Moscow Financial and Industrial University “Synergy. Mixed-Capital Company Mixed-Capital Company Assumes Federal Ownership

9.4. Nationalization of non-state entrepreneurial firms

AT in the end, after several decades of the existence of an almost completely nationalized Russian (Soviet) economy - for the sake of harmony it was called the "single national economic complex of the country" - its low efficiency was revealed, which led to the massive denationalization (denationalization) of subjects in the early 1990s Russian pre-business business.

The grounds for nationalization, due to the interests of increasing revenue items of the state budget, usually arise against the background of political extremism, which is not associated with a radical change in the state system. So,

at in pre-war Germany (1930s), the toolbox for combing enterprises was widely used. Its purpose was to reduce the number of small and medium-sized companies and increase the property of large entrepreneurial firms, the participants of which, as a rule, included the state.

This entailed a large-scale release of labor. Part of the freed up human resources was sent to the army, and part to work for the largest semi-state enterprises, which provided financial support to the state and the ruling national socialist party.

The results of these measures were, along with a reduction in the number of small and medium-sized firms, the enlargement of enterprises engaged in the production of military equipment and weapons. Having established the body of large entrepreneurial firms or tied the latter to itself guaranteed state orders, the German state considered that thanks to these measures it was able to provide the necessary volumes of revenues to the state budget and was able to exert a decisive influence on the national market of goods, works and services.

However, the defeat of Germany during the Second World War demonstrated, among other things, the low efficiency of such a nationalization “in the name of the treasury”. And the subsequent recovery of the German economy began precisely with the denationalization of business entities

at most sectors of the national economy. Nationalization of business entities may

to blow up the goals of demonopolizing markets. Such is the establishment of state control over monopolies through the forced redemption of controlling stakes in their shares by the state.

University Series

Nationalization can be carried out in order to increase the manageability of large entrepreneurial firms. The application of the indicated basis of nationalization is most effective when conducting financial rehabilitation (reorganization) of problematic entrepreneurial firms. In the process of voluntary reorganization, it is often provided that the state budget (or regional, local budgets) is the main financial donor in favor of the problematic company, and, therefore, this business, its duties and rights, are transferred to the state’s possession upon completion of the financial rehabilitation process .

Less effective is the practice of state

companies under the pretext of creating a “natural

monopolies. " These are, for example,

Gazprom, ORT television channel (Channel One), a number of other large companies with mixed capital and a controlling stake in the hands of the state. Data

there is no evidence that the transformation of cost-effective (or potentially cost-effective) business entities into “natural monopolies” controlled by the state will certainly contribute to the prosperity of the national economy. On the contrary, “natural monopolists” have the ability to significantly destabilize the country's economy as a result of restricting customers in the use of resources or overstating selling prices for resources.

One can sometimes hear that the status of “natural monopolies”, within which state property would dominate, should be given to entire branches of the Russian economy. For example, calls for nationalization of all enterprises are not rare military & industrial complexwhose activities significantly affect the level of security of the country.

Such ideas are not based on the experience of developing countries with a market economy. The latter indicates that the non-state status of entrepreneurial firms engaged in the production of weapons and military equipment encourages these firms to fight for government orders and is an important factor in the development of this sector of the economy, and, therefore, an important condition for maintaining and strengthening the state’s defense capability . Therefore, the idea that the military industrial complex of Russia should consist of state unitary enterprises and mixed companies controlled by government officials, which under no circumstances can be denationalized, is illusory and erroneous.

University Series

9.4. Nationalization of non-state entrepreneurial firms

The illusions of "greater manageability" of state-owned enterprises compared with non-state business entities sometimes accompany the activities of not only large entrepreneurial firms, but also small manufacturing and innovative companies, as well as entrepreneurs working in the service sector. Often, from the lips of high-ranking government officials, one can hear that public hospitals are always supposedly better than private clinics, state educational institutions are better than non-state ones, and state tourism companies give more attention to clients than LLCs or ZAOs operating in the tourism business.

The experience of countries with a market-oriented economy demonstrates just the opposite, in particular the experience of the United States, on the territory of which there is not a single state university, not a single state travel agency, and the number of state hospitals does not exceed 20% of the total number of subjects on average in the country business in healthcare.

