The role of economic methods in management. Economic methods of management. Features of economic management methods
Management methods are a set of means and methods by which the managing subject influences the control object in order to achieve certain goals. Through them the main content of the so-called is successfully realized. The management method, in principle, characterizes the completed act of influencing any. There are socio-psychological, economic, organizational
When managing an enterprise, a specific entity usually uses not one, but several methods at once, that is, their combinations. All of them are in dynamic constant balance and organically complement each other. Economic management methods or organizational ones - it doesn’t matter, they are all aimed at the people who carry out different types labor activity.
Economic is nothing more than ways of influencing all the property interests of specific people, as well as their associations. Their position in the system of existing methods is priority. In addition, economic in a market economy are in basic ways, with the help of which you can influence people’s behavior, intensify their work and generally increase the business activity of certain enterprises.
They are based on economic laws, which are completely objective, as well as the principles of remuneration for any work, which have their own characteristics in each enterprise. Socio-economic management methods should use economic incentives to lead to increased activity of all workers in the required direction and at the same time contribute to increasing the economic potential of the team, firm or enterprise as a whole.
There are such economic management methods: planning, that is, the development of plans that determine what the state will be economic system, as well as what paths need to be taken, what methods and means to use to achieve it. This method includes the adoption of various planning decisions by authorized persons or bodies.
The second method is commercial calculation. This is a way of farming. It is based on comparing the costs of a particular enterprise for the production of its products with real results, for example, revenue, sales volume. It is also based on full reimbursement of production costs solely from income. It is necessary to ensure profitability and use resources sparingly. Workers must be financially interested in the results of their work.
The third method is the balance method. It involves a comprehensive and thorough analysis of all economic processes. So, for example, the labor balance is the balance of electrical equipment, fuel, building materials, the labor balance is the balance of the use and availability of labor resources in general, and the financial balance is the balance of all cash expenses and income.
The fourth method is lending. It provides that it is possible to create conditions that will encourage enterprises to use loans rationally and wisely and repay them on time.
The fifth method - market pricing - is a regulator of commodity-money relations, as well as the most important economic instrument, with the help of which you can compare the cost of production and prices, and so on.
There are also economic management methods such as profit, which is the main result of the enterprise’s activities. Remuneration is an important motive for work. And the last method is a bonus. It is designed to determine the individual contribution of each employee to the final result of production.
Personnel management methods (HRM) are ways of influencing teams and individual workers in order to coordinate their activities in the functioning of the organization. Science and practice have developed three groups of municipal unitary enterprises: administrative, economic and socio-psychological (Fig. 1).
Administrative methods are based on power, discipline and punishment and are known in history as “whip methods”. Economic methods are based on the correct use of economic laws and are known as “carrot methods” based on their methods of influence. Social psychological methods are based on motivation and moral influence on people and are known as “persuasive methods”.
Economic methods are elements of the economic mechanism through which the progressive development of organizations is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic management methods.
With the help of planning, the program of the organization's activities is determined. After approval, the plans are sent to line managers to guide the work on their implementation. Each division receives long-term and current plans for a certain range of indicators. For example, a site foreman receives daily shift assignments from the workshop administration and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products act as a powerful lever, which affect the profit margins of the organization. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce production costs and real results in this direction. Effective organization is of great importance in the system of material incentives wages in accordance with the quantity and quality of labor.
In the conditions of a market economic system and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods increases. They become the most important condition for creating a holistic, effective and flexible system economic management of an organization that acts on the market as an equal partner of other organizations in social labor cooperation. An economic development plan is the main form of ensuring a balance between market demand for a product, necessary resources and production of products and services. The government order is transformed into the organization’s order portfolio, taking into account supply and demand, in which the government order no longer has a dominant role.
According to one of the expanded interpretations, moral incentives are identified with the entire set of ethical and moral motives of human behavior. However, only part of the ethical categories belongs to the area of moral stimulation, namely those that reflect the assessment of a person and his behavior by others and by himself.
Financial and monetary incentives- This is an incentive for employees with cash payments based on the results of their work activities.
The use of material and monetary incentives makes it possible to regulate the behavior of management objects based on the use of various monetary payments and sanctions.
The main part of an employee’s income is wages, which are heterogeneous in structure. It consists of two parts: constant and variable. Sometimes these parts are given the status of a powerful stimulus. However, according to psychologists, the effect of increased earnings is positive for three months. Then the person begins to work in the same relaxed mode that is familiar to him.
To achieve the set goals, it is necessary to clearly define efficiency criteria and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.
The most important area of financial and monetary incentives is bonuses. The bonus stimulates special increased results of work and its source is the material incentive fund. It represents one of the most important components of wages.
The purpose of bonuses is to improve, first of all, the final performance results expressed in certain indicators. Bonuses, as an independent lever for solving problems, have their own mechanism of influencing the interest of employees. This mechanism consists of two parts: the mechanism of a separate system and the interaction of all bonus systems.
The main characteristic of a bonus as an economic category is the form of distribution based on the result of labor, which is personal labor income.
The prize in its part has unstable character. Its value may be greater or less, or it may not be accrued at all. This trait is very important, and if she loses it, then the bonus loses its meaning. In essence, it turns into a simple additional payment to wages, and its role in this case is reduced to eliminating shortcomings in the tariff system.
The bonus mechanism is a set of interrelated elements. Its mandatory components are: bonus indicators, conditions for its application, source and size of the bonus, circle of employees receiving bonuses.
Bonus indicators, for the fulfillment of which incentive payments are made, are the basis for building a bonus system. They appear in the form of specific results of the economic activity of a trading enterprise, characterizing the work of an individual performer, a group of performers or personnel as a whole.
2. ORGANIZATIONAL AND ADMINISTRATIVE METHODS AND THE MECHANISM OF THEIR INFLUENCE ON THE OBJECT OF MANAGEMENT
Administrative methods are focused on such motives of behavior as the perceived need for labor discipline, a sense of duty, a person’s desire to work in a certain organization, and the culture of work. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance legal norms, operating at a certain level of management, as well as acts and orders of higher management bodies. Economic and socio-psychological methods are of an indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.
Administrative management methods are based on the relationship of unity of command, discipline and responsibility, and are carried out in the form of organizational and administrative influence. Organizational influence is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.
