howard. Organization: stakeholders, purpose and responsibility. Book 4: Textbook / translated from English. - Zhukovsky: MIM LINK, 2011. - 88s.: photo, diagram, figure, table. - (R820 "Strategy")

Stakeholder satisfaction principle

The essence of the principle of meeting the needs of stakeholders is, in essence, that when determining the effectiveness of enterprises, one should proceed from the requirements placed on them by stakeholders (AP i}.

Stakeholders can be:

1. the enterprise and its management;

2. administrative bodies different levels management;

3. domestic and foreign investors;

4. financial structures;

5. business partners of the enterprise;

6. the workforce of the enterprise;

7. shareholders;

8. consumers;

9. the general public;

10. contact audiences of the enterprise;

11. various intermediaries, etc.

Each stakeholder with a number i characterized by a set of goals (C ik), where C ik - k-th goal i-th consumer.

Here are the possible goals of each stakeholder, taking into account the economic component.

The goals of regional governments include: replenishment local budget; removal of social tension in society by reducing unemployment due to the emergence of new jobs; improving the welfare of the population; liquidation of the deficit in the sphere of wholesale and retail due to the growth in the volume of production of goods; reduction and subsequent complete elimination of unprofitable industries; creation of environmentally friendly industries, etc.

The objectives of the investor may include: profit on invested funds; penetration into new markets for products; gaining advantages over competitors; moving existing ones or creating new ones production capacity in areas with high levels of unemployment; relocation of existing or creation of new production facilities in areas with a favorable business climate; bringing production capacities closer to the raw material base, etc.

The objectives of the enterprise may be: increase profits and profitability; reducing the cost of production and sales of products; increase in production and sales volumes; strengthening positions in the chosen market niche; increasing the technological level of production; improving the quality of products, etc.

The goals of the labor collective may include: improvement of well-being; wage growth; maintaining jobs; improvement of working conditions, etc.

The objectives of the shareholder are: increase in profits; enterprise stability; attraction of investors; expansion of production, etc.

Some of the goals are controversial. For example, the growth of wages makes it difficult to reduce the cost of production and sales of products. The reduction and subsequent complete elimination of unprofitable industries hinders the desire of the labor collective to preserve jobs. At the same time, an increase in production volumes and sales of products contributes to an increase in profits. Increasing profits lead to better welfare for workers. Increasing the technological level of production contributes to improving the working conditions of workers. It follows from the foregoing that the criteria for evaluating the effectiveness of different participants in the economic process are different.

When implementing the principle under consideration, it is extremely important:

1. determination of a group of participants interested in solving the analyzed problems;

2. determination of interests and goals of participants in operations;

3. formation of selection criteria effective solutions each of the participants;

4. harmonization of decisions applied by various participants in the process.

The requirements of a participant in the economic process to the criteria for achieving his goals in accordance with these goals are of two types: the interested party needs to maximize or minimize the value of this criterion in accordance with their goals; it is extremely important for the interested party to have a certain (target) value of the criterion. Based on these requirements, one can choose the approach that should be followed when bringing alternatives to a comparable form. There are two possible approaches: to bring all options to meet the same needs of the same participants in the economic process to the same extent, or to compare options in terms of the degree of satisfaction of needs, bringing them into a comparable form for all other indicators.

The principle of meeting the needs of stakeholders - the concept and types. Classification and features of the category "The principle of meeting the needs of stakeholders" 2017, 2018.

ISO 9001:2015 (GOST R ISO 9001-2015). Clause 4.2 Understanding the needs and expectations of interested parties. The essence of the requirements and their implementation in the QMS

RequirementsISO9001:2015 (GOST R ISO 9001-2015) Considering the impact that interested parties have or may have on the organization's ability to consistently deliver products and services that meet customer and applicable statutory and regulatory requirements, the organization shall determine: a) interested parties relevant to the quality management system; b) the requirements of these interested parties related to the quality management system. The organization shall monitor and review information about these interested parties and their respective requirements.

The organization needs to determine the factors, as well as the requirements of interested parties, that can influence the planning, operation and improvement of the quality management system (hereinafter referred to as the QMS).

The standard explicitly requires the organization to identify all interested parties relevant to the QMS, regardless of whether the interested parties have a significant or insignificant influence on the QMS.

Note that in accordance with ISO 9000:2015 (GOST R ISO 9000-2015), stakeholders include: consumers, owners (founders) of the organization, employees in the organization, suppliers, banks, control and regulatory bodies, unions, partners or the community, which may include competitors.