The nationalization of business entities is often initiated under the influence of the personal interests of individual government officials. The reason for this interest is that not one of these officials is entitled to

the law to engage in entrepreneurial business in combination with work in government and management bodies. Therefore, some of them have to find convincing reasons for the nationalization of non-state firms, during which they could gain informal control over the new state-owned enterprise. In practice, nationalization of this kind means covert privatizationsubjects of entrepreneurial business by government officials who skillfully use the tools of government intervention in the national economy.

The most significant basis for nationalization is, nevertheless, real organizational and financial support for problematic business entities working in socially significant areas of business activity. The goal of nationalization in this case is to ensure the survival of certain sectors of the national economy that find themselves in a zone of unfavorable development.

This type of nationalization:

it is a process of “re-subordination” of legal entities, transfer of controlling blocks of their shares (shares, units) to state ownership;

University Series

Chapter 9. State enterprise

has a reimbursable nature and is compulsory only in terms of the content of the act itself, but not in the sense of the consequences caused by the forcible seizure of property;

carried out only on the basis of relevant regulatory acts;

it is carried out to ensure the functioning of the industry or the entire national economy only under extreme conditions, overcoming of which can be replaced by denationalization (denationalization).

Nationalization of the type in question is carried out, as a rule, on a reimbursable basis, through the redemption of the problematic firm from its previous owners. The state can reorganize such firms, it can liquidate them, but it can also buy them. In most states with a market oriented economy, the nationalization of the largest entrepreneurial firms is usually carried out by exchanging the shares of these firms for government securities with a fixed income. At the same time, the winners of the shareholders consist in the fact that they receive the right to extract constant income, and the state wins in that it gets the opportunity to have a significant impact on the development of a nationalized enterprise.

Mass nationalization on a reimbursable basis of business entities was observed in the countries of Western Europe, which were members of the anti-Hitler coalition, immediately after the Second World War. In England, for example, nationalization encompassed electricity, coal and gas, ferrous metallurgy, and inland transport — railways, air, road, and river transport. In France, nationalization spread during this period not only to basic sectors of the economy, but also to such industries as manufacturing and aircraft. Subsequently, 80% of nationalized enterprises, after turning them into a profitable business due to state subsidies and financial investments, were again returned, also on a reimbursable basis, to their previous owners or re-privatized ( reprivatized).

PRACTICUM

Task 1. Having studied section 9.1, answer the questions: What is state enterprise in Russia and abroad? What is full and partial state ownership?

University Series

Task 2. Having studied section 9.2 and the content of situation 1, answer the questions: How do unitary enterprises arise? What are they created for? How is their management organized? What are the differences between unitary enterprises on the right of good

business management and operational management law?

Task 3. Having studied section 9.3 and the content of situation 2, answer the questions: What was the purpose of creating Russian Railways? Is Russian Railways a state corporation?

How can the state influence the decisions made by Russian Railways? What is state-owned joint-stock enterprise in Russia and abroad?

Task 4. Having studied section 9.4, answer the question: What are the reasons for the nationalization of private business firms?

1. State enterprise is:

2. The public sector of the economy is:

3. The basis of state business is:


	state ownership of the means of production;

4. Full state ownership of the means of production is:

	ownership of joint stock companies;
	municipal property;
	property of business entities;
	federal property;
	property of business partnerships.

5. A company with mixed capital involves:

6. The criteria for the effective functioning of state-owned enterprises include:

a) low risks;

7. The system of state administration includes enterprises:

a) private; b) joint stock;

c) budget; d) financial.

8. A commercial organization not endowed with the right of ownership of property assigned to it by the owner is:

a) a commercial enterprise;

b) a unitary enterprise; c) an independent enterprise;

d) business partnership.

9. State unitary enterprises are established:

a) shareholders; b) full partners;

c) the Ministry of Economic Development and Trade of the Russian Federation; d) authorized bodies.

10. State and municipal institutions are:

a) commercial organizations; b) non-profit organizations;

c) privatized enterprises; d) cooperatives.

11. An enterprise established on the basis of federal property is called:

a) joint stock; b) privatized; c) municipal; g) state.

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12. The constituent documents of unitary enterprises are:

a) an order; b) the charter;

c) memorandum of association; d) regulations.