Organizational regulation provides for a large number of standards, including: quality and technical standards (technical conditions, standards, etc.); technological (route and technological maps and so on.); operational and maintenance (for example, standards for scheduled preventive maintenance); labor standards (grades, rates, bonus scales); financial and credit (amount of own working capital, repayment of bank loans); standards of profitability and relationship with the budget (deductions to the budget); material, supply and transport standards (standards for material consumption, standards for wagons being idle for loading and unloading, etc.); organizational and management standards (rules internal regulations, procedures for registration of hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the regulation of information, since its flow and volumes are constantly increasing. In the context of the functioning of an automated control system, arrays of norms and standards are organized on computer information media in the information and computing center (ICC).
Organizational and methodological instruction is carried out in the form of various instructions and guidelines in force in the organization. Acts of organizational and methodological instruction provide recommendations for the use of certain modern means management, takes into account the wealth of experience possessed by management staff. Acts of organizational and methodological instruction include: job descriptions establishing rights to functional responsibilities management personnel; methodological instructions (recommendations) describing the implementation of sets of works that are interconnected and have a common purpose; methodological instructions that determine the order, methods and form of work for performing a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the procedure for carrying out operational management processes.
Acts of organizational regulation and organizational and methodological instruction are normative. They are published by the head of the organization, and in cases provided for by current legislation, jointly or in agreement with the relevant public organizations and are binding on the departments, services, officials and employees to whom they are addressed.
The administrative influence is expressed in the form of an order, instruction or instruction, which are legal acts of a non-normative nature. They are published in order to ensure compliance, execution and application of current legislation and other regulations, as well as to give legal force to management decisions. Orders are issued by the line manager of the organization.
Orders and instructions are issued by the head of a production unit, division, service of the organization, or head of a functional unit. An order is a written or verbal requirement from a manager to solve a certain problem or perform a certain task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task at hand.
Administrative influence, more often than organizational influence, requires control and verification of execution, which must be clearly organized. For this purpose, it establishes a unified procedure for accounting, registration and control over the implementation of orders, instructions and instructions.
3. SOCIO-PSYCHOLOGICAL METHODS OF MANAGEMENT AND METHODS OF THEIR IMPLEMENTATION
Socio-psychological management methods are based on the use of a social management mechanism (system of relationships in a team, social needs, etc.). The specificity of these methods lies in the significant use of informal factors, interests of the individual, group, and team in the process of personnel management. Social-psychological methods are based on the use of laws of sociology and psychology. The objects of their influence are groups of people and individuals. According to the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that specifically influence the personality of a particular person.
This division is quite arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychological characteristics. However effective management human resources, consisting of a collection of highly developed individuals, requires knowledge of both sociological and psychological methods.
The main focus is the relationship between people, expressed in management’s appreciation of the employee’s merits. This is encouragement through material and non-monetary incentives and social relationships in the team.
This type of stimulation has a number of features. Firstly, none of the material and non-monetary incentives is as universal as a material and monetary incentive. Secondly, many material and non-monetary incentives are of a one-time nature. The cycle of need reproduction is long in most cases. Thus, there are material and non-monetary benefits, the need for which is practically insatiable, since it is reproduced immediately after the act of previous satisfaction. The need for a number of other goods is reproduced periodically, no more than once a year. The third goods satisfy needs that are reproduced over a number of years. The activity of an employee who has received a specific material and non-monetary incentive can be supported in the future only with the help of other incentives. Otherwise it decreases.
Thirdly, material and non-monetary incentives do not have an important property of money – divisibility. At the same time, it is difficult to organize them in their entirety into a single stimulation function due to their natural diversity in quality. The qualitative diversity of the needs satisfied with their help makes it difficult to compare them with each other and hierarchize them. Theoretically, only some indirect, very approximate ordering is possible with the help of other, more universal values, such as money, prestige, time.
Fourthly, material and non-monetary incentives, apparently, are more suitable than monetary incentives for the majority of people for use in a reinforcing form of incentive organization. They cannot be traditionally associated with certain types of activities, since each of them has unequal value for different people and this variation is too great, especially since the value of many goods cannot be accurately measured and unambiguously assessed.
The use of a number of material non-monetary benefits as incentives for work requires a serious moral justification and, in the future, a lot of work to restructure consciousness. It is in the interests of management to create an environment in which it is in every sense beneficial for a person to work well and disadvantageous to work poorly. This order of satisfying needs is fully consistent with the principle of distribution according to work, and seems more fair than the order of simple priority.
Moral stimulation is the most developed and widely used subsystem of spiritual stimulation of work and is based on the specific spiritual values of a person.
Moral incentives –
These are incentives whose action is based on a person’s need for social recognition.
The essence of moral stimulation is the transfer of information about a person’s merits and the results of his activities in the social environment. It has an informational nature, being an information process. in which the source of information about the merits of employees is the subject of management; the receiver is the object of stimulation, the employee and the team, the communication channel is the means of transmitting information. Therefore, the more accurately such information is transmitted, the better system fulfills its function.
In the management aspect, moral incentives in relation to management objects serve as signals from the subjects about the extent to which their activities correspond to the interests of the enterprise.
Moral incentives are means of attracting people to work that are based on the attitude towards work as the highest value, on the recognition of labor merits as the main ones. They are not limited to incentives and awards; their use involves the creation of such an atmosphere, such public opinion, moral and psychological climate, in which the work collective knows well who is working and how, and everyone is rewarded according to their deserts. This approach requires ensuring that conscientious work and exemplary behavior will always receive recognition and positive evaluation, will bring respect and gratitude. Conversely, poor work, inactivity, and irresponsibility should inevitably affect not only a decrease in material remuneration, but also on the official position and moral authority of the employee.
Sociological methods play an important role in personnel management; they make it possible to establish the purpose and place of employees in the team, identify leaders and provide their support, connect people’s motivation with the final results of production, ensure effective communications and conflict resolution in the team.
The setting of social goals and criteria, the development of social standards (standard of living, wages, housing needs, working conditions, etc.) and planned indicators, and the achievement of final social results are ensured by social planning.
Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, assessment, placement and training of personnel and allow you to make informed personnel decisions. Questioning allows you to collect the necessary information by mass surveying people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then, during the dialogue with the interlocutor, obtaining the necessary information. Interview - perfect option Conversations with a leader, politician or statesman require a highly qualified interviewer and considerable time. The sociometric method is indispensable when analyzing business and friendly relationships in a team, when, based on a survey of employees, a matrix of preferred contacts between people is built, which also shows informal leaders in the team. The observation method allows us to identify the qualities of employees that are sometimes discovered only in an informal setting or extreme life situations (accident, fight, natural disaster). An interview is a common method in business negotiations, hiring, educational activities when small personnel issues are resolved in an informal conversation.
