Abstract: The potential of the organization. Tools for the formation of the organizational potential of the enterprise Organizational potential

13.03.2020

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Organizational potential of the enterprise

Organizational potential is the total capabilities of the employees of the management apparatus, expressed in the volume and types of work that the management of the enterprise can perform.

The basis of organizational potential is the culture of the organization - the totality of managerial personnel, value systems, systems and procedures. This part of the organizational potential is subject to the strongest influence from the chosen strategy of the company Spivak V.A. Corporate culture. - St. Petersburg: Peter, 2001.

An increase in organizational capacity can be achieved by improving organizational structure management.

In the early 1970s American scientist I. Ansoff put forward a number of new ideas regarding approaches to understanding and developing organizational management structures. He identified two approaches to the formation of organizational structures.

The first one is the structural approach. Its main focus was on internal structure firms, separation of functions and rationalization of management. The second is a dynamic approach. It focuses on the analysis of the firm's links with the environment in which it operates and with sources of resources. With a dynamic approach, the analysis of managerial problems is carried out in two stages. At the first stage, the firm is considered in conditions of stable external relations. Organizational problems are operational in nature. At the second stage, the impact on the organization of changes is studied. external environment. The organizational problems arising from this are considered strategic. Ansoff believed that the main task of the top management of a modern firm is to solve strategic problems in a changing external environment.

The main strategy of firms in the conditions of constant external relations was the reduction of production costs and price competition. The result was a divisional structure. Ansoff viewed this kind of organizational structure as " functional structure repeated several times." The formation of multinational companies has led to the need to bring marketing services closer to the national markets in which the company operates. It was divided and branches were formed in different countries. Ansoff called such a structure a multinational structure, a matrix of the branch-country type. Ansoff believed that the idea of the matrix is one of the main ideas in modern science of the formation of organizational structures.

The behavior of modern firms can be structured in three directions, i.e., three main strategies can be distinguished: achieving resource efficiency, ensuring competitiveness, and an active policy in the field of innovation. Depending on which strategy prevails, one or another type of structure is chosen. The use of several strategies requires the formation of matrices of various types or a reasonable combination of different types of structures within the same company. One of the latest forms of multinational structure is the product-market matrix, which attempts to combine market policy with the development of a firm's strategy. Having considered the evolution of organizational structures, Ansoff identified the main trends in their development. The main trend can be considered the awareness of managers of the fact that any organization is a complex set of a large number of interrelated elements.

FEDERAL AGENCY FOR EDUCATION

GOU VPO "URAL STATE TECHNICAL UNIVERSITY - UPI"

FACULTY OF DISTANCE EDUCATION

DEPARTMENT OF SOCIOLOGY AND SOCIAL TECHNOLOGIES OF MANAGEMENT

COURSE WORK

ON SOCIAL TECHNOLOGIES

TECHNOLOGY FOR ASSESSING THE EFFICIENCY OF THE ORGANIZATIONAL POTENTIAL OF AN ENTERPRISE

Head, Yu.R. Vishnevsky

Student gr.

Yekaterinburg

Introduction

1. Theoretical basis assessing the effectiveness of organizational capacity

1.1 Basic concepts of organizational capacity

Conclusion

List of sources used

The potential of the enterprise is formed and depends on the level of potentials all areas of its activities: production, organizational, labor, marketing, information, management, financial, economic, investment, scientific and technical (innovative), etc.

All activities of the enterprise can be considered as complex system, consisting of separate subsystems that determine one of the activities of the enterprise. Each subsystem, in turn, includes its component activities.

For example, the subsystem Production activity enterprises." It includes the following activities:

technical means labor (equipment, buildings, tools, etc.);

production technology, incl. technological training production;

manufacturing process;

energy supply;

technical support;

material support, etc.

Subsystem "Management" includes:

planning;

control;

regulation, etc.

Thus, the activity of an enterprise is a rather complex system in which each of the subsystems has numerous connections, both within and with other subsystems.

When determining the potential of an enterprise, it is necessary to consider not only the system as a whole, but also the action of each of the subsystems :

production;

organizational;

labor;

economic;

informational; etc.

The potential of the enterprise as a whole consists of a set of potentials of the enterprise subsystems. One of the indicators that most fully reflects the state of the entire system, i.e. enterprise, or its subsystems, is an indicator - "potential level". The main task in determining the level of potential is:

study of the quantitative and qualitative states of the entire system and its subsystems;

identification of appropriate actions to be taken to achieve capacity building.

Initially, the organizational potential of the enterprise was considered as a complex set of the following interrelated elements: managers, structure, information systems and procedures, technological processes, systems of value orientation. This conclusion was made by the American scientist Igor Ansoff after considering the evolution of organizational structures and highlighting trends in their development.

The main trends in changing organizational structures.

A change in one of the listed elements does not mean a change in the organization. Changing organizational capacity is best started with people. This is followed by a change in the value system operating in the company, restructuring information flows, other elements.

However, over time, the question "what comes first in the development of an organization: people or a system of values" was answered exactly and vice versa by the president of the National Institute of Certified Management Consultants (NISKU) Arkady Ilyich Prigozhin. From his point of view, in the organization, the values of the enterprise are always primary, which further organize the goals. "Goals are set by values and predetermine them." People in an organization must be present by definition. Values do not define goals directly, but through an intermediate link - beliefs. Values are abstract, and people act in specific and different conditions, environments, and circumstances. Every organization has core values, i.e. those that are given by nature itself, without which the organization simply collapses. At least two of them can be attributed to them: manageability and customer focus. If both of them are not implemented, the firm leaves the market. Along with the basic values, it is necessary to highlight the leading values, i.e. those that ensure the progress of the company, either in the short or long term. In contrast to the core values, the leading values become a matter of choice. For example: innovation, leadership, strategic, etc.

Let's represent this idea schematically.

Position of values in the company

Beliefs

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Leading Values

Core Values

Thus, the basis of organizational potential is the culture of the organization - the totality of managerial personnel, value systems, systems and procedures.

But the concept of potential is something more than the totality of all elements - it has systemic properties.

The main system properties are:

1. Ways to subdivide tasks. With deep subdivision and narrow specialization of tasks, the potential achieves high efficiency, but loses flexibility. Aggregated and loosely defined tasks increase creativity at the expense of efficiency.

2. Ways of interrelation of tasks. Separation of tasks contributes to functional stability, their consolidation increases flexibility.

3. The culture of the organization, general norms, values, models of reality, rewards, material incentives. A culture that doesn't seek change promotes efficiency but doesn't leave room for flexibility

4. Structure of powers within and between functions, and how these powers are exercised An authoritarian structure promotes stability and efficiency, separated powers increase the possibility of change, but at the same time efficiency is reduced.

1.2 Stages of technology for assessing the effectiveness of organizational capacity

To determine the stages of technology for assessing the effectiveness of organizational potential, we present this concept to a common denominator, dividing the organization's potential into resource potential and organizational potential.

Organization capacity structure

Adhering to the general theory of the introduction of positive changes in the organization, which states that all work in the organization begins with the development of the first person of the organization, we will derive general stages that are not tied to a specific sector of the economy.

Preparatory.

Organization diagnostics.

Analysis of the received information.

Recognition of the need to carry out work to assess the effectiveness of organizational capacity.

Work planning.

Carrying out work on assessing the potential of the organization.

Management potential assessment (management system, personal leadership potential, information system).

Organizational climate assessment (Organizational culture).

Assessment of the potential of resources (human resources, market, production).

Summing up the results of the assessment of the effectiveness of the organization's potential.

Development and adoption of decisions on the development of the organization based on the data obtained after assessing the potential of the organization.

Let's go over each of the steps in more detail. organization capacity assessment, and also describe possible methods.

Management capacity assessment consists of several sections. The first of which is management diagnostics. The goal is to determine the manageability of the organization and identify the potential for development. Through self-diagnosis by managers of managerial errors in their organization, analysis management decisions(orders, orders), observation of meetings and operational reports is generated. The report fixes the relationship of various management problems, identifying those of them, the solution of which should begin to improve manageability. The second is the definition of service functions of departments and employees. As a result of the work, it is formulated (reformulated) official functions taking into account the ideology and goals of the organization. The third is the assessment of staff motivation. The result of this work will be the introduction of a dynamic system for assessing motivation, used and adjusted "on the fly", without massive and expensive certifications. The fourth is the evaluation of strategic management. The result of this work will be the text of the organization's strategy and the current system of strategic management in it.

