110
MAQOLALAR
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INTERCONNECTION OF THE DEVELOPMENT STRATEGY AND
MOTIVATION SYSTEM AT ENTERPRISES.
Source: Problems of Economy . 2013, Issue 4, p285-291. 7p.
Author(s): Yermolenko, O. A.
Abstract: Personnel is the most important resource of an enterprise, under conditions of
limited resources and for ensuring competitive advantages in the market, which allows, by means of
the efficient system of motivation (which should be a component of the enterprise strategic
development), solution of main strategic tasks of an enterprise -- increase of efficiency and
effectiveness of the personnel labour, which, in its turn, is an important factor of the enterprise
development in general. The article analyses interconnection of the enterprise development strategy
and personnel management strategy by means of formation of the personnel strategy, which allows
setting reference points in the sphere of personnel management for a long period and formulation of
the personnel strategy. The article considers the system of enterprise motivation in the format of the
balanced scorecard, which is presented through setting up a strategic chart, which is based on four
components of achievement of strategy, namely: finance, clients, internal business processes and
human capital. It considers interconnection of the development strategy with the key indicators of
efficiency of enterprise activity, which specifies essence of strategic goals. It justifies connection of
balanced scorecard with the system of motivation at enterprises by means of identification of
indicators (that identify the result of achievement of certain strategic goals of an enterprise) and a
motivation measure (in accordance with the results of achievement of goals).
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112
OSOBENNOSTI VЫBORA STRATEGII RAZVITIYA PREDPRIYATIYA
(retsenzirovana)
UDK 658.1 BBK 65.9 (2)29 M-32
Maskov S.A., kandidat ekonomicheskix nauk, dotsent kafedrы issledovaniya sistem
upravleniya i regionalnoy ekonomiki fakulteta upravleniya Maykopskogo gosudarstvennogo
texnologicheskogo universiteta.
V state otrajayutsya osnovnыe problemы vыbora strategiy razvitiya predpriyatiy,
predlagayutsya osnovnыe prinsipы strategicheskogo upravleniya, realizatsiya kotorыx pozvolit
izbejat oshibok rukovoditeley pri prinyatii upravlencheskix resheniy.
Klyuchevыe slova: strategiya, upravlenie, prinsipы strategicheskogo upravleniya, razrabotka
strategii predpriyatiya.
Opredelenie i realizatsiya strategiy otnosyatsya k chislu slojnыx i trudoemkix rabot, kotorыe
ranshe v na predpriyatiyax nashey stranы nikogda ne vыpolnyalis na doljnom urovne.
Segodnya je upravlenie bolshinstva predpriyatiy orientirovano glavnыm obrazom na reshenie
kratkosrochnыx problem. V etix usloviyax chastы smenы za-dach, prioritetov deyatelnosti,
resheniy, sledstviem chego yavlyaetsya nesovershenstvo strukturы pokazateley deyatelnosti,
snijenie konkurentosposobnosti predpriyatiy.
Mnogie predpriyatiya napominayut vremennыe strukturы, ne obladayuщie neobxodimыm
zapasom intellektualnoy, organizatsionnoy, ekonomicheskoy, proizvodstvennoy «prochnosti»,
pozvolyayuщey provesti v sluchae neobxodimosti effektivnoe obnovlenie.
Razvitie rыnochnыx otnosheniy delaet neobxodimыm izmenenie slojivshixsya stereotipov
xozyaystvovaniya, xaraktera upravleniya. V pervuyu ochered eto otnositsya k deyatelnosti,
opredelyayuщey perspektivы razvitiya predpriyatiy [1].
Mojno vыdelit tri urovnya problem, stoyaщix pered rukovoditelyami pred-priyatiy.
Na pervom urovne rukovoditeli ob’yasnyayut suщestvovanie problem libo
neblagopriyatnыmi usloviyami vneshney sredы (vыsokie nalogi, tempы inflyasii,
ekonomicheskuyu i politicheskuyu nestabilnost i t.p.), libo nedostatkami vnutrenney sredы
predpriyatiy (nexvatku finansovыx sredstv, texnologicheskuyu otstalost, ploxuyu organizatsiyu
proizvodstva i upravleniya i t.p.).
Vtoroy uroven ponimaniya rukovoditelyami problem ob’yasnyaet ix suщestvovanie, v
osnovnom, otsutstviem perspektivnogo videniya, obuslovlennogo ploxim znaniem rыnka,
faktorov, opredelyayuщix konkurentnыe preimuщestva predpriyatiya, nedostatochnыm urovnem
kvalifikatsii i t.p.