Psychological methods play an important role in working with personnel, since they are aimed at a specific individual worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior, in order to direct the internal potential of a person to solve specific problems of the organization.
Psychological planning constitutes a new direction in working with personnel to form effective psychological state organization team. It is based on the need for the concept of comprehensive development of the individual, eliminating negative trends in the degradation of the backward part of the workforce. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units (“teams”) based on the psychological compliance of employees; comfortable psychological climate in the team: formation of personal motivation of people based on the philosophy of the organization; minimizing psychological conflicts (scandals, grievances, stress, irritation); developing a career based on the psychological orientation of employees; height intellectual abilities team members and their level of education; formation of a corporate culture based on norms of behavior and images of ideal employees.
Personnel management methods can also be classified according to their belonging to management functions (standardization, organization, planning, coordination, regulation, motivation, stimulation, control, analysis, accounting). A more detailed classification of municipal unitary enterprises based on their belonging to a specific personnel management function allows them to be built into a technological chain of the entire cycle of work with personnel. On this basis, the following methods are distinguished: recruitment, selection and reception of personnel; business assessment of personnel; socialization, career guidance and labor adaptation of personnel; motivation of staff work activity; organizing a personnel training system; conflict and stress management, personnel safety management, personnel labor organization, business career management and professional advancement of personnel; release of personnel.
BIBLIOGRAPHY
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FORMS of Economic Management Methods
Economic management methods presuppose material motivation, i.e. orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their implementation. The forms of EMU are presented in the table below.
Table 1 Forms of economic management methods
|
Name of MU group |
Group specifics |
Subgroup name |
Name of methods |
|
Economic management methods |
Influencing the material interests of people, focusing on the fulfillment of certain indicators or tasks and rewards for their implementation |
Economic methods applied at the macro level |
Forecasts: national programs; government orders; tax policy; pricing policy, financial and credit policy; investment policy. |
|
Economic methods applied at the enterprise (organization) level |
Planning: balance sheet method; normative method; analytical method; math modeling. |
||
|
Commercial calculation: self-sufficiency; self-financing |
|||
|
Economic management methods applied to an individual employee |
Incentive methods (salary, bonuses, etc.) |
||
|
Methods of punishment (fines, deductions, etc.) |
The use of economic management methods is associated with the formation of a work plan and control over its implementation, as well as economic stimulation of labor, i.e. with a rational remuneration system that provides incentives for a certain quantity and quality of work, and the application of sanctions for non-fulfillment.
Economic methods at the macro level act as government regulation. It covers the development of forecasts and rational programs, government orders, tax, price, investment and financial and credit policies of the state.
At the micro level, methods provide for the economic isolation and independence of enterprises.
The use of economic management methods for the purpose of individual motivation of workers’ work activity is manifested in payment of labor.
In a free market and complex interaction, the role of economic management methods is increasing. They become a condition for a radical restructuring of the main mechanism of an economic entity, the creation of a holistic, effective and flexible system of economic management.
Main types of economic management methods at an enterprise
The main economic methods (models) in enterprise management that ensure its effective functioning in market economic conditions are:
1) commercial settlement;
2) intra-company settlement;
3) pricing policy and pricing mechanisms;
4) mechanisms and methods for improving the quality and ensuring the competitiveness of products and the enterprise as a whole.
Commercial calculation combines management functions and economic levers aimed at comparing the costs and results of the enterprise’s activities to ensure the economic feasibility of a specific entrepreneurial activity(specific business) and the enterprise as a whole.
The ultimate goal of commercial calculation is to determine the set of management actions for the enterprise to obtain sustainable profits and other benefits when implementing specific operating activities. The most important commercial settlement mechanisms are:
1) the enterprise’s policy to optimize production and distribution costs, ensuring the enterprise’s competitive position in the market and obtaining sustainable profits;
2) organization of conditions for sustainable financing (including lending) of the activity and development of the enterprise.
There are various ways and forms of using commercial settlement models. In each specific case, the use of certain models is dictated by the task at hand.
Divisions (production departments and branches) that do not have legal independence do not enter into intra-company transactions on a contractual basis. They carry out relationships with other departments (departments) on the basis of various plans and mutual obligations. Such units are endowed with their own financial resources and report on their use. All calculations are carried out through a single center of the enterprise. As a result, within the framework of commercial settlement, a form of relationship within the company arose and developed, which can be called intercompany settlement .
Intracompany settlement implemented in those enterprises where there is a decentralized management structure and different economic relations between divisions (acting as profit and cost centers).
In accordance with the accepted relationships within the framework of intra-company calculation, a system of intra-company prices, deductions and payments is built. They act as levers of influence on production and economic activity independent divisions, branches and subsidiaries included in the enterprise (corporation), thereby ensuring the role of a regulator of production costs.
Commercial and intercompany settlement are unified system calculation, which follows from the general goals and objectives facing the entire company and its individual divisions. Intracompany settlement largely contains elements of commercial settlement, since it is focused on realizing the goals of commercial settlement.
Distinctive feature intra-company settlement is that it is carried out within the boundaries of the single property of the company, while commercial settlement is a method of management that involves conducting settlements and relations between different owners. Consequently, in commercial calculations, prices reflect real processes and the commodity-money relations that develop in the market are fully manifested.
Prices and pricing has a central place in the economic mechanism of enterprise management.
The pricing policy should determine the short-term and long-term profitability of products and the enterprise as a whole. Effective pricing in many cases makes it possible to increase a company's profits. A special place is occupied by the pricing policy of the enterprise in the long-term plan of its development.
Pricing policy goals:
· Ensuring reasonable planning and coordinated price regulation based on a comprehensive market analysis and target orientation of production, taking into account the optimization of production volumes, ensuring the necessary investments and innovations to increase productivity, quality and technical level of production, sufficient to maintain and strengthen the market position of the enterprise in a competitive environment ;
· Creation of conditions for maintaining uniform prices for similar products on the world market.
The implementation of these goals is carried out in close coordination of pricing policy with marketing activities, the implementation of the enterprise's investment policy, aimed at fully satisfying the effective demand of the market and maintaining the level of production and sales costs that ensure the planned profit and competitiveness.
