The basic goal of the company in market conditions is. Organization (enterprise) in market conditions

22.09.2019

Firm management - management - as a special type of activity is the organization and coordination of production factors to achieve maximum efficiency of their use. In world practice, management itself is considered as one of the factors of production, the functions of management consist in making and organizing the implementation of decisions on the use of factors of production, the introduction of new products and technologies.

Management in organizations is a very complex phenomenon. F. Taylor was one of the first to formulate the important conclusion that management work is a specific specialty and that the organization as a whole benefits if each group of workers focuses on what it does best. He put forward a strict scientific system of knowledge about the laws of the rational organization of labor. Its constituent elements are: a mathematical method of calculating the cost price, a differential system of remuneration, a method for studying time and movements (timing), a method for dividing and rationalizing work practices, functional administration, a special system of labor motivation, etc.

The French engineer A. Fayol was the first to define the characteristics of managerial work. He believed that the most common of them are: planning, organizing human and material resources, issuing orders, coordinating various actions in the organization and controlling the behavior of members of the organization.

Urvik and Gyulik identified management principles based on Fayol's research. If Fayol had 14 principles, then Urvik had 29. The following principles, identified by Fayol, are considered to be the main ones:

1. Division of labor.
2. Power is responsibility.
3. Discipline.
4. Unity of management (one-man management).
5. Unity of leadership (direction).
6. Subordination of private interests to general interests.
7. Remuneration of personnel.
8. Centralization.
9. Hierarchy.
10. Order.
11. Justice.
12. The constancy of the staff.
13. Initiative.
14. Unity of staff.

Based on the content of managerial work, management employees are divided into three main groups: managers, endowed with the rights to make decisions and organize their implementation, to be responsible for the activities of the team; specialists who are called upon to prepare and justify decisions; technical executors carrying out auxiliary work on the implementation of management functions.

Features of managerial work predetermine the need for a practical, rational approach to its organization. The leading role here belongs to planning, a special approach to the organization of the workplace and working conditions.

Management functions are viewed by scientists as an ongoing process because the work to achieve goals with the help of others is not a one-time action, but a series of continuous interrelated actions. These actions, each of which is a process in itself, are critical to the success of an organization. Each management function is a process that also consists of a series of interrelated activities. The management process is the result of the implementation of all these functions.

A review of the literature shows that the following functions are most often distinguished in a holistic management process: planning, organization, management, motivation, leadership, coordination, control, communication, research, evaluation, decision-making, recruitment, representation and negotiation or conclusion of transactions.

However, it is rational to distinguish four main functions of management: planning, organization, motivation and control.

You need to add two more processes - binders. This is, on the one hand, the exchange of information or communication, and on the other, the development of new information by managers in the decision-making process. Thus, these two processes link four management functions.

Management in a market, market economy means:

- orientation of the firm to the demand and needs of the market, to the requests of specific consumers and the organization of production of those types of products that are in demand and can bring the firm the intended profit;
- constant striving to improve production efficiency, to obtain optimal results with lower costs;
- economic independence, providing freedom of decision-making to those who are responsible for the final results of the firm or its divisions;
- constant adjustment of goals and programs depending on the state of the market;
- identification of the final result of the activity of the firm or its economically independent subdivisions on the market in the process of exchange;
- the need to use a modern information base with computer technology for multivariate calculations when making informed and optimal decisions.

The organizational structure of a firm is understood as its organization of separate divisions with their interrelationships, which are determined by the goals set for the firm and its divisions and the distribution of functions between them. The organizational structure provides for the distribution of functions and decision-making powers among the executives of the company responsible for the activities of the structural units that make up the organization of the company.

