R E P O R T S O F T H E N A T IO N A L A C A D E M Y O F S C IE N C E S O F T H E R E P U B L IC O F K A Z A K H S T A N
ISSN 2224-5227 h ttp s://d oi.org/10 .32 01 4/20 20 .2 51 8-14 83 .46
V olum e 2, N um ber 330 (2020), 162 - 170 УДК330.3:005.332.2:334.716
A .E . S a rs e n o v a 1, A .K . A lp y sb a e v a 2, S.B. K a d y rb a i3 1 Taraz University of Humanities and Innovation, Kazakhstan;
2 JSC "Financial Academy", Nur-Sultan, Kazakhstan;
3 Taraz State University named after M.Kh. Dulati, Kazakhstan.
Email: [email protected]; [email protected]; [email protected]
MECHANISM OF EFFECTIVE MANAGEMENT OF INDUSTRIAL ENTERPRISES
Abstract. An important condition for sustainable development of industrial enterprises is the attention to the issues of management efficiency, what implies a change of management methods and necessitates the revision and updating of management tools for the development of industrial enterprises that are appropriate to the market situation and allow taking into account the variety of challenges faced by industry enterprises. These methods and tools can be considered as elements of the industrial business system, which are essentially engines of development of enterprises in the industry.
Increasing the contribution of the qualitative component of economic growth through the introduction of effective management tools in the practice of industrial enterprises becomes an urgent task, since the use of modern management tools is currently an important factor in the development of any enterprise.
In the current economic conditions, in order to develop approaches to create methodological tools for innovative development, it is necessary to identify effective economic and administrative mechanisms that could accelerate the implementation of structural adjustment of the country's economy, increase the level of competitiveness and economic efficiency of production in high-tech industries, facilitate import substitution of the electronic component base and individual means of production purchased abroad in all sectors of the economy of the Republic of Kazakhstan.
The relevance of the study is determined by the need for a theoretical and conceptual justification for changing attitudes to the formation of effective tools for managing the development of industrial enterprises, focused on the continuous use of organizational transformation opportunities that ensure a balance of interests of business participants and contribute to the sustainable maximization of business value.
The article presents review of a conceptual approach to the formation of an integrated efficiency management mechanism, formulated on the basis of a systematic study of the essential properties and methodological principles that define the category "efficiency of the enterprise management system". The task of maximizing the economic result on the basis of balanced management in all interrelated areas of efficiency growth has been formulated. The features that are associated with the identification of effective management tools for industrial enterprises have been examined. The properties of general features of management tools have been highlighted, the main characteristics of enterprise management tools have been formed, and the mechanism of effective enterprise management has been presented.
Keywords: management efficiency, economic result, management system, industrial enterprise management mechanism, effective management tools, balanced management, management tools, structural and logical model.
In tro d u c tio n . A t the present tim e, in the conditions o f developm ent o f the m arket econom y, industrial enterprises are increasingly experiencing the outcom es o f the tension and instability o f the external environm ent, w hich increases the need o f enterprises engaged in production activities to adapt to external changes as w ell as to increasingly fierce com petition and change th eir orientation to fundam entally new m arket needs. A s a result, industrial enterprises are forced to constantly im prove the m anagem ent system , and first o f all, to introduce certain tools to m anage enterprises.
Param eters o f the external and internal environm ent o f the enterprise, industry specifics and features o f the technological process significantly affect the selection o f tools and how effectively th ey w ill be applied. The features discussed in this directly or indirectly p ap er affect the process o f selecting m anagem ent tools and allow selecting effective m anagem ent tools for industrial enterprises in a highly com petitive environm ent.
M a in b o d y . In order to understand the m anagem ent m echanism o f an industrial enterprise, it is necessary to present the process o f form ing tools (figure 1) [1].
F o r an in-depth understanding o f the essence o f the form ation o f m anagem ent tools fo r an industrial enterprise, there is a need to determ ine the classification o f the features o f this phenom enon.
C onsidering the features th at are associated w ith the identification o f effective m anagem ent tools fo r industrial enterprises, it is necessary to note the distinctive points th at are characteristic only for industrial tools. Studying the analysis o f foreign and dom estic experience in the developm ent o f m anagem ent system s for industrial organizations, there are tw o m ain groups: general features and specific features.