Fifth - assessment of the management team. The result will be an increase in the effectiveness of strategic decisions and coordination of actions.

As a result of this work, the organization will receive a real vision of the current state of management potential, ways to implement it in individual cases. turnkey solutions for existing management problems.

Assessment of the organizational climate (organizational culture). There are several ways to assess the organizational climate in an enterprise. For example, consider two.

First way- The OCAI tool is designed to assess six key dimensions of organizational culture: the most important characteristics, the overall style of leadership in the organization, employee management, the connecting essence of the organization, strategic goals, success criteria. In turn, each key dimension is presented in the form of 4 alternatives (options) of answers: A, B, C, D. By completing an assessment using this tool, a picture of how the organization works and what values it is characterized is revealed.

Second way organizational culture can be assessed using the following questionnaire proposed by A.I. Prigogine.

Table 1.2.1

Organizational culture assessment

The predominance of negative incentives		Dominance of positive incentives
Mutual optional relationship		High commitment in relationships
Conflict		Cooperation
bossiness		Team spirit
Worker equals function		Accounting and coordination of interests
Installation for performance		Initiative is respected
Spontaneous, unsystematic management		Regular management
Disintegration		Integrity
Organization as a machine		Organization as a community
conservatism		Innovation
Lack of attention to competitors		Regularly compare yourself to your competitors
Execution of customer orders		Formation of customer demand

After summarizing the results, a conclusion is formed about the state of the organizational culture and about the possible development potential.

In any case, the assessment of the potential of organizational culture must be carried out in several ways. This will most clearly reflect the current state of the culture of the organization.

The above ways of assessing organizational potential are not the only ones. There are many tools for assessing the competitive potential of an organization, communication and other elements. The peculiarity of these elements and the complexity of the assessment lies in their nature. It is interconnected with the subtle nature of man, which is very sensitive to the slightest fluctuations in the environment.

It is easier to assess the effectiveness of the potential resources of the enterprise. This work is carried out either simultaneously with the organizational capacity or after it. In individual cases, when the organization does not feel the need for a comprehensive assessment of the potential, it is possible to work on an analysis of the effectiveness of the enterprise's resources.

Evaluation of production potential. The production potential of an enterprise is the relationship that arises at the micro level between the employees of the enterprise itself regarding obtaining the highest possible production result, which can be obtained with the most efficient use of production resources, with the current level of technology and technology, advanced forms of production organization, and regardless of state of the external environment. The contradictory nature of these relations is determined by the internal environment of the enterprise itself, and the PPP consists in the search and implementation of internal sources of self-development.

The production resources that characterize PP include:

The fixed assets of an enterprise are the value expression of the means of labor.

working capital enterprises (material resources) are objects of labor prepared for launching into the production process.

Labor resources of the enterprise. The labor resources include that part of the population that has the necessary physical data, knowledge and skills in the relevant industry.

The following methodology for determining the level of PP is proposed, which includes the following steps:

Preparatory includes:

1. Determination of PP levels and their characteristics.

2. Development of general and particular indicators for assessing the effectiveness of the use of software by type (fixed and revolving funds, labor resources);

3. Determination of threshold values of indicators determined taking into account the levels of PP.

4. Assignment to each value of the indicator, which fell into the interval defined in paragraph 3., Point characteristics.

5. Determination of the minimum and maximum values of the scoring scale within the used group of indicators.

6. Assignment to the intervals defined in paragraph 3, point values.

7. Determination by expert means of weight coefficients for each group included in the structure of the PP (fixed and working capital, labor resources). A coefficient value greater than 1 indicates potential opportunities in the near future for this category.

Settlement stage includes the following steps:

1. Based on the initial data for each enterprise, determining the values of the coefficients for each structural group and assigning each indicator of each group the corresponding points;

2. Summation of scores for each structural group;

3. Determination of the average score of the PPP, taking into account weight coefficients;

4. Assignment of a certain characteristic to the PPP, depending on the score received.

It should be noted that this methodology can be used to assess the RFP of a region, a separate city, or a separate industry of a particular region, or an arbitrarily designated area that requires this assessment.

Market potential analysis allows you to understand whether a project or product has a real chance of success, whether the product (project) meets certain market needs, to evaluate the mechanisms that translate a new technological opportunity to the market. Knowledge of the market in which the enterprise is going to implement its idea, the ability to organize market interactions and apply marketing tools are extremely important factors in the way of technology commercialization. Market potential assessment consists of:

assessment of the market capacity, i.e. the largest possible market size for a particular product/technology;

consumer assessments (including the presence of regular customers, client relationships, etc.),

assessments of competitors (including the existence of non-compete agreements, etc.);

estimates business reputation;

presence of trademarks, service marks, brands, etc. Calculation of the level of use of market potential

Market potential of the enterprise (RPP) - it is the ability to manage its resources at certain stages of its development in order to effectively interact with the market. Every company has market potential, but not everyone uses it 100%.

The level of use of market potential is a measure of enterprise resource management in order to effectively interact with the market at some point in time. UIRP can take values from 0 to 100%.

The main components of the market potential as an element strategic planning- a block of resources, a block of a management system and strategic planning of an enterprise, and a block of marketing. These blocks cover all the main strategic components of the enterprise, allowing you to achieve your goals.

In the management block, a mission is formulated, a strategy for further development is developed, and goals are determined. The implementation of the goals set is carried out at the expense of the resources available at the enterprise (labor, information, financial, material).

The marketing element that complements the structure of the RPP reflects the activities of the staff: analytical, production, communication. Thus, the concept of RPP combines not only resources that interact with the management system at various stages, but also methods, the use of which allows the most effective implementation of existing market opportunities.

In order to calculate FIDI, it is necessary to order the constituent data and determine the relationships between the components. Resources are subject to marketing and management activities. Thus, there are two areas of RPP analysis: analysis marketing activities in the field of resources and analysis of management activities in the field of resources.

Further analysis is carried out according to the method of RPP decomposition into the simplest components. The two directions of analysis outlined above are actually the first level of decomposition.

The second level is a detailing of the components of the first level, namely the potential of marketing activities and the potential of management activities. The decomposition of the second level resulted in the potential of analytical, production and communication activities (decomposition of the potential of marketing activities) and the potential of planning, organization, motivation and control (decomposition of the potential of management activities).

The third level of decomposition appropriately represents the structure of the components of the second level. At this level, the potential is detailed by individual types of resources. As components of the third level, we obtain, for example, the potential for analytical activities in the field of labor resources, in the field of financial resources, etc.

The fourth, last, level of decomposition is already based on the objects of activity in the areas of the third level. So, for example, at the fourth level, the potential of analytical activities in the field of labor resources will be represented by the potentials of objects of analytical activities in the field of labor resources. In this case, it can be an analysis of the influence of various factors on the productivity of employees, an analysis of the formal and informal interaction of employees at various levels of the hierarchy, an analysis of the organizational structure, etc.

Resource potential analysis(internal capabilities) of the enterprise is the second key stage strategic analysis. By examining the factors of production, both in aggregate and in isolation, they determine the ability of an enterprise to function effectively, i.e. the answer to the key development question is given: is it possible for the enterprise to increase output in the future, or is it close to the period of difficulties in functioning and it is necessary to take measures to stabilize and survive?

The analysis of the resource potential of the enterprise is proposed to be carried out according to the following scheme:

Assessment of resources and efficiency of the enterprise.

The financial analysis enterprise activities.

Comparative analysis.

Organization of the procedure for assessing the resource potential of the enterprise.

2. Technologies for assessing the effectiveness of organizational capacity

2.1 Characteristics of the enterprise

Limited Liability Company "", established in 2003 and registered by the Federal Tax Service Inspectorate for the Verkh-Isetsky District of Yekaterinburg. The company operates on the basis of the memorandum of association and the Charter of the enterprise. The founders of the society is one person. The legal address of the company is the Russian Federation, Sverdlovsk region, Yekaterinburg, Verkh-Isetsky boulevard, 25. The company is a legal entity, owns property and is liable for obligations with this property, can acquire and exercise property rights on its own behalf, bear obligations, be a plaintiff and defendant in court. The company has its own balance sheet, seal, stamps, forms with its name. As of April 2010, the trademark is being registered. In its activities, the company is guided by the current legislation, the memorandum of association, the Charter.

