The personnel management service in modern conditions acquires special significance: it allows us to generalize and implement a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization’s personnel management system.
One of the fundamental factors in adapting an organization to modern conditions is the formation of a flexible and mobile personnel management service, which is aimed primarily at optimizing work with personnel based on the introduction of new innovative technologies.
Under the administrative-command system in the Russian Federation, the personnel department performed work related to maintaining documents, analyzing conflicts, attending courts, paying wages, i.e. their functions were auxiliary, and all major personnel decisions were made by senior management. Specialists involved in personnel issues were called welfare secretaries in England, and public secretaries in the USA and France. Their main functions were the organization of schools and hospitals, control over working conditions, opposition to attempts to create trade unions, and mediation between the administration and workers.
Currently, in many countries there is a process of reassessment of the place and importance of the personnel management service in the enterprise. The management of enterprises in the Russian Federation is also forced to change their views on the role and importance of the personnel management service in market conditions.
Due to the increased importance of work, the former personnel services are being transformed in Western companies into personnel or human resources services with broad powers and they become “ business card» organizations. New functions bring the personnel service on a par with other leading departments of the enterprise.
At present, the most popular employee management models used in foreign countries are the American and Japanese models of personnel management.
Personnel officers in the United States pay most attention to the personal values of each applicant and the results that can be obtained from his activities. The basis of the entire mechanism is individual indicators, individual responsibility, as well as the setting of specific short-term goals, implemented in quantitative terms. The American model of personnel management provides for the following working conditions for personnel: a reduction in the number of obligations fulfilled by central divisions and a reduction in the number of employees in administrative services; an expanded list of job descriptions for a large number of professions; non-fixed wages (depending on the work performed); creation of “end-to-end” teams within the enterprise, which allows you to move specialists from one department to another or vacate positions if necessary.
The Japanese model of personnel management has the opposite characteristics. HR managers pay attention to the potential employee himself, carefully studying all his negative and positive aspects, and only after that the appropriate position for the applicant is selected.
The Japanese model of personnel management has the following features: the most important are the personal and professional qualities of the candidate, his education; prospects for long-term work in the host organization; correspondence of payment for performed duties with the period of activity, age, education and labor efficiency; Each team member can take part in trade unions located within the company. One of the main features of Japanese personnel management is the lifetime employment system. Japanese companies cooperate with higher education institutions that train specialists in the fields they need. A candidate for a position must work for a year as a trainee and after a year the employee becomes a permanent employee and if he resigns due to at will, then starts his career over, which solves the problem of staff turnover.
However, the downside Japanese system personnel management is communication between management and subordinates, encouraging various formal and informal connections, and at the same time workers may not have much respect for the administration, which often leads to Japanese workers announcing rallies. In large Japanese enterprises, personnel services are headed by vice presidents, who occupy second places in the management hierarchy. These positions are filled mainly by young, energetic people under the age of 40, who have flexible, progressive thinking, a broad view of things, and not a single serious decision is made without their participation. The personnel management service establishes contacts with trade unions, which helps to identify and prevent possible conflicts in the enterprise, which puts the personnel service on a par with other leading divisions of the enterprise.
Currently, the personnel service in all countries, as well as in Russia, is considered as a serious professional service, since the implementation of the functions and tasks of this service requires appropriate special knowledge, skills and abilities, i.e. specialization of units within the personnel management service is necessary. HR managers should have the right to participate in the implementation of policies for the use and development of personnel in the enterprise, in the analysis of human problems, to anticipate future needs for new jobs and the elimination of some old jobs, to study new trends occurring in society as a result of economic, political and social processes.
The professional tasks of the head of the personnel management service are recognized as: personnel development, staffing planning, personnel selection and adaptation, organization of remuneration, placement and training of personnel, consulting department heads on personnel issues. The competence of the personnel management service includes control over professional training and professional qualities workers who can be identified and controlled in various ways: certification, passing qualification exams, characteristics given by the employee’s immediate supervisor. Identification by the personnel management service of a discrepancy between the professional level of an employee and the requirements imposed on him by the enterprise means the need for additional vocational training or transfer to another position, and possibly dismissal. The problem of professional training or retraining of enterprise employees is quite complex not only from an organizational point of view, but also from an economic one. The enterprise, represented by the personnel management service, constantly solves the problem of optimizing the costs of additional training for employees, without compromising the quality of training. Recently, the methods and forms of work of personnel management services at enterprises have undergone significant transformations, associated primarily with the widespread implementation of information technologies. In modern conditions, in our opinion, the highest priority areas of work for personnel management services are the solution of the following tasks: ensuring that the level of qualifications meets the requirements of the modern economy, where basic skills and knowledge require continuous updating; controlling rising labor costs; determining the policies of multinational corporations in the field of combining low-cost hiring work force foreign countries and the population of their own countries; expansion of norms governing labor and organizational relations, from compliance with labor laws to moral and ethical standards(for example, in the field of discrimination issues, healthy lifestyles, etc.); development of methods to support employees working virtually using telecommunications at home and not visiting the office.
The practice of modern management shows the ineffectiveness of template solutions to complex socio-economic problems. Real economic growth is associated with the introduction of methods that ensure the implementation of new approaches to human resource management based on the integration of the interests of entrepreneurs and staff. It is innovative approaches to people management that contribute to the growth of labor productivity and the realization of the creative potential of personnel that determine the prospects for the development of appropriate management methods. Indicators for assessing the effectiveness of the activities of the personnel management service characterize the quality, completeness, reliability and timeliness of the performance of functional duties, taking into account the results of the organization’s work. They are considered as a single basis for assessing personnel effectiveness. The effectiveness of the HR service in an organization depends on: its structuring and specification of the functions of each structural unit; interrelated work structural divisions within the service itself there is an organic connection between the work of the personnel service and the work of the technical and economic service of the enterprise; staffing of the service.
Bibliography
1. Kilyakova D.A. How to organize the work of the personnel service. // Handbook of personnel management. - 2014. - No. 8. - P. 80.
2. Lagina V.A., Shakirova V.A. Organization of work with personnel and its improvement. – M.: VNIIEgazprom, 2016. – 276 p.
3. Uspenskaya E. A. Personnel service. Personnel directory. - M.: “Business”. 2013.
The formation of a personnel management system involves, first of all, the construction of a “tree of goals”, both the goals of employees and the goals of the administration, ensuring their least inconsistency, identifying the role and place of personnel management in ensuring the main goals of the enterprise (organization, firm). Next, issues related to the organizational structure of the personnel management service are resolved - identifying the structural units of the service, formulating their target tasks and functions, building a personnel management structure depending on the characteristics of the enterprise and the existing management structure, questions about the relationship of the structural units of the personnel management service with each other and with other management structures of the enterprise. At the next stage, depending on the organizational and structural structure of the personnel management service, issues of information support for management decisions are worked out - content, routes of movement and information carriers.