13. The head of a unitary enterprise shall be appointed:

a) by the general meeting of the founders; b) by the owner; c) advisory bodies; d) guardianship authorities.

14. A state corporation in the Russian Federation recognizes:

a) commercial organization; b) non-profit organization;

c) joint stock company; d) business partnership.

15. Majority shareholders are shareholders owning:

a) one share; b) 50% of the shares;

c) a controlling stake.

16. State joint stock enterprise in Russia is represented by:

a) by majority shareholders;

18. Departmental enterprises possess:

a) legal independence; b) economic independence;

c) structurally included in the state administration system.

19. The Federal Property Agency of the Russian Federation is:

a) a shareholder of budgetary enterprises;

20. Budgetary enterprises are:

	temporary education;
	departmental enterprises;
	joint stock companies;
	limited partnerships;
	analogue of unitary enterprises.

21. Budget companies:

a) pay taxes;

23. Property of a unitary enterprise:

a) is indivisible;

24. In the form of unitary enterprises ... enterprises can be created:

a) joint stock; b) state; c) municipal; d) offshore.

25. Government bodies of budgetary enterprises are:

a) ministries; b) the prosecutor's office; c) departments; d) City Hall.

26. Russian law prohibits unitary enterprises:

a) do business;

University Series

27. State-owned enterprises may:

	all types of activities;
	permitted activities;
	exceptional activities.
28. Unitary enterprises can build activities:
	on the basis of economic management;
	on business customs;
	on the right of operational management.
29. A unitary enterprise under the right of economic management:


	the property is used without the consent of the owner.
30. A unitary enterprise with the right of operational management:
	created by a state or municipal authority;
	created only by decision of the Government of the Russian Federation;
	property is used without agreement with the owner;
	the use of property is necessarily consistent with the owner.

PROFESSIONAL COMPETENCE OF ENTREPRENEURIAL FIRMS

Formation of professional competencies of entrepreneurial firms

A variety of professional competencies of entrepreneurial firms

Eternal business issues: entrepreneurial mission and demand for it

Eternal business issues: goal-setting and goal-achievement in business

The strategic core business of entrepreneurial firms

The tactical core business of entrepreneurial firms. Entrepreneurship

10.1. Formation of professional competencies of entrepreneurial firms

The professional competencies of individual business entities are the basis of the professional competencies of entrepreneurial firms. The terms “professional competencies of firms” and “key competencies of firms” are used by many English-speaking authors1. Moreover, the reader is often faced with completely different definitions. In the “Professional Pre-Entrepreneurship Course” under professional competencies of a business firm(institutional subject of entrepreneurial business) is understood as a combination of knowledge, skills that are applied by firms in the process of professional activity in selected types of business, provide the necessary level of its competitiveness.

Entrepreneurial firms are created for the formation of new institutional professional competencies. The professional competencies of entrepreneurial firms are the competitive features of these firms, and their high level is one of their key competitive advantages, a tool for creating and strengthening other competitive advantages of these firms. Therefore, the creation of a company means institutionalization of professional competencies of entrepreneurs.

1 See, for example: Campbell E. Development of core skills // E. Campbell, K. Lachs. Strategic synergies. 2nd ed. St. Petersburg: Peter, 2004.S. 263-288; Hamel G., Praha & Lad K., Thomas G., O’Neill D. Strategic Flexibility. St. Petersburg: Peter, 2005.S. 281-356; Hu & Lei G., Saunders D., Pearcy N. Marketing Strategy and Competitive Positioning. Dnepropetrovsk: Balance Business Books, 2005.S. 188-189.

University Series

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9.4. Nationalization of non-state entrepreneurial firms

at most sectors of the national economy. Nationalization of business entities may

to blow up the goals of demonopolizing markets. Such is the establishment of state control over monopolies through the forced redemption of controlling stakes in their shares by the state.

University Series

Less effective is the practice of state

companies under the pretext of creating a “natural

monopolies. " These are, for example,

Gazprom, ORT television channel (Channel One), a number of other large companies with mixed capital and a controlling stake in the hands of the state. Data

University Series

9.4. Nationalization of non-state entrepreneurial firms

This type of nationalization:

it is a process of “re-subordination” of legal entities, transfer of controlling blocks of their shares (shares, units) to state ownership;

University Series

Chapter 9. State enterprise

has a reimbursable nature and is compulsory only in terms of the content of the act itself, but not in the sense of the consequences caused by the forcible seizure of property;

carried out only on the basis of relevant regulatory acts;

it is carried out to ensure the functioning of the industry or the entire national economy only under extreme conditions, overcoming of which can be replaced by denationalization (denationalization).