Examples of ways to identify stakeholders and their requirements related to the QMS:

• conducting a situational analysis (SWOT analysis) as part of strategic management. This was stated in a previous article on clause 4.1 of the standard.
• study of legislative and regulatory documentation related to the activities of the organization;
• marketing research;
• exchange of information with stakeholders (questionnaires, surveys, meetings, working meetings, correspondence, etc.);
• Feedback from the staff of the organization (questionnaires, collection of proposals, etc.).

Note that ISO 9001:2015 (GOST R ISO 9001-2015) does not require documented information on this item. However, in order to ensure the effectiveness of the QMS and demonstrate that the requirements of this clause of the standard are met, it is recommended, for example, to have the following documents and entries:

• market analysis reports, potential clients, reports on products and manufacturers, etc., i.e. recording the results of marketing work;
• extracts or references from legislative and regulatory documents of external origin;
• consumer survey questionnaires;
• survey questionnaires of the personnel of the organization;
• list of consumer requirements;
• Regulations on the QMS, paragraph 4.2.

The organization shall monitor information on interested parties and their requirements at specified intervals through planned activities to identify interested parties and their requirements. For example, an annual situational analysis external factors activities of the organization, quarterly marketing research with the preparation of relevant reports, annual surveys of consumers and employees of the organization, constant monitoring of changes in the legislative and regulatory database, etc.

The results of monitoring information about stakeholders and their requirements are analyzed by the relevant officials, at meetings. Documented evidence (records) of such an analysis can be: minutes of meetings, conclusions and conclusions in reports, orders, instructions, etc.

The specialized consulting center "Systus Consult" (SCC "Systus Consult") when implementing projects: "" and implements in quality management systems the fulfillment of the requirements of clause 4.2 "Understanding the needs and expectations of stakeholders" of the GOST R ISO 9001-2015 standard ( ISO 9001:2015) in relation to the specifics of the activities and management system of a particular organization.

SKTs "Systus Consult" provides services to organizations with any activity profile for the development and implementation of QMS in accordance with the requirements of ISO 9001:2015 (GOST R ISO 9001-2015). Contact our Center and you will receive highly qualified consulting assistance in creating a "working" QMS, which will allow your Company to improve the quality of products (services), increase customer satisfaction and business efficiency.

Methodological Department of SCC "Systus Consult"

Representatives of the middle management should perform almost all management functions in relation to all management objects with varying degrees of participation. Primary Responsibility for Implementation managerial functions at the average level is determined in relation to products, production processes, material and technical and information resources, internal conditions, and, of course, personnel. At the same time, the participation of personnel of this level in the management of finances and external conditions is necessary to ensure the continuity of value chains for consumers and other interested parties through the transformation of their requirements into the characteristics of the processes carried out by the enterprise.

The main function of management at the grassroots level should be the organization of activities and the adoption of operational management decisions in relation to almost all objects: products, production processes, material and technical and informational resources, internal conditions. To ensure effectiveness and effective management, representatives of this management level should also take part in the processes of planning, control, analysis and improvement in relation to all these objects and have certain powers in them. Otherwise, a “gap” is inevitable in the implementation of the organization’s process management, in particular in the cycle PDCA Shewhart-Deming (Plan-Execute-Control-Analyze/Improve).

Recommendations on the distribution of functions can serve as a methodological basis for the formation of internal documents of the enterprise that regulate the activities structural divisions and individual specialists when creating an integrative management system. At the same time, the composition special functions, authority and responsibility is not determined arbitrarily, but on the basis of identified processes, established relationships and dependencies between objects, subjects and management functions.

Identified elements unified system management should be reflected in the organizational structuring of the enterprise.

It is well known that the organizational structure must meet the specific needs of each enterprise, taking into account the conditions and objectives of the activity, the labor, material and financial resources available to it, as well as the requirements for the enterprise by all interested parties. The management structure must quickly adapt to changing conditions and tasks of activity, including changes in the composition and content of management functions. Despite this, in modern conditions management, most PPPs have retained the old (linear-functional) organizational management structure, where management occurs from top to bottom, and moreover, some of them do not have a clearly defined and documented organizational structure at all. However, hierarchical organizational structures with a vertical system of relations "boss - subordinate (performer)" do not correspond well to the goals of quality management. As is known functional structures hinder the development of horizontal processes, while the actual processes of creating products are clearly horizontal.

The proposed model of an integrative management system can most harmoniously be combined with a decentralized matrix organizational structure, which combines vertical linear and functional control links with horizontal ones (in accordance with the chain of processes). The feasibility of introducing such structures is especially evident at the present stage of the development of PPPs, when their environment is characterized by dynamic markets, competition, and rapidly changing technology.

based on stakeholder requirements and performance indicators

The task of this stage of the study is to develop guidelines on the formation of goals for the enterprise Food Industry in the field of quality of its activities, focused on the fulfillment of certain requirements of one or more stakeholder groups.