In contrast to the Western philosophy of purely rational management and use of resources, the nature of the personnel management system used in successful Japanese corporations can be defined using the concept of “community”. It is characterized by an aura of nepotism and hierarchy; psychologically it is based on people’s need for security and stability. It promises the notorious “confidence in the future,” about which our pensioners, yesterday’s shock workers of communist labor, sigh nostalgically. Lifetime employment. When a company's profits fall, it can take a variety of cost-cutting measures, including cutting dividends, but will not fire workers until the last possible opportunity. The American company will act differently - maintain the level of dividends and declare a lockout. Emphasis on learning. In a lifelong employment system, training in the company is not only necessary, but also paid. Promotion of employees occurs within the company. The need for training stems from the needs of the company, but also from the idea of treating employees with respect. American and European companies often hold different views: that the necessary human resources can be purchased outside the company for money. New hires typically attend lecture courses and receive on-the-job training. Training is carried out in three directions: at the workplace, through self-training and outside the workplace. In conditions where promotion depends on length of service, people do not compete with each other, so masters willingly pass on their knowledge to newcomers. Another means of training characteristic of Japanese corporations is employee rotation. In the USA and Western Europe workers move from company to company within the same profession, while in Japan people are moved from one department to another within approximately the same positions. Since, unlike professional associations in Japan, unions are limited to companies, there are no problems with
delineation of job responsibilities and there are no obstacles to the rotation of workers. The second important aspect of learning is self-development. The possibility of frequent promotions and salary increases stimulate the desire to develop oneself. Companies contribute to this by distributing printed materials, lists of recommended literature, and subsidizing the purchase of literature. Group activities are widespread, for example, in quality circles, in which up to 80% of the staff of large companies take part; the company pays for the time spent on such activities.
Japanese companies are of the opinion that a manager must be a specialist capable of working in any area of the company, and not in its individual functions. Therefore, when upgrading one’s qualifications, the head of a department or division chooses to master a new area of activity in which he has not worked before. Japanese companies use the following criteria as criteria: combining professions, the ability to work in a team, understanding the significance of one’s work for the common cause, the ability to solve production problems, link the solution of various problems, write competent notes and the ability to draw graphs.
We should also not forget about various forms of incentives for managers in foreign companies, as well as the need to create a favorable socio-psychological climate in teams. This is of great importance when managing a manager’s career, as well as in his activities in general.
The main forms of working with personnel abroad are:
· professional guidance;
· vocational and general training;
· organization of career advancement.
At the same time, much attention is paid to organizing the learning process in educational institutions and in the workplace. The specificity of countries, companies and education systems in these countries is certainly the reason for the existence of different methods and forms of training. But since one of the main trends in international management is the universalization of management, the process of universalization is reflected in this area of activity. Abroad, significant funds are allocated for training specialists both at the national level and at the level of individual companies. The reason for this is the constant tightening of qualification requirements for managers due to the constantly changing state of the external environment and the increasingly complex conditions of modern production. At the same time, despite significant investments, they note the insufficient training of specialists in universities, including private ones, and their isolation from real processes in economic activity companies. One way out of this situation is to organize internships, the targeted training of a specific specialist for a specific enterprise. Experts also note the inadequacy of educational programs and their rapid aging. The organization of promotion of managers, as a rule, is carried out through planning and career management based on the achieved work results. At the same time, forms of incentives are of great importance, which vary depending on the specific company.
In the practice of personnel management in recent years, the interweaving of its various models can be clearly seen: American, Japanese and Western European. This demonstrates the process of internationalization of modern management. An important stage in this process was the assimilation of ideas systematic approach, the development of various models of an organization as a system - not only a functioning one, but also one that is developing, on the basis of which a new approach to personnel management has been formed - human resource management.
In modern theory and practice of personnel management in firms in industrialized countries, two diametrically opposed approaches dominate - American and Japanese.
American – involves the initial determination of the professional qualification model of “position” and “pulling up” the most suitable workers according to the “position - employee” scheme. The features of the management system in American companies are the following: personnel are considered as the main source of increasing production efficiency, they are given a certain autonomy; selection is carried out according to such criteria as education, practical work experience, psychological compatibility, ability to work in a team, focus on the narrow specialization of managers, engineers, scientists.
American managers are traditionally focused on individual values and results. All management activities in American companies are based on the mechanism of individual responsibility, assessment of individual results, and the development of quantitative expressions of goals that are short-term in nature. Management decisions, as a rule, are made by specific individuals and are responsible for their implementation.
Typical working conditions are:
reducing the volume of work in central services and reducing the administrative apparatus;
a wider list of professions and job descriptions;
transition to flexible forms of remuneration;
uniting engineers, scientists and production workers into cross-cutting teams - design and task groups.
In industrial countries, Canada, the USA, both small and large enterprises adhere to an open “entry-exit” policy, in which the recruitment procedure is simple, so a worker can be released or moved if the company needs it.
The Japanese model involves the initial study of strong and weaknesses employee’s personality and selection of a suitable workplace for him (the “employee – position” system).
The Japanese model is characterized by its focus on:
long-term prospect of work at one enterprise;
quality of education and personal potential of the employee;
remuneration is determined comprehensively, taking into account age, work experience, education and ability to perform the task;
participation of workers in trade unions, which are created within the organization, not the industry.
The basic principles of personnel management are:
interweaving of interests and spheres of life of the company and employees;
high dependence of employees on the company, providing significant guarantees in exchange for loyalty to the company and the desire to protect its interests;
priority to collective forms, encouraging labor cooperation within the company within small groups;
an atmosphere of equality between employees regardless of their positions;
maintaining a balance of influence and interests of the three main forces that ensure the activities of the company: managers, investors and employees.
In Japan, there is no tradition of classifying workers into three categories (highly skilled, semi-skilled and unskilled). All workers are qualified at the time of hiring. They will definitely improve their skills. In addition, there is no clear boundary between engineering and technical personnel and workers.
In Europe and the USA, the job responsibilities of the engineer, technician and worker are clearly defined. Both models - American and Japanese - have both pros and cons. Therefore, in world practice there has been a tendency to use a mixed human resource management system.
Work with people in the system of administrative power in the post-war period was everywhere placed on a serious legal basis. The civil service and local government are regulated by extensive legislation detailing the most important legal innovations. These acts in France and Great Britain, in Germany and Spain, in other countries of the continent and overseas determine the place and status of various levels of employees employed in the administrative apparatus.
The trend in the development of this legislation has recently become - along with the assertion of human rights and freedoms - a kind of elevation of the rights and freedoms of small groups - territorial, social, etc. In the state system, local self-government has gained greater autonomy compared to previous times, when the main problems of citizens’ lives are solved by their local communities. These features were reflected in the legislation: along with the centralized management system of state and municipal services, the responsibilities of which primarily include personnel management, along with the unified system and structure of the authorities and self-government bodies themselves, their apparatus has a certain independence in the sense that within the framework of laws and traditions may, in accordance with the objectives of its department, provide special conditions for personnel development. In practice, a “system of merits and merits” was established, and then legislated, when an employee’s career growth is made dependent on how effectively and efficiently the person works.
Legislation established service to the state as a hierarchy in which the highest positions in the apparatus are achieved only after a person has passed through the lower levels. This purpose is served by the approved system of ranks, classes, positions, etc.