When determining a pricing policy, it should be borne in mind that as a long-term goal, an enterprise always strives to set higher prices for goods whose quality may be of interest to the buyer. Buyers choose suppliers whose products provide the greatest value. In this case, value is defined as a function of the quality of the product and its price. The strategic goals and pricing policy of the enterprise must provide for the competitiveness of the product through innovation, quality, speed of delivery, service and other advantages over competitors, and not through lower prices and a decrease in its profitability (profitability).
When determining the price of a product, one of the well-known approaches to its formation is used, including: pricing based on cost and pricing based on product value, as well as pricing based on taking into account the behavior of competitors. Pricing principles are often referred to as methods or methodology for setting prices and determining price structures. The most well-known pricing methods are given below.
1. The simplest pricing method is to set the price at the cost of work performed plus a premium. In this case, price formation involves setting the cost on the basis of variable and fixed costs for the production and sale of products (services), taking into account the volume of its sales, as well as adding a standard markup to the cost, which constitutes profit.
2. The most common method in modern conditions is called “target” pricing, focused on cost. This method involves setting a full price taking into account production and distribution costs plus a target profit margin. The level of desired target profit in this case is interconnected with specific investments and the level of production realized taking into account its break-even point.
3. The sliding price at the time of concluding a contract can be established by revising the base price taking into account changes in cost items in the process of executing this contract.
4. In a highly competitive environment, everything larger number businesses (companies) set prices based on perceived value. The key to pricing in this case is the buyer's perceived value of the product, not the seller's costs. Value-based pricing means that the seller cannot design the product and develop a marketing program before setting a price for it.
5. Pricing based on competition (the behavior of competitors) can be implemented in two methods: based on the level of current prices and closed ones.
6. Pricing within the framework of intra-company calculation is based on different principles. In this case, prices perform their functions in a modified form, since intracompany calculation is not of a commercial nature. Essentially, intracompany prices are the result of economic policy in the interests of the enterprise (corporation) as a whole and are mainly of a calculated nature.
Competitiveness is an economic category that determines the market mechanism of influence on producers of goods and services, forcing them to increase productivity and efficiency of production and marketing activities under the threat of displacement from a specific target market.
Competitiveness is understood as a complex of consumer and cost characteristics of a product that determine the success of this product in the market.
The competitiveness of a particular product is determined by a comparative assessment of its characteristics in relation to the products of competitors. Competitiveness can be defined as comprehensive description of a product, which determines its preference in the market compared to competing products both in terms of the degree of compliance with a specific social need and in terms of the costs of satisfying it. It should be borne in mind that technically complex products require large operating costs and their consideration is necessary when determining consumer preferences. Therefore, the general idea of the value of a product as a function of its quality and price requires, in this case, clarification in terms of its cost, which should take into account both the purchase price and operating costs. This clarification leads to the concept of the minimum price for the consumption of a product over its service life with the consumer. This cost in many cases becomes an important indicator of the competitiveness of a product.
The competitiveness of products is measured by a set of indicators combined into three groups: quality, economic and organizational and commercial indicators. The number of indicators of the competitiveness of a particular product depends on its type, technical and operational complexity, the required accuracy of the assessment, the purpose of the assessment and other factors external to the product. At the same time, competitiveness is determined only by those properties that are of significant interest to the buyer and also guarantee the satisfaction of a specific social need.
MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION
ROYAL INSTITUTE OF MANAGEMENT, ECONOMICS AND SOCIOLOGY
Department of Management
ECONOMIC METHODS OF MANAGEMENT.
Test
subject: "Management"
Student of group BZV-1 Lvova O.N.
Teacher: Anokhina M. E.
1. Introduction
The key to the successful functioning of an enterprise is a management system that provides it with high operational efficiency, competitiveness and a stable position in the market in the competitive struggle. In this regard, the management methods chosen by the enterprise management become very important. Their use has a significant impact on all areas of activity and processes occurring within the organization. A well-built management system allows you to successfully adapt to changing external operating conditions.
The enterprise is managed using management methods and levers. Method in relation to management means a technique or course of action that contributes to the achievement of any management goal. But in order to finally achieve the goal, it is necessary to influence the members of the managed team with the help of levers and incentives. A lever (stimulus) of control action is a means, the use of which makes it possible to accomplish a given task (goal). The successful solution of any production and economic problem at any level of management requires the complex application by the manager of various management methods and incentives to work.
Under a market economic system in conditions of a free market and complex interaction, the role of economic management methods increases. They become a condition for a radical restructuring of the economic mechanism, the creation of a holistic, effective and flexible system of economic management.
The purpose of the control work is:
In the theoretical part - the study of economic management methods, revealing their essence and determining their features;
In the practical part - assessing the effectiveness of the enterprise management system using two methods: total index and point assessment.
2. Economic management methods: concept and essence
Economic management methods in management are a set of means and instruments with the help of which a targeted influence is carried out on the internal variables of the enterprise (goals, objectives, structure, technology and people) to create favorable economic conditions ensuring its effective functioning and development in a market economy.
The economic mechanism of management includes the main functions and methods of management economic activity enterprises focused on increasing productivity and production efficiency while constantly adapting the activities of the enterprise as a whole to changes in market conditions and the behavior of all its participants
These methods involve identifying requirements and forming qualitative changes in the activities of an enterprise for effective management, taking into account objective factors of the external environment in which it has to operate.
The content of managerial influences when carrying out such changes is focused on managing the enterprise for the purpose of its effective functioning in market economic conditions. This is due to the need to introduce the achievements of scientific and technological progress into production to form and maintain the competitive position of the enterprise, as well as to ensure sustainable growth of its productivity in conditions of fierce competition.
The essence of economic methods lies in influencing the economic interests of the consumer and workers through prices, payment, labor, credit, profit, taxes and other economic levers that allow creating an effective work mechanism. Economic methods are based on the use of incentives that provide for the interest and responsibility of management employees for the consequences of decisions made.
Features of economic management methods are that they:
Based on some general rules of behavior that make it possible to maneuver resources;
They have an indirect impact on producers and consumers, through a system of relations they take into account the interests of the team and individual workers;
They certainly assume the independence of the enterprise at all levels while at the same time assigning responsibility to it for decisions made and their consequences;
Encourage performers to prepare alternative solutions and select those that best suit the interests of the team.
The more widely economic methods are used, the greater the number of issues that are resolved directly at the main levels of management, closer to the source of information. The use of a system of economic methods in an enterprise will give the desired effect only if the principle of profitable farming covers all levels organizational structure control, forming a closed system with distribution financial liability between all its links.