T H E F O R M A T IO N O F M A N A G E M E N T T O O L S
Enterprise as a system
Features of the enterprise as an open socio
economic system
I n d u s tr ia l e n te rp ris e
♦
Mission of the company i к 1 r
Strategic goals of the company к V
\ r
The objectives of the company
D e v elo p m e n t o f an in d u s tria l e n te rp ris e
External macro environment
External macro environment Drivers of
change
Drivers of change
Internal macro environment The agents of
change
M a n a g e m e n t of in d u s tria l e n te r p ris e d ev e lo p m e n t
Figure 1 - Conceptual diagram of the process of forming industrial enterprise management tools [compiled by the author]
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C ontinuation o f figure 1. C onceptual diagram o f the process o f form ing industrial enterprise m anagem ent tools [com piled by the author]
C onsidering the general features, it should be noted th at they com bine the characteristic properties th at are inherent in absolutely all enterprise m anagem ent tools.
The follow ing properties o f com m on features o f m anagem ent tools are highlighted:
- M anagem ent tools th at are im plem ented by the m anagem ent entity, form ing a certain m anagem ent vector (im pact) on the m anagem ent object;
- M anagem ent tools m ust be in full compliance with the company's developm ent strategy and mission;
- M anagem ent tools m ust be linked horizontally so th at m anagem ent can m eet its goals and objectives;
- Enterprise m anagem ent tools have a certain set o f characteristics.
The author has form ed the m ain characteristics o f enterprise m anagem ent tools:
- the m anagem ent object is an enterprise itself, w hich is directed by the m anagem ent vector based on the m anagem ent tool;
- m anagem ent subject is a m anag er w ho directly m akes a m anagem en decision, thereby influencing the object, i.e. the organization, w ith the help o f a m anagem ent tool;
- tim e is an interval during w hich the subject o f m anagem ent is affected by the corresponding enterprise m anagem ent tool. In this case, the beginning and end o f this process m ust be determ ined;
- scale is w hat determ ines the quantitative characteristics o f the size o f the m anagem ent object, w hich is directed by the m anagem ent im pact. F or exam ple, a shop, a division, the entire enterprise, etc.;
- m anagem ent goal is a planned result o f the organization's activities in a specific tim e period;
- resource intensity is an ability o f an organization to apply and effectively use the organization's m aterial, financial, hum an, and other resources using m anagem ent tools;
- degree o f innovation is a level o f im plem entation o f innovations using m anagem ent tools aim ed at solving fundam entally new production tasks [2].
W hen developing a m anagem ent m echanism based on the form ation o f m anagem ent tools, it is necessary to clearly describe these tools, and the effectiveness o f th eir application m ay be different and depend on the factors th at characterize the external environm ent o f the organization.
W hen considering the m ain stages o f form ing a m anagem ent m echanism , it should be rem em bered th at an im portant elem ent in the selection o f effective tools w ill be indicators th at allow a m anager to determ ine the effectiveness o f a particular tool w ithin the relevant organization. H ow w ell the m anagem ent tools are selected and used w ill depend on the level o f th eir effectiveness. A s a result, industry features and the specifics o f the organization itse lf w ill be an integral part o f the effectiveness o f m anagem ent tools.
A ll aspects m entioned above affect the key stages o f the enterprise m anagem ent m echanism based on the form ation o f industrial enterprise m anagem ent tools (figure 2).
Stage 1. Defining the scope of the tool
Stage 2. Defining the purpose of using the tool
Stage 3. Checking whether the tool meets the company's goals
Stage 4. Modeling the application of the tool
Stage 5. Evaluating the effectiveness of the tool
Stage 6. Creating an effective tool
Figure 2 - Key stages of the enterprise management mechanism based on the formation of industrial enterprise management tools
Currently, the com petitive environm ent is developing at a very rapid pace. In such conditions, the selection o f the m ost effective m anagem ent tools for the organization is o f param ount im portance.
B efore proceeding to the form ation o f the enterprise m anagem ent m echanism , it is necessary to determ ine the inform ation base this tool w ill be form ed on. Inform ation base m ust include data about the com pany, such as: m ission statem ent, strategic objectives, developm ent tasks; the system o f enterprise m anagem ent, its organisational structure, business processes in it; the internal and external environm ent o f the enterprise; the resources th at the com pany has [3].
Figure 3 presents the m echanism for effective enterprise m anagem ent. A t the^first sta g e o f form ing an effective m anagem ent m echanism , the area w here the tool is planned to be used is determ ined. To do this, the m anager needs to analyze the area in w hich he or she w ants to im prove the efficiency o f the enterprise.