The organizational structures of the management of firms are very diverse and are determined by many objective factors and conditions. These may include, in particular, the size of the production activities of the firm (small, medium, large); production profile of the company (specialization in the production of one type of product or a wide range of products in various industries); the nature of the products manufactured and the technology of their production (products of the extractive or processing industries, mass or batch production); the scope of the firm (focus on the local market, national or foreign market); the scale of foreign activities and the forms of its implementation (the presence of subsidiaries abroad, including production, sales, etc.); the nature of the monopoly association (concern, financial group).

The organizational structure of the company and its management are not something frozen, they are constantly changing, improving in accordance with changing conditions.

According to leading experts in the field of management theory, depending on the nature of the links between different departments, the following forms of organizational management structures are distinguished.

Divisional management structure. As a result of the diversification of production, many enterprises are restructuring their organizational structure, forming departments focused on the production of certain products or on spatial unity.

The organizational structure of the product involves the creation of independent business units in the structure of the company - production departments focused on the production and sale of specific types of products. This implies the specialization of production departments in the parent company for certain types or groups of products and the transfer of powers to them to manage production and sales subsidiaries located both in their own country and abroad. The functional services of the production departments at the same time maintain close contact with the relevant central services, receiving instructions from them on all issues of implementing a unified policy and coordinating activities within the company as a whole.

The linear organizational structure is based on the principle of uniform distribution of orders, according to which only the higher authority has the right to issue orders. Compliance with this principle should ensure the unity of management. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. Two managers cannot directly communicate with each other, they must do this through the nearest higher authority. This structure is often referred to as a single line structure.

The functional organizational structure is based on the creation of divisions to perform specific functions at all levels of management. These functions include research, production, sales, marketing, etc. Here, with the help of directive leadership, hierarchically lower levels of management can be connected with various higher levels of management. The transmission of orders, instructions and messages is carried out depending on the type of task.

Functional-linear structure (headquarters) is a combination of a linear structure with a system for allocating certain functions. Under line managers, special units (headquarters) are created that help the line manager in performing individual management functions.

The regional management structure is used by companies that produce products of a limited range and are focused on broad markets and a specific consumer. The disadvantages of this management structure are the difficulties in transferring technical information to overseas subsidiaries, as well as coordination of activities across the country and by product. These difficulties are especially magnified for companies that produce equipment and have many lines of products. Another important problem that arises in the regional governance structure is the possibility of duplication of line and functional responsibilities, especially in regional offices.

Matrix structure is a modern effective type of organizational management structure, which is created by combining structures of two types: linear and program-targeted. In accordance with the linear structure (vertical), management is built for individual areas of the organization's activities: R&D, production, sales, supply. In accordance with the program-target structure (horizontally), the management of programs (projects, themes) is organized.

Usually there is a hierarchy (pyramid) of management with differentiation according to the rank of command power, decision-making competence, authority, and position.

The hierarchy of management is a tool for realizing the goals of the company and a guarantee of maintaining the system. The higher the hierarchical level, the greater the scope and complexity of the functions performed, the responsibility, the share of strategic decisions and access to information. At the same time, the requirements for qualifications and personal freedom in management are growing. The lower the level, the greater the simplicity of decisions, the proportion of operational activities.

The form of introduction of innovations is one of the latest organizational forms, which is generally considered to be the most flexible. Its appearance is due to the fact that functional services and managers, engaged mainly in current work, are not in a position to pay attention to innovations in products, technology, technology, especially the development of fundamentally new types of products, on a daily basis. This type of activity began to gradually separate within the framework of the functional structure. The organizational form "innovation implementation" is intended for those organizations where the production of products is quite stable, is carried out on a large scale due to the fact that the "life cycle" of products is long.

The main feature of this form is, on the one hand, the consolidation of the current production and sale of sustainable products into an existing business group and, on the other, the transfer of the development of new products and their adaptation to the sales markets to the innovation group.

The "innovation" form potentially provides a high degree of flexibility to the organization. Its disadvantages include duplication of resources in two groups. The definition of innovations poses the problem of clear communication between groups and with the external environment. Experts believe that in the absence of well-developed communication, there is a danger that the group of innovations will cease to meet the real possibilities of increasing the efficiency of the organization.