The key element of the enterprise management mechanism in a market economy is methods and models of managerial influence on economic activity to create economic conditions effective implementation business activities that ensure sustainable benefits from the implementation of these activities. The main economic methods (models) in enterprise management that ensure its effective functioning in market economic conditions are:
1) commercial settlement;
2) intra-company settlement;
3) pricing policy and pricing mechanisms;
4) mechanisms and methods for improving the quality and ensuring the competitiveness of products and the enterprise as a whole.
Economic methods must be based on the commodity-money relations of a market economy, which necessitates a new theoretical justification for the role of economic methods.
3. Organization of economic methods of managing an organization
3.1. Commercial and intra-company settlement
The economic mechanism of operation and development involves the use of a commercial calculation method based on global economic policy and the goals of the enterprise, in particular:
¾ in the field of ensuring the profitability of production and sales;
¾distribution of capital investments and location of production;
¾financing and lending;
¾technology development, personnel policy, acquisition policy of new enterprises and capital structure, etc.
The most important elements of economic mechanisms implemented centrally using levers and methods of commercial calculation are:
1) global policy and tools for its implementation in the field of pricing and optimization of production costs, ensuring the competitive position of the enterprise in the market and obtaining sustainable profits;
2) organizing conditions for sustainable financing production activities and enterprise development.
There are various ways and forms of using models (economic levers and methods) of commercial calculation. In each specific case, the use of certain models is dictated by the task at hand.
The need to develop specific methods and tools for interaction and calculation between divisions of an enterprise is caused by the objective needs of creating a mechanism for optimizing costs and increasing productivity at all stages of production activity.
The nature of relations between divisions of an organization within the framework of intra-company settlement largely depends on their economic, economic and legal status. Within the framework of commercial settlement, a form of relationships within the company arose and developed, which can be called intra-company settlement.
Intra-company calculation is implemented in organizations that have a decentralized management structure and different economic relations between divisions (acting as profit centers). Economic relations between individual divisions are built on the basis of conditionally calculated transfer prices, which reflect the movement (transition) of a product within the boundaries of the property of one enterprise. In this case, the product acts as a commodity in form, without being a commodity in essence.
Relations within the framework of intra-company calculation reflect the need to ensure minimum costs at all intermediate stages of production of the final product within the enterprise. In accordance with the accepted relationships within the framework of intra-company calculation, a system of intra-company prices, deductions and payments is built. They act as levers of influence on the production and economic activities of the independent departments, branches and subsidiaries included in the enterprise, thereby ensuring the role of a regulator of production costs.
Commercial and intra-company settlement represent a unified settlement system, which follows from the general goals and objectives facing the entire enterprise and its individual divisions. Intracompany settlement largely contains elements of commercial settlement, since it is focused on realizing the goals of commercial settlement. A distinctive feature of intra-company settlement is that it is carried out within the boundaries of the company’s single property, while commercial settlement is a method of management that involves conducting settlements and relations between different owners. Consequently, in commercial calculations, prices reflect real processes and the commodity-money relations that develop in the market are fully manifested.
3.2. Pricing policy and effective enterprise management
Prices and pricing occupy a central place in the economic mechanism of managing an industrial enterprise.
In modern conditions, production concentrations have occurred qualitative changes pricing mechanism, which represents a complex system of interdependent actions and regulatory functions. The role of factors that determine the level of prices for final products that are not related to the law of value has increased. Because of this, the role of prices as regulators of production is significantly weakened. These factors include management decisions related to the implementation of marketing and planning functions with the most complete consideration of market needs. The role of long-term plans and programs for production development has increased in the orientation of all production activities of the enterprise towards them. This puts forward requirements for relative stability of market conditions and stable prices or stable trends in their change. Market prices for most goods on the world market are set not as a result of spontaneous competition, but by coordinating the production and market strategies and policies of the relevant firms in the industry.
Taking these changes into account, pricing policy should determine the short-term and long-term profitability of products and the enterprise as a whole. Effective pricing in many cases makes it possible to increase a company's profits. A special place is occupied by the pricing policy of the enterprise in the long-term plan of its development. The main goals of the pricing policy are:
1. ensuring reasonable planning and coordinated price regulation based on a comprehensive market analysis and target orientation of production, taking into account the optimization of production volumes, the degree of utilization of production capacity, ensuring the necessary capital investments and innovations to increase productivity, quality and technical level of production sufficient to maintain and strengthen market position of the enterprise in a competitive environment;
2. creating conditions for maintaining uniform prices for similar products.
When determining pricing policy, it should be borne in mind that as a long-term goal, the organization always strives to set higher prices for goods whose quality may interest the buyer. Buyers choose suppliers whose products provide the greatest value. In this case, value is defined as a function of the quality of the product and its price. The strategic goals and pricing policy of the enterprise must provide for the competitiveness of the product through innovation, quality, speed of delivery, service and other advantages over competitors, and not through lower prices and a decrease in its profitability (profitability). Enterprises, as a rule, when making mutual settlements and settlements with external counterparties, use two types of prices: settlement and published.
Published prices are firm and fixed. Estimated prices are supplier prices set for complex industrial equipment manufactured to individual orders and for other non-standard products. Such prices are usually called negotiated prices.
When determining the price of a product, one of the well-known approaches (principles) to its formation is used, including: pricing based on cost and pricing based on the value of (consumer) products (services), as well as pricing based on taking into account the behavior of competitors. Pricing principles are often referred to as methods or methodology for setting prices and determining price structures. The most famous pricing methods are given below:.
1. The simplest pricing method is to set the price at the cost of work performed plus a premium. In this case, price formation involves setting the cost on the basis of variable and fixed costs for the production and sale of products (services), taking into account the volume of its sales, as well as adding a standard markup to the cost, which constitutes profit. This method is common in the service industry, when the price is the full cost of the work performed plus a standard markup.
2. Target pricing based on cost. This method involves setting a full price taking into account production and distribution costs plus a target profit margin. When calculating the estimated price for complex or complete industrial equipment, the price of the total supply and each individual part is established, taking into account technical services for design, installation and commissioning of the equipment. Target pricing is a type of more general method based on the break-even principle. The level of desired target profit in this case is interconnected with specific investments and the level of production realized taking into account its break-even point.
3. The sliding price at the time of concluding a contract can be established by revising the base price taking into account changes in cost items in the process of executing this contract. Of particular importance in this case is the establishment of a price structure that determines the percentage of individual cost items in it (fixed, materials, wages, etc.). The price structure allows us to judge the real economic results of the activity of the enterprise and its individual divisions, the competitiveness of products on the market and the sources of profit.