In the process o f analyzing problem areas, an elem ent th at w ill later be subject to m anagem ent influence through m anagem ent tools is identified. The follow ing areas are the m ain w here m anagem ent tools are m ost often used: finance, personnel, production, m arket, supply, and R& D. Table 10 presents areas o f application and tools th at are m ost com m on and effective for each o f these areas. I f it is difficult to take one area and it is necessary to im plem ent m anagem ent tools in several areas in order to solve the set o f tasks, it is necessary to decom pose the tasks th at need to be solved again. A t the sam e tim e, it is im portant to take into account the com pany's industry affiliation and its specific features. H aving fixed the area fo r w hich the m anagem ent tool is being form ed, the m an ager proceeds to the nex t stage.
A t the s e c o n d sta g e , the effective m anagem ent m echanism requires the com pany's m anagers to determ ine the purpose o f using a particular tool. This stage is extrem ely im portant, as it w ill be used to evaluate the effectiveness o f a particular tool or com bination o f tools.
To solve the tasks o f improving the efficiency o f the enterprise, it is possible to set a goal w ith the determination o f different criteria for different periods in which it is expected to track simulated or real results.
A t the th ir d sta g e , the tools available in the m anagem ent arsenal (taking into account the selected area) o f industrial enterprises are checked on com pliance w ith the set goals.
The tools selected in accordance w ith certain goals are recorded for the n ex t stage o f the m echanism for creating effective m anagem ent tools.
A n im portant fo u rth stage is m odeling the use o f each o f the tools individually and their combinations [4].
M odel "as-is" present im pression o f the real state the organization is currently in (analysis o f levels o f m anagem ent, organizational structure, internal com m unication in the organization, the technology used and the level o f autom ation o f business processes, etc.). This m odel reveals all internal processes from w ithin and allow s the m anager to evaluate the w ork o f the organization from the p o int o f view o f system
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analysis and using inform ation system s identify obvious flaw s and form m ethodological recom m endations for changing the current situation tow ards its im provem ent.
To form an "as is" m odel, it is necessary to consider the m anagem ent o f an industrial enterprise in the previously specified areas (finance, personnel, m arket, production, supply, R& D) in the context o f the follow ing activities suh as investm ent, innovation, production, m arketing, and financal activities._______
Stage1. Defining the scope of the tool
£
I Staff£
Finance
J . i .
Market Business processes
t r t
Suppliers Competitors Consumers
Stage 2. Defining the purpose of using the tool
Quality
Achieving technological excellence Increasing competitive
advantage Improve working conditions etc.
Temporary
Short Medium-term
Long
Quantitative Sales volume Market share etc.
Stage 3. Checking whether the tool meets the company's goals
£
Stage 4. Modeling the application of the tool I
The construction of the model "As it is now" The construction of the model "As it should"
Stage 6. Creating an effective tool
Figure 3 - Mechanism for effective management of an industrial enterprise (compiled by the author)
In the case o f m odeling the use o f m anagem ent tools, it is recom m ended to use structural and logical m odeling. C orrect construction o f the m odel m akes it possible for m anagem ent to obtain the necessary inform ation for further actions. The m odeling process is an iterative process o f abstracting, building a m odel, analyzing it, and interpreting it, supplem ented by evolving m anagem ent capabilities, designed to facilitate the decision-m aking process. The problem statem ent should include identification o f possible solutions and a m ethod for m easuring th eir effectiveness [5].
Figure 4 show s a structural and logical m odel o f the m anagem ent system o f an industrial enterprise.
167
In order to assess the effectiveness o f investm ent activities o f industrial enterprises, it is necessary to analyze the follow ing indicators: 1) based on accounting: the payback period o f investm ents, "return on capital", accum ulated cash flow; 2) based on discounting: net present value, internal rate o f return, discounted payback period o f investm ents, the return index [6].
In order to assess the effectiveness o f innovation activities o f an industrial enterprise, it is necessary to analyze such indicators as: the am ount o f enterprise expenses for R& D; the acquisition o f objects o f intellectual property and financing o f inter-firm research projects; the com position and num ber o f em ployees, tem porary groups, divisions and inter-firm associations engaged in R& D; the volum e o f new technologies acquired by the enterprise w ithin the fram ew ork o f technological transfer system s; the scale and quality level o f the m aterial base o f the enterprise's research activities, etc.; indicators o f duration o f individual stages o f innovation developm ent; the dynam ics o f updating o f the product portfolio o f the com pany; the am ount o f new technology transferred by the com pany un d er the system s o f technology transfer; the volum e o f new products exported by the enterprise; num ber o f new technologies and types o f products im plem ented over the period, etc.