The subject of activity is:

short-term business education up to 72 hours in the areas of: general management, sales organization, personnel management, personal effectiveness, negotiations.

recruitment for vacancies: managers, accounting, sales, secretariat and AHO.

management consulting and organizational development.

personnel consulting.

The company works on an order basis. The provision of services is carried out in accordance with the existing portfolio of orders, concluded contracts, contracts and preliminary agreements on the provision and provision of services. Deadlines are set in advance terms of reference, volumes and terms of rendered services, prices.

The main clients of the company are enterprises from the following fields of activity:

Furniture/materials

Medicine/Health/Beauty

Metals/Fuels/Chemicals

Equipment / tools / electrical engineering

Food

Construction/real estate/renovation

Transport / cargo transportation

Household goods/stationery/household appliances

Legal/financial services

The activity of the enterprise is carried out in the Sverdlovsk, Chelyabinsk, Perm, Tyumen regions, including Khanty-Mansi Autonomous Okrug, YNAO.

The enterprise has fixed assets on its balance sheet, which are a set of tangible assets operating in an unchanged natural form for a long period. These are the means that create the basis and conditions for the production and economic activities of the enterprise.

2.2 Description and analysis of the technology for assessing the effectiveness of organizational capacity

In all branches of activity there is a certain specificity. The specifics of the activity of a consulting company, in particular the technology for assessing the effectiveness of organizational potential, include the following:

Evaluation of effectiveness seems possible for the potential of organizational culture, managerial potential, personal leadership potential, management system.

With regard to assessing the effectiveness of the potential of resources, it seems possible only for personnel.

First of all, this specificity is due to the fact that the enterprise in question operates in the market of services, not goods. By definition, services are intangible than goods and are more difficult to evaluate in any way. Secondly, this is due to the scale of the enterprise. A more complex system for assessing organizational capacity is not possible, due to the lack of necessary elements.

Any work within the organization has a specific goal for the further development of the organization. So activities to assess the effectiveness of organizational capacity has goal- analyze the current internal and external activities enterprises to identify strengths and weaknesses, with the subsequent development and implementation of improvements in the activities of the organization.

In connection with the goal, the following tasks are solved :

1. Determination of the necessary elements of organizational capacity for evaluation, taking into account the current strategic goals of the enterprise, so that this work is useful for achieving them.

2. Determination of the necessary resources and their quantity to carry out the work in the allotted time.

3. Determination of tools and methods of work for a qualitative assessment of the elements of the organizational potential of the enterprise.

To perform these works, the following work plan is created.

Table 2.2.1. Work plan for assessing the potential of a consulting company

Work plan	Result	Deadlines	Responsible
Expert SWOT - analysis	Identification of bottlenecks in the work of the enterprise		Working group leader
Identification of elements for evaluating the effectiveness of the capacity, taking into account the information received	Choice priorities solutions from the list of common enterprise problems
Analysis of available resources for work	Final resource selection for evaluation
Definition of tools for assessing the elements of the organizational potential of the enterprise	Portfolio of the most appropriate valuation instruments
Conducting an evaluation of the image intensifier	Obtaining the necessary information to analyze the potential of the organization
Analysis of the received data. Pattern Revealing	Develop data-driven long-term solutions

Consider especially important milestones in more detail with the analysis of possible tools.

Stage 1. Expert SWOT analysis is carried out by the heads of structural divisions responsible for the development of the enterprise. At least, there should be at least three such experts.

After determining the strengths and weaknesses, the influence of threats and opportunities on them, the problematic elements and processes in the work of the enterprise are determined.

Stage 2. Identification of problematic elements, how they relate to the goals of the organization, their dependence is revealed. This work can be done with the following template.

Table 2.2.2

The ratio of the goals of the enterprise and existing problems

As a result of the correlation between the goals of the enterprise and the existing problems, for example:

The impact of the problem on the goal in the time factor of achievement, i.e. whether the goal will be achieved in the allotted time, taking into account the internal disorganization of the process or element.

The impact of the problem on the goal in monetary terms.

Based on your goals, you can add the necessary dependencies.

After determining the elements for assessing the effectiveness of the potential, taking into account the information received, as well as analyzing the available resources for work, the company's managers fix tools for assessing the elements of the organizational potential of the enterprise. This is the 4th stage of assessing the production potential. The following elements were assessed within the framework:

Organizational culture.

Management potential.

Control system.

Leadership potential.

To assess the potential organizational culture enterprises use the concept of situational scoring. Its essence is to assign a certain score to the effectiveness of using each individual characteristic of organizational culture. The assessment is made according to the traditional five-point system.

After evaluating each of the selected characteristics and assigning it a certain score, they are summed up according to the following formula:

∑ I = I1 + I2 + I3 + I4 + I5 +... + In, (1)

where I is a characteristic of organizational culture;

n is the number of characteristics to be considered.

5 - outstanding results,

4 - very good,

3 - average achievements,

2 - on the verge of necessary,

1 - very weak results.

However, with this format of work, there is a problem around which there are disputes: when assessing culture is carried out using questionnaires or interviews, is this not a factual description of only the external characteristics of the organization, is the deep core values taken into account?

The best solution This problem is "immersion" in the culture of the organization, when the researcher "immerses" in the culture and acts as a deeply involved observer, trying to become "native" of the organization.

has a very serious approach to evaluation management potential. In this regard, the company uses two methods for evaluation at once.

The task of the first evaluation method is to determine the category of manager. This method in use since July 2009. It was proposed by one of the Moscow management consultants during the period of work.

Table 2.2.3. Employee Category Definition Matrix

(filled in by the head for each subordinate)


Creating competitive advantages: initiator of the creation of the KP, participant in the creation of the CP

Creating premium cases: repeatedly, singly
Creating premium cases: repeatedly, singly
Participation in the WCG: initiated the creation of real VCG, heads the WCG, participates in WCH


Innovations: proposed more than two accepted and significant improvements, suggested minor improvements

Execution: takes on additional responsibilities in addition to the successful performance of official functions, performs its functions flawlessly and independently, performs its functions only within the framework of "from" and "to" under the control of the head


For leaders: prepared a leader has a full-fledged deputy, formed an effective team

Notes :

a) the manager circles those crosses that characterize the activities of a particular subordinate for the year;

b) "Bonus event" means a special achievement of an employee (within or outside of his/her functions), which was awarded or presented with an award.

" C" unsatisfactory performance of functions within two to three months.

"B-3" sufficient diligence of their duties, a positive reaction to the comments and tasks of managers.

"B-2" in addition to matching "B-3" proposes improvements in his work and applies them (to the extent that it depends on him).

"B-1" in addition to matching "B-2" offers valuable improvements in the work of their departments, business processes + takes on new functions, takes on new tasks and successfully solves them.

"A" in addition to matching "in-1" offers valuable improvements across the company + takes on new functions, takes on new tasks that are significant for the company as a whole + creates competitive advantages.

Zvezda, in addition to conforming to "a", undertakes breakthrough initiatives of strategic importance with the highest rating from the company's president.

Additionally, once every six months, the following management staff assessment form is filled out.

Table 2.2.4. Management staff assessment form

Based on the information received about the organizational potential of the enterprise, it becomes possible to develop solutions to improve the activities of a consulting company (Final stage). However, when analyzing the existing system at the enterprise, the question arose: with what frequency is it necessary to assess the potential of such companies? In this regard, the following recommendations have been made.

3. Proposal to improve the technology for assessing the effectiveness of the organizational potential of an enterprise

Work to determine the effectiveness of the organizational potential of the enterprise, first of all, should be systemic. Determining the frequency of these works will allow timely introduction of innovations in the work of the enterprise, which ensures the competitiveness of the organization in rapidly changing market conditions. The criteria for choosing the frequency of evaluation will be the following factors:

1. Determination of the main players in the consulting services market.

This criterion considers only direct competitors. A selection of more than ten direct competitors, plus an analysis of indirect and/or potential competitors, can lead to dispersion of activities. So, for example, when evaluating a potential competitor from IT consulting, taking into account the threat of entering the "Management Consulting" segment in terms of assessing its capabilities, the enterprise will not have information about its potential capabilities, because it has not previously shown itself in this market in any way . After identifying key competitors and systematizing competitive advantages and omissions (Table 2.3.1), it is necessary to monitor their actions on the market in relation to customers, labor resources, and suppliers on a monthly basis.