Overall legal acts various countries, with all their differentiation and features, by the turn of the millennium they represent the state and municipal service as
corporation important for the life of the country. The features of this professional, open to citizens, but at the same time inward-looking community are as follows: -
its activities are regulated not by labor law, but by public law, which, along with ordinary civil rights, also contains special prohibitions; -
a person comes to serve in this community for life and goes through a pre-prescribed career path - from the lower steps to the upper ones; -
this community acts in the interests of citizens, but does not exchange its personnel with many of the spheres: business personnel cannot come to career positions in the apparatus - this is considered a type of corruption.
In many countries, work with people in the public and municipal service system on the basis of the law is the responsibility of a single governing body: in France it is the High Council of the Public Service, in Great Britain - the Ministry of Affairs civil service. This means that if disputes arise, a civil servant does not remain defenseless; he can appeal the decision made in his regard to the highest governing body of the civil service.
In the vast majority of countries, in addition to the division of political positions and positions of state (municipal) employees, another division is established by law: all employees are divided into officials and employees themselves. Officials are responsible officials, heads of large departments of the public service, under whose subordination there are employees. Employees are people filling executive positions, whose competence is limited, the range of responsibilities is determined by the job description.
These differences are especially visible in the German civil service system. There, the official also has additional restrictions in his activities, and increased responsibility not only for his own decisions, but also for the entire sphere of his competence. This is evidenced by isolated cases, but typical for understanding the degree of responsibility. Thus, in 1995, while detaining an armed criminal, a policeman died, who, as required by instructions, was wearing armor.
vest. The official hearing determined that the outdated type of these protections had to be replaced with a more modern and effective one. However, this entailed serious financial decisions. And the responsible official of the Ministry of Internal Affairs, who had the corresponding proposal on his desk, actually avoided the decision to re-equip the police with new bulletproof vests for several months. The official was expelled from service in disgrace.
A similar fate was experienced by another responsible person - from the Federal Office of Health, who did not give a timely order to check all blood supplies that arrived in the country's clinics after the reunification of Germany from the former GDR for hepatitis and AIDS viruses. The official lost his job because he did not properly fulfill his duties.
At the same time, the person who long years was in such a responsible job, even after retirement he remains, as it were, a member of the apparatus in which he served. In Germany, an institute of retired officials has been formed who constantly act as experts, consultants, and advisors in matters requiring experience and independent judgment. At the same time, even in retirement, an official cannot disclose information to which he had access during his service.
Such increased requirements are not imposed on ordinary employees, although they are, of course, obliged to be competent in matters related to the professional sphere. Moreover, in the practice of personnel management of ministries and departments of the Federal Republic of Germany, officials have long been encouraged to encourage the independence of their employees. So, if meetings or meetings are held with journalists on individual problems, then in addition to the head of a particular ministry or its large division, there will always be an executive at the table - the employee who “leads” this area, who carries out practical work in this area.
The move of parliament and government from Bonn to Berlin was a significant test for the apparatus of government institutions of the Federal Republic of Germany. All rights and duties of officials and employees became visible to society. So, the decision to change the place of residence was practically not discussed; it was actually an order. Even
family circumstances were taken into account only in exceptional cases: departments moved “as a group,” although there were more than enough employees and officials dissatisfied with the move. At the same time, the state compensated for the costs of moving them and their family members, and took care of housing in Berlin for employees of ministries and departments.
In the post-war years, many types of activities that constitute the content or personnel technologies of personnel management also received a regulatory legal basis.
The professionalization of state and municipal services abroad entailed the organization of a network of educational institutions. The training of employees who will be associated with the sphere of management throughout their subsequent lives is an important starting point for building official relations. Specialists of various profiles are trained in higher and secondary specialized educational institutions. The training programs include legal subjects, office work, and workshops on working with the public.
In many countries, candidates for state and municipal service are admitted only on the basis of passing an exam. So, in Great Britain since mid-19th V. The practice of enlisting in the service only after a competition became established. Moreover, in order to pass the entrance test, the candidate required a very specific basic education, where legal and humanities predominated. A kind of circle of “caste” universities emerged that trained specialists whose level of acquired knowledge could allow them to apply for vacancies in the apparatus of state and municipal institutions.
The system of training and retraining of state and municipal employees is inextricably linked with the service itself: everyone is obliged, on the basis of the law, to update and expand their knowledge after a certain time. Thus, one of the main goals of personnel management is to improve the qualifications and competence of employees. The entire practice of incentives is aimed at ensuring that there is competition in teams, so that the worthy completion of certain courses necessary for the employee to perform his duties is encouraged and supported.
In the 20th century in European countries and North America a kind of “moral code” for the work of employees was formulated.
In a brief form, they reflected the most important areas of activity in the system of administrative power. So, in France there were four of these basic rules: -
the employee must obey political leaders, since it is they who bear full responsibility for affairs in the state; -
the specifics of an individual management body should not interfere with the corporate solidarity of the apparatus; -
Carrying out the orders of their superiors, employees must nevertheless show their own initiative and independence; -
subordination in intra-organizational official relations is combined with autonomy in relations between organizations.
In the United States of America since the 80s. XX century The idea began to take hold that work with personnel in the state and municipal service system, just like the actual development of state authorities and local self-government, should be carried out according to business models. This meant that personnel management should be carried out according to the laws of effective management, when the criteria of efficiency, rationality, and economy become the main ones in determining the results of personnel work. According to the authors of the book “In Search of Excellence,” which is important for introducing these ideas into the public consciousness, personnel must meet eight requirements: -
be committed to action, be able to make independent decisions within the limits of competence, without waiting for management to do it themselves; -
be close to the client, i.e. organize his work in such a way that the requests of citizens are understandable to him, and his actions are justified by these citizens; -
be ready to accept with understanding the initiative and independence of subordinates and, if the task is successfully completed, be sure to encourage them; -
to achieve efficiency in the activities of the apparatus not so much through the structures it created, but through people,
those. see the employee as the main figure in the management process, and not the structures in which he serves; -
choose a field of activity when performing your functions, i.e. have intra-organizational freedom when an employee can change his field of activity; -
optimize the structure of your apparatus, the effectiveness of which depends not on a large number of employees, but on their professional composition: uninflated staff is economical and more effective; -
combine in management practice both hard and soft methods, both control and self-control.
In 1993, a commission was created in the United States under the leadership of the country's Vice President Al Gore, which was responsible for carrying out administrative reform. Her motto was the statement: “An effective device for less money.”
Based on the results of the commission’s work, Gore made a remarkable report, the main idea of which was expressed already in the title: “From bureaucratic red tape to results: create a government that works better and costs less.”
It is noteworthy that work to bring the apparatus and methods of personnel management in line with modern requirements is currently underway in almost all countries with developed economies. It is significant that, despite the very good state of the economy of these countries, their societies are overwhelmed by the desire not to inflate, but, on the contrary, to reduce the administrative apparatus as much as possible.
In some countries, this is due to a noticeable consolidation of administrative-territorial entities and simplification of the system of governing bodies. This is especially true in the former socialist countries of Eastern Europe, which have radically changed their state and municipal governance. Thus, in 1998, a large-scale reform was carried out in Poland, where instead of 49, only 16 voivodeships remained. Naturally, both the number of governing bodies and the number of civil servants there have been significantly reduced.