Understanding the goals in the field of quality of activity as a desired result from the perspective of all interested parties, their setting can be considered as finding a compromise between the requirements (expectations, needs) of all interested parties and the resources/capabilities available at the enterprise. Based on this, the following procedure for the formation of goals is proposed in the work:

identification of all interested parties;

defining their requirements and expectations;

assessment of the enterprise's ability to meet the requirements of interested parties;

drawing up a list of goals based on a balanced consideration of the requirements of the parties, analysis of their consistency with each other;

formation of a system of indicators for the enterprise management system.

1. Identification of stakeholders in the activities of the enterprise

When identifying the parties interested in the activities of the SPT, almost all the previously identified groups were identified:

owners of enterprises (owners, shareholders);

direct consumers of products/services;

society represented by state and public organizations;

partners in various areas of activity (suppliers of raw materials, banks, distributors, etc.);

working staff;

the management of the enterprise / top managers, who are the bearers of the corporate requirements of the enterprise as a whole, which in turn are a compromise between the requirements of the owners and the working staff.

2. Determination of requirements and expectations of interested parties

For food industry enterprises, where state regulations regarding product safety and production conditions are traditionally highly significant, the analysis of the requirements of all interested parties should be preceded by the systematization of the norms of all legislative and normative documents operating in the industry.

Analysis of the requirements of other interested parties to different results activities of the PPP, made it possible to formulate the most general of them, which must be taken into account in enterprise management at the present stage of development. Typical requirements of stakeholders, their focus on management objects, indicating the main sources of obtaining information about them are presented in Table. 3.3. The indicated requirements are relevant for almost all food industry enterprises and can serve as a methodological example for them at the initial stage of organizing interaction with stakeholders in order to identify their requirements.

Table 3.3

Characterization of stakeholder requirements and their relationship with objects in the system

enterprise management

Stakeholder group	Basic/typical requirement	Source of receipt requirement information	Control object
				Products	Production processes	Logistics and Informational resources	Staff	External conditions	internal conditions,	Activities in general
Consumers	1.1 Novelty, reliability, stability of the quality of products / services that meet the requirements of identified consumer groups	Agreements, contracts Questionnaire data
	1.2 Optimal range of products/services
	1.3 Availability: by product price (by target consumer groups) and location of sales outlets
	1.4 Level of service, including adherence to delivery dates, professional skills and behavior of personnel in contact with consumers
	1.5 Attractive image, reliability, stability of the enterprise
	1.6 Interaction with consumers: availability of communication channels, information support when purchasing and using products, responsiveness and activity of behavior, response to requests
Shareholders (owners)	2.1Financial stability of the enterprise, profit growth	Minutes of shareholders' meetings
	2.2 Increasing the capitalization and investment attractiveness of the enterprise
	2.3 Increasing profitability ( equity, products)
	2.4 Leadership in terms of sales
	2.5 Attracting new customers and expanding sales markets
Society	3.1 Positive contribution to the economy of the region and the country
	3.2 No negative impact on environment, public health, waste reduction and destruction	Mass media, appeals of citizens and public organizations
	3.3 Social and charitable programs (in education, healthcare, sports, leisure)
	3.4 Economy and conservation strategic resources(water, energy)

Continuation of the table. 3.3

Partners

4.1 Fulfillment of contractual obligations in full

Agreements, contracts

4.2 Creating more value in the supply chain through partnerships, sharing experience, ensuring policy and business culture compatibility

oral information

4.3 Increasing trust between partners, supporting mutual development, providing additional benefits of working together

oral information

4.4 Implementation of joint mutually beneficial projects

Treaties

Personnel (individual workers)

5.1 Worthy wage and timely payment

Questionnaire data

5.2 Provision of a social package

5.3 Favorable working conditions and organization of work

5.4 Friendly atmosphere in the team, including attention and respect from management

5.5 Development of the potential of employees: opportunities for training and career growth

5.6 Participation in the management of the organization: availability of information about activities, distribution of powers and responsibilities, participation in management decision-making

6.1 Leadership in terms of output/services, introduction of new technologies and processes, development of new markets

Meeting minutes and other types of management records

Actually the enterprise as a whole (management)

6.3 Competitive advantage on the range and quality of products / services

6.4 Providing the enterprise with qualified personnel, increasing labor productivity, compliance with the requirements of labor discipline

6.5 Formation of a corporate culture, increasing the level of knowledge, consciousness and responsibility of personnel in achieving the goals of the enterprise

6.6Fulfillment of all production processes in accordance with the requirements of all types of documentation

6.7 Rational use all kinds of resources

6.8 Reducing all types of costs and risks in the implementation of activities

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