PRACTICUM

Task 1. Having studied section 9.1, answer the questions: What is state enterprise in Russia and abroad? What is full and partial state ownership?

University Series

business management and operational management law?

Task 3. Having studied section 9.3 and the content of situation 2, answer the questions: What was the purpose of creating Russian Railways? Is Russian Railways a state corporation?

How can the state influence the decisions made by Russian Railways? What is state-owned joint-stock enterprise in Russia and abroad?

Task 4. Having studied section 9.4, answer the question: What are the reasons for the nationalization of private business firms?

1. State enterprise is:

2. The public sector of the economy is:

3. The basis of state business is:


	state ownership of the means of production;

4. Full state ownership of the means of production is:

	ownership of joint stock companies;
	municipal property;
	property of business entities;
	federal property;
	property of business partnerships.

5. A company with mixed capital involves:

6. The criteria for the effective functioning of state-owned enterprises include:

a) low risks;

7. The system of state administration includes enterprises:

a) private; b) joint stock;

c) budget; d) financial.

8. A commercial organization not endowed with the right of ownership of property assigned to it by the owner is:

a) a commercial enterprise;

b) a unitary enterprise; c) an independent enterprise;

d) business partnership.

9. State unitary enterprises are established:

a) shareholders; b) full partners;

c) the Ministry of Economic Development and Trade of the Russian Federation; d) authorized bodies.

10. State and municipal institutions are:

a) commercial organizations; b) non-profit organizations;

c) privatized enterprises; d) cooperatives.

11. An enterprise established on the basis of federal property is called:

a) joint stock; b) privatized; c) municipal; g) state.

University Series

12. The constituent documents of unitary enterprises are:

a) an order; b) the charter;

c) memorandum of association; d) regulations.

13. The head of a unitary enterprise shall be appointed:

a) by the general meeting of the founders; b) by the owner; c) advisory bodies; d) guardianship authorities.

14. A state corporation in the Russian Federation recognizes:

a) commercial organization; b) non-profit organization;

c) joint stock company; d) business partnership.

15. Majority shareholders are shareholders owning:

a) one share; b) 50% of the shares;

c) a controlling stake.

16. State joint stock enterprise in Russia is represented by:

a) by majority shareholders;

18. Departmental enterprises possess:

a) legal independence; b) economic independence;

c) structurally included in the state administration system.

19. The Federal Property Agency of the Russian Federation is:

a) a shareholder of budgetary enterprises;

20. Budgetary enterprises are:

	temporary education;
	departmental enterprises;
	joint stock companies;
	limited partnerships;
	analogue of unitary enterprises.

21. Budget companies:

a) pay taxes;

23. Property of a unitary enterprise:

a) is indivisible;

24. In the form of unitary enterprises ... enterprises can be created:

a) joint stock; b) state; c) municipal; d) offshore.

25. Government bodies of budgetary enterprises are:

a) ministries; b) the prosecutor's office; c) departments; d) City Hall.

26. Russian law prohibits unitary enterprises:

a) do business;

University Series

27. State-owned enterprises may:

	all types of activities;
	permitted activities;
	exceptional activities.
28. Unitary enterprises can build activities:
	on the basis of economic management;
	on business customs;
	on the right of operational management.
29. A unitary enterprise under the right of economic management:


	the property is used without the consent of the owner.
30. A unitary enterprise with the right of operational management:
	created by a state or municipal authority;
	created only by decision of the Government of the Russian Federation;
	property is used without agreement with the owner;
	the use of property is necessarily consistent with the owner.

PROFESSIONAL COMPETENCE OF ENTREPRENEURIAL FIRMS

Formation of professional competencies of entrepreneurial firms

A variety of professional competencies of entrepreneurial firms

Eternal business issues: entrepreneurial mission and demand for it

Eternal business issues: goal-setting and goal-achievement in business

The strategic core business of entrepreneurial firms

The tactical core business of entrepreneurial firms. Entrepreneurship

10.1. Formation of professional competencies of entrepreneurial firms

University Series

By ownership of capital and, accordingly, by control over the enterprise, national, foreign and joint (mixed) enterprises are distinguished.

