Assessment of the organization of administrative work as a factor in increasing the level of organization of the production system

The article deals with the problems of the organization and efficiency of work of the administrative staff and the organization of the production system. The authors examine the administrative work in terms of its compliance with functional and job responsibilities and qualifications of managers. It was revealed that in the course of their work managers often do the work, which could handle employees with much lower qualifications, which leads to considerable losses. The article proposes options to address and minimize data loss. This proposed method does not require a significant investment of time and money, it is quite simple to use and can be easily spread.

1. Introduction

Russian industry is going through a difficult, critical moment in its development associated with qualitative changes in production management. It should be noted that the efficiency of the production processes of Russian industrial enterprises remains extremely low, which is absolutely unacceptable in the conditions of tough competition for profitable place in the chain of international division of labor. Thus, during the data analysis of corporate reports ten large domestic enterprises in various industries has been revealed that the level of cost relative to revenue varies from 60 percent to 120 percent (ie, an entity receives a loss in this case), but the average is about 77 percent. This indicates the presence of significant reserves to increase the economic efficiency of these enterprises. With high probability we can assume that a similar pattern is typical for a significant number of such enterprises in Russia. At the same time it is clear that a major component of production costs associated with the organization of administrative work at the enterprises, resulting in accounting efficiency and optimization of management will certainly help to reduce costs and improve the efficiency of their work.

2. Literature review

Formation of methodological approaches to the construction of effective management of modern industrial companies should be based on an understanding of the enterprise as a production system. The basis of the formation of the production systems of any complexity, according to several researchers, makes organizational science. Based on the essence of the theory of organization can justifiably show that science is the subject of organizational relations and their institutional supports — organizational elements. The organization relationship — abstract system category, appearing on the commonality of substrate components of the selected object, providing in conjunction with other organizational relations structural integrity of the production system.

The basis of the formation of the production system is based on the principles and criteria of the organization.

The major categories of organizations are the system, structure and function. Structure — (lat. Strustura — building) the structure and organization of the internal form of serving the unity of stable relationships between its elements.
In general scientific aspect of the production system identified the following fundamental concepts:  structural system concept includes a system as the integrity of the- interconnected elements (resources), such a predetermined ratio, which gives the system an additional quality, which does not have the resources taken separately;
concept organizer considers the process of ensuring and maintaining- the integrity of the production system based on the comparison of the concept of the organizer (system model) and object by deliberate action on the object, to ensure compliance with the object model;

functional concept of considering the many functions deriving from- the relationship between the structural elements and resources that provide the topological invariance of the system within the specified (appropriate) programs.
hierarchical concept system as a network of subordinate relationship- is considering a set of functions that grew out of the relationship between the productive resources;
hierarchical concept of the network subordinate relationship,- considering the production system consisting of a plurality of subsystems, which themselves are also a system built into a multi-level system, subsystems and supersystems;
- the concept of organizational development: developing as a production system based on the laws of its own evolution and administrative impact of the organizer. Here the decisive role is played not so much the event or the process itself as permanent institutions within which these events and processes occur. It arose historically and developing in an evolutionary way the institutions and determine the course of every system events (changes);
the concept of many levels, according to which any manufacturing- system evolves on several internal and external levels, these levels are in interactive communication.
To the real object was considered an organized production system requires that the object consisted of a finite set of heterogeneous resources, the development of which would be determined by their interaction. This reaction is carried out in time and space. Spatial attributes of the interaction of production resources is the ratio of (structure) of these resources. A sign of the interaction of inputs in time are the functions between them.

To establish meaningful interaction heterogeneous resources necessary to take them to find the right mix (to establish adequate structure of production resources) and to determine the adequacy of the functions. The establishment of adequate relations and the relations between the productive resources, in the narrow sense, is organization.
The structure of the production system is provided primarily organizational elements such as concentration, specialization, communication. Concentration provides a «rich media» elements, initiating organizational relations. As a result of specialization, sought Wednesday is filled with elements of the unique features and functions on the set of which form a system property (quality) of the production system.
Communication channels provide the information and material and material exchange between resources, causing interference. Symptoms of certain properties of elements (production resources), both within the system and in the interaction with the environment to form a set of functions. The organizational functions (organizational elements) are accounting, planning and competition.
The structure and functions do not exist without each other. They are interrelated and interdependent and represent a total system-related links: breach of — or managers, disrupts the functioning of the whole system.
System methodology obliged to consider such a system in the light of organizational theory. In this case, the production system serves as an integral structured interaction of production elements (material, energy and information resources), streamlining the organizational relationship.

The modern concept of the enterprise, for example, according to a multi-layer structure within which the integration in space and time flow of material, financial, labor, information and other resources. Thus the term «resource» is significantly expanded and complemented by the concepts of «key competencies», «dynamic capabilities», «routines». Expansion of the concept of «resource» leads to clarify the concept of «factor of production», ie. E. The traditional land, labor, capital, supplemented by a factor «human capital», as evidenced by the practice of so-called new businesses in the structure of assets, intangible prevail article .
Consequently, the enterprise economy can no longer be perceived as the optimal use of only limited material resources, since the formation of the new value and competitive advantage moves to intellectual capital and innovation, and this means in particular that should properly form the production costs due to a new meaning of the concept «Resource».