The unification of Germany, in the eastern part of which five states were formed instead of 16 large regions, also significantly transformed the corps of civil servants. Here, among other things, a thorough purge of the state was carried out.
government apparatus, from which adherents of the previous political system and security officials of the defunct state were forced to leave.
Another trend in recent years has been that not only government bodies are becoming “transparent” in their actions and decisions for citizens, but also citizens, including those entering public or municipal service, are becoming more open to the state. Numerous services for monitoring and recording citizens and their areas of activity accumulate personal information, which not only fully serves to identify the individual, but also gives an idea of his privacy. Unified data banks of state and municipal employees are being created everywhere, where, in addition to general information information about people is concentrated on their financial condition, fines for various types of administrative offenses, from violations of driving rules to civil disputes with neighbors or relatives. For example, in the United States of America, a Central Data File for Civil Servants was created.
Over the past decade, intensive contacts between individual regions and government bodies Russian Federation with partners abroad had a positive impact on the development of new, modern approaches to the formation of state personnel policy of federal executive authorities, and improvement of the personnel management system.
International cooperation in this area, as practice has shown, is advisable to conduct in several areas: -
support the exchange of information in the field of development of legislation on problems of civil service and personnel management; -
send civil servants for training and internships abroad and personnel reserve; -
implement joint projects to coordinate actions with executive authorities of various countries; -
implement proven ones in developed countries personnel management technologies; -
maintain working contacts between interested
by Russian and foreign departments to solve common problems of suppressing corruption, increasing the professionalism of employees, and improving management methods; -
participate in the work of international organizations, symposiums, conferences on the problems of human development, improving work with personnel, and the use of personnel technologies; -
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Introduction
The relevance of the chosen research topic is due to the fact that modern conditions activities of an organization or enterprise require the creation effective system personnel management and which model of management of an organization or enterprise to choose, and should be considered preferable in Russian conditions. In Russia, there is no tradition of using ready-made management solutions, so most enterprises build their management systems on their own. This is largely determined by the specific conditions in which Russian enterprises (organizations, firms) operate. Low labor and performance discipline, destruction of management ties and weakening of control after the collapse of the administrative system, as well as the absence (or insufficient number) of specially trained personnel.
In Russia, the state of the system of education, training and retraining of personnel can be called unsatisfactory. A significant proportion of organizational leaders believe that it is not worth spending money on staff training; it is easier to hire an employee with the required qualifications. With this approach, it is difficult to create the basis of a stable, prosperous company: a cohesive, permanent team of highly qualified workers dedicated to the company. Enterprises often do not provide for expenses for advanced training and staff training. Currently, almost exclusively economic methods are used in personnel management. Material incentives (salaries, bonuses, profit sharing, etc.) do not always work, and organizations that prefer to use them cannot be sustainable for a long time. Human resource management is only as effective as the success of an organization's employees in using their potential to achieve organizational goals.
Thus, it is necessary big job, both for managers and staff. For managers, it will primarily involve studying global experiences in personnel management. Many, not knowing this experience, reject the very possibility of using it, citing the unique specifics of Russia. However, it is doubtful that Western experts know our country better, the specifics of the country and the values that are inherent in our organizations. There are two management models in the world: Western (USA) and Eastern (Japan). The mutual influence and interpenetration of these models began about a quarter of a century ago. Now we can talk about some universal features of the personnel management model, which include Western and Eastern elements. Naturally, the use of certain management methods, regardless of their origin, requires changes and adaptation to the socio-economic and cultural characteristics of the country.
The purpose of writing a final qualifying thesis is to develop recommendations for the use of foreign experience in personnel management in a small enterprise.
Main tasks of the work:
1) study foreign experience in personnel management;
2) study the features of Russian personnel management;
3) conduct an analysis of the activities of Dairy Products LLC in order to assess the composition of the personnel;
4) evaluate the personnel management system at LLC Dairy Products;
The object of the study is the activities of LLC "Dairy Products" (Novosibirsk).
The subject of the study is the composition and personnel management system of LLC "Dairy Products".
Methodological basis: works of leading Russian and foreign authors such as Baryshnikova Yu.N., Vesnin V.R., Zhdankina N.A., Lukichev L.I., Petrova N.P., Samukina N.V., etc. , as well as legislative and regulatory materials and documents.
The information base for the study was: the charter of LLC "Dairy Products", the balance sheet for 2008-2009 (form No. 1) LLC "Dairy Products", profit and loss statement for 2008-2009 (form No. 2 balance sheet).
The final qualifying work consists of an introduction, three chapters, a conclusion, a list of sources used and applications.
The first chapter discusses the problems Russian system personnel management are considered theoretical basis Japanese personnel management system, carried out comparative analysis Japanese and American models of personnel management, modified models of personnel management are considered.
In the second chapter, the characteristics of the enterprise LLC "Dairy Products" are given, the main financial indicators, characterizing the financial and economic activities of the enterprise, an analysis of the personnel composition of Milk Products LLC was carried out and an assessment of the personnel and personnel management system was given.
In conclusion, the results are summed up and conclusions are drawn.
1 . Foreign experience in personnel management
1.1 Problems of development and establishment of the personnel management system in RoWiththese
The creation of production is always associated with the people working at the enterprise. Correct production principles, optimal systems and procedures play an important role. However, operational success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, problem-solving ability and receptivity to learning.
The basis of the concept of personnel management of an organization at present is the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation created in our country, the changes in the economic and political systems simultaneously bring both great opportunities and serious threats to every individual, and introduce a significant degree of uncertainty into the life of almost every person.
Personnel management in such a situation acquires particular relevance and significance: it allows one to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization’s personnel management system.
Personnel management is a process of systematic, systematically organized management, with the goal of both ensuring the effective functioning of the operational process and meeting the needs of personnel in their professional and personal development.
One of the most important functions of the personnel management service is organizing the process of personnel training, improving their qualifications, and activating human resources. This can all be achieved only with constant training of personnel, improvement of their qualifications and strategic determination of the professional orientation of people in this moment and in this production.
But the state policy that has developed in Russia in the field of human resources has turned out to be ineffective: the vocational school has been significantly weakened, there is no system for developing personnel at enterprises, and the previous connections between vocational education And professional work. The market of professions and the market of educational services in Russia are practically not connected.
The chosen path of Russia's transition to the market did not live up to the hopes placed on it. The main results of several years of radical economic reform more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. The severance of habitual economic ties further enhances the manifestation of all of the above and other negative processes.
The evolution of the management system that emerged in the first stages of economic reform occurs in the specific conditions of the transition period. Its important features are:
Instability of connections between enterprises and insufficient coordination of their activities;
Freedom of economic activity due to the existing legal system;
Instability of the regulatory sphere and economic policy.
Without a doubt, the issue of personnel is of a strategic nature, both for large successful and small firms.
The educational services market turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of enterprise employees is significantly inferior to the requirements imposed on the international labor market.
The personnel management system at most enterprises does not correspond to the strategy of market reforms, which significantly hinders the ability to implement programs of sustainable stabilization, revitalization of production and structural restructuring of the economy, improving the quality and competitiveness of Russian products.