National enterprise - an enterprise whose capital is owned by entrepreneurs of their country. Nationality is also determined by the location and registration of the main company.

Foreign company - an enterprise whose capital is owned by foreign entrepreneurs who, in full or in part, provide their control.

Foreign enterprises are formed either by creating a joint stock company, or by buying up controlling stakes in local firms, leading to the emergence of foreign control. The latter method has received the greatest distribution in modern conditions, since it allows you to use your existing device, communications, clientele and market knowledge by local companies.

Mixed enterprises - enterprises whose capital is owned by entrepreneurs of two or more countries. Registration of a mixed enterprise is carried out in the country of one of the founders on the basis of the legislation in force in it, which determines the location of its headquarters. Mixed enterprises - this is one of the varieties of the international interweaving of capital. Mixed capital enterprises are called joint ventures in cases where the purpose of their creation is joint venture. The forms of capital-mixed companies are very diverse. Most often, international associations are created in the form of mixed companies: cartels, syndicates, trusts, concerns.

Multinational Enterprises - enterprises whose capital is owned by entrepreneurs of several countries, called multinational. Multinational companies are formed through the merger of assets of combining firms of different countries and the issue of shares of the newly created company. Other forms of formation of capital-mixed companies are: stock exchange between firms that maintain legal independence; creation of joint ventures whose equity capital is owned by the founders on an equal footing or distributed in certain ratios established by the legislation of the country of registration; acquisition by a foreign company of a stake in a national company that does not give it control rights.

In modern conditions, the largest industrial companies emphasize the creation of joint production enterprises, as well as enterprises for the implementation of scientific and technical cooperation, including the sharing of patents and licenses, as well as the implementation of agreements on cooperation and specialization of production. Especially numerous joint ventures in new and fast-growing industries requiring huge one-time investments, - in oil refining, petrochemistry, chemical industry, plastics, synthetic rubber, aluminum, in nuclear energy. Joint ventures are also created as temporary associations for the implementation of large contracts for the construction of ports, dams, pipelines, irrigation and transport facilities, power plants, railways, etc.

By ownership of capital and, accordingly, by control over the enterprise, national, foreign and joint (mixed) enterprises are distinguished.

National enterprise - an enterprise whose capital is owned by entrepreneurs of their country. Nationality is also determined by the location and registration of the main company.

Foreign company - an enterprise whose capital is owned by foreign entrepreneurs who, in full or in part, provide their control.

Organization goals

Complex organizations, as a rule, have not one goal, but a set of interconnected goals, the implementation of which is ensured as a result of the interaction of various parts of the organization.

The key goal that is intrinsic to any real organization is its own reproduction. If the organization's goal of self-reproduction is lost or deliberately suppressed, then it can cease to exist. An organization that does not have an internal orientation toward survival can survive only under the influence of sufficiently powerful external forces. But in this case, reproduction will require much more effort.

Description of the function "planning".

Planning is focused.

· Planning is carried out to achieve the desired business goal.

· The creation of goals must be universally recognized, otherwise individual efforts and energy will go wrong and wrong.

· Planning determines the actions that will lead to the desired goal quickly and economically.

· It provides a sense of direction in various activities. For example, Maruti Udhyog is trying to regain leadership in the Indian automobile market by launching diesel models.

Planning is looking forward.

· It must look into the future, analyzing and predicting it.

· Thus, the basis of planning is forecasting.

· The plan is a synthesis of forecasts.

· This is a mental predisposition to things that will happen in the future.

Planning is an intelligent process.

· Planning is a psychic teaching involving creative thinking, common sense and imagination.

· This is not just speculation, it is a rotation of thinking.

· A manager can prepare sound plans only if he has common sense, foresight and imagination.

· Planning is always based on goals and facts.

Planning includes selection and decision making.

· Planning essentially involves choosing between different alternatives.

· Therefore, if there is only one possible course of action, there is no need for planning, because there is no choice.

· Thus, decision making is an integral part of planning.