Table 2.3.1

Competitor analysis

2. Evaluation of the frequency of entry and exit to the market of new players.

It is rather difficult to assess the frequency of entry and exit of players in the market. The only free way today is to visit open exhibitions and conferences under the administration of the city of Yekaterinburg, where this dynamics is recorded annually. But this information is quite subjective. If we consider paid sources of information, then this problem can be solved in several ways. The first is the formation of a marketing department in the company, one of the functions of which will be the study of market dynamics. The second is the order of marketing research in a specialized company. The third is the purchase of reference materials in state statistics services.

The marketing department can use the following form

Table 2.3.2

Dynamics of entry and exit of enterprises in the market of consulting services.

3. The frequency of introduction of new work technologies, directions, in this field of activity among direct companies - competitors.

Because this information is competitive advantage at consulting companies, they try to tell existing potential and real clients about it through conducting Pr-companies. These companies are sold through specialized print media and Internet portals. Thus, the formation of a media monitoring schedule will allow you to track the introduction of new technologies by competitor companies.

Table 2.3.3

Open Source Innovation Monitoring Form

4. The dynamics of the development of activities in companies - clients and directly in their industry.

Since consulting companies work directly with problem situations in legal entities(companies), it is necessary to monitor the situation in the relevant industry. This will allow us to offer appropriate solutions to the current problems of the enterprise.

The sources of this information may be the annual reports of the Open Joint Stock Companies, data on exports and imports in the Russian Federation, reporting conferences in the relevant industries.

Returning to the question of how often it is necessary to assess the effectiveness of organizational capacity, we can recommend the following format of work.

After analyzing the above factors, a pattern is revealed about the change in the market in a certain period of time. Their influence on the elements of organizational potential is fixed. After that, two types of elements can be identified - static and non-static, i.e. those that change quite often and vice versa, less often. By dividing these elements into two types, it is possible to determine the frequency of assessing organizational capacity. For example, for static it can be quarterly, for non-static once a year.

Conclusion

Success modern organizations is increasingly dependent on timely work to assess the effectiveness of the organizational potential of the enterprise. These conditions include intense competition, which is acquiring a global character, rapid technological development, tougher requirements for the intelligence and potential of managerial personnel, and the growth of their autonomy and responsibility.

The potential of an organization is a complex concept that depends on many factors and is characterized by consistency.

Evaluation of the effectiveness of the organizational potential of the enterprise is formed on the basis of all available performance indicators of the organization. Among them are indicators on personnel, available resources, production, managerial potential, and organizational culture.

To date, there are many ways to assess the elements of organizational potential for enterprises operating in the market of goods. Service enterprises face a greater difficulty in valuation. Such difficulties are, for example, the difficulty of assessing human potential, in our case it plays the role of a "commodity". Nevertheless, the human potential, the potential of the organization of the service sector can be assessed and can serve as a good motivation for the proactive activity of the enterprise, taking into account the results of the analysis of the organizational potential of the enterprise.

In particular, the given tools will allow solving a number of problems in the organization, where the basis for decision-making will be an understanding of the level of effectiveness of organizational potential.

1. Ansoff I. Strategic Management. - M.: Economics, 1989. - 519 p.

2. V.V. Kuznetsov, L.M. Arutyunov. Organizational potential of the enterprise. Tutorial. Ulyanovsk 2007.

4. Milner B.3. Organization Theory - Textbook 2000 INFRA M 480 pp.

5. Prigogine A.I. Methods for the development of organizations. - M.: MTsFER, 2003. - 863 p. .

6. Prigogine A.I. Goals and values. New methods of working with the future. Delo Publishing House. ANKh. 2010

7. Explanatory dictionary of the Russian language Ushakov. Explanatory Dictionary of the Russian Language: In 4 volumes / Edited by D.N. Ushakov. - M.: State. in-t "Soviet encycl. "; OGIZ; State. foreign publishing house and national words., 1935-1940.

8. Shevchenko S.G. Some issues of improving the efficiency of Russian consulting companies. Analytical review. Moscow, 2007, CJSC "SPlan-Holding"

Application

Routing social diagnostics

The general goal of social technology is to evaluate the effectiveness of the technology for analyzing the organizational potential of an enterprise (OPP)

Common goals

	Procedures	Operations		Technological tools		Measurements and results (norms and standards)	Performers

1. Preliminary work on fixing the criteria and elements for social diagnostics.	1.1 Identify elements of organizational capacity to be assessed for performance	Development of working matrices for prioritizing organizational elements	1.1.1 Systems approach	1.1.1 Literature on organizational capacity and development.	1.1.1 Professional	1.1.1 Working layout	1.1.1 External or internal project proponent
		Printing work matrices	1.1.2 Printer printing	1.1.2 Working matrix	1.1.2 Computer, paper, printer	1.1.2 Instances for quantity participants, but not less than 5 specialists	1.1.2 Assistant to the project initiator
		Conducting a working session among the company's managers in order to determine the elements to be assessed through the developed matrices	1.1.3 Information and consultation approach	1.1.3 Working group, printed matrices, flip chart, paper, markers, projector.	1.1.3 Professional (Moderator)	1.1.3 List of elements to be assessed.	1.1.3 Strategic session expert
	1.2 Selection of criteria for evaluating the elements of organizational capacity subject to performance analysis.	1.2.1 Developing or fixing company goals	1.2.1 Scenario method	1.2.1 Working group, Flip chart, paper, markers, projector, in addition, data on the market of competitors and customers can be used.	1.2.1 Professional (Moderator)	1.2.1 Fixed company goals	1.2.1 External or internal project proponent
		1.2.2 Definition or fixation of job functions of units	1.2.2 Descriptive mode	1.2.2 Questionnaire for determining the job functions of units	1.2.2 Professional (consultant)	1.2.2 Fixed job functions of the unit	1.2.2 External or internal project proponent
		1.2.3 Drawing up working matrices for formalization, taking into account the goals of the enterprise and the functions of departments	1.2.3 Information and consultation approach, analytical	1.2.3 Literature on organizational capacity and development.	1.2.3 Professional (consultant)	1.2.3 Working matrices	1.2.3 External or internal project proponent
		1.2.4 Formalization of the criteria for evaluating the elements of the GPP	1.2.4 Boolean	1.2.4 Working matrices	1.2.4 Professional (consultant)	1.2.4 Fixed PPP criteria, taking into account the interconnectedness of the functions and goals of departments and the company, respectively	1.2.4 External or internal project proponent
2. Evaluation of the effectiveness of the technology for analyzing the organizational potential of the enterprise.	2.1 Evaluation of the effectiveness of the technology for analyzing the organizational potential of the enterprise.	2.1 1 Correlation between the ongoing EPP to date and the data of the conducted social diagnostics.	2.1.1 Systems approach	2.1.1 Working matrices	2.1.1 Professional (consultant)	2.1.1 Identification of bottlenecks and inconsistencies of the current assessment, taking into account the goals of the enterprise.	2.1.1 External or internal project proponent
3. Preparation of a report on the analysis	3.1 Providing a report to the management of the enterprise with subsequent decision-making.		3.1.1 Information and analytical	3.1.1 Literature on organizational capacity and development.	3.1.1 Professional (consultant)	3.1.1 Printed report	3.1.1 External or internal project proponent
		3.1.2 Printing the required number of report	3.1.2 Printer printing	3.1.2 Sample report	3.1.2 Computer, paper, printer.	3.1.2 Instances on the number of internal customers of the company	3.1.2 Assistant to the project proponent
		3.1.3 Activity report	3.1.3 Information and advisory	3.1.3 Working group, flip chart, paper, markers, projector	3.1.3 Computer, paper, printer	3.1.3 List of organizational decisions taken	3.1.3 External or internal project proponent

The indicators are based on strategic, competitiveness, quality, teamwork, achievement. The indicators do not come from the desire to recoup and / or earn n the amount of money.

Data from the INES conference "Strategic management in a turbulent era". Moscow. February 5, 2009

Explanatory dictionary of the Russian language Ushakov. Explanatory dictionary of the Russian language: In 4 volumes / Ed.D. N. Ushakova. - M.: State. in-t "Sov. entsikl."; OGIZ; State. foreign publishing house and national words., 1935-1940.