The current practice in the field of personnel management does not provide high-quality renewal of personnel, specialists and managers. Enterprises also lack a unified system of working with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and job promotion of employees. HR management functions are dispersed between various services, departments and divisions of the enterprise, one way or another involved in the decision personnel issues. The lack of necessary coordination does not allow effective personnel management.
Because of this, as a rule, HR departments are not yet able to take on the role of services that would provide, for example, the entire range of measures to guarantee the quality of selection and placement of personnel at all levels.
It should also be noted that there is an erosion of traditional values, which leads to serious disturbances in personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. Let's add to this the lack of information in almost all areas of economic life. As a result, a climate of uncertainty arises when the activities of enterprises are aimed mainly at everyday survival.
Therefore, in these conditions, effective management of the enterprise and human resources becomes especially important.
In order not to repeat the mistakes of the past, it is very important to make significant adjustments to the economic strategy and implement a number of organizational and structural decisions. To eliminate these types of shortcomings, personnel development planning is necessary. First of all, this is planning the natural movement of personnel - retirement, dismissal due to illness, due to study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. What is more difficult is to strengthen the potential of the team and increase its competitiveness.
Secondly, it is necessary to train and significantly improve the qualifications of the management corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the peculiarities of the current economic situation and the Russian market. The formation of a business services industry should become one of the primary problems of structural investment policy. The set of programs used in the process of training and retraining managers must meet the changed and increased requirements for managers. Programs should focus managers on assessing the effectiveness of management and, as a result, increasing competitiveness through the maximum use of human resources in work, as opposed to economic growth achieved through additional capital investments.
Thirdly, it is important that corporate goals and values are perceived by the workforce as their own. Therefore, their propaganda and constant work with the team are needed. At the same time, the condition for the emergence of interest in the affairs of the company is an objective assessment of the employee’s work results and recognition of his merits by management and colleagues, as well as the opportunity to show initiative.
If earlier, for many years, the vast majority of Russian enterprises pursued a personnel management policy according to a very specific scheme: choosing a specialist from a wide range of job seekers, hiring him, perhaps a little “additional training” at the place of work, and his uniform work for the benefit of his family enterprise. Now this scheme requires significant adjustments.
During the period of economic crisis, which modern Russia has been experiencing for some time now, the main direction of work with personnel should be considered development and the main emphasis not on material and monetary incentives for workers, but on material, non-monetary and intangible ones.
Working with personnel in today's dynamically developing market is one of the key factors in increasing business competitiveness. The effectiveness of an organization is determined not so much by the use of a particular management system, but by how its elements are adapted to the production and market conditions in which it operates.
Study and Application effective methods HR management will allow us to qualitatively improve the organization of employee work and unite them into a single team.
1. 2 Japanese model of personnel management
There are many management models. Some of them are based on the priority of the human factor, and differ significantly from one another. Their main differences lie in the interpretation of the main essential characteristics of workers, the motives of their work activity, and social and production behavior.
Considering Japan's enormous economic success and the role it plays in the modern world, the Japanese HR model is of greatest interest.
The conceptual foundations of the traditional Japanese personnel management system are rooted in the distant past, when the primary units of society were feudal clan families (ie). The head of the clan - the father of the family - had undivided power over all its other members, which determined the special strength of the vertical personal ties of dominance and subordination and strict discipline within this formation. The head of the clan had the responsibility to protect its members by all possible means, especially in the face of external danger. He was also responsible for ensuring the long existence of the clan.
The presence of such a strong institution, which was the Japanese clan family right up to the first post-war years, and general agreement with the order that reigned there, allowed Japanese entrepreneurs to transfer it to enterprises without much difficulty. In the production sphere, these principles were interpreted as follows: the enterprise is “home”, “one family”, the owner of the enterprise is “father”, hired personnel are “children” with the ensuing norms of behavior of the parties. Clan orders also gave rise to special “family” forms of labor organization, which demonstrated exceptional vitality. The vitality of the traditional system was facilitated, among other things, by the strict regulation of interpersonal relations in the country and the group psychology of the Japanese.
Characterizing interpersonal relationships, we can say that the moral norms that were promoted by religion, defended and brought up by the Domostroevsky system of education, education, found confirmation in any manifestation of public life and powerful support from the state, were deeply embedded in the consciousness of the people. These norms have taken the form of moral and ethical laws, compliance with which is not only mandatory, but is considered the only acceptable form of individual behavior.
An important place among these norms is occupied by the principle of goodness - beneficence (it). “This” relationship arises completely naturally, by itself, beyond the will and efforts of the individual as a result of his belonging to any group and provides for reciprocity of obligations. An individual occupying a higher level in the social hierarchy acts as a benefactor, and those below, in response to the benefits provided to him, must fulfill certain obligations. These obligations are of two types: gimu - a permanent debt that exists outside of time limits (respect, fidelity, devotion, etc.), and giri - specific obligations to the benefactor that must be fulfilled within a specified time frame. Respect for the obligations of gimu and giri is, without a doubt, an important factor in the cohesion of Japanese society, both at the macro level (national scale) and at the micro level (family, school, enterprise).
An equally important factor of cohesion is the group psychology of the Japanese. “Groupism” is based on the principle of wa (“peace and harmony”), which encourages strict adherence to friendly, correct and polite relations between group members. Adherence to this principle is inextricably linked with such behavioral attitudes as are common for the Japanese, such as maintaining loyalty to the goals of the group, willingness to sacrifice one’s own benefit, focus on achieving a compromise, and gentle but adamant defense of one’s own dignity. Direct relation Groupism also includes the total involvement of group members in its affairs.
Describing the essence of this phenomenon, a well-known Japanese authority in the field labor relations, Professor Tadashi Hanami writes: “The Japanese expression marugakae (total involvement) provides a comprehensive understanding of the nature of the relationship between Japanese entrepreneurs and employees. The latter experience a powerful urge to identify themselves with the company, which is closed in nature. social group, similar household, whose members have the right to full emotional participation in the affairs of the group as individuals.” This is one of the most powerful incentives for work motivation.
It must, however, be clearly understood that such involvement of hired personnel is not a spontaneous phenomenon. It did not arise on its own, but was a natural consequence of the practice of “lifetime employment”, “payment according to seniority”, as well as the company-by-firm organization of trade unions, i.e. a specific triad of organizing human resource management in large enterprises.
The first component of the triad - lifelong employment (shushin koyo) - is defined as follows: “Strictly speaking, the term “lifetime employment” is not entirely correct. A more accurate term would be “employment for the duration of one’s working career.” Under the lifetime employment system, the company that hires the employee agrees to do everything in its power to retain him even during recessions and ensure his continued employment until retirement, barring only extraordinary circumstances. This obligation is not fixed in employment contracts, but operates on the basis tacit consent employee and administration."
The “lifetime employment” system covers only male workers permanently employed at large enterprises, i.e. only a relatively small part of the employed population.
Characteristics of the second component of the above-mentioned triad - payment by seniority (nenko tingin): “The amount of wages is set depending on the length of work experience. An employee's initial salary is determined by his age and level of education. As a rule, this payment is relatively low. However, every year it increases in accordance with the established scale. This process usually continues until the worker reaches approximately 55 years of age."