I, nakonets, tretiy uroven ponimaniya suti problem vklyuchaet tex rukovoditeley, kotorыe
vidyat ix istoki v nedostatochnom znanii i umenii motivirovat rabotnikov, razrabatыvat strategii
razvitiya predpriyatiya, vыbirat effektivnыe sposobы povыsheniya innovatsionnogo potensiala,
ispolzovat rezultatы marketingovыx issledovaniy, naxodit effektivnыe sposobы borbы s
byurokratizatsiey organizatsii.
Razlichnыy uroven ponimaniya suti problem otrajaet predstavlenie ru-kovoditeley o
slojnosti upravleniya organizatsiey i ix vozmojnostyax. Popыtki nekotorыx iz nix upravlyat
slojnoy organizatsiey kak prostoy iz-za slabogo znaniya sovremennыx metodov rukovodstva i
organizatsionnыx struktur, neumeniya opredelyat strategiyu senoobrazovaniya i povedeniya
predpriyatiya na rыnke sennыx bumag oborachivaetsya na praktike poteryami, istinnuyu
velichinu kotorыx trudno predstavit. V samom dele, esli potensialnыe vozmojnosti stranы po
nalichiyu prirodnыx resursov, idey, proizvodstvennыx moщnostey i obrazovaniyu lyudey
otsenivayutsya ekspertami kak vыshe srednix v mire, to konechnыe rezultatы deyatelnosti,
kotorыe opredelyayutsya deystvuyuщey sistemoy upravleniya, vryad li ustroyat kogo-libo iz nas.
Dlya togo, chtobы upravlenie bыlo deystvitelno strategicheskim, neobxodima realizatsiya
osnovnыx prinsipov strategicheskogo upravleniya [2]:
1. Prinsip nauchno-analiticheskogo predvideniya i razrabotki strategii. Strategiya ne mojet
bыt rezultatom lish pojelaniy ili sub’ektivnogo predvideniya. Strategiya predpolagaet
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prognozirovanie buduщego, otsenku realnosti, raschet resursov i dinamiki ix izmeneniya, uchet
vozmojnosti protivodeystvii i nepredvidennыx sluchaynostey.
Razrabotat effektivnuyu strategiyu mojno tolko na osnove sereznoy issledovatelskoy
deyatelnosti.
2. Prinsip ucheta i soglasovaniya vneshnix i vnutrennix faktorov razvitiya firmы.
Strategiya opredelyaet napravlenie razvitiya, no eto razvitie osuщestvlyaetsya kak po
vnutrennim, tak i po vneshnim xarakteristikam firmы.
3. Prinsip sootvetstviya taktiki i strategii upravleniya firmoy. Dostijenie etogo vozmojno lish
v tom sluchae, esli strategiya stanet obщim delom vsego personala.
4. Prinsip prioritetnosti chelovecheskogo faktora v strategii i taktike razvitiya firmы.
Deyatelnost cheloveka yavlyaetsya glavnыm faktorom strategicheskix uspexov. Vse elementы
strategii doljnы bыt privyazanы k chelovecheskomu faktoru. Istochnik razvitiya - initsiativa i
aktivnost cheloveka.
5. Prinsip opredelennosti strategii i organizatsii strategicheskogo kontrolya, ko-torыy zavisit
ot kachestva strategii. Pri realizatsii strategicheskogo upravleniya voznikaet mnojestvo problem
i trudnostey, kotorыe takje neobxodimo znat, chtobы bыt k nim gotovыm isklyuchit oshibki.
1. Odnoy iz vajnыx problem strategicheskogo upravleniya yavlyaetsya metodologiya i
organizatsiya razrabotki strategii. Ne vse parametrы razvitiya firmы mojno vыrazit v
kolichestvennыx pokazatelyax i rasschitat sootvetstvuyuщim obrazom, chasto oщuщaetsya
nedostatok informatsii, yavlyaetsya problemoy i kvalifikatsiya personala, potomu chto
razrabotka strategii - eto bolshaya issledovatelskaya rabota [3]. Vыsokaya dinamika
sovremennыx ekonomicheskix protsessov, siklichnыy xarakter razvitiya takje sozdayut
metodologicheskie trudnosti. V svyazi s etim ostro oщuщaetsya potrebnost v novыx
metodikax otsenki, analiza i modelirovaniya protsessov sotsialno-ekonomicheskogo razvitiya.
