System analysis in management research: an assessment of the level and dynamics of the effectiveness of the organization
One of the most important areas thatprovides a system analysis in the management study, is an assessment of its effectiveness, which manifests itself in the level and dynamics of the economic efficiency of the organization being led. Until now, the economic community in our country has not yet developed the generally accepted economic instruments for the implementation of this management procedure, such as the analysis of management effectiveness. The study of scientific, educational and methodological literature allows us to conclude that the analysis of personnel management methods is the key to understanding the enterprise model and assessing the economic efficiency of the business entity.
The level of economic efficiency isThe relative value, which is determined by dividing the result by the cost or the cost of the results. System analysis in the management study, as a system of indicators, the methods for calculating them, and the choice of criteria for assessing economic efficiency among different authors differ. Therefore, this issue seems appropriate, narrow down in the consideration. For example, you can more specifically study the problem of the effectiveness of enterprise management by regulating the number of employees.
For a modern enterprise, the wage fund inmost cases constitute a significant part of the total costs. System analysis in management research usually shows that it is often enough to solve the problem of high costs by managing the number of employees in the enterprise.
Most often under the management of the number of understandonly the reduction of employees, but management actions in this area are a combination of methods and tools that allow for the proper planning, selection, motivation and development of personnel. Accordingly, the reduction in the number is only an element of the overall management of the number of employees in the enterprise. System analysis in management research allows to draw a conclusion that the reduction of the staff of the enterprise is not always carried out on the basis of economic calculations and analysis. Most often it is a product of a voluntaristic style of leadership. Leaders determine the percentage for which they want to reduce the number of staff and impose on the staff the functions and duties of the laid-off, while the work is performed without the necessary skills, respectively, poor quality. Conducting quantity optimization is a project that must be planned, including determining the sequence, deadline and responsible persons.
The first step in the implementation of the project is the suspensionreception of workers on the enterprise. The second step is a detailed analysis of the number of employees in the context of the company or enterprise subdivisions, taking into account the functional purpose of these units. Evaluation of working hours, timing will determine the real workload of the employee, the intensity and duration of daily operations. Worn out equipment to ensure the production process requires the maintenance of a huge number of repair and maintenance personnel, therefore, based on the results of the study of working time, you can either optimize production processes (redistribution of personnel at workplaces) or introduce advanced technologies. This will help identify workplaces that can be cut without seriously compromising the interests of the enterprise. Revising the structure of the company, it is necessary to pay attention to the management team, which usually costs 30 to 50% of the total wage fund. To do this, it is necessary to exclude unnecessary levels of management and optimize responsibilities by avoiding duplication of staff. By the ratio of motivation and the ability of one or another employee, management can also easily decide which of the subordinates is the most effective of administrative and managerial personnel. To this end, employees are divided into four categories: the I group can not / wants, the second group can / want, the third group can / do not want, the 4 group can not / "Does not want". Accordingly, employees who fell into the 4 group, are subject to reduction in the first place. Based on the results of optimization of the number of personnel, it is possible to single out non-core activities in subsidiaries: repair, transportation, into which personnel will be transferred, and thus the number of the parent organization will decrease.
Thus, improving the efficiency of enterprise management in a difficult economic situation can be achieved through the competent implementation of enterprise management processes.