As we can see, “seniority pay” is inextricably linked with “lifelong employment”: an employee can count on receiving a solid salary mainly with a long period of work at the same enterprise.
Finally, the third component is company-specific trade unions (kigyo betsu rodokumiai). Such trade unions, built not on the industrial-industrial principle, but on the principle of “each enterprise has its own independent trade union,” account for almost 95% of the country’s trade union organizations, and they unite 91.1% of all organized workers in their ranks.
Another characteristic feature of the Japanese model is the group method of decision-making. This method is called the ringi ritual in Japan. When organizing work to make an important decision, everyone who may be affected by it participates in its preparation. This work usually involves between sixty and eighty people. But first a group of three people is created, which must listen and take into account the opinions of everyone. This process will last a long time and in any case until everyone, without exception, comes to full agreement. The Japanese proceed from the fact that they understand and agree with the decision made higher value than the essence of the decision itself, since the differences in possible options are very insignificant, which is due to general agreement within the framework of a certain consciously formed system of collective values and goals.
Also, Japanese companies are developing special programs under which the mandatory and sequential appointment of each manager to a variety of positions at approximately the same management level is carried out. The emphasis is placed mainly on preparing universal managers capable of solving a wide range of problems that the company faces. At the same time, another important task is being solved - to create a system of informal connections between representatives of various departments. Each employee is required to perform a wide variety of functions; he will be transferred to other departments of the company, to branches located in other cities and countries.
And the last of the most characteristic features The Japanese management model is quality-oriented. It has become a kind of obsession for the Japanese. Guided by this idea, they have achieved, in a very short period of time, the highest quality in the world to a wide circle products. But for this it was necessary not only to set oneself the task of entering the international market with one’s product and successfully competing on it, but also to achieve the most difficult thing - to organize specific work to improve quality on a nationwide scale.
The Japanese proceed from the fact that correcting defects is always more expensive than preventing the occurrence of defects. Hence, the main thrust of the quality concept is aimed at preventing defects and preventing them from occurring during the production process. Here, a huge role was assigned to the workers, who themselves control the quality of the products they produce and bear full responsibility for this.
A unique mechanism for putting this concept into practice is the so-called quality circles, in which almost all workers of the enterprise are involved. The purpose of the “circles” is to independently set and solve problems of improving product quality and improving production technology, developing invention, improving labor cooperation, and increasing productivity.
The “circle,” in which both permanent and temporary workers are invited to participate, is headed by a foreman. Its task is to study various production problems directly affecting a given site. Typically, the group meets for one to two hours once a week to discuss a specific project or problem.
The Japanese organized this work on the most serious and comprehensive basis. Their main approaches were based on the fact that management must create favorable conditions for the work of “circles”; The activities of the “circles” are planned in such a way that positive attitude to them became a natural result of participation in their activities. The purpose of quality circles goes far beyond the purely economic. It also consists in solving one more task, perhaps a much more important socio-psychological task - to give every worker the opportunity to strengthen the sense of belonging and interest in the common cause, to increase work motivation, expand the horizon of activity and be not only a worker, but also, to a certain extent, a planner, an engineer, and even an owner and an organic part of the company.
The largest and, as it seems, most universal blocks of the personnel management system in Japan have been briefly outlined above. In addition, researchers of Japanese management identify other features. Many of them are of a production or clarifying nature, and highlight narrow specific areas of work with personnel. However, it is apparently no coincidence that the Japanese themselves pay special attention to details, little things, seeing in them something important, without which the entire system ceases to work effectively. These “details” include: the loyalty of employees and their identification with the corporation; creating an environment of trust; constant presence of management in production; a system of intensive communication both at work and outside of it; shared ownership of information; high work morale; adherence to the “five Cs” - five principles of work: Seiri (organization), Seiton (neatness), Seiso (cleanliness), Seiketsu (cleanliness) and Shitsuke (discipline); a developed system of social benefits and services provided by the company to its employees.
To summarize, we can say that the capabilities of the Japanese personnel management system are due to constant rotation, which helps employees understand the interrelationships of processes in the enterprise and their place and role in them; annual planning and evaluation of performance results jointly by the manager and subordinate, which allows the formation of a unified idea of the goals of the enterprise and increase the efficiency of production interaction.
1.3 Comparison of American and Japanese management models
The American model of personnel management does not need to be described in detail. The American model of personnel management is historically earlier and therefore the most famous and widespread not only in the USA, but also in other parts of the world. There is no point in specifically concentrating on it because, as the Japanese say, American and Japanese management are 90% common, or the same, since modern Japanese management methods are borrowed mainly from the Americans.
The Japanese have gained fame as “brilliant students” and “unsurpassed imitators” because they so implant the model they take from others into a real national-cultural organism that it becomes better than the original. At first glance, the improvements made seem insignificant, or even simply illogical and contrary to the rules of profit maximization. And yet, the improved elements work very successfully.
If you carefully examine the typical controls used in the USA and Japan, you will notice significant differences and even opposite directions.
The comparison should begin with such an element as “attitude to the human factor”. Japanese management, both formally and informally, recognized the need to pay increased attention to the human factor of the employee and create all the conditions for a person to work with self-esteem and receive satisfaction from work. Managers in Japan quickly learned that at the present stage of production development, it is possible to receive consistently high profits only when you solve social issues at the same high level, when the employee most fully develops and realizes his human potential. And it must be said that in practical terms they have done perhaps more in this direction than anyone else in the world.
According to American researchers, in the USA the emphasis has traditionally been on the development of technology, automation and management methods, and human factor remained in the background as a necessary and inevitable application. Every year, hundreds of billions of dollars are allocated to research problems related to scientific and technological progress, the development of material factors of production, and the natural sciences. Funds are also allocated for serious economic research. But with funds for scientific understanding of the place of man in production, for improving personnel management and improving the organization of work activities of people in work teams, things are much more modest.
Americans are now increasingly beginning to realize that the main reason for possible success in competition with them is moving the person to the center of attention and effective personnel management. They have already proven that they can set big tasks for themselves and solve them quite quickly. However, as one Japanese specialist noted: “The Americans have woken up, but have not yet gotten out of bed.”
Let us compare approaches to personnel management in the USA and Japan and present them in table form (see Appendix A).
Of course, the data given in the table does not allow us to reveal all the subtleties of the differences; they are only indicated as such. At the same time, one should also not define, for example, the Japanese model as obviously positive and therefore unconditionally acceptable, and the American one as correspondingly negative and unacceptable. However, we note that each of these models has given and is giving the desired effect if applied at the right time, in the right place, under suitable conditions and by competent people.
For example, absolutely not all American companies use the American model in personnel management. There are many enterprises that use only certain elements of it or use the Japanese model or some modification of these models.
1. 4 Modified personnel management systems
It would be a big mistake if we considered the Japanese and American models as once and for all formed and not tolerating the introduction of new elements more adequate to the needs of the time into their design. Management specialists have already studied both the American and Japanese models quite well and have identified their positive and negative aspects. Many Western experts, not without reason, believe that objective changes in the technical and technological basis of production, as well as in the socio-economic organization of society, require significant changes in the personnel management system. Wherein American model, which until recently was dominant in the West, is gradually evolving due to the inclusion, on the one hand, of the elements of the Japanese model that are most suitable for the West, and on the other hand, its own progressive developments.