The effectiveness o f m arketing activities o f enterprises is characterized by the following indicators:
m arket indicators (m arket growth rate; m arket share; m arket dem and potential, etc.); com petitiveness indicators (relative product quality; relative price; brand awareness, etc.); custom er indicators (custom er satisfaction; custom er retention; custom er loyalty, etc.)
The enterprise m anagem ent tools selected at the fifth stage are recom m ended for further real application in the com pany's work, and the transition to the sixth stage takes place.
Thus, the proposed m echanism for effective m anagem ent based on the formation o f m anagem ent tools for an industrial enterprise involves identifying the m ost effective m anagem ent tools for this enterprise, which will ensure the adaptation o f the enterprise's activities to changes in the com petitive environm ent and will allow the enterprise to take a convenient position in order to effectively influence com petitors and, thereby, defend its own interests.
А.Е. С арсенова1, А.К. А лпысбаева2, С.Б. К адырбай3 1 Тараз гуманитарлык-инновациялык университет^ Казакстан;
2 «Каржы академиясы» АК, Нур-Султан, Казакстан;
3 М.Х. Дулати атындагы Тараз мемлекетпк университет^ Казакстан 0НД1Р1СТ1К К Э С Ш О РЫ Н Д А РД Ы ТИ1МД1 БАСКАРУ МЕХАНИЗМ1
Аннотация. 0неркэсш кэсшорындарын туракты дамытудыц мацызды шарты - баскару тш м дш пнщ мэселелерше назар аудару, бул баскару эдасгерш eзгертудi болжайды жэне eнеркэсiп кэсшорындарын дамытуды баскару куралдардын кайта карау мен жацарту, нарыктык жагдайга барабар жэне сала кэсшорындарга тап болатын сын-катерлердщ сан алуандыгын ескеруге мYмкiндiк береди Бул эдютер мен куралдарды eнеркэсiптiк кэсшкерлш жYЙенiц э л е м е н ш ^ ретшде карастыруга болады, олар шын мэншде сала кэсшорындарын дамытудыц козгаушы кYшi болып саналады.
0неркэсш пк кэсшорындардыц жумыс тэшрибесше баскарудыц тиiмдi куралдарын енпзу негiзiнде экономикалык eсудiц сапалы курамдас бeлiгiнiц Yлесiн улгайту eзектi мшдет болып отыр, eйткенi казiргi замангы баскару куралдарын колдану казiргi уакытта кез келген кэсшорынды дамытудыц мацызды факторы болып саналады.
Калыптаскан экономикалык жагдайларда инновациялык дамудыц эдютемелж куралдарын куру бойынша тэсiлдердi эзiрлеу Yшiн ел экономикасын курылымдык кайта куруды жYзеге асыруды жылдамда- татын тиiмдi экономикалык жэне эш мш ш к тетiктердi айкындау, eнеркэсiптiц гылымды кажетсiнетiн салаларындагы eндiрiстердiц бэсекеге кабш еттш п мен экономикалык тиiмдiлiгi децгешн арттыру, КР экономикасыныц барлык секторларында шетелдерде сатып алынатын электрондык-курамдас база мен eндiрiстiц жекелеген куралдарын импортты алмастыруды жYзеге асыру кажет.
Зерттеудщ eзектiлiгi бизнес-кызметке катысушылардыц мYдделерiнiц тепе-тендшн камтамасыз етуге мYмкiндiк беретiн жэне бизнес куныныц туракты жогарылауына ыкпал ететiн уйымдык кайта курулардыц мумкшдштерш Yздiксiз пайдалануга багытталган eнеркэсiптiк кэсшорындардыц дамуын баскарудыц тиiмдi
дуралдарын далыптастыруга кездарастарды eзгертудiн теориялыд-тужырымдамалыд негiздемесiнiн дажеттш пмен аныдталады.