4. In a highly competitive environment, an increasing number of businesses (companies) set prices based on perceived value. The key to pricing in this case is the buyer's perceived value of the product, not the seller's costs. Value-based pricing means that the seller cannot design the product and develop a marketing program before setting a price for it.
5. Pricing based on competition (the behavior of competitors) can be implemented in two methods: based on the level of current prices and closed ones.
6. Pricing within the framework of intra-company calculation is based on different principles. In this case, prices perform their functions in a modified form, since intracompany calculation is not of a commercial nature. Essentially, intracompany prices are the result of economic policy in the interests of the enterprise as a whole and are mainly of a calculated nature.
3.3. Competition and Competitiveness
Competitiveness is an economic category (characteristic) that determines the market mechanism of influence on producers of goods and services, forcing them to increase productivity and efficiency of production and marketing activities under the threat of displacement from a specific target market. Competitiveness is understood as a complex of consumer and cost (price) characteristics of a product that determine the success of this product and its manufacturer in the market.
It should be borne in mind that technically complex products require large operating costs and their consideration is necessary when determining consumer preferences. Therefore, the general idea of the value of a product as a function of its quality and price requires, in this case, clarification in terms of its cost, which should take into account both the purchase price and operating costs. This clarification leads to the concept of the minimum price for the consumption of a product over its service life with the consumer. This cost in many cases becomes an important indicator of the competitiveness of a product.
The competitiveness of products is measured by a set of indicators combined into three groups: quality, economic and organizational and commercial indicators. The number of indicators of the competitiveness of a particular product (service) depends on its type, technical and operational complexity, the required accuracy of the assessment, the purpose of the assessment (research) and other factors external to the product. At the same time, competitiveness is determined only by those properties that are of significant interest to the buyer and also guarantee the satisfaction of a specific social need. Qualitative indicators of competitiveness characterize the properties of a product, thanks to which it satisfies a specific need. All quality indicators can be divided into classification and evaluation.
Classification indicators characterize the belonging of a product to a certain (classification) group and determine the purpose, scope and conditions of use of this product. Evaluation indicators quantitatively characterize the properties that determine product quality. Depending on the role performed in assessing competitiveness, assessment indicators can be divided into two groups:
· regulated indicators characterize the safety of the product, its patent purity, compliance with national and international standards, requirements for product certification;
· organizational and commercial indicators determine the competitiveness of a product depending on the nature and quality of market research, the degree of effectiveness of product promotion, sales promotion, advertising activities, the target strategy of the manufacturer, the effectiveness of the sales network and distribution channels. They also indicate the quality of commercial work and include the rationality of the trade contract, forms and methods of delivery, terms and forms of payment, and technical service.
One of the main methods for assessing the competitiveness of products is rating assessment, which is widely used in global economic practice. The essence of the rating assessment is that during the examination the most important product parameters are determined and ranked in order of importance. After testing, the properties of the product are assessed on a five-point scale. The weighted average score consists of individual tests in certain sections. Based on the analysis of weighted average estimates, a conclusion is made about the competitiveness of the product. The enterprise strategy in the field of ensuring product competitiveness largely depends on at what stage life cycle manufactured products are located. The life cycle of a product acts as perfect model market reactions to the company's product offering. The life cycle model illustrates that every product as a product of labor has a limited life span, during which it goes through several stages: development, implementation, growth, saturation and decline.
4. Directions for the development of a system of economic methods of managing an organization
The ultimate goal of the management system is to increase profits by increasing the competitiveness of the product, expanding its sales market and ensuring the sustainability of the company.
Improving the financial condition of the company can be achieved through:
· improving the quality of the product (the higher the quality, the higher the price);
· implementation of resource conservation policy;
· increasing the program for the production of competitive goods;
organizational, technical and social development companies.
Any measures to improve these aspects of activity are reflected in the growth of the enterprise’s profits. For the consumer of a product, the main criteria are the quality of the product, its price and costs of use. These features of the manifestation of the effectiveness of the development of a management system in the areas of production and consumption of goods require the use of different methods for calculating the economic effect with unified principles of approach to calculations.
To the principles economic justification relate:
· taking into account the time factor;
· accounting of costs and benefits regarding the product life cycle;
· application systematic approach;
· application of an integrated approach;
· ensuring multivariate technical and organizational solutions;
· ensuring comparability of options based on source information;
· taking into account uncertainty and risk factors.
5. Analysis of the principles of economic justification
The essence of the time factor is that an investor, having invested his funds in some event, will receive in a few years a large amount. Subtracting the initial investment from this amount, we get the return on investment.
Let's say a consumer buys a tool - oil equipment for separating oil. At the “input” of the system (facility or oil equipment) there will be oil, and at the “output” there will be processed products: gasoline, fuel oil, etc. For the consumer, the return of the object (oil equipment) is important, expressed in the income received from the sale of products produced by the facility (price products minus its cost). The higher the quality of an object, the higher its productivity, the quality of the products it produces (and, accordingly, the price of products), the reliability and safety of operation, the lower the costs of operation, maintenance and repairs, and losses for various reasons. The costs of purchasing and installing the facility will be deducted from income. Also, the manufacturer of oil equipment is improving the organization of production (processes). The object will be a process, the “input” will be resources for the manufacture of oil equipment, and the “output” will be oil equipment as a result of transforming the “input” into the result of the process. In this case, the economic effect of measures to improve the process as an element of the management system will manifest itself in a reduction in the cost of manufacturing oil equipment (minus the costs of the event.
Another way for the manufacturer to take into account the time factor would be to improve the “input” of the system, for example, the quality of materials, components or other components.
This improvement will affect the improvement of the quality of the “output” - the quality of oil equipment and, accordingly, its price, as well as the quality of the process (as an object) due to the reduction of defects from the manufacturer, reduction of downtime and other factors. Additionally, improving the quality of the “output” will increase the income of the consumer of oil equipment.
As we see, the methodology for calculating the economic effect also depends on the nuances of the systemic approach, which cannot be ignored. The use of an integrated approach to calculating the economic effect is expressed in the fact that, along with calculating the direct economic effect from the implementation of technical innovations, it is necessary to take into account the side effects, complex in the calculation method, social and environmental effects from increasing (improving) the environmental friendliness and ergonomics of a new facility. These indicators include reducing the harmful effects on the air, soil, water, natural environment, increasing the level of control automation, reducing radioactivity indicators, noise levels, vibration, etc. These indicators must ensure the preservation of human life (health) and the protection of the natural environment.
