UDC: 658.14/17

doctor of economic sciences, professor Kruglov V. N.

NOU VPO "Institute of management, business and technology"

The diagnostic problems in practical management

The last 20 years in the domestic economy there has been liberalization of the business environment, new methods and technologies to its operations, new channels of communication and connection. The modern model of markets have begun to include innovative approaches to business management. These circumstances define the problem of finding highly effective management strategies and the choice of the target market that determines the diagnosis in the management of the enterprise as urgent for consideration.

At a certain stage of development of the company, with the experience of implementing their strategies in the market have come to the decision of the conquest of new market niches. The main goal is finding ways of realization of economic interest on the basis of the strategy and satisfaction of solvent demand of the consumers. The strategic role of management diagnosis is that it generates the information necessary for the promotion of the enterprise market. The main criterion of promotion strategy in market conditions is a diagnostic profile of the enterprise and the correlation of its parameters with the situation on the market.

Diagnosis of the condition of the company, for the purpose of determining the characteristics of the different parties of its activities involves the collection and analysis of large amounts of diverse information. Any organization tries to develop along trajectories towards a certain goal. In reality, however, the planned process of achieving goals is exposed to various influences of external and internal environment, therefore, there are deviations of the real trajectory of the development of the company from previously planned. Moreover, these deviations can be both positive and negative effects on the activity of the enterprise.

Studies on the use of scenario method can be found in the works of G. Kahn, who became the founder of the scientific use of the scenario approach, Lucy D., G. Raffa and other authors.

During the literature study, it was discovered that there are many methods of diagnosis of management of the enterprise, but each of them has certain advantages and disadvantages, so the choice of diagnostic procedures is the novelty of the work in terms of screenwriting and graphic approach.

Practical significance of the research lies in the fact that the main conclusions and recommendations contained in the article can be used by the enterprise to increase efficiency.

Considering the enterprise as part of managerial diagnostics as an analogy with the human body, you can use terms such characteristic for the sphere of medicine as "diagnosing", "symptoms", "disease", etc. Therefore, the diagnosis can be understood "analysis of symptoms and identification of the cause and origin of the disease of a living organism"[3, p. 72]. If viewed in a broader sense, diagnosis is the science of the methods and principles of disease recognition and diagnosis. Then the "diagnosis – the definition of substance and characteristics of illness on the basis of the study of the object. Having ascertained the nature of the origin of the term "diagnosis" can be considered in relation to the enterprise management system.

In relation to the concept of "diagnosis" are used such key words – corporate pathology as "painful" deviation from the norm, the standard[1, p. 109].

In General, the diagnosis of the enterprise designed to identify symptoms and recognize the "disease" in the enterprise management system, the choice of measures possible "therapy" (symptomatic solution) and "surgery" (radical solutions) with the aim of improvement of the enterprise. If this symptom is meant as an external sign of any outward manifestation of ill-being of the enterprise.

In its nature, diagnosis is an assessment of the causes and phenomena in a systematic manner, which manifests itself ineffective or destructive to the functioning of the enterprise. Corporate or organizational diagnosis always begins with identification of the problem (critical) areas of weak or narrow parts of the levels, but in General – with the definition of "disease" in the enterprise management system and the causes of its occurrence [5, p. 331]. At this stage, applied analysis and synthesis of the results of testing, experimentation or primary study.

The need for a control system diagnostics the following reasons:

- the appearance of certain signs of trouble, as evidence of the different nature of difficulties, emergencies, failures of the system that need to be overcome to return the system to normal operation;

- the need for the recognition of "diseases" (their type, the depth of the existence and nature of outcomes) and their arrangement with the system approach, the target priorities in their elimination;

- difficulties of finding a lever to efforts to specific signs of trouble, in order to effectively carry out the subsequent improvement of the enterprise;

- the desire to overcome emerging or potential barrier to development, i.e. the intention to make changes and to identify the underlying causes.

Diagnosis in the management of, and as more scientific direction, based on principles. As basic can be called a number of provisions, which were identified by K. Levin in the monograph "Theory of the field strength in the social Sciences"[2, p. 87], and Dene compiled on this basis, the principles of diagnosis of the organizational system.

The first principle. The diagnosis can be done if, to establish their own reasoning on the findings of the historical development of phenomena (anamnesis) and also with the use of tests in diagnosis of the modern state.

The second principle. The historical interpretation of the phenomena consists of the verification of specific properties of the object of study, which are incorporated in it in the past (quality, composition, size, structure, etc.).

The third principle. Based on the fact that any system if the development is changed, need to determine the set of parameters of the situation through the perception of the source of the phenomena and properties, it is necessary to identify the laws that govern these changes.

The fourth principle. Diagnosis on the basis of test situations over the time period t reduces the uncertainty of the conclusions, based on historical data. "The situation at this time" usually refers not to the current time and to a specific period of time.

The fifth principle. For the diagnosis of important duration of the time period of the study. Therefore, in order to give a diagnosis and to convert it into a statement "about the state of the system at time interval t" it is necessary to define the time boundaries for each direction of the study. Reasons that violate the normal functioning of the enterprise usually originate from the following factors:

- hereditary and situational pathology;

- potential abnormalities or inconsistencies.