Мадалада "кэсшорынды басдару жуйесшщ тш м дш п" санатын аныдтайтын мэндiк дасиеттер мен эдюнамалыд принциптердiн жYЙелiк зерттеу непзшде далыптасдан тиiмдiлiктi басдарудын кешендi механизмiн дуруга концептуалды кездарастар дарастырылган. Тиiмдiлiктiн eсуiнiн барлыд езара байланысты багыттары бойынша тенгерiмдi басдару непзшде экономикалыд нэтиженi барынша арттыру мщдетш дою орындалды. 0неркэсiптiк кэсiпорындарды басдарудын тиiмдi дуралдарын аныдтаумен байланысты ерекшелжтер дарастырылды. Куралдардын, басдарудын жалпы ерекшелшгершщ дасиеттерi аныдталды, кэсiпорынды басдару дуралдарынын негiзгi сипаттамалары далыптастырылды, кэсiпорынды тиiмдi басдару механизмi берiлген.
ТYЙiн сездер: басдарудын тиiмдiлiгi, экономикалыд нэтиже, басдару жYЙесi, eнеркэсiптiк кэсiпорынды басдару механизм^ басдарудын тиiмдi дуралдары, тенгерiмдi басдару, басдару дуралдары, дурылымдыд- логикалыд модель.
А.Е. С арсенова1, А.К. А лпысбаева2, С.Б. К адырбай3 1 Таразский инновационно-гуманитарный университет, Казахстан;
2 АО «Финансовая академия», Нур-Султан, Казахстан;
3 Таразский государственный университет им. М.Х. Дулати, Казахстан МЕХАНИЗМ ЭФ Ф ЕКТИ ВН ОГО УПРАВЛЕНИЯ
П РО М Ы Ш Л ЕН Н Ы М И ПРЕД П РИ ЯТИЯМ И
Аннотация. Важным условием устойчивого развития промышленных предприятий является внимание к вопросам эффективности управления, что предполагает изменение методов управления и обуславливает потребность пересмотра и обновления инструментов управления развитием промышленных предприятий, адекватных рыночной ситуации и позволяющих учитывать многообразие вызовов, с которыми сталкиваются предприятия отрасли. Данные методы и инструменты можно рассматривать в качестве элементов промышленной предпринимательской системы, которые по сути своей являются двигателями развития предприятий отрасли.
Увеличение вклада качественной составляющей экономического роста на основе внедрения в практику работы промышленных предприятий эффективных инструментов управления становится актуальной задачей, поскольку применение современных управленческих инструментов является в настоящее, время важным фактором развития любого предприятия.
В сложившихся экономических условиях для разработки подходов по созданию методического инструментария инновационного развития необходимо выявить эффективные экономические и администра
тивные механизмы, которые могли бы ускорить осуществление структурной перестройки экономики страны, повышению уровня конкурентоспособности и экономической эффективности производств в наукоемких отраслях промышленности, осуществлению импортозамещения электронно-компонентной базы и отдельных средств производства, закупаемых за рубежом во всех секторах экономики РК.
Актуальность исследования определяется необходимостью теоретико-концептуального обоснования изменения взглядов на формирование эффективных инструментов управления развитием промышленных предприятий, ориентированных на непрерывное использование возможностей организационных преобразований, позволяющих обеспечить сбалансированность интересов участников бизнес-деятельности и способствующих устойчивой максимизации стоимости бизнеса.
В статье рассмотрен концептуальный подход к построению комплексного механизма управления эффективностью, сформулированный на основе системного исследования сущностные свойства и методологических принципов, определяющих категорию «эффективность системы управления пред
приятия». Выполнена постановка задачи максимизации экономического результата на основе сбалан
сированного управления по всем взаимосвязанным направлениям роста эффективности. Рассмотрены особенности, которые связаны с выявлением эффективных инструментов управления промышленными предприятиями. Выделены свойства общих особенностей инструментов, управления, сформированы основные характеристики инструментов управления предприятием, представлен механизм эффективного управления предприятием.
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К лю чевы е слова: эффективность управления, экономический результат, система управления, механизм управления промышленным предприятием, эффективные инструменты управления, сбалансированное управление, инструменты управления, структурно-логическая модель.
Information about authors:
Sarsenova Akmaral Edilbaevna, Candidate of Economic science, Associate Professor, Head of the Department of "Finance and Accounting" of the Taraz Innovation and Humanitarian University, [email protected], https://orcid.org/0000-0002-3259- 331X;
Alpysbaeva Ainur Kunanbaevna, Candidate of Economic science, Head of the Department of Economics and Management, JSC Financial Academy, [email protected], https://orcid.org/0000-0001-6444-2148;
Kadyrbay Sabyrzhan Beisenuly, Senior Lecturer, Department of Management, Taraz State University named after M.Kh.Dulati, [email protected], https://orcid.org/0000-0003-1538-8477
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