The comparability of calculation options based on the initial information is ensured by bringing them to the same volume (as a rule, according to a new option), to the same terms, quality level, and application conditions. In practice, all of these factors do not always appear simultaneously. Some of them are brought into a comparable form by applying the same mathematical model calculation.
Thus, to ensure the required quality and efficiency of the process of development, adoption and implementation of management decisions, it is recommended to take into account some features.
6. Conclusion
The need for economic management methods is naturally and significantly increasing, since in the conditions of developing competition it is not always possible and reasonable to solve, with the help of directive influence, a complex set of tasks to meet the growing needs of the population.
Economic methods of management must and will inevitably occupy a dominant position. This is necessary to ensure normal operating conditions for enterprises in the new economic conditions. At the same time, the number of management levels is reduced.
With the skillful use of economic methods, governing bodies in market conditions can more easily overcome inertia in the implementation of their tasks, caused by the lack of corresponding economic interest in the prompt satisfaction of changing needs. Self-control is strengthened, the need for administrative control is reduced to a minimum, which focuses, if necessary, on the final results of serving the population.
The use of a system of economic methods at enterprises will give the desired effect only if the principle of profitable business management covers all links of the organizational management structure, forming a closed system with the distribution of financial responsibility between all its links.
7. Practical part
Methodology for summary index assessment of management system effectiveness
Initial data:
Management efficiency indicators
| Comparable periods |
Specific gravity |
|||||||
| Management employees in total number |
Remuneration of management employees in the general wage fund for the organization |
Management expenses in cash revenue |
Remuneration of management employees in the organization’s cash revenue |
|||||
| Uek= (Ur+Uouv+Uuv+Uov)/4 |
||||||||
Management performance indicators
Ur = (Uvu+Uvz+Uvr)/3-(Kb - Ko)
ur 2007 = 1,04
Ur 2008= 1,13
Overall management efficiency
Uef=Ur+(1-Uek)
UEF 2007 = 0.87
UEF 2008 = 1.06
CALCULATIONS:
Management efficiency indicators :
Management employees in the total number of average annual employees:
(%) = number of employees / average number x 100
2006 = 112 / 532 x 100 = 21.05
2007 = 143 / 546 x 100 = 26.19
2008 = 166 / 567 x 100 = 29.28
2007 =2007 (%) / 2006 (%) = 26.19 / 21.05 = 1,24
2008 =2008 (%) / 2007 (%) = 29.28 / 26.19 = 1,12
Remuneration of management employees in the general wage fund for the organization:
(%) = wages of employees / total wage fund x 100
2006 = 854 / 3896 = 21,92
2007 = 1656 / 5743 = 28,84
2008 = 2567 / 6798 = 37,76
2007 = 2007 (%) / 2006 (%) = 28,84 / 21,92 = 1.32
2008 = 2008 (%) / 2007 (%) = 37,76 / 28,84 = 1,31
Management costs in the organization's cash revenue :
(%) = management costs / cash revenue x 100
2006 = 1880 / 86390 = 2,18
2007 = 3782 / 158729 = 2,38
2008 = 5677 / 259864 = 2,18
2007 = 2007 (%) / 2006 (%) = 2,38 / 2,18 = 1,09
2008 = 2008 (%) / 2007 (%) = 2,18 / 2,38 = 0,92
Remuneration of management employees in the organization’s cash revenue:
(%) = employee compensation / cash revenue x 100
2006 = 854 / 86390 x 100 = 0.99
2007 = 1656 / 158729 x 100 = 1.04
2008 = 2567 / 259864 x 100 = 0.99
2007 = 2007 (%) / 2006 (%) = 1,04 / 0,99 = 1,06
2008 = 2008 (%) / 2007 (%) = 0,99 / 1,04 = 0,95
2007 = 
= 1,18
2008 = 
= 1,07
Management performance indicators .
Cash revenue per management employee:
(Thousand rubles) = cash revenue / number of employees
2006 = 86390 / 112 = 771.34 thousand rubles.
2007 = 158729 / 143 = 1109.99 thousand rubles.
2008 = 259864 / 166 = 1565.45 thousand rubles.
2007 = 2007 (%) / 2006 (%) = 1109,99 / 771,34 = 1,44
2008 = 2008 (%) / 2007 (%) = 1565,45 / 1109,99 = 1,41
Cash proceeds per 1 rub. employee's salary:
(RUB) = cash revenue / wages of employees
2006 = 86390 / 854 = 101.16 rubles.
2007 = 158729 / 1656 = 95.85 rubles.
2008 = 259864 / 2567 = 101.23 rubles.
2007 = 2007 (%) / 2006 (%) = 95,85 / 101,16 = 0,95
2008 = 2008 (%) / 2007 (%) = 101,23 / 95,85 = 1,06
Cash proceeds per 1 rub. management costs:
(RUB) = cash revenue / management costs
2006 = 86390 / 1880 = 45.95 rubles.
2007 = 158729 / 3782 = 41.97 rubles.
2008 = 259864 / 5677 = 45.77 rubles.