The sources of the problems enterprises are linked in such a way that the emerging one negative phenomenon may contribute to the occurrence of another, sometimes more significant for the company. In the result of hereditary or hereditary pathology identifies contradictions within the enterprise, they in turn cause the existence of situational problems, etc. Thus, we can formulate the key categories of diagnostics – its object and concept in the enterprise management system.

The diagnostics of the enterprise is the organizational continuity and situational problems, and potential pathology that cause successive or situational pathology.

The concept of diagnosis can be formulated as follows: for the system as a living organism, natural appearance of problems and deviations from the planned trajectory, the manifestation of negative processes and the various internal and external correspondences.

Identification, recognition and assessment of depth and extent of the influence of the problems on the activity of the enterprise should begin with the study of the system problem symptoms and the Troubleshooting should be done on the basis of the development and use of symptomatic or radical management decisions. This concept may be feasible, if the actions and principles in the diagnostic process in a systematic manner related, this is achieved through testing and experimentation in the learning process of the enterprise management system.

Any, even the most minor deviation is a parameter of removal of the measured phenomena from the equilibrium state. From the point of view of diagnostics it is necessary to distinguish abnormal, resulting in positive trends and negative changes, as well as to take into account balancing the deviations, which represent a sequence of positive and negative changes, not passing beyond the limits of the permissible, and in which the system is in stable equilibrium. In this case, all measurements are given to the testing phase. The test results obtained during processing of the tests, subject to subsequent diagnostic audit or analysis.

The purpose of the diagnostic analysis is to identify the causes of problems, their depth and the probability of its rebirth in crisis. The task of diagnosis is the identification of the importance, urgency and the opportunity to potentially solve this problem. As the basis of the diagnostic audit can act systematization of early or late signs of trouble.

Algorithms to the elimination of the worst features of the enterprise by symptomatic and radical management solutions can be built using the following tools:

1) signs → diagnostic audit → pathology → context → "hard", well-structured problem → research approach classic cycle solutions → symptomatic events;

2) symptoms → audit → pathology → unlimited situation → soft, ill-structured problem → clinical and research approaches → cycle STV (system technology intervention) → symptomatic events;

3) symptoms → audit → pathology → unlimited situation → "malicious", unstructured problem → clinical, research and design approaches → cycle OP (organizational development) → radical activities.

Preparation of information for diagnostic purposes is performed using the following methods:

- survey respondents – is carried out in accordance with the plan drawn up by a written survey, which aims to obtain answers to ordered by a specific list of questions and statements;

- interviewing is a method carried out according to a given plan that involves oral questioning, here the direct contact of the interviewer with the Respondent under the entry by the interviewer or with the aid of recording devices;

- the observation is focused and systematic perception of the studied process or separate phenomena, characteristics, properties and features, which are of interest for research. Forms and methods of capturing data can be different, as a simple diary entries, and records using technical means. The information obtained by observation, is entirely dependent on the subjectivity and receptivity processes or phenomena of the observer. With a good combination of factors, this method is able to generate an extensive information base for subsequent analysis;

the experiment is a cognitive action that is performed in relation to objects of study and in terms of the (artificially created) that facilitate finding, comparison, quantitative and qualitative measurement of the properties of the object, related links and relations with other objects. He is an interference with the usual conditions of functioning of objects or of any phenomena or reproduction of individual parties or artificially created especially for the experiment conditions for the purpose of learning without unnecessary complicating interference and emerging circumstances;

- a content analysis is such a method, which is quite often used in media studies, he is the primary method of group text messages. The analysis is based on the application of a single standard measures, called indicators, to assess the mass of certain characteristics of the text. The aims of this method correspond to the scheme: "who – what – who – how - what - with what result"[4, p. 233].

Thus, the results of the diagnosis are the basis for the design and implementation of organizational symptomatic events, which can be regarded as a temporary tool that allows you to respond quickly to the destruction of only the external manifestations of trouble. To eradicate the problem, we should take radical measures, i.e. to develop and implement fundamental decisions affecting fundamental changes in the enterprise. Diagnosis should be based on experimentation and testing.

Literature:
1. Bernard I., Collie J. C. Sensible economic and financial dictionary. French,
Russian, English, German, Spanish terminology: In 2 vol., vol 2:TRANS.
FR.— M.: International relations, 2014.- 213 S.
2. Bovykin, V. I. New management: managing enterprise of the highest standards; theory and practice of effective management. – M.: Economy, 2011. – 133 p.
3. Dire E. V. the Study of control systems./ RII. – Rubtsovsk, 2012. – 106 p.
4. Information systems and technologies in Economics and management: textbook /Trofimov V. V., Ilyin A. P., Trofimova E. V., Kiev V. I., Рryhodchenko P. A. / ed. prof. – 4-e Izd., revised and enlarged extra – M.: urait, 2013. -311 c.
5. Kruglov V. N., Nuts S. A. Innovative aspects of economic growth (practice area). /V. N. Kruglov, S. A. Nuts// Economics, statistics and Informatics. Vestnik UMO. – 2014. – № 6(2) – p. 330-335.