2. Razrabotka strategii dlya mnogix firm okazыvaetsya dorogostoyaщim meropriya-tiem. Eto
rabota, kotoruyu nelzya provesti na osnove dopolnitelnыx funksiy, ona
trebuet dopolnitelnыx resursov. Kak eto skazыvaetsya na effektivnosti upravleniya?
Neobxodimы raschetы i otsenki.
3. Sena oshibok v strategicheskom menedjmente povыshaetsya. Esli vыbrano nereal-noe ili
maloeffektivnoe napravlenie razvitiya, to ved eto ne srazu pokajet sebya.
Vozrastaet opasnost krizisa.
4. Predstavlyaet opredelennыe trudnosti i soglasovanie strategii i taktiki,
trudno sledovat vыbrannoy linii povedeniya.
5. Organizatsiya strategicheskogo menedjmenta imeet svoi osobennosti. Ot nee zavi-sit
realizatsiya strategii i soglasovanie ee s taktikoy. Zdes takje vstrechaetsya mnogo problem.
Strategicheskoe upravlenie kak tip upravleniya ne suщestvuet v chistom vide, on tesno
svyazan s drugimi tipami, i glavnыm obrazom s takimi, kak kreativnoe, inno-vatsionnoe
upravlenie, upravlenie proektami i antikrizisnoe upravlenie. Konechno, nevozmojno predstavit
sebe strategicheskoe upravlenie bez marketingovogo analiza i bez marketinga kak tipa upravleniya.
Razrabotka strategii predpriyatiya ne ogranichivaetsya zatratami materialnыx i
finansovыx resursov, a takje vremeni. Ogromnoe znachenie imeyut informatsionnыe i
intellektualnыe resursы. Razrabotka i realizatsiya strategicheskix resheniy
predpolagayut obladanie ogromnoy informatsiey, sobiraemoy, sistematiziruemoy i
analiziruemoy v techenie vsego vremeni vedeniya biznesa. Bez informatsii net strategii, no
informatsionnыe resursы predpriyatiya tesno svyazanы s intellektualnыmi –
predpriyatie doljno raspolagat kadrami, kotorыe v sostoyanii ne prosto razrabotat ocherednoy
biznes-plan po odnoy iz metodik, no opredelit tendensii razvitiya vneshney sredы, perspektivы
togo ili inogo biznesa, sformulirovat napravleniya razvitiya organizatsii, obosnovat
neobxodimost konsentratsii sredstv v strategicheskix selyax.
Osobo sleduet obratit vnimanie na organizatsionno-strukturnыy strategicheskiy
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potensial predpriyatiya. Elementarnaya i funksionalnaya orgstrukturы bolshinstva
ekonomicheskix sub’ektov peregrujayut vыsshee rukovodstvo resheniem tekuщix zadach, ne
pozvolyaya v doljnoy stepeni sosredotochitsya na strategicheskix problemax organizatsii.
Esli dobavit k etomu xarakternoe dlya rossiyskogo menedjmenta nejelanie «delitsya» pravami
s podchinennыmi, to stanet yasno, pochemu mnogim rukovoditelyam ob’ektivno ne xvataet
strategicheskoy napravlennosti deystviy.
Obladanie strategicheskimi po suti resursami pozvolyaet ekonomicheskomu sub’ektu
prinsipialno opredelit xarakter ix ispolzovaniya vo vzaimootnosheniyax s vneshney sredoy
predpriyatiya [3]. Odnako strategiya oznachaet ne stolko sledovanie za izmeneniyami okrujeniya i
osuщestvlenie strategicheskix izmeneniy v organizatsii, skolko aktivnoe vzaimodeystvie s
vneshney sredoy. Strategicheski aktivnoe predpriyatie doljno
napravlenno vozdeystvovat na sredu, izmenyaya i prisposablivaya ee k realizatsii
strategii, sozdavaya usloviya dlya dostijeniya strategicheskix seley. V opredelennom smыsle
mojno utverjdat, chto eto i budut strategicheskie izmeneniya, vajneyshayas ostavnaya chast
sobstvenno realizatsii strategii.
Literatura
1. Vixanskiy O.S., Naumov A.I. Menedjment: chelovek, strategiya, organizatsiya, protsess.-
2-e izd. - M.: Gardarika, 1996. – 237 s..
2. Put v XXIvek: strategicheskie problemы i perspektivы rossiyskoy ekonomiki /Podred. D.S.
Lvova. - M.: OAO «Izdatelstvo «Ekonomika», 1999.
3. Sterlin A.R.. Strategicheskoe planirovanie v promыshlennыx korporatsiyax: opыt
razvitiya i novыe yavleniya. - M.: Nauka, 2002.
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