Materials from the workshop "What our leaders can't do?". Yekaterinburg city. October 2009

Organizational potential includes two components of the concept: the organization and the potential of the organization. “Organizo” (lat.) means: I communicate a slender appearance, I arrange, i.e. characterizes the formation of "order" from "chaos". Moreover, the concept of “order” or “chaos” depends on the subject who perceives it. In other words, quality as a category of organization has an evaluative characteristic in these terms. The organization allows people to understand that it is much easier to achieve success together. At present, it has acquired an independent meaning as a concept that characterizes the quality of the system, including the management system.

The potential represents the capabilities of an individual, family, enterprise, company, city, region, region, republic, state, commercial structures, society and public organizations, state executive and representative structures (institutions) in a certain area. Organizational potential, therefore, is a collective concept, it includes both organizational and material factors, as well as relations regarding production, distribution, exchange and consumption, and, consequently, management relations.

Organizational potential is a combination of various (extended in time and space) objective and subjective factors that ensure the implementation of the tasks set.

Considering the organizational potential of the region, we assume that it covers sources, opportunities, means, reserves that can be put into action, used to solve some regional problem, achieve a specific regional goal.

The organizational potential of the region is classified according to the characteristics of its qualitative use. They include the following: political, social, economic, regional, structural-sectoral, natural-resource, scientific-technical, technological, labor, personnel, military-economic, export, industrial, corporate (production level) and others.

The list of signs can be continued, but in modern conditions, when positive shifts in social production are finally outlined for many years, I would like to pay more attention to the qualitative indicators of Russia's organizational development. First of all, it is about economic potential of the region, which represents the total ability of the region's economy, its structural components: industries, territorial economic complexes, state and commercial enterprises to carry out production and economic activities, produce a variety of products, satisfy the needs of the population and, in general, social needs. The economic potential of the region is largely determined by the characteristics of its natural resources, production, labor and scientific and technical potential, accumulated national wealth. The first sprouts of positive economic shifts are clearly visible in the use production potential.

The quantitative and qualitative level of fixed assets, as the leading link in the material and technical base of society, is production potential. Here we have in mind the existing and potential possibilities of production, the presence of production factors, its provision with resources.

An important role in the organizational potential of the region is played by scientific and technical potential, which is a set of personnel, material and technical, information resources designed to solve the problems facing the region.

The network of scientific organizations - research, design, design institutes, as well as research departments of universities, functioning for the production, dissemination and implementation of scientific knowledge in practice, the implementation of a unified scientific and technical policy, is scientific potential region (it is often considered as part of the entire scientific and technical potential).

Almost 3% of the employed work in the field of science, and 14% together with the branches of education and culture. In one of the crisis years (1995), 930 samples of new technology were created, while in Soviet times (in 1980) there were 1749. However, the scientific “intellect-intensive” sphere of production in Russia was undermined by the crisis. At the same time, the “order” of spending on R&D in the United States in recent years has been 2.4-2.6% of GDP, while we have 0.4-0.6%.

Of particular importance for the practical implementation of the achievements of scientific and technological progress in production is the formation of an innovative infrastructure - organizations that contribute to the implementation of innovative activities and the formation of "growth points" (innovation and technology centers, technology incubators, technology parks, educational and business centers, etc. ).

The study of the scientific and technical potential of the region is currently necessary, since the current system of state distribution of productive forces, taking into account the specialization and cooperation of regions, in the conditions of hypertrophied sovereignty of the latter, does not meet modern requirements.

Two forms of using the organizational potential of the region can be distinguished: mechanical (formal) and organic (adaptive, informal).

mechanical, stable the form of organization is more suitable under the following conditions:

the environment is relatively stable;

goals are clearly defined and time-tested;

technologies are relatively uniform and stable;

activities are routine;

decision making is programmable, coordination and control processes tend to be rigidly structured, hierarchical system.

organic, adaptive the form of management organization is applicable under the following conditions:

the environment is relatively indefinite and mobile;

goals are different and changeable;

technology is complex and dynamic;

there are many non-routine activities for which creativity and a willingness to respond quickly are important;

communication and coordination systems are informal and non-hierarchical.

In other words, the concept of restructuring the organizational potential of the region is based on provisions that require, on the one hand, the rejection of established management stereotypes, outdated, obsolete structures, forms of interaction with business entities, and, on the other hand, the wide involvement of new, intensive elements of organizational structures focused on on the criteria and indicators of a market economy, democratic methods of management.

The inefficiency of the existing organizational potential of the region is due to the lack of fundamental basic principles of regional development that could ensure its effective use. These include, in particular:

Uncertainty of the political structure (constitutional system, type of democracy, model of the contract between the citizen and the state). The subjects of the Federation, despite the rather definite articles of the Constitution of the Russian Federation, are in captivity of their own ambitions regarding the unlimited sovereignty of their constitutional rights and the adoption of their own (often contradicting the Constitution of the Russian Federation) laws. President Yeltsin B.N. repeatedly tried to overcome the uncontrollable independence of the heads of administrations of the subjects of the Federation. He did not succeed. The All-Russian Conference on the Development of Federative Relations, which was organized by the Government of the Russian Federation at the end of January 1999, can serve as evidence of the latter. The agenda included the issue of considering the Statement of the participants of the All-Russian Conference "On the improvement of federal relations and the strengthening of Russian statehood." Prime Minister of the Russian Federation Primakov E.M. invited all governors to sign the text, which would seem to cause no discrepancies. In the project, for example, there were such words: “We, the participants of the All-Russian Conference on the Development of Federal Relations, representing state authorities Russian Federation and subjects of the Russian Federation,

acting in accordance with the Constitution of the Russian Federation, the Constitutions and Charters of the constituent entities of the Russian Federation, the legislation of the Russian Federation and the legislation of the constituent entities of the Russian Federation,

striving to strengthen the unity of the political, legal and economic space of the Russian Federation and guided by the need to preserve public harmony, strengthen the foundations of the constitutional system,

I undertake to build my relations on mutual recognition and respect for the constitutional rights of state authorities at all levels and striving for the development of integration processes in the Russian Federation, recognizing the need to ensure a decent standard of living for the population, create budgetary and financial terms, under which citizens will be guaranteed a standard social minimum, regardless of the territory of their residence,

striving to unite the efforts of all parts of the state system and civil society to establish the principle of equal rights for citizens of different nationalities and religions, to strengthen mutual understanding between them,

undertaking to act in concert in the conduct of regional policy at the federal and regional levels,

aware of their personal responsibility for ensuring these interests,

have jointly adopted this Statement and recognize it as necessary:”. Next come the obligations of the executive authorities to comply with the Constitution of the Russian Federation and eliminate contradictions in the regulatory legal acts of the Russian Federation and the constituent entities of the Russian Federation.

It should be noted that this Statement was not only not signed by the Meeting participants, but was not even voiced, which indicates the tacit disagreement of the heads of administrations to give up their sovereign ambitions. How actively the governors have taken up calls to take the sovereignty of the region "as much as you can," just as difficult to "take" it back. It was obvious that the opposition of the central authorities to the regional ones seriously hindered the economic development of the country. What are the articles of the regional constitutions of a number of Caucasian and other republics worth, for example, on the right to pursue their own foreign policy, to have their own armed forces and other legislative acts that contradict the Constitution of the Russian Federation.

President of the Russian Federation Putin V.V. continued this work more actively. By Decree No. 849 of May 13, 2000 “On the Plenipotentiary Representative of the President of the Russian Federation in the Federal District”, he transformed the Institute of Plenipotentiary Representatives of the President of the Russian Federation in the regions of the Russian Federation into the Institute of Plenipotentiary Representatives of the President of the Russian Federation in seven federal districts: . Moscow), Northwestern (St. Petersburg), North Caucasian (Rostov-on-Don), Volga (Nizhny Novgorod), Ural (Yekaterinburg), Siberian (Novosibirsk), Far East (Khabarovsk). With this step, he took measures to strengthen the vertical of state power. This is first. Secondly, the President becomes not only the guarantor of the Constitution of the Russian Federation, but also its conductor. With this, he actually began the administrative reform of the Russian Federation, which B.N. did not dare to undertake during the years of his presidency. Yeltsin.

