Intra-firm structure of the firm and its types. Organizational features of the intra-firm structure. Types and organizational and legal forms of firms

Plan

Organization planning

Self-test questions

The essence production process.
Classification of production processes.
Stages of technical preparation of the production process.
Concept production cycle.
The stages of the production cycle and their characteristics.
Concept production structure organizations.
Elements of the production structure.
Types of production structure.
The essence of concentration of production.
The essence of the enlargement of enterprises.
The essence of specialization and production cooperation.
The essence and forms of combining production.
Indicators of the level of concentration of production.

1. The essence of intrafirm planning. Types of plans.

2. The structure of the business plan.

3. Feature economic indicators organizations.

4. The main indicators of the production program.

5. Production capacity is the core of the production program.

6. Logistics and its role in the implementation of the production program.

Intercompany planning -it is the process of developing and adjusting the plan, including foresight, justification, concentration and description of the organization's activities in the near and long term.

The organization plan approved by the head has the force of an order for the persons and structural units indicated in it.

The plan indicates:

The purpose of the organization and its structural units for the planning period and a quantitatively expressed system of indicators;

Means to achieve the goal (financial, material, labor and information resources);

Methods and timing of linking goals and means by stages for the entire period of the plan;

Stages and terms of work;

Executors of the plan for the timing and types of work;

Methods, stages and means of monitoring the implementation of the plan.

Planning includes the following steps:

Definition and justification of the main goal and objectives of the organization;

Establishment of specific indicators and tasks required to complete the assigned tasks;

Detailing tasks by type and amount of work, specific jobs and deadlines;

Detailed calculations of costs and results obtained for the entire planning period.

Types of plans:

1) By the duration of the planning period:

Strategic plans are drawn up for 10-15 years based on forecasts of the organization's vision for the future;

Long-term plans are drawn up based on strategic plan for 5-10 years. They are descriptive and define overall strategy the activities of the organization;

Medium-term plans are drawn up on the basis of a long-term plan and contain specific goals and figures for 2-5 years;

Current (annual) plans are developed on the basis of medium-term plans and specify its indicators;

Operational production plans specify the tasks of the annual plan for shorter periods of time (month, decade, shift, hour) and for individual production units (workshop, section, team, workplace).

2) By function of appointment:

Manufacturing (product manufacturing);

Commercial (sales finished products and logistics of the enterprise);

Investment and promoting the technical development of production;

Labor plans and wages;

Financial plans.

3) By levels of enterprise management:

Company-wide (for the organization as a whole);

Workshop;

Work plans of departments, laboratories;

Work plans for sites and teams.

Unitary structure

The unitary structure, as the name itself implies, presupposes the maximum centralization of power relations. All major decisions are made by the principal, who also exercises control. If the right to control the activities of agents is delegated, then on a functional basis - to the heads of functional departments: sales department, chief engineer, chief accountant, etc. Thus, heads of functional departments are both agents - in relation to the head office, and principals - in relation to the direct executors of tasks. "The modern corporation is made up of managers, leading managers, leading managers ... leading employees." In the case of a unitary organization, the only option for solving the problem of the principal and the agent is to strengthen control through the development of new, lower-cost control methods.

Holding structure

The holding structure is at the other extreme of maximum decentralization of the decision-making process and control over the actions of agents. In fact, the principal retains only the authority to control financial flows and financial results activities of agents. Agents are autonomous in making all decisions, except for the distribution of profits. In other words, the principal controls

the activity of agents is not directly, but through the organization of a competition of agents, the winner in which is revealed by the criterion of financial results. O. Williamson gives the following definition to the holding: "A firm with many divisions, in which the head office is not engaged in strategic control of their activities." The holding structure does not even rule out

direct competition between divisions of the same firm, because competition is one of the methods of indirect control. Note that at the level of the holding's divisions, one can also find a unitary type of relationship between the principal (the head of the division who is at the same time the agent of the head office) and the agent.

