УДК: 658.14/17

doctor of economic sciences, professor Kruglov V. N.

NOU VPO "Institute of management, business and technology"

Problems of development management firm

Intrafirm management is a set of principles, methods and tools enterprise resource management to achieve maximum efficiency.

Some authors in the internal management focus on the production program of the enterprise and the indicators of results and impact production. Others as a tool of management review the various methods of management (management accounting, regulatory accounting, etc.). Third, pay great attention to the business processes of the enterprise, considering it sufficient for the analysis of activity of enterprises [1].

In our opinion, the company should have all possible tools of internal management and to apply it with regard to the appropriate situation. From the variety of instruments used in the system of internal management of the enterprise, highlight key: normative-legal acts; analysis of the dynamics of the external environment; strategic planning; aggregate planning; forecasting; controlling; business plan; project; program; planned and actual indicators; calendar-planning regulations; automation tools enterprise systems; model of a balanced system of evaluation indicators, etc.

Among the tools used in the internal management of enterprises, include normative legal acts as state and enterprises administrative and regulatory documents governing the management of the enterprise [2].

You should also highlight the tools in-house planning analysis of the external environment and the activities of the enterprise, the essence of which is to study and assess the factors relevant to the company. One of the main tasks of the analysis is to obtain information for forecasting and planning, identifying strengths and weaknesses of the enterprise, identification of development opportunities and risks associated with the market environment.

To measure the performance of companies use different types of analysis. Y. Y. Ekaterinoslav proposes to use the following methods of analysis:

- analysis of the facts (based on factual information);

- analysis of events and deviations (held on the basis of information oriented to the past and future);

- analysis of planned indicators is based on the expected information);

- economic analysis;

- correlation and regression analysis, etc.

Of particular value is a causal analysis.

In modern conditions are widely used such methods of analysis as: benchmarking (comparison of the enterprise's operations for the creation and production of products world competitiveness with competitors); functional analysis (analysis of processes and the development and production of products); industry comparative analysis; comparative analysis of the directions and results of activity of enterprises; analysis of the whole chain of added value creation, etc [3, p. 311]

As noted by A. N. Petrov "strategic analysis of the company is one of the core elements of a process of forming a strategic plan for the development of the enterprise. Inherently strategic analysis is the pre-planning stage of research, which systematically analyzes the external factors, business environment and resource potential of the enterprise (internal capabilities) to determine "current status" in the enterprise and identify conditions for its further successful development in the market economy".

Strategic analysis is the systematic process of acquiring knowledge about internal and external conditions that could affect the choice and implementation of the strategy. Thus, the short strategic analysis is the procedure of search and selection of strategic alternatives.

Strategic planning should be viewed as long-term corporate planning in enterprises, adapting to rapidly changing external environment. Strategic planning aims at identifying long-term objectives that ensure the survival and the level of business profitability in the context of changing environment. Achieving efficiency requires speed and obtaining prognostic information, the underlying simulation scenario variants of managerial decision-making. This should be ensured harmonization of indicators of activity of all divisions of the enterprise, systems, staff motivation and their orientation for achieving the ultimate goals [4, p. 236].

To align the strategic and corporate management should: the relationship of strategic plans to operating activities; timely identification of the need for monetary resources and the optimization of financial flows; optimizing the use of resources, reduced production costs and improved cost planning by establishing norms, operational control and variance analysis; monitoring and evaluation of performance units; focusing on enterprise resource activities/products that bring the most revenue, etc.

The unified plan of the enterprise determines the direction of development of the enterprise, setting events, resources, performers, possible results, etc. It integrates the plans of individual business units and functional plans. In the unified plan provides for the reallocation of the relevant financial and resource flows within the enterprise in accordance with the purposes of its activities. Finance and other resources are redistributed on a scheduled basis taking into account the efficiency of their use. In some cases, may be allowed short-term loss of units, if such a position is ultimately justified by strategic decisions (for example, the goal is to displace competitors). The important characteristics of a single plan may include the following positions [5]:

- he acts as the starting point of all planning stages and should therefore cover the whole cycle: from production to sale of products;

- it potentially encourages its employees to achieve the set goals;

- it can serve as a base when developing functional plans, different norms, rules and procedures for making management decisions.

To functional plans is a great variety defined by the features of the enterprise, including: marketing plan (set by products required on the market according to the demand); the production plan (calculated in accordance with the marketing plan); plan resource requirements used in the manufacture of products under the main calendar plan of production; manpower planning; production capacity; a plan for investment; a plan for staff; a financial plan, etc.

In our opinion, the system of corporate planning cannot be reduced to a system of plans, it should include other elements, forming a complete system. As tools of the corporate planning process should also be considered as a single (combined) plan of operation and development of the enterprise and its constituent individual plans of structural units, functional plans, and business plans and projects.

Often the system of internal management of the company is considered to be inseparable from the prediction (as in the external environment and internal situations). Its use greatly extends the capabilities and validity of development plans, because the plans of the internal divisions in the company, ultimately, underlie the implementation of the consolidated plan based on the needs of the market.

The pursuit of complex solution of problems of the enterprises leads to the fact that the system of internal management also include the tool of control. According to Mr. Khan, the control acts as a continuation planning, accompanying all stages of implementation plans (collectively consistently ongoing management decisions). The main sense of control guarantees the implementation of all plans of the company, improving management efficiency.

In market conditions indispensable element of the system of enterprise management is the business plan that reflects a conceptual plan for the implementation of the business (e.g. new products), activities of the departments or the entire enterprise. A business plan gives comprehensive information about all aspects of achieving goals, supporting them in their system plans (marketing plan, production plan, plan, personnel plan, financial flows, etc.).

However, wide application of business plans in today's enterprise creates certain problems in its organization and implementation, because the set of actions for the development of business plans also requires planning.

The most important and necessary elements of the system of internal control are planned and actual indicators and their quantification. Analysis of indicators serves as the basis for decision making. Summary the structure of figures contains the following main groups: strategic management indicators; target management indicators; indicators of operational management; indicators of the functional areas of activity; the performance of projects; financial management; performance indicators. In addition there are groups of indicators: production-technological, economic, organizational, social .

Enterprises find more and more application indicators – indices of changes in major economic variables, structural relations and others. The use of indicative management at the enterprise contributes to the solution of two tasks: first, to guide the development of the company with direction and pace of development of the state and the relevant industries; secondly, to create their own system in-house forecasting and planning on the basis of indicators.

Thus, the analysis tools of the system of internal management allows you not only to get in the concentrated form of its characteristic, but also to submit its valuation and efficiency.

Literature:

1. Business plan in the planning system of the enterprise. [Electronic resource]: http://www.marketing.spb.ru/read/m14

2. Dementyev V. E., Makarenko B. I., Venediktov P., Zudin A. Y. Financial – industrial groups and conglomerates in the economy and politics of modern Russia. The Foundation "Center For Political Technologies". [Electronic resource]: http://www.nns.ru

3. Kruglov V. N., Leontiev L. S. the problem of enhancing the innovation capacity of the regional level. /L. S. Leontiev, V. N. Kruglov// Audit and financial analysis. – 2014. – No. 5. pp. 310-315.

4. Kruglov V. N., Mayorov, M. A. Organizational and managerial innovations in the use of land in agriculture. /V. N. Kruglov, M. A. Mayorova,// Economics and entrepreneurship. – 2014. – № 12 (4) – S. 231 -237.

5. Motylev V. corporate planning in the United States. Website Of "East West Weekly". [Electronic resource]: http://www.westeast.us.