Of course, the quality of governance is not determined only by the political balance of the central and regional authorities, but it largely depends on it. At the same time, it is difficult to see positive consequences for economic reforms in this political reform. Indeed, if earlier Russia traditionally had 11 economic regions, then in the early 1990s, without abolishing the latter, 8 associations of economic interaction appeared. Now 7 districts have been formed, which for the most part coincide with associations of economic interaction. It is difficult to assume that such districts can promptly interact with the governors of the subjects of the Federation. The territorial and quantitative (number of subjects of the Federation) scale of the districts, I think, will make it difficult to choose the accents of the social economic development individual territorial units. Representatives of the President of the Russian Federation receive very large powers. In particular, they concentrate: 1 the efforts of all power ministries in the regions; 2. the efforts of all federal executive bodies located in the subjects of the Federation; 3. provide a supervisory, control function over the implementation in the regions of the Constitution of the Russian Federation, federal laws and decrees of the President of the Russian Federation. Particularly large-scale is the Central District, which, in addition to the Central Association for Economic Interaction, also includes the Central Black Earth Association. It includes Moscow, the Moscow region and the entire industrial center of Russia, which must be managed not from military, but from economic positions. With the exceptional opportunities of many of them, it seems difficult not only to coordinate them, but, most importantly, the choice of strategic directions for development.

As we can see, the organizational potential of these authorized representatives of the President of the Russian Federation is of such high importance that we can assume the need for their participation in the work of the Government of the Russian Federation, as it was previously assumed that representative heads of associations of economic interaction should participate in its work.

It is difficult to imagine an increase in the quality of management with the emergence of a new district intermediate management body (is it executive?), but the need for its organizational focus on socio-economic goals is obvious.

2. The absence of a system of values (social stereotypes) that the population of the region aspires to. Behind this lies a mutual misunderstanding of the goals of the administration (governments) of the region and various segments of the population. The executive authorities, both locally and in the central administrative structures, do not know what social group population should be guided. It is obvious that everyone (from beggars to large entrepreneurs) needs state support, but it is necessary to prioritize here. Moreover, in order to regain the trust of the population, an adequate economic policy is needed, in particular, the recognition of private property and self-government, the realization of the advantages of a person's individuality.

3. Lack of a strategic program for economic development. Since the beginning of market reforms (1991), everything has been done to destroy the existing, albeit inefficient, economy of the country and regions, but practically nothing has been done to stop its further disintegration, and even more so to create a strategic program for socio-economic development. This applies to almost all regions-subjects of the Russian Federation. Moreover, the constituent entities of the Russian Federation now (more than ever) need state regulation and the participation of each of them in the system of social territorial division and labor cooperation.

4. Organs government controlled, including the office of the President of the Russian Federation, executive and representative bodies of government, regional and local governments, public and commercial management structures were constantly changing, adapting to the requirements of the time. This does not at all mean that the structure of economic management in the Russian Federation has objectively improved. This did not happen for many reasons, among which the following should be highlighted:

Liberalization, i.e. removal or sharp reduction of state control in all spheres of economic activity, primarily through the abolition of directive planning and mandatory state orders for the products of enterprises, the transition to pricing mainly in accordance with supply and demand, and, finally, the abolition of the state monopoly of foreign trade and allowing all economic entities to engage in foreign economic activity;

Privatization, i.e. changing the nature of property through the transfer or sale on various terms of state property to economic entities that use it in the future in economic activities, while bearing full property responsibility for the results;

Formation of market infrastructure, i.e. new mechanisms for establishing economic ties, including, in particular, commodity and stock exchanges, markets, commercial banks;

Demonopolization of the economy and encouragement of competition by removing restrictions on the movement of goods in the domestic market. Formation and preservation of natural monopolies;

Restructuring the economy. So far, it is carried out spontaneously, without scientific justification, giving the regions the opportunity to independently choose a strategy for socio-economic development. Moreover, the latter often has a purely personal (governor's) character and weak consistency with the interests of the socio-economic development of the region;

System social support has unprecedented distortion. This applies in particular to non-payment of wages to employees public sector, pensions for pensioners, delays in budget payments for social purposes in many regions of Russia. The differentiation of incomes of the population in various regions of Russia has acquired a stable character. Currently, it reaches 30 or more times.

The regulation of the economy is ensured with the help of macro-economic, primarily financial and stabilization means, providing an administrative impact on economic sustainability countries. Tight monetary policy contributed to the suppression of inflation, but did not help the formation and development of domestic production at all. However, in our opinion, she objectively could not help him. It is possible that this goal was not set by the reformers 1 .

The organizational structure of management in the regions and in the central government bodies did not have a unified concept. The absence of a simultaneous administrative reform, adequate to the qualitative changes taking place in society, has led to weak interaction between management structures in a single management vertical. This, by the way, is reflected in the names of the leaders of the regional administration - from the heads of administrations and governors to the chairmen of governments and presidents of the republics. This circumstance, in turn, weakens the leading role of the federal structures of executive power.

Therefore, the universal economic crisis, a change in structural and technological priorities in the development of the country's industry, the growing influence of Western (foreign) financial and other socio-economic technologies, as well as the dominance of foreign consumer products in the domestic market, and finally, the ongoing social tension in all regions of Russia - all this is reflected in distorted system of using the organizational potential of regional management.

To implement its effective use, it is necessary to form a regional organizational and economic production complex. Strictly speaking, a region is a dynamic and stable territorial or local (compact) combination of enterprises and sectors of the economy, also united by extensive and close internal ties.

The organization of governance in the region, in our opinion, must comply with two requirements. One of them is purely organizational, which provides for a uniform organization of regional state management structures. Another requirement is economic, which involves ensuring a balanced economic development of the regions, implementing plans for regional development and pursuing a policy of developing new territories.

It should be borne in mind that the quality of regional governance is influenced by external and internal, objective and subjective, natural and acquired factors of development. It is easy to see that, firstly, each region in the process of economic reforms acquires a new geopolitical and economic position. So, some have become frontier, others have lost their place (specialization) in the single economic space of the country. Secondly, many regions are forced to change the patterns and structure of their industrial and agricultural development.

In this context, attention should be paid to the objective factors in the development of the regional management system of the Russian Federation and to the acquired (subjective) factors of the regional industrial and social policy. First of all, we are talking about its internal features (inherent only to it). First of all, this applies to geography and nature.

Huge territory. FROM On the one hand, it is a positive factor (an abundance of resources, a variety of conditions and opportunities), on the other hand, it is a negative one (low population density, difficulties in the interaction of territories, remoteness from the administrative and cultural center, etc.).

Harsh nature. Russia is located in the harsh northeastern regions, 3/4 of its territory is covered with tundra and taiga on permafrost, only a fifth of it is suitable for plowing, and even then half of it lies in the zone of risky farming. Modern Russia has lost vast territories with an almost tropical climate (Crimea, the Caucasus, Central Asian territories). Many rivers and seas freeze in winter. The territorial borders of Russia have been shifted (due to the collapse Soviet Union) and require large material and organizational costs.

The uneven distribution of the population. 3/4 of the population of Russia are concentrated in its European part, which is 1/4 of the country's territory, and the remaining 3/4 account for only 1/4 of the population.

National-territorial construction of the Russian state. A huge variety of nations coexists with a significant predominance of one of them in terms of numbers, rigid state centralism - with the traditional autonomy of the remote outskirts and disproportions in the level and nature of the economic development of a number of regions of Russia.

Along with the natural features of Russia, its development was greatly influenced by the qualitative features acquired in the course of the formation of state socialism, which hinder progressive socio-economic and scientific and technological development. This can be seen, firstly, in the concentration of economic life in the largest cities and the decline in population density with distance from regional centers. The complexity of the territorial structure is aggravated by the fetishization of large and largest enterprises and industries, the creation of territorial production complexes. The result of this is the monopoly of individual superfactories, the country's dependence on two or three centers of production, hyper-specialized regions. Enterprises took on an unusual function - the development of the social sphere in the respective territories. Superfactories had their own (often closed) cities with their own systems and services.