Japan, as an already established and truly tangible competitor, forced the Americans to critically reflect on their traditional experience and take a fresh look at their own, but not widely instilled, experience, the same experience that was mainly adopted by the Japanese and became native to them, but still still remaining a stranger within his native walls. In this regard, the observations and conclusions made by American scientists T. Peters and R. Waterman are very interesting, based on a detailed survey conducted by an American management consulting firm on 62 large American corporations, which, according to the most stringent criteria, can be classified as exemplary. According to the authors, it is possible to clearly identify eight characteristic principles of effective management that exemplary American companies possess, but the vast majority of other companies do not:
1) orientation to action, to real steps to achieve success; predisposition to achievements and innovations, maintaining “fast feet”;
2) constantly face the consumer, satisfy his needs and anticipate his desires, learn from consumers and draw ideas from them;
3) support for independence and entrepreneurship, encouragement of enthusiasts;
4) consideration of people as the main source of increasing labor productivity and production efficiency;
5) connection with life, value guidance;
6) commitment to your work, limiting your activities only to what you know best;
7) simple form and modest management staff;
8) freedom of action and rigidity at the same time, the coexistence of fanatical centralization in management as regards a few fundamental values, and maximum autonomy right down to workshops and working groups.
These principles, together with the “seven C” management scheme developed by the same authors (seven interconnected variable blocks - Shared values, Structure, Strategy, Sum of skills, Composition of employees, Management style, Systems and procedures), ensuring the effectiveness of company management, have essentially become , the commandments of a successful entrepreneur. They reveal in a concise form both the strategy and tactics of managing an exemplary company. Today this model is widely known in the world not only among management theorists, but also among practitioners.
Modified models, formed on an American basis and in American conditions, but containing many characteristic features of Japanese management, began to be called the “Z” type management system, and the corresponding system of principles - the “Z” theory. These terms were introduced into scientific and practical use by William G. Ouchi, who published his book “Theory Z,” in which he tried to convince of the beneficial symbiosis of the American and Japanese models and the need to strongly support and stimulate this trend in the development of the personnel management system in the United States.
Of particular interest to us is the model developed and used for many years by the American corporation IBM. And the point here is not only that IBM makes maximum use of the arsenal of the Z theory and the Japanese management system, but also that the IBM model contains and many original elements are successfully implemented that make this corporation completely different from Western and Japanese companies. IBM does not fit into the canons of rational management in many ways, and yet over the years it has consistently achieved very inspiring results.
The essence of the management model used at IBM is 20 principles (“Principles I”), which are divided into two relatively equal parts. The first part gravitates as much as possible to “Theory Z” and includes the following 10 principles:
1) strong beliefs leading to the establishment of common goals and deeply shared by both managers and ordinary employees;
2) ethical values shared by employees;
3) full employment policy (“lifetime employment”);
4) enrichment of work, increasing the variety of work;
5) personal stimulation of work;
6) planning and ensuring a non-specialized career;
7) personal participation in decision making;
8) the predominance of implicit control, i.e. based on quantitative indicators and rational thinking;
9) nurturing and developing a strong corporate culture;
10) holistic approach to the employee; recognition of the priority of meeting the needs of employees.
The second group of principles, applied exclusively at IBM, is aimed at promoting the anarchy of individualism as a way to counter emerging bureaucratic tendencies and paternalism. This group includes the following 10 “best principles”:
1) a strong (officially proclaimed and constantly supported) belief in individualism (“respect for man above all else”);
2) personnel policy, allowing you to put this faith into practice;
3) a single status for all workers, the same democratic conditions, under which relations between workers cannot be based on the suppression of one person by another;
4) recruiting highly qualified specialists;
5) expanded professional training of all employees, and especially senior managers;
6) maximum delegation of authority and responsibility to the lowest levels of performers;
7) deliberate restriction of the activities of line managers (in order to remove administrative powers from them and transfer them down so that they lead not with the authority of the position, but with the authority of an informal leader);
8) encouraging disagreement and differences of opinion;
9) encouragement of broad horizontal connections;
10) institutionalization of changes. Constant implementation of changes dictated by life and allowing one to fight rigidity and bureaucracy. Changing management structures, giving them flexibility, mobility and forms adequate to changes in external conditions.
Thus, the above principles allow us to judge the essence and moving springs of the management system, as well as get an idea of the possible and very likely direction of development of both foreign and domestic personnel management practices of an enterprise and organization.
2 . Analysis of LLC personnel management system « Dairy prOproducts"
2.1 Organizational and economic characteristics of the LLC « Dairy productsToYou"
Limited Liability Company "Dairy Products", hereinafter referred to as the "Company", was created on the basis of the Civil Code of the Russian Federation and the Federal Law of the Russian Federation "On Limited Liability Companies".
The location of the permanent executive body of the Company, through which communication with the Company is carried out: Russian Federation, 630501, Novosibirsk region, Novosibirsk district, Krasnoobsk village, State Institution SibNIIZKHIM SO RASHN.
The company is created to meet the needs of the Russian economy and population for products, works, services, ensure employment of the population in socially useful labor, and generate profit.
The Company has the right to enter into contracts on its own behalf, acquire property and personal non-property rights and bear obligations, and be a plaintiff and defendant in court.
The Company has an independent balance sheet, settlement and other bank accounts. The Company has a round seal containing its full corporate name in Russian and an indication of the location of the Company. The Company has the right to have stamps and forms with its corporate name, its own emblem, as well as duly registered trademarks and other means of individualization.
The company has the right to create reserve and other funds. The reserve fund is formed in an amount of at least 15% Authorized Capital Society. The formation of the reserve fund is carried out through annual contributions until the fund reaches established size, but not less than 5% of the net profit.
In its activities, the Company is guided by current legislation and this Charter.
The authorized capital of the Company is formed in the amount of 10,000 rubles. The company's property consists of fixed assets and working capital, the value of which is reflected in an independent balance sheet.
The supreme management body of the Company is General meeting Members of the Society, which consists of Members of the Society. Each Member of the Company has a number of votes at the General Meeting of Members of the Company in proportion to his share in the Authorized Capital of the Company. Meeting decisions are made by open voting. The next General Meeting of the Company's Participants is convened at least once a year. The general meeting of participants, at which the annual results of the Company’s activities are approved, is held no earlier than two months and no later than four months after the end of the financial year.
A participant in a limited liability company has the right to freely alienate his share or part thereof to any other participant. However, such actions in relation to third parties are limited by the right of pre-emption by other members of the company and may even be prohibited by the Charter.
A participant in a company can leave it at any time, regardless of the consent of other participants. In this case, he must be paid the value of the part of the property corresponding to his share in the authorized capital.
The company may be voluntarily reorganized in the manner prescribed by law. Reorganization of the Company can be carried out in the form of merger, accession, division, separation and transformation. During reorganization, appropriate changes are made to the Company's Charter.