Thus, there is no universal system of firm management in modern theory. Each firm, based on its vision of goals and objectives, the scale of the business and other factors, determines the most adequate management structure.

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State educational institution

higher professional education

"RUSSIAN CUSTOMS ACADEMY"

Rostov branch

Department of Economic Theory

COURSE WORK

in the discipline "Economic theory"

on the topic: "FIRM IN MARKET CONDITIONS"

Completed: 1st year student

Faculty of Customs

I. V. Vydra

Head: Ph.D., Associate Professor

Efgrafova O.V

Rostov-on-Don 2013

INTRODUCTION

CHAPTER 1. FIRM: ESSENCE, TYPES. FUNCTIONAL ELEMENTS

1.2 The concept of a firm and its types. Goals, objectives and mission of the company

1.3 Internal and external environment of the firm and their relationship

CHAPTER 2. CURRENT STATE OF THE COMPANY IN THE MARKET

2.1 Characteristics of the firm's activities in market conditions

2.2 Income of the firm: nature and significance

2.3 The mechanism of formation and use of the company's profit

CONCLUSION

LIST OF USED LITERATURE

APPENDIX A. Firm's external environment

APPENDIX B. Organization in Society

APPENDIX B. Market-oriented enterprise management system

INTRODUCTION

The relevance of the research topic lies in the fact that the process of the formation of market relations is intensively going on in Russia. Their best development is facilitated by entrepreneurial activity. The market economy cannot exist without the figure of an entrepreneur - a free and active person, an owner and expert in his field, a skillful organizer and leader. The firm is the main link in the market economy, since only with the help of firms there is an intensive functioning and development of market relations. Since the firm is the backbone of entrepreneurship and a product of a market economy, it must be studied from all sides. The behavior of a firm in the market is of great importance not only for the entrepreneur and employees of the firm, but also for other groups of subjects: households, the state and foreigners. Studying the behavior of firms is a prerequisite for the development of adequate solutions by economic agents at both the micro and macro levels. The firm is always at the center of the market economy, and its functioning directly affects market relations.

The practical significance of the work is determined by the fact that, as the experience of recent years shows, now there is an urgent need for a systematic, holistic consideration of the company in market conditions

The theoretical significance of the work is due to the fact that in considering the problems of the firm in market conditions, some aspects have not been sufficiently studied.

The scientific elaboration of the problem seems to be inadequate to its urgency. B.Z. Milner, N.M. Rozanova, V.K. Sklyarenko, V. Ya. Pozdnyakov and others. The problems of income management of the firm of V.N. Glazunov, the economy of a small enterprise is revealed in the works of E.V. Grazhdankina.

Various aspects of the selected problem are presented in the works of G.M. Gukasyan, E.G. Efimova, N.L. Zaitsev and other authors. A significant contribution to the study of the problems of the firm and its role in the market economy was made by S.A. Melikhov. firm economics market income

With the indicated vastness of publications, one way or another related to the problem of interest to us, it should be noted that there are no works in the studied literature that directly consider the stated topic; remain without special attention and its main aspects.

The object of the research is the firm.

Subject - a firm in a market environment.

The purpose of the course work is to consider the concept, types and constituent elements of the firm, to explore the current position of the firm in market conditions.

This goal is achieved through the solution of the following tasks:

1. To study the economic conditions of the company.

2. Define the concept of a firm and its types, designate the goal, objectives and mission of the firm in the market.

3. Consider the relationship between the internal and external environment of the firm.

4. Describe the firm in market conditions.

5. Explore the concept of a firm's income, determine the essence and value.

6. To reveal the mechanism of formation and use of the firm's profit.

The purpose and objectives of the study determine, first of all, the use of methods such as analytical, comparative, comparative analysis.