Multi-divisional structure

The most significant organizational innovation in the XX century. It is the invention in the 20s by Pierre Dupont and Alfred Sloan (heads of Du Pont and General Motors, respectively) of a multidivisional structure. This structure “implies the creation of semi-autonomous production unitsfunctioning on the basis of the principle of self-sufficiency and formed depending on the type of product, brand or geographically. " A multi-divisional structure is a kind of synthesis of a unitary organization and a holding. Indeed, it contains

the principle of centralization of making strategic decisions (for example, on the release of a new product) and at the same time decentralized operational control and management. Similarly, the principle of financial self-sufficiency of divisions (agents) allows them to participate in the results of their activities, but the head office (principal) retains the right to redistribute part of the profits of divisions in accordance with the goals and objectives of the firm as a whole. Examples of enterprises in practice

using the principle of a multi-divisional structure are conglomerates and transnational companies.

Mixed structure

Finally, a mixed structure arises in the event that one of the divisions is fully controlled by the head office, as in a unitary enterprise, the second division depends on the main office only financially, as in a holding, and the third division has operational independence and operates on the principles of self-sufficiency, as in multi-divisional structure.

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Introduction

The changes taking place in the global economic community in recent decades are characterized by a constant intensification of competition. In market conditions, the activities of enterprises cannot be protected from the impact of risk factors leading to unsustainable functioning. The need to survive in the global and domestic Russian markets in the conditions of a developing post-industrial society requires the development of more effective methods management characterized by the rational use of resources, increasing the flexibility and adaptability of enterprises. In this regard, the task of ensuring the sustainability of the enterprise by improving intra-firm planning and production regulation is particularly acute.

In modern market conditions, business leaders are aware of the significant role of planning in managing the activities of the entire enterprise. Difficulties arise on questions: to plan or not, and how to plan. Despite the available economic literature, which often describes overseas experience planning, due to the lack of its own, applicable to market conditions, there is no planning system adapted to the conditions of functioning of modern Russian organizations.

The relevance of the topic of the term paper is that on the present stage economic transformation, one of the most important tasks of forming an effective management system for business entities is the further development of the theory and practice of intra-firm planning and production regulation. Underestimation of intrafirm planning in the activities of subjects market economy led to a sharp decrease in the competitiveness of enterprises, an imbalance in their production potential, violation of the principles and methods of management, the creation of conflict situations with employees and partners and, in general, negatively affected the final results of their work.

Planning is designed to ensure interaction between individual structural units of the enterprise, including the entire technological chain: research and development, organization of production, repair and maintenance work. Intrafirm planning is based on identifying and forecasting consumer demand, analyzing and evaluating available resources and prospects for the development of the economic market environment.

All this indicates the need for scientific researchrelated to the development of directions and methods for improving intra-firm planning, taking into account the peculiarities of development and economic management.

The most significant contribution to the development of the theory and practice of intrafirm planning was made by Russian scientists M.M. Alekseeva, Yu.P. Aniskin, A.M. Pavlova, L.E. Basovsky, M.I. Bukhalkov, V.A. Goremykin, E.R. Bugulov, A. Yu. Bogomolov and others.

Object of research: study of the system of intrafirm planning and regulation of production and sales of products of enterprises in a market economy.

Subject of research: organizational and economic relations of business entities that develop in the process of intrafirm planning.

The purpose of the course work is a theoretical substantiation of the issues of improving the internal planning of enterprises, production planning and product sales.

In accordance with the stated goal of the study, it is necessary to solve the following tasks:

To study the essence and structure of the intra-company planning system;

Consider the basic principles and methods of planning in the enterprise;

Analyze the product sales planning system;

Identify methods of planning production of products.

The theoretical basis of the course work was the works of domestic and foreign scientists on the problems of the market economy, the theory of organization of intrafirm planning, general and strategic management.

Structurally course work consists of a theoretical part, which includes: an introduction, two sections, a conclusion, a list of used literature, consisting of 35 sources. The practical part includes two tasks and applications.