It is impossible not to notice that with the collapse of the Union and the active development of economic reforms, old ties and relations quickly collapsed, and interregional disproportions began to grow catastrophically. It is no coincidence that this process, on the one hand, was accompanied by a decline in production and an increase in inter-district contrasts in social indicators (child mortality, crime rates, etc.), and on the other hand, by the search for new technological solutions when creating new industries and specializing regions. However, new technologies (even if they were found) could not solve the problem of state building on their own, an administrative, economic action (revolutionary reform) was needed to qualitatively replace the socio-economic paradigm of social development, without which Russia cannot join the ranks of developed states world economic system.

Such an action (political upheaval) took place, but with it suddenly came a terrifying general (as it is now called - systemic) crisis. Politicians, including government officials, had no time for socio-economic development programs. And those who understood their necessity considered it possible to cope with economic and technological problems in a short time, in extreme cases in 400-500 days. Thanks to these unfortunate officials and politicians, the country has been in a crisis situation for more than ten years. The political struggle for power replaced economic reforms and shifted socio-economic problems away from the center - to the regions of the Russian Federation.

Under these conditions, the qualitative parameters of the organizational and economic development of society are identified with the system of regional management. This circumstance is due to the fact that the possibility of renewal and revitalization of economic ties, the use of the organizational potential of the regions were associated with its features, models of management of economic systems, models of development of the subjects of the Federation. The managerial elite of regional control systems used them in their own interests.

Qualitative territorial features of the subjects of the Federation made it possible to identify 5 models of regional development. These include:

Industrially developed regions of Russia, which have

historically established organizational potential, which, however, needs a serious renewal of equipment and production technologies.

Agricultural regions where it is necessary to re-create the ruined agro-industrial complex of Russia.

Regions with developed military industrial a complex that has undergone a hasty conversion. Here is the problem of establishing new socio-economic relations between enterprises of the military-industrial complex with government bodies power and market structures. Military-industrial complex enterprises should work on the basis of economic contracts and state orders.

resource regions. It is known that the northern regions of Russia have exceptionally rich reserves of unique natural resources. The danger of this regional management model lies in the lack of a legal framework for the preservation of these wealth from their reckless and wasteful use in the interests of local regional elites.

Management model built on the geographic and special resource prerogatives of Russian regions. So, the free economic zone of the Kaliningrad region does not cause discrepancies. She can serve organizational form management for other regions, some cities and regions of the country in the form of offshore zones, customs and other market structures. The unique reserves of gold in Chukotka, diamonds in Yakutia, non-ferrous metals in the north of Siberia suggest the creation of an adequate system of regional management. However, here the problems of belonging to the relevant property and its legal protection remain relevant.

The significance and scope of the changes that have taken place in the territorial structure of the Russian Federation should not be exaggerated, since each region is trying to independently cope with the difficulties of the transition period. As a result, economic disintegration has become a steady trend, and the federal executive bodies cannot effectively and sustainably prevent this process.

The process of disintegration is ambiguous. On the one hand, it reflects the historically inherent tendency in Russia towards a certain autonomy of regional markets. The desire for independence of the regions is explained by the geopolitical features of the country, the elimination of an over-centralized management system and the objective need to expand the powers of local authorities, the transition to market relations. On the other hand, there is a noticeable inclination towards economic separatism, a desire to seize all new powers without prior notice. It has not yet been proven which path unambiguously leads to disintegration and which does not. At least it is clear that state regulation becomes objectively necessary. Here it is impossible not to rely on world experience.

A similar situation developed in various countries building federal relations. This is quite evident in the USA. At the end of the 19th century, the French historian Tocqueville, in his book “The Old Order and Revolution”, exploring the complexity of the relationship between the territorial subjects of the Federation and the central authorities of the United States, characterizes the situation as follows: “Either I am very mistaken, or the federal government tends to weaken ... When they realize that the weakness of the Federal Government threatens the very existence of the Union, the opposite trend will arise - to strengthen it.

In the management of the regions in France, this problem was not so acute. Already at the very beginning, the prefect of the district (territorial formation of the country) was the simultaneous head of the department and received all instructions and orders directly from the Prime Minister of France. Whereas in Russia the head of the region is an elected person and the relationship between the prime minister and the head of the regional administration is advisory in nature, which greatly complicates the unity of power and state administration in the Russian Federation.

For many today it has become clear that state regulation of the socio-economic development of the regions of the Russian Federation is a strategic factor.

An exceptionally deep territorial division of labor has historically developed in the country, and not a single, even the largest region is able to exist in the regime of absolute autonomy. Illusory ideas of local authorities in the opposite way not only violate the integrity of the single economic space and hinder market reform, but also prevent the use of the advantages of state regulation of the socio-economic interests of the regions. That is why it is necessary to create a federal legal space in which the interests of the regions and the federation would not oppose each other.

The preservation and strengthening of the Russian state directly depends on how successfully federative relations are formed, local self-government develops, and vertical and horizontal structures for managing the activities of legislative and executive authorities are built. That is why the new state structure attaches great importance to the strengthening and development of federalism. Federalism - the relations of the subjects of the Federation among themselves and with the Federation as a whole, based on the delimitation of the subjects of jurisdiction and powers between the federal state authorities and the state authorities of the subjects of the Federation, as well as on the constitutional and legal equality of the subjects of the federation among themselves and in relations with federal state bodies authorities.

The tasks of strengthening federalism are solved as a result of:

Protecting and ensuring the interests of the Federation as a whole, the actions of the state authorities and the regions aimed at maintaining the unity and territorial integrity of Russia;

Decentralization, democratization of power, expansion of the powers of state authorities of the constituent entities of the Russian Federation and increasing their responsibility to the population;

Legal and economic equalization of the rights and competence of the subjects of the Federation;

Development of political, economic and legal measures that ensure the constitutionally established independence of the regions, a combination of selective state support for individual regions with state stimulation of economic activity throughout Russia;

Consistent and proportional interaction of subjects of the Federation with federal authorities in economic, financial, social, cultural and national policy;

Real provision to every citizen of Russia of guaranteed constitutional rights and freedoms throughout the state.

According to the Constitution of the Russian Federation (Article 65), the Russian Federation includes 89 subjects of the Federation, which are called regions: 21 republics, 6 territories, 49 regions, 1 autonomous region, 10 autonomous districts and 2 federal cities. Administrative-territorial formations of the lower level - cities, towns, rural and urban areas, village councils, etc. there are about 27 thousand units.

Of the 11 economic regions of Russia, 4 are located in the North-Central strip of the European part of Russia: Northern, Northwestern, Central and Volga-Vyatka; 2 - in South European: Central Black Earth and North Caucasian; 2 - in Eastern European: Volga and Ural; 3 - in the Asian part: West Siberian, East Siberian and Far East.

It should be borne in mind that in Russia, as well as in other countries, the number of administrative-territorial entities has always been a mystery. If such regional formations as republics were built on a national-territorial basis, then this did not cause discrepancies and protests. However, krais, oblasts, and okrugs always had very approximate criterial boundaries, so they changed quite often. This applies to such historical precedents as provinces under tsarist rule or economic councils under the Soviet administrative command system.

The economic and social situation of the subjects of the Federation is characterized by extreme inconsistency. According to 1995 data, the levels of economic development of regions, calculated on the basis of the per capita volume of the gross regional product (GRP) as a percentage of the Russian average, differ by 2.9 times in economic regions (Western Siberia - 152%, North Caucasus 52%), and basis of gross industrial output - 3.9 times. In the context of the subjects of the Federation (without AO), the gap in levels (in terms of GRP) reaches 17.6 times (Tyumen region - 370%, Dagestan - 21%). Until recently, the situation has not changed much.

In terms of the number of people employed in the public sector (1995), Eastern Siberia (49%), the European North - 48% and the Far East - 48% are in the lead. At the average Russian level (42%) or slightly higher than it are the regions of the North-West, the Center, the Volga-Vyatka, the Volga region, the Urals and all the eastern ones. The share of the private sector is higher or at the level of the average (34%) in the regions of the North-West, the Center, the Chernozem region, and the North Caucasus. The mixed form of ownership against the average indicator (22%) is allocated to the regions of the European North, the Volga-Vyatka, the Chernozem region, the Volga region, the Urals and three eastern regions. In 1998, there were 75 financial and industrial groups, which included more than 1,500 enterprises and 90 banks.

The Russian Federation has another qualitative characteristic of the territorial organization of regional governance - associations of economic interaction, we have eight of them.