The structure of the course work is determined by the nature and sequence of the tasks to be solved. The work consists of an introduction, two chapters (6 paragraphs), a conclusion and a list of used sources, including 22 sources.

CHAPTER 1. FIRM: CONCEPT, TYPES AND ITS COMPONENTS

1.1 The economic conditions of the company

Economic conditions are important for an enterprise or firm, since, without exaggeration, they determine the very "line of behavior" - the strategy and tactics of business development. If an enterprise operates in a planned economy, then, most likely, there are no serious incentives to improve performance and increase profitability. Accordingly, there are no high profits, although there are more guarantees that the enterprise will not be on the verge or beyond the verge of bankruptcy and ruin.

If the enterprise has to take care of its survival on a daily basis, the work intensity of everyone - from the cleaning lady to the director - is much higher, but at the same time the income is higher. At present, the relevance of this comparison is perhaps not as high as in the previous, first years of transition to the market. However, now, nevertheless, it is possible to distinguish between enterprises that have completely "plunged" into the market (or were created already in market conditions) and enterprises that largely retain the old "state planning" traditions of work (in their worst sense). This means that, despite the general transition of Russia to the conditions of a market economy, many enterprises are still at the beginning of the restructuring of their activities, and many still use budgetary allocations, as a rule, free of charge, and therefore discouraging managers and employees. Further, we will focus only on those enterprises that are fully focused on market conditions of management, i.e. about those who are ready for a tough and persistent struggle for survival and profit.

Let's try to highlight the main features of the market economy.

1. Independence in making economic and other decisions means that the enterprise itself determines what, when, how much to produce and sell (as a rule, this is determined by the shareholders, even at the stage of the establishment of the enterprise), with whom to conclude contracts and in general what transactions to carry out.

2. Self-sufficiency and self-financing, implying that the company uses only its own sources of funds, as well as creditors' funds, which must be returned with interest and on time.

3. Freedom of pricing and competition means that for the most part prices are formed in the market under the influence of supply and demand factors, and are not set by any superior government agency, and also that it is possible to enter and exit the market.

4. Legal protection of the enterprise, its shareholders and employees from arbitrary and unjustified interference in the affairs of the enterprise by other persons, including the state. This means that the freedom of the market implies obligations of its participants, including the obligation to respect the rights and independence of others, which is protected by law (judicially and otherwise).

1.2. The concept of a firm and its types. Goals, objectives and mission of the company

The main economic agents in any economic system are households and firms. If households are the consumption cells of the economy, then firms are the production cells. A firm is an organization that carries out the costs of factors of production to create living goods and sell them in order to make a profit. Firms differ from each other in the profile of work, size, nature of products, management structure, organizational and legal form. But they are all united by us by the common concept of "firm" and have a certain structure (see Appendix 1). Let's consider this definition in more detail.

First, a firm is a place where, as a result of the interaction of production factors, products and services are created and sold. Second, it is not just a combination of factors of production. At the same time, it is an organization - a group of people whose work is deliberately coordinated for certain purposes, it is a production team. In it, owners and employees interact, interact: workers and employees, managers (managers) and performers. At the same time, the firm as an organization enters into diverse relationships with the external environment - with suppliers and consumers (buyers) of products, with partners and competitors, government agencies, and public organizations. Third, the firm is a commercial organization, i.e. pursuing the extraction of profit as the main goal of its activities. In the future, we will make sure that maximizing profits is the main goal of the company.

From the point of view of organizing entrepreneurial activity, there are three forms: sole proprietorship, partnership, corporation.

A sole proprietorship is a form of business organization when the owner of the company is one person who performs all functions: management, sales, production, accounting, etc. Examples of such a firm are: services of a private doctor, lawyer, tutor, etc. An example of the legal form of a sole proprietorship is an entrepreneur without a legal entity (unincorporated legal entity). In the total number of all firms, the sole proprietorship takes the first place (about 80%), but in terms of the volume of production it is the last (2%). The advantages of a sole proprietorship are:

1) ease of organization;

2) flexible response to market changes;

3) high efficiency of production, due to the personal interest of the worker in the final results;

But the individual farm also has disadvantages:

1) the complexity of attracting additional resources;

2) lack of specialization of labor, and, consequently, a decrease in its productivity;

3) lack of limited liability of the entrepreneur.