2007 = 2007 (%) / 2006 (%) = 41,97 / 45,95 = 0,91
2008 = 2008 (%) / 2007 (%) = 45,77 / 41,97 = 1,09
Payback rate:
2007 = 
= 1,04
2008 = 
= 1,13
Overall management efficiency :
2007 = 1,04 + (1 - 1,18) = 0,87
2008= 1,13 + (1 - 1,07) = 1,06
Point-based methodology for assessing the effectiveness of the management system
| Indicator code |
Indicator name |
Base value 2007 |
Actual value 2008 |
Completion percentage |
Stimulation function |
Adjusted figure |
Weight coefficient |
Partial performance indicator, point |
| Net revenue (thousand rubles) |
||||||||
| Total cost of products sold (thousand rubles) |
||||||||
| Profitability from core activities (%) |
||||||||
| Selling expenses (thousand rubles) |
||||||||
| Sales result (thousand rubles) |
||||||||
| Other income |
||||||||
| Fund for modernization and development of production (thousand rubles) |
||||||||
| Fund for advanced developments in the field of science, technology, technology (thousand rubles) |
||||||||
| Social Development Fund (thousand rubles) |
||||||||
| Revenue from sales of products and services |
||||||||
| Net profit from FHD thousand rubles. |
||||||||
| Average number, people |
||||||||
| Output per worker, thousand rubles/person |
||||||||
| Overall profitability (%) |
||||||||
Completion percentage = Actual value 2008 / Base value 2007 x 100 = from:
1. Net revenue = 259,864.00 / 158,729.00 x 100 =
267,526.00 / 154,890.00 x 100 = 172.72%
3. Profitability from core activities =
17.21 / 14.43 x 100 = 119.27 = 119.27%
4. Selling expenses = 23,454.00 / 13,298.00 x 100 =
5. Sales result = 46,728 / 24,922 x 100 =
6. Other income = 15,233.00 / 92,842.00 x 100 =
20,395.00 / 1,781.02 x 100 = 1145.13%
8. Fund for advanced developments in the field of science, technology, technology = 5,501.00 / 5,831.40 x 100 = 94.33%
9. Social Development Fund = 11,706.00 / 13,410.00 x 100 = = 87.29%
10. Revenue from sales of products and services = 356,230.00 / 341,637.20 x 100 = 104.27%
11. Net profit from FHD = 28,860.00 / 24,729.50 x 100 = 116.70%
12. Average number = 567 / 546 x 100 = 103.85 people
13. Output per worker = 83583 / 80833 x 100 = 103.40%
14. Total profitability = 8.1 / 7.2 x 100 = 112.50%
Partial performance indicator = Weighting factor x x Adjusted indicator
1. Net revenue = 0.15 x 163.72 = 24.56 41 points
2. Total cost of goods sold =
0.12 x 27.28 = 3.27 41 points
3. Profitability from core activities = 0.1 x 119.27 = = 11.93 points
4. Selling expenses = 0.08 x 23.63 = 1.89 points
5. Sales result = 0.09 x 187.50 = 16.87 points
6. Other income = 0.06 x 183.59 = 11.02 points
7. Fund for modernization and production development =
0.02 x 1145.13 = 22.90 points
8. Fund for advanced developments in the field of science, technology, technology = 0.02 x 94.33 = 1.89 points
9. Social Development Fund = 0.03 x 112.71 = 3.38 points
10. Revenue from sales of products and services = 0.05 x 104.27 = 5.21 points
11. Net profit from FCD = 116.70 x 0.13 = 15.17 points
12. Average number = 0.04 x 103.85 = 4.15 points
13. Output per worker = 0.08 x 103.40 = 8.27 points
14. Total profitability = 0.11 x 112.50 = 12.38 points
Comprehensive performance indicator =
Sum of all indicators = 24.56 + 3.27 + 11.93 + 1.89 + 16.87 + 11.02 + 22.90 + 1.89 + 3.38 + 5.21 + 15.17 + 4, 15 + 8.27 +12.38 =
= 142.89 points
8. Conclusion
So, in the test work in the theoretical part, we identified the main economic methods in enterprise management that ensure its effective functioning in market conditions: commercial calculation; intra-company settlement; pricing policy and pricing mechanisms; mechanisms and methods for improving the quality and ensuring the competitiveness of products and the enterprise as a whole. The main direction for the introduction of economic management methods at enterprises is the use of methods for economic justification of the choice of management decisions.
The economic management mechanism includes the main functions and methods of managing the economic activities of an enterprise, aimed at increasing productivity and production efficiency while constantly adapting the activities of the enterprise as a whole to changes in market conditions and the behavior of all its participants.
In the practical part, using the methodology of summary index assessment of the efficiency of the enterprise system, the following were calculated:
Management efficiency indicators:
UEC 2007 = 1.18
UEC 2008 = 1.07
this indicates that in 2007 the efficiency of the device decreased by 18%, in 2008 it decreased by 7%;
Management performance indicators:
ur 2007 = 1,04
Ur 2008= 1,13
Evidence of an increase in productivity in 2007 by 4%, in 2008 by 13%.
Overall management efficiency:
UEF 2007 = 0.87
UEF 2008 = 1.06
Calculations showed that in 2007 the management efficiency of the enterprise decreased by 13%, and in 2008 it increased by 6%.
The scoring method of a comprehensive indicator of the effectiveness of the management system showed excellent effectiveness of the management system.
9. Literature
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4. Bovykin V. New management. M.: Nauka, 2007. – 430 p.
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8. Danilets A.V. Middle class in Russia. – St. Petersburg: Peter 2010. – 620 p.
9. Drucker P. Management challenges in the 21st century. – M.: ESKMO - D. 2007 – 680 p.
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11. Kabachenko G.S. Psychology of management. – M.: POR, 2007.- 268 p.
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14 Komarov E.K. Features of Russian management at the turn of the 21st century //. "Personnel Management" 2006, No. 9 P.57-89.
(EMU) - ways and techniques of influencing people, which are based on the economic relations of people and the use of their economic interests.
Economic management methods– a specific mechanism for the conscious use of objective economic laws in practice.
Economic management methods represent an interconnected system of stimulation and economic impact on all aspects of the life of the state, collective and individual and their governing bodies.
Economic interests are divided on the:
- interests of the state;
- interests of the team;
- interests of the individual.
The problem of combining the interests of all groups includes solving a number of problems: establishing rational relations between distribution and consumption funds; between wage funds and incentive funds, etc.
Two groups of economic management methods:
1. Direct economic calculation based on planned, centralized, directive distribution and redistribution of labor, material and financial resources in order to ensure macro-proportions of expanded reproduction.
Direct economic calculation is planned and directive. By directiveness we mean its obligatory nature, which gives it the character of a law.
Purpose of the method: important for the prevention and elimination of emergency situations and in other cases, taking the form of subsidies, subventions and subsidies.
2. Economic calculation is based on the use of cost categories as regulatory tools and levers for correlating results and costs in the production and sale of products.
Principles of economic management methods:
- consistency;
- complexity.
Economic management methods are based on all levers of management:
- profitability;
- return on assets;
- wages, etc.
The essence of economic management methods: by influencing the economic interests of workers and economic counterparties with the help of taxes, prices, credit, wages, profits and other economic levers, create an effective work mechanism.
Economic management methods are based on: on the use of economic incentives that provide for the interest and responsibility of management employees for the consequences of decisions made and encourage employees to achieve the implementation of established tasks without special instructions.
Features of economic management methods:
- managed processes become more elastic and adaptive;
- when using economic methods they function more efficiently feedbacks, there is an opportunity for more effective control;
- the spread of economic methods is combined with the relative isolation of individual units and an increase in the level of self-regulation.