The main activity of Dairy Products LLC is the production and sale of fat and oil products, namely spreads. Spread is an emulsion fat product with a mass fraction of total fat from 39% to 95% inclusive. Unlike margarine, the spread should have a plastic, easy-to-spread consistency. Unlike butter, spreads contain natural or hydrogenated fat along with milk fat. vegetable oils in various proportions. Spreads are primarily recommended for dietary nutrition and nutrition for preventive purposes. After all, this product has a balanced composition; in addition to milk fats, it also contains vegetable fats, and they include polyunsaturated fatty acids (linoleic, linolenic, arachidic), which have a beneficial effect on our body. In addition, spreads are used in cooking and in the baking industry.
For the consumer, when purchasing it, two criteria are decisive. The first is the price. It is much lower than butter. The second is quality: improved composition, combination, wide range of fat content (including low fat), optimal shelf life compared to oil.
Main types of products:
Vegetable-fat spread “Slavyansky”;
Vegetable-creamy spread “Starokrestyanskiy”;
Creamy vegetable spread “Peasant”;
Creamy vegetable spread “Chocolate”.
The company owns equipment, namely two modern technological production lines for the production of spread in monoliths in boxes weighing 20 kg, 10 kg and a packaging line. This equipment is located on rented premises, so in the future there are plans to build our own plant. For this purpose, land was purchased for a long-term lease, all communications began, and the project was also being coordinated at the same time.
The organization also owns material and technical warehouses where butter, milk powder and other material assets necessary for the production of the spread are stored, as well as refrigeration chambers for storing and freezing finished products.
All manufactured products are certified.
LLC "Dairy Products" has been working in the fat and oil products market for about four years. During this time, the company conquered a certain part of the market from Siberia to the Far East. The clients of Dairy Products LLC are large wholesale companies, manufacturing companies and small wholesalers. The company already has its own established image and reputation in the oil and fat products market.
The company's goal system can be defined as follows:
Production and introduction to the market of high-quality products;
Increasing market share and taking a leadership position in it;
Continuous improvement of product quality and customer service.
The market for these products is seasonal, as it largely depends on temperature and storage conditions; peak sales occur from August to May. The competitive situation is approximately the same; the same manufacturers operate on the market, occupying a larger or smaller share in different segments. LLC "Dairy Products" conducts a systematic analysis of the activities of competitors in the Novosibirsk region. The analysis examines the assortment policy, level of consumer demand, pricing policy, type and quality of products of competing firms.
LLC "Dairy Products" is a manufacturing company, therefore all its products reach the end consumer through a wholesale buyer (intermediary). Choosing a strategy for relationships with intermediaries is sometimes also called “vertical marketing.” A bypass strategy is used here - the manufacturer deliberately refuses any agreements with resellers. There are no frictions and conflicts as with the cooperation strategy, so the manufacturer has numerous chances (in the sense of positive aspects), because, for example, he can control the entire range of marketing tools at every stage of the sales path.
Let's analyze financial condition the company and its ability to finance its activities.
The solvency of an enterprise is characterized by the degree of liquidity and indicates the financial ability of the organization to fully pay off its obligations as the debt matures (Table 2.1).
Table 2.1 - Liquidity ratios for 2009
As can be seen from the table, at the beginning the value of the current liquidity ratio is far from within the normal range, but at the end of the current period the liquidity ratio became 0.183<2, т.е. увеличился, но все равно у предприятия не достаточно средств для погашения краткосрочных обязательств в текущем периоде. Значение коэффициента срочной ликвидности снизилось и составило 0,56, что соответствует норме, определенной для России (0,56<0,8), т.е. предприятие имеет возможность погасить обязательства в сжатые сроки. Значение коэффициента абсолютной ликвидности на начало периода (2,78) находился в передах норматива, однако на конец отчетного периода показатель снизился (1,16).
Financial stability is a reflection of the stable excess of income over expenses, ensures free maneuvering of the enterprise’s funds and, through their effective use, contributes to the uninterrupted process of production and sales of products (Table 2.2).
Table 2.2 - Financial stability and solvency coefficients for 2008-2009.
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Financial stability and capital structure ratios |
Meaning |
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at the beginning of the period |
at the end of the period |
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Own working capital (rub.) |
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Working capital ratio (%) |
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Share of fixed assets in non-current assets |
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Ratio of mobile and non-mobile assets |
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Real property value coefficient |
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Maneuverability coefficient |
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Permanent asset index |
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Autonomy (independence) coefficient |
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Financial dependency ratio |
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Financial stability ratio |
management personnel modified foreign
Based on the table data, we can say that the share of the enterprise's fixed assets in non-current assets has decreased, which is due to a reduction in long-term financial investments. The decline in the share of mobile assets can be characterized as a negative trend. The coefficient of value of real property is within acceptable limits (more than 0.5), which means the acceptable degree of provision of the enterprise with means of production. The company has a lack of equity capital. Own working capital ratio at the beginning (-3.016<0,1) и на конец отчетного периода (-0,666<0,1) находится в пределах норматива.
In the reporting period, there was an increase in the financial stability coefficient (from 0.136 to 0.457), however, the coefficient is still not within 3 due to the large increase in accounts payable and reflects the increase in the degree of dependence of the enterprise on negative short-term factors.
In the reporting period, there was a decrease in the agility coefficient from 0.698 to 0.410 due to a reduction in its own working capital, which negatively characterizes the enterprise. The permanent asset index tends to one (0.648), so the enterprise LLC “Dairy Products” can be recommended to make long-term loans to form non-current assets in order to free up part of its own capital to increase the size of mobile funds.
A decrease in the autonomy coefficient indicates an increase in the attraction of borrowed funds. An increase in the financial dependence ratio characterizes the enterprise not for the better (0.843). An increase in this ratio indicates an increase in the risk of bankruptcy and creates a potential danger of a cash shortage for the enterprise.
Product profitability shows how much profit is generated per unit of product sold. The growth of this indicator is a consequence of rising prices with constant production costs of sold products (works, services) or a decrease in production costs with constant prices, that is, a decrease in demand for the enterprise’s products, as well as a faster increase in prices than costs (Table 2.3).
Table 2.3 - Profitability ratios for 2009
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Profitability ratios |
meaning |
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at the beginning of the period |
at the end of the period |
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Net profit |
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Overall profitability |
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Product profitability |
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Profitability of core activities |
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Return on total capital |
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Return on equity |
The overall profitability ratio was 0.163 in the reporting period, which means that each ruble of sales brought 0.163 kopecks of book profit. Product profitability also decreased during the period. Return on equity compared to the beginning of the period is 0.284, and increased by 0.052. This is caused by an increase in sales profitability and the rate of asset turnover.
After conducting a financial analysis of the company "Dairy Products" LLC, we can say that the company is not absolutely liquid; at the end of the reporting period, the absolute liquidity ratio decreased. In general, there is a satisfactory state of the enterprise’s liquidity indicators, i.e. The financial position of the enterprise can be considered quite stable. In general, there is a tendency to increase the financial stability of the enterprise in the reporting period. However, the company will need to look for additional sources of financing in the near future.
In order to optimize the functioning of an enterprise, increase its efficiency, and, consequently, solvency and liquidity, it is necessary to pay attention to the development of new types of products taking into account the requirements of the consumer market.
2.2 Analysis of the quantitative and qualitative composition of personnelOOO « Dairy products"
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