In the first steps of the organizer considers the general idea (concept) of a verbal model, and then applying that principle in the system model, in which describes the structure (mS): here the first letter m indicates that this model structure, painted, for example, paper; function (mF); processes (mP); input resources (mX) and output (mY), it can be products, services, etc.
Created in accordance with the concept of «organizer» object acquires real features of the system: has a structure, resources, relationships, functions, purpose, and most importantly — implemented the concept of «Organizer» ensures the integrity, holistic, synergistic properties of the system, expressed its output.

It is understood that under the general system of action, it is important to allocate functions between employees of the organization, with by far the most important is the administrative work, as it is this work, from the theoretical standpoint, the main concept of the system is implemented: support appropriate models and the process is encouraged implementation of goals, provided the safety of the resources and the organization itself, in the unity of the elements and relationships. It is obvious that the better organized administrative work, the higher the efficiency of the organization. Exceptional urgency and importance of results-based management related to the organizational changes. As it is known multifaceted organizational changes. They can, for example, viewed from the perspective of domestic policy with constantly changing coalitions and factions. It can be viewed from a historical perspective as the genesis (evolution) development with entry into the markets and market control, with a property of changing with the times. From the perspective of the life cycle we see that organizations do not always stay in the same condition they arise, grow and come into disrepair. In rare cases, it comes a second wind, and they are again operated, and often disappear completely.

Some researchers define as organizational change and transformation remaking the mold so that it can better survive in the environment.

Survival or overcoming a major crisis test organization, but at any time while it is functioning, all it takes, based on the ambient pressure and to the organization. Changes are usually sent to, for example, to obtain greater profits or to increase the number of employees in the organization. These changes are related to the dynamics of the environment and the purpose.

Identification of changes based on external causes and purposes of the organization refers to the main scientific topics of constant discussion. We begin by considering the potential for change within the organization, based on the concept of organizational development, which allows us to anticipate changes under the «pressure» of the strategic vision of changes in the environment. Many scientists and experts in the selection model of management, and accordingly, the conduct of managers, based on the fact that companies are in a constant process of change.
The change in external conditions, namely, competition, innovation, the demands of society and government policy requires the establishment of new strategies, methods and technologies of business processes and products. Internal factors also contribute to the change, in which the director and the other members of the organization do not just seek to keep their place, but also to grow, to secure a big profit, and moral satisfaction. This personal approach to the potential for change, examines how workers are constantly trained or losing skills. In this case, the organization can act as a gain or lose skills.

Highly motivated to change the employee is the starting point of view, according to which organizations limit the potential for change: active members of the organization in the process of brake action. The commitment of the new direction of action can seem threatening to those who have spent some effort to develop the existing (rutin). Many experts point out that at the organizational level standard operating procedures (routine) are difficult to change and that there are powerful coalitions that block the change, if it is not in their interest. Run those programs, backed by key figures in the organization. Staff organization is a potential source of inertia. When staff are selected on the basis of reliability and accountability, organizational structures are «reproducible». This means that everything will remain the same organizational forms, since there is no differentiation among the staff, while the potential for important changes in its composition or internal organizational demography.
In the literature are factors within organizations that resist change, «the collective benefits of stability» or contentment existing systems, and «prudent opposition to change» from groups within the organization who have altruistic or selfish motivation, and simple «inability» to change.

Organizational development companies are the focus of many experts on governance.
Organizational development (OD) is called modern approach to change management and human resources development. Universally accepted definition does not exist yet. May cause only a few options, such as

1. Organizational development is a long-term program to improve organizational renewal process and decision-making … «;

2. «Organizational development — is the process of planned changes in the organizational culture based on the use of methods, theories and research findings of the behavioral sciences».

The ideas of «organizational development» are widely used in international practice in corporate restructuring 60 years.

Organizational development has the following features: OR — a comprehensive, consistent and multi-tier strategy aimed at medium and long term and using various methods, including:

 methods of behavioral sciences;-

 rational and intuitive methods;

 orientation to a greater extent on the process;

 approaches based on maximum participation of staff developing corporation.

A conceptual model of intra management, based on the principle of integrating organizational development, defines the main approaches to the assessment of administrative work. These approaches are closely related to the idea of ​​efficiency, ie, constant monitoring of deviations of actual and normative values ​​of targets.
Performance evaluation devoted a lot of work in which various methods and tools to make a conclusion about whether the employee performs well appointed him a job, what is its performance. For the analysis and evaluation of the organization of work of managers, some experts determine the effectiveness of the structure of the working day, as the ratio of the time at solving long-term tasks in time for operational activities and the costs of work relate to the reception staff for meetings in the general budget time. They also believe that it is possible to determine the proportion of time in the actual official business and to increase their skills.

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