1. Theoretical foundations of intra-firm planning

The essence and structure of the system of internal planning

The essence of intrafirm planning lies in the scientific substantiation at the enterprise (firm) of the forthcoming economic goals of its development and forms economic activity, choosing best ways their implementation on the basis of the most complete identification of the types and volumes of goods required by the market and the timing of their release, the performance of work and the provision of services and the establishment of indicators of their production, distribution and consumption, which, when full use limited production resources can lead to the achievement of predicted future qualitative and quantitative results.

Intrafirm planning provides not only a holistic consideration of production and economic, organizational and management, financial and economic and many other problems, but also the orientation towards the future of decisions. Therefore, any solution to any existing problem in the course of internal planning can be considered as a means to achieve the goal.

Intercompany planning is the most important management function, which includes the following sets of work: analysis of situations and factors external environment; forecasting, assessment and optimization of alternative options for achieving goals formulated at the stage of strategic marketing; development of enterprise plans; implementation of enterprise plans.

1. Proceeding from the obligatoryness of planning tasks, there are directive and indicative planning.

Directive planning is a decision-making process that is binding on planning objects. Directive plans are, as a rule, targeted and detailed. For example, the planned indicators communicated to the shops, sites and workplaces are of a directive nature. Failure to meet at least one of these indicators in a timely manner may lead to the failure of the enterprise plan.

Indicative planning is government planning that is the opposite of directive planning, because an indicator plan is not mandatory. As part of the indicative plan, there may be mandatory tasks for the enterprise, but their number is very limited. In general, it has a guiding and advisory character.

Indicative planning is used in the preparation of long-term plans, and directive - in current planning. It follows from the foregoing that the indicative and directive types of planning should complement each other, be organically linked in a single system of intrafirm planning.

2. Depending on the period for which the plan is drawn up and the degree of detail planned calculations distinguish between long-term and medium-term (long-term), short-term (current) and operational planning.

Introduction

Of course, the internal life of each production structure must be rational: it should not have superfluous structural units that would complicate the life of the company, but also should not be missing the units required to ensure the productive life of the company.

The structure of the company reflects the functions that it should perform. Because of this, most firms have to change their internal structure if functions that are mandatory for execution change. In view of this, the firm needs to carry out many actions with a different nature, since within the firm, again, the principles of division of labor are used, based on which the specialization of workers is established and their grouping according to the homogeneity of work and functions performed. This creates structural units firms - accounting, sales and marketing and others.

The structure of the company is created by developing an integral scheme of the production process within the company, which includes a full set of functions, without which there is no way to effectively achieve goals. A holistic scheme of the production process appears after understanding all the actions that need to be performed before the firm is able to give the consumer the manufactured product. When understanding the production process of a company, we proceed from the fact that the main function of the company is the production of goods. Production refers to certain forms of the way and methods of combination of factors of production. For the need to carry out preparatory actions, you need to enter the required factors of production.

1.Internal structure

Various solutions to the problem of the principal and the agent form the basis of alternative models of the internal structure of the organization. There are four types of intra-firm structure most common: unitary (Y-structure), holding (X-structure), multi-division (M-structure) and mixed (C-structure). Unitary structure The unitary structure, as the name implies, presupposes the maximum centralization of power relations. All major decisions are made by the principal, who also exercises control. If the right to control the activities of agents is delegated, then on a functional basis - to the heads of functional departments: sales department, chief engineer, chief accountant, etc. Thus, the heads of functional departments are at the same time agents -in relation to the main office, and principals in relation to the direct executors of tasks. "The modern corporation is made up of managers, leading managers, leading managers ... leading employees." In the case of a unitary organization, the only option for solving the problem of the principal and the agent is to strengthen control through the development of new, associated with lower costs, control methods.

Holding structure

The holding structure represents the other extreme - the maximum decentralization of the decision-making process and control over the actions of agents. In fact, the principal retains only the authority to control financial flows and financial performance of agents. Agents are autonomous in making all decisions, except for the distribution of profits. In other words, the principal controls the activities of agents not directly, but through the organization of a competition between agents, in which the winner is determined by the criterion of financial results. O. Williamson gives the following definition to the holding: "A firm with many divisions in which the head office is not engaged in strategic control of their activities." A holding structure does not even exclude direct competition between divisions of the same firm, because competition is one of the methods of indirect control. Note that at the level of the holding's divisions, one can also find a unitary type of relationship between the principal (the head of the division who is at the same time the agent of the head office) and the agent.