· The manager is surrounded by alternative solutions, but he must choose the best depending on the requirements and resources of the enterprises.

Planning is a core management function.

· Planning lays the foundation for other management functions.

· It serves as a guide for the organization, staffing, management and control.

· All management functions are carried out as part of the laid out plans.

· Therefore, planning is the main management function.

Planning is an ongoing process.

· Planning is an endless function in connection with a dynamic business environment.

· Planning is prepared for a certain period, during the period and at the end of this period, plans are reassessed and revised to meet new requirements and changing conditions.

· Planning never comes at the end of a certain enterprise, since there are many questions and problems during the period of this enterprise and they must be resolved through effective planning.

Planning is pervasive.

· This is necessary at all levels of management and in all departments of the enterprise.

· Of course, the amount of planning can vary from one level to another.

· The upper level may be more concerned with planning the organization as a whole, while the middle level may be more specific in departmental plans and the lower level fulfilling the same plans.

Planning is designed to increase efficiency.

· Planning leads to accompishment goals at minimal cost.

· This avoids wasteful use of resources and ensures adequate and optimal use of resources.

· A plan is worthless or even worthless if it does not value the costs incurred in compiling it.

· Therefore, planning should lead to savings in time, effort and money.

· Planning leads to the proper use of people, money, materials and machines.

Planning is flexible.

· Planning is carried out for the future.

· Since the future is unpredictable, planning should provide enough space to cope with changes in customer demand, competition, government, politics, etc.

· In the changed circumstances, the original action plan should be reviewed and updated to constantly make it more practical.

The choice of strategy.

The choice of company strategy is carried out by management based on an analysis of key factors characterizing the state of the company, taking into account the results of the analysis of the product portfolio, as well as the nature and essence of the strategies being implemented.

The main key factorswhich should first be taken into account when choosing a strategy are the following.

Strengths of the industry and strengths of the companyoften can play a decisive role in choosing a firm's growth strategy. Leading, strong firms should strive to maximize the opportunities created by their leading position, and to strengthen this position. At the same time, it is important to look for opportunities to expand business in new sectors for the company that have great inclinations for growth. Leading firms, depending on the state of the industry, must choose different growth strategies. So, for example, if the industry is on the decline, then you should bet on diversification strategies, if the industry is developing rapidly, then the choice of growth strategy should fall on a strategy of concentrated growth or on a strategy of integrated growth.

Weak firms must behave differently. They should choose strategies that can increase their strength. If there are no such strategies, then they should leave the industry. For example, if attempts to strengthen in a fast-growing industry using concentrated growth strategies do not lead to the desired state, the firm must implement one of the reduction strategies.

A. Thompson and A. Strickland proposed the following strategy selection matrix depending on the dynamics of market growth for products (equivalent to industry growth) and the company's competitive position (Fig. 5.1).

Company goalsgive uniqueness and originality to the choice of strategy in relation to each specific company. The goals reflect what the company is striving for. If, for example, the goals do not imply intensive growth of the company, then appropriate growth strategies cannot be chosen, even though there are all the prerequisites for this in the market, in the industry, and in the potential of the company.

Slow market growth

Note:Strategies are written out in a possible order of preference

Fig. 5.1. Thompson and Strickland Matrix

Top management interests and attitudesplay a very large role in choosing a company development strategy. Management may like to take risks, but may, on the contrary, strive to avoid risk by any means. And this attitude can be decisive in choosing a development strategy. Personal sympathies or antipathies on the part of managers can also greatly influence the choice of strategy.

Company financial resourcesalso have a significant influence on the choice of strategy. Any changes in the behavior of the company, such as, for example, entering new markets, developing a new product and moving into a new industry, require large financial costs.

Qualification of employeesas well as financial resources, it is a strong limiting factor in choosing a company development strategy. Not having enough complete information about the qualification potential, management cannot make the right choice of strategy for the company.

Company obligationsaccording to previous strategies create a certain inertia in the development of the company. It is impossible to completely abandon all previous obligations in connection with the transition to new strategies. Therefore, when choosing new strategies, it is necessary to take into account the fact that for some time the obligations of previous years will act, which will accordingly restrain or adjust the possibilities of implementing new strategies

Principles of management (A.Fayol).

Management concept

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