Analysis of the effectiveness of industrial enterprise management structures

For several decades in the domestic economy was dominated by a technocratic approach to management in industrial enterprises, when on top of all of the goals were production plans, budgets, structures, administrative orders. Personnel policy as such has largely been the prerogative of state authorities and the Orthodox ideological mechanisms. Many of its components were outside the direct influence of business leaders. The monopoly in the world of work in General leads to a narrowing of motivation and alienation of employees to the fall of interest in work and poor performance. Practice confirms, that human capabilities are crucial in achieving goals. Leaders of successful firms like to say that the main potential of their enterprises is enclosed in frames. Whatever great ideas, the latest technology, the most favorable external conditions, without well-trained personnel, high efficiency is impossible to achieve. Investment in human resources and human work become the long-term factor of competitiveness and survival of an industrial enterprise.The enterprise is interested in improving competitiveness, which requires the selection of highly efficient technologies and equipment, and the most capable workers. The higher the level of development of the employee from the point of view of the totality of his professional knowledge, abilities, skills, abilities and motives to work, the faster improved and more productive uses material factor of production. The experience of foreign companies shows that the success accompanies those companies which are guided by the prospect of innovative management of labor.Leading corporations offer employees instead of employment security, remuneration and rigid organizational structures create conditions for the improvement of knowledge, qualification, continuous improvement, empowerment of workers in making economic decisions.This would mean a shift of management to the formation of new moral values shared by all personnel of industrial enterprises. Today, considerable funds are allocated for flexible and adaptive use of human resources, enhancing creative and organizational activity of the personnel, developing the abilities and professionalism of employees, and creating a humane organizational culture.

2 the Integration of education in the production - Factors determining integration solution.Fierce competition on a global scale, the saturation of most markets, the instability of the economic and political systems required by other types of reaction of industrial enterprises to these changes and, consequently, other organizational and structural decisions. First of all, this new form of integration of the enterprises of a strategic partnership.The term "strategic partnership" refers to various forms of cooperation among independent organizations: long-term scheduling agreements, licenses, strategic alliances, joint venture and cooperation type "supplier", which is aimed at achieving the strategic goals and objectives that are mutually beneficial for organizations.Mutual agreement. Link suppliers, producers, distributors and buyers, and end consumers of products and services into vertical channels.Potential benefits:lower costs for the procurement of raw materials, marketing of products;greater reliability of supply of raw materials and components and distribution of products;greater efficiency in the coordination of the various stages of the production chain;expanding opportunities and areas for potential innovation;increased barriers against the penetration of competitors in this business.Negative aspects of vertical relationships:an introduction to the newly integrated areas of activity significant capital investment did not always achieve even average profit;it is difficult to achieve a balance between the stages in the production chain;individual production units, as a rule, rigidly tied to traditional technologies, and it's harder for them to adapt to the changes in the market;the pursuit of optimal scales may lead to loss of the level of specialization in the individual stages of the production chain, each of which requires specific forms of organization, control, and management style.The strategic Alliance of the two industries is the agreement on cooperation to achieve one or more common goals. This is the unifying link between the organizations on the same level of product distribution.Horizontal communication can involve competitors and other industry representatives.The main reasons for Alliance may be the purchase of market access, the use of existing distribution channels, the distribution of costs for technology development or acquisition of specific skills and resources. Both partners are to profit from the complementary distribution of functional responsibilities.In Kazakhstantractor defining integration solution.Fierce competition on a global scale, the saturation of most markets, the instability of the economic and political systems required by other types of reaction of industrial enterprises to these changes and, consequently, other organizational and structural decisions. -changing strategic requirements and market volatility and technologies, as well as the lack of sufficient responsibility for decision-making;-the differences of objectives, cultural differences and differences in styles of decision-making;-reducing long-term interest and awareness of one of the partners;-determination of feasibility and risk associated with the transfer of skills and technology;-the level of access to sensitive technology and other competitive advantages;-the level of mutual trust and integrity of relationship with the partner in the Alliance.Horizontal integration usually combined by manufacturers of competing or complementary products and services. Thanks to this merger, all organizations are leading or close to it position.

Дата добавления: 2017-02-01