Associations of economic interaction are an organizational form of integration of the economic interests of the regions. However, not all of them use this advantage well. Two of them are in a particularly difficult position. The first one is AEV "Central Russia". It includes the most developed economic terms regions and, at the same time, the most disunited in political claims that violate their potential for joint organizational development. Suffice it to say that such “monster” industrial regions as Moscow and the Moscow region have self-sufficient capabilities and practically do not need interaction with other regions of the association. The second is the AEV "Northern Caucasus", which is torn apart by national-territorial claims, and will not be able to cope with economic and social problems on its own (without federal support). At the same time, the effective advantages are visible in the activities of the associations of economic interaction "Siberian Agreement", "Ural", "Central Chernozem Region". The problems of applying this organizational form of regional governance lies in its legal uncertainty, both in relation to each other, and in relation to the Federation. It is clear that the heterogeneous economic and political space of the regions of Russia complicates both their economic interaction and the participation of the latter in a joint state program of socio-economic development.

The above circumstances especially sharply pose the problem of a new quality of regional management, namely, programs for its solution - the formation of a new regional policy of the Russian Federation. In this context, regional policy in the Russian Federation should be understood as one of the most important activities of state bodies, in particular, the Government of the Russian Federation, synthesizing its regional aspects and representing a system of principles, priority areas, methods and measures of federal authorities to influence the territorial structure society to achieve the historical goals of the socio-economic development of the country. The Constitution of the Russian Federation declares a dialogue system for coordinating the interests of federal authorities, authorities of the constituent entities of the Federation, local governments to ensure sustainable self-development of a person in a specific territory, in a specific time and in a specific society.

The territory of the Russian Federation and now (after the collapse of the USSR) is huge. It is over 17 million square meters. km. The population is over 150 million people. The European part concentrates 4/5 of the total population and 1/10 of fuel and energy reserves. The length of the territory is 9 thousand km from west to east and 4 thousand km. - from North to South. Transport accessibility and cost-effectiveness of movement is an issue that has yet to be addressed. More than 2/3 joint ventures with foreign capital are located in Moscow and St. Petersburg, and most of the large commercial banks are also located here.

It should be noted that the possibilities of state support for the regions are already being considered. This is especially true for financial support.

Financial assistance to the regions is provided mainly through the following funds:

Federal Fund for Financial Support of the Subjects of the Federation (FFSR). The center's transfers are allocated to equalize average per capita spending using federal social standards and the budget spending index for each group of regions; - Regional Development Fund (RDF), which is a regional section of the investment part of the federal budget for social purposes. The regional section of the federal development budget provides support for industrial investments; - Regional Finance Development Fund (FRRF), which is formed by loans from the World Bank and the European Bank for Reconstruction and Development, directed to those regions that meet the standards and indicators of reforms, heal their budget.

Multi-channel assistance needs to be reconstructed on the basis of creating a single source of financing for the socio-economic development of the regions.

The further development of the regional management system, in our opinion, is associated not so much with the use of the potential of the region, but with the strategic line of the state management system of the country as a whole and the balanced development of the regions. Of course, it is necessary to take into account the diversity of their features. To do this, it is necessary to determine the strategic directions of their development.

In our opinion, it is quite difficult to do this without a deep diagnosis of regional development. We have shown that there has been a qualitative shift in the system of government in the country and in individual subjects of the Federation. By a qualitative shift, we mean changes in the system at various levels. The first level - (the topmost) involves changes in the Government of the Russian Federation. Here, first of all, there was a change in the paradigm of the organization. The second level - (regional) in accordance with the changes in the first, many of its functions have been transferred to the second, often inconsistent with each other. The third - (municipal), declared above the first level, weakly consistent with the previous ones. The fourth level - (enterprise - primary production link) was generally withdrawn from the state management structure, thereby significantly delaying the organizational, technological and socio-economic development of society.

The weakness of the management system, as we see, lies in their organizational disunity: the inconsistency of development goals, the lack of understandable organizational forms of interaction, the weakness of material and financial mutual support at all levels of social development. All this exacerbates the problem of the formation and effective use of the organizational potential of the region.

It is interesting that all over the world, close attention is paid to the organizational factors of the development of society at all levels of the state and commercial management. In this regard, it is interesting, for example, the statement of one major entrepreneur: “Wherever we invested only economic factors of production, especially capital, we did not achieve development. In the few cases where we have been able to generate management energy, we have generated rapid development.”

Consequently, the organizational potential of the region is a universal category. Its implementation will not give the desired effect until it synthesizes the interests and strategic goals of all levels of government.

Companies with various structural units, in order to achieve a sustainable economic state, they must evaluate their organizational potential, the assessment tools of which will expand the analytical arsenal of the enterprise's management when developing their development strategy. The organizational potential of an enterprise should be considered as an organizational process, considered as a set production processes, the value of which is determined as the sum of all its constituent elements, since any organization, defining the goals of its development, identifies the possibilities for their implementation based on its potential.

The organizational potential of an enterprise should be considered as an organizational process, considered as a set of production processes, the value of which is determined as the sum of all its constituent elements. The question of the organization's potential arises whenever one talks about the readiness to introduce innovations in various areas of activity, about the implementation of new strategies and entering new markets, etc. According to the authors, the organizational potential should be considered as a set of opportunities for employees of the management apparatus to perform the planned scope of work.

The organizational potential of an enterprise is a combination of various (extended in time and space) objective and subjective factors that ensure the implementation of the tasks set and its rather complex structure is determined not only by the high professionalism of the management, but also by a combination of various organizational factors. In our opinion, the organizational potential of an enterprise should be considered as a strategic component of its overall potential based on the use modern methods management, including program-target and system approaches.

It is necessary to highlight the main resource components of the organizational potential of the enterprise, which include:

· management potential resources;

The level of technical equipment of managerial work;

level of information support;

· organizational culture.

The implementation of these resources will ensure the implementation of the plans of the enterprise, since their totality is characterized by adaptability, efficiency and reliability,

To date, there are various ways to assess the elements of organizational capacity for enterprises operating in the market. Considering that data on the value of the potential of an enterprise are used to improve the efficiency of resource use, it became necessary to create tools for its measurement and evaluation. The practice of domestic enterprises and the experience of foreign enterprises have shown that improving the use of the organizational potential of complex production and economic systems is a real reserve for the development of their business. To improve the efficiency of the enterprise, it is necessary to create a mechanism for managing the process of using organizational potential, based on assessing the effectiveness of its use. First of all, it is necessary to choose the units of measure for the value of organizational potential, given that big problem represents an account of qualitative changes when assessing it in the corresponding physical indicators. The assessment of such elements of organizational potential as technology, information and labor resources, when using physical indicators, is also very difficult, since these elements have significant differences, both in form and in content. It is necessary to develop a mechanism for assessing organizational potential using one equivalent indicator, and the most universal and unified measure of the organizational potential of an enterprise is the indicator of their valuation, because it provides comparability, allowing you to determine its dynamics and structure.

· develop a systematic classification of organizational potential and substantiate the elements of its components;

Determine the features and role of strategic organizational capacity industrial enterprise, its place in the system of the complex concept of "enterprise potential";

· identify and classify the main approaches to the formation of the structure of organizational capacity;

· to determine the tools for the formation of the organizational potential of the enterprise, allowing to build a model of the strategic organizational potential of the enterprise, taking into account the innovative component;

· develop the structure of the strategic organizational potential for its formation and implementation, as an essential component of the modern enterprise management mechanism;

work out guidelines for assessing the strategic organizational potential of an enterprise, allowing to determine and measure the characteristics of the strategic organizational potential of enterprises of a particular enterprise and industry.

Evaluation of the effectiveness of the organizational potential and tools for its formation, evaluation and implementation will ensure the economic sustainability of the enterprise in the long term.

Abstract: The potential of the organization. Tools for the formation of the organizational potential of the enterprise Organizational potential

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Organizational potential of the enterprise

1.2 Stages of technology for assessing the effectiveness of organizational capacity

2. Technologies for assessing the effectiveness of organizational capacity

2.1 Characteristics of the enterprise

2.2 Description and analysis of the technology for assessing the effectiveness of organizational capacity

3. Proposal to improve the technology for assessing the effectiveness of the organizational potential of an enterprise

Conclusion

Application