УДК: 658.14/17

doctor of economic sciences, professor Kruglov V. N.

NOU VPO "Institute of management, business and technology"

Innovative way of improving the Russian management

From the standpoint of system approach management should be focused on the current state, patterns and projections of changes in the environment. In General, the system of internal management of the company based on the analysis of information on internal and external situation [1, p. 293]. This information base is formed as a result of the implementation of the activities of the company and includes: forecasts, marketing, opportunities, risks. The composition of the processes in the enterprise, aimed at evaluation and analysis of the external environment, represented in Fig. 1.

Fig. 1. The composition of the processes in the enterprise, aimed at evaluation and analysis of the external environment

Forecasts of the company for the purposes of internal management aims to: identify patterns that affect different aspects of the activity; identification and evaluation of factors affecting various aspects of the enterprise.

Marketing allows you to get the following information that can be used in the development of internal plans: study market situation, trends and causes of its development; determination of the company position on the market; identification of factors that may be used by the enterprise [2, p. 350].

Factors opportunities for the development of enterprises and risks are closely connected, because each of them may be dangerous or a new opportunity to strengthen positions on the market, so they are conventionally combined in a number of groups.

1. Socio-political factors. Determine the importance of the role of society and the state for businesses. Consequently, society and the state should monitor the factors affecting the company, including the quality of legal and regulatory documents; a favorable public policies, etc.

2. Economic factors should always be diagnosed and evaluated, because they directly affect the performance of the enterprises: the rate of inflation, the prices of resources, interest rates of banks, etc.

3. Market factors pose a constant threat of failure, or a new possibility of success for the enterprise. Such factors include the dynamics of income, the level of competition in the industry, the conditions of activity in the market, etc.

4. Factors of competition include: analysis of the objectives and indicators of competitors, evaluation of current and future strategies of competitors, study the strengths and weaknesses of competitors, identifying the position of competitors in the market etc.

5. Technical and technological factors. Enterprises should regularly examine the possibility of applying the achievements of scientific and technical progress for use in its activities, and the modernization of production, including the use of information technologies in the planning, design and management fields, mechanization and automation of production processes, etc.

6. Factors of social values include the changing relationships in society and in enterprises, for example, worker participation in the management and revenues of the enterprise, the system of material and moral incentives, etc.

7. International factors should be considered by companies operating in international markets: the terms of trade, prices, taxes, etc.

For a successful and sound internal management of the enterprise should have a complete understanding of not only environmental factors, but also on its internal situation. This analysis aims to identify critical aspects of the condition of the company that may affect its ability to achieve its goals. An examination and analysis should determine: whether the enterprise has the internal capacity to take advantage of external opportunities; are there his weak areas, which can complicate its position in relation to external threats [3, p. 377].

This process is a managerial examination, presenting an analysis and assessment of the functional areas of the enterprise, thus allowing you to identify the strengths and weaknesses of the internal state.

The composition of the pre-planning processes in the enterprise, aimed at evaluation and analysis of the domestic situation, reflected in Fig. 2.

Fig. 2. The composition of the processes in the enterprise, aimed at evaluation and analysis of the domestic situation

Study on the management system of the enterprise is aimed at: identifying problems in the methods of acceptance of administrative decisions in the organizational structure of management, management effectiveness, etc.

The supply (procurement) includes: structure of suppliers, terms of supply, prices, etc.

It should be noted that the management survey is largely determined by the future goals of enterprise development, which are then reflected in his plans.

As can be seen, in-house management should cover all the main areas of production and economic activity within enterprises and beyond are closely interrelated and are aimed at achieving the final result. The whole system of internal management should be based on comprehensive ensure accurate information based on research results, including analysis of enterprise's activities during the past period and for the future. The assessment helps to identify possible trends and situations that could influence the results of the company.

Meanwhile, against the enterprises of Russia it is necessary to note the presence of existing gaps between the components of the process of intrafirm management. So, due to the lack of infrastructure for enterprises is still difficult to access marketing, it is difficult to obtain the results of scientific research and experimental development (R & d), which can be incorporated into projects is not carried out risk assessment, etc., which leads to strategic errors in the justification of plans. There are also multiple challenges in the implementation stages of management, which reduces the efficiency of the whole system of intrafirm management.

During the twentieth century took place the transformation of the science of management from traditional management to modern, while development continues to the present time [4, p. 332].

Modern corporate management puts in the first place not internal factors, and aspects of adaptation to changing environmental conditions. Developed specific techniques achieve strategic and operational objectives.

Modern management is based on a developed marketing system based on the needs of the buyer. The basis of our business planning. The combination of the strategic plan with the medium-term and current plans of the stability of results of the company. Management is the art of conflict-free leadership, which transforms the chaotic community of people in an organized, purposeful, productive group with common goals and tasks.

Thus, it is possible to conclude that the immaturity of the Russian internal management, where the main drawback of the Russian model of management – a balance of the two tendencies: the mono culture of the Soviet period and the variation in national economic practice of individual regions. Russian management, in the period of the transfer of ownership, different operational, situational character [5, p. 359].

Thus, the Russian management model needs to change to achieve results that are significant on a global level. And changes must occur both at the micro and macro levels.

Literature:

1. Vasilieva N. And., Kruglov V. N. Investment provision of innovative development of the region. /N. And. Vasiliev, V. N. Kruglov//Audit and financial analysis. – 2013. – No. 1. pp. 292-297.

2. Vasilieva N. And., Kruglov V. N. Economic and social aspects of the implementation of priority national projects in the region (on the example of Kaluga region). /N. And. Vasiliev, V. N. Kruglov// Audit and financial analysis. – 2013. – No. 3. pp. 336-351.

3. Kruglov V. N., Leontiev L. S. problems of innovative development of small business in the Russian Federation. /L. S. Leontiev, V. N. Kruglov// Audit and financial analysis. – 2013. – No. 3. – pp. 374-379.

4. Kruglov V. N., Leontiev L. S. the Way of resource support for innovative development of the economy. /L. S. Leontiev, V. N. Kruglov// Audit and financial analysis. – 2013. – No. 4. pp. 326-333.

5. Kruglov V. N., Leontiev L. S. scenarios for the formation of the forecast of development of the region. /L. S. Leontiev, V. N. Kruglov// Audit and financial analysis. – 2013. – No. 5. – pp. 358-367.