Organizational features of the intra-firm structure.

Parameter name	Value
Topic of the article:	Organizational features of the intra-firm structure.
Category (thematic category)	Production

Types and organizational and legal forms of firms.

Basic forms the internal structure of the organization are:

1) unitary (Y-form, or Y-structure)

2) holding (X-form, or X-structure)

3) multi-divisional (M-form, or M-structure).

Under unitary (Y) formit is customary to understand the traditional type of organization of a company by functional feature ... It has undoubted advantages over the line-based form, but in general it is inferior to the headquarters, project, matrix, divisional, network and other types of intra-firm business organization.

Unitary structure.

Power relations

Unitary structure features are:

1) vertical lines of power;

2) functional division into departments. Separation of property and management is characteristic.

Disadvantages of the U-form:

1) inherent weaknesses in a centralized company can become dangerous when the volume of administrative tasks increases , solved by top managers, and this will prevent them from effectively performing their duties.

2) Y-shape is hindrance to diversified (expanded production) growth .

Hence, it is necessary organizational formsused by firms adhering to a diversification strategy.

Ø The experience of Western production organization shows that such forms are X- and M-shapes.

Firm with a holding (X) form - this is a company owning controlling stakes or stakes in shares of other firms in order to control and manage their activities ... The controlling shareholder mechanism gives the holding company voting right , thanks to which she gets the opportunity to conduct unified policy and exercise unified control over the interests of large corporations or accelerate the diversification process.

Ø At the same time, the size of the holding is much smaller than the size of the controlled firms; the latter form a pyramid, at the top of which the holding company is located. There are no general departments for the divisions of the holding company

Holding structure.

Control of financial results

By definition holding carries out a control function, shares they are also a means of implementing the control function.

The goals of creating holdings the following:

‣‣‣ consolidation of tax policy. The holding and its enterprises are contribution agreement as a result of which the profits or losses of enterprises are transferred directly to the holding company. This allows the holding company to take into account the losses of one enterprise and the profits of another for payment on logs from the remaining part of the profit;

‣‣‣ creation of additional production facilities as a result of a merger of enterprises under the auspices of a holding company;

‣‣‣ penetration through the intermediary of holding companies into production and distribution goods;

‣‣‣ implementation of a unified policy and unified control over the common interests of large corporations;

‣‣‣ accelerating the diversification process and etc.

The advantages of holdings:

1) the use of economies of scale;

2) achieving greater, in comparison with other forms, efficiency in the international movement of capital;

3) acting as a buffer that weakening the state's influence on enterprises, etc.

The disadvantages include:

1) striving for monopolistic or oligopolistic behavior;

2) a tendency towards politicization, bureaucratization, abuse of control and management functions;

3) artificial support of unprofitable enterprises at the expense of profitable ones;

4) impossibility of sufficiently accurate tracking of the redistribution of funds between their enterprises;

5) lack of qualified managerial personnel in countries such as Russia.

Multidisciplinary (M) form - this organizational structure, which implies the creation of semi-autonomous production departments (as a rule, with the status of "profit centers"), formed based on the type of product, trade mark or geographic feature.

Multi-divisional structure.

Control of strategic decisions and distribution of profits

To the main reasons for the success of the M-form refers to the release of managers responsible for the fate of the entire company from the more routine operating activitiesʼʼ providing them with time, information and even psychological conditions ʼʼ for engaging in long-term planning and assessing the results of the company's functioning ʼʼ.

General strategic decisions such as “allocation of existing and acquisition of new resources” appear in M-form “concentrated in the hands of a team of top managers of the general profile”. The general manager, “freed from operational responsibilities and the crucial importance of making tactical decisions,” no longer seeks to represent the interests of one of the divisions of the organization.

Organizational features of the intra-firm structure. - concept and types. Classification and features of the category "Organizational features of the intrafirm structure." 2017, 2018.

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