Empirical observations show that the average life expectancy of such firms is about two years. After this period, some of the firms go bankrupt, some are redesigned, and some are transformed into partnerships and corporations.

Partnership - an association of persons (partners) for joint business activities. Each partner must not only contribute a share to the joint capital, but also personally participate in the production of goods and services. As a share, you can invest money, equipment, property rights to tangible and intangible values. Partnerships, unlike single-handed farms, can take advantage of labor specialization as well as attract more resources. Examples of partnerships are - a production cooperative, a peasant farm, a general partnership. The successful operation of a partnership depends on the coherence of the work collective, the coherence of the partners' actions.

A corporation is an organizational form of business that is a pooling of capital. Unlike an association of persons - in a corporation, a participant is not required to participate in the production process. The legal form of a corporation is a business company - a limited liability company, an additional liability company, an open joint stock company and a closed joint stock company. What all the above forms have in common is that the participant makes a share in the authorized capital (in exchange he receives a share), and receives dividends in accordance with his share. Dividends are a part of the profit of a joint stock company paid to a shareholder in accordance with his contribution to the authorized capital. In the event of bankruptcy of the company, the shareholder is not liable to creditors with his personal property, but only loses the value of his share and the opportunity to receive dividends in the future. Shareholders, as stated above, do not necessarily participate in the day-to-day activities of the corporation. But they participate in the management of the economic society. For this, a governing body of the joint-stock company is created - the general meeting of shareholders. This or that decision is made by voting. For the voting process, how many shares a shareholder owns is of great importance. A share, being a security testifying to a contribution to the authorized capital of a company, not only provides an opportunity to receive dividends, but also gives the right to vote when making a decision. Strictly speaking, a distinction is made between ordinary and preferred shares. Ordinary shares do not guarantee dividends. The owner of a common share will receive dividends when the company makes a profit. At the same time, an ordinary share grants the right to vote to its owner. The owner of the preferred share will receive guaranteed dividends, but he does not have the right to vote. In the activities of a joint-stock company, it is important who owns the controlling stake. A controlling stake is a share in the authorized capital that allows you to block a decision in the voting process.

The corporation is the most stable form of business. The exit of any shareholder does not change the size of the authorized capital of the company. This shareholder simply sells his share to another person, i.e. we are talking about a change of ownership. This does not affect the production process. At the same time, the corporation has a serious disadvantage due to the fact that the owners (shareholders) can be alienated from the process of the current management of the enterprise. Managers of a joint-stock company, whose role may be performed by employees, do not always act in the interests of the owners. It must be remembered that the goal of the owner is to maximize profits, and the hired worker's goal is to increase wages.

The goal of the firm is the end state, the desired result that any organization strives to achieve. The established goals of the company are used to establish standards, to assess the effectiveness of the organization, and provide a general guideline for activities. The goal can be either to acquire or to retain certain factors. Goals are always based on future development hypotheses, so their validity depends on the accuracy of these hypotheses. The more distant the period is considered, the higher the uncertainty of the future, the more general the goals should be set. There are general and global goals, developed for the company as a whole, and specific goals, developed for the main types and areas of activity of production and economic units on the basis of general goals or benchmarks. Goals have a number of characteristics: specific and measurable goals. By expressing goals in concrete, measurable forms, management creates a clear baseline for subsequent decisions and assessments of progress. It will also be easier to determine how well the organization is performing towards achieving goals - the orientation of goals over time. First of all, long-term goals are formulated, then medium- and short-term goals are developed to ensure long-term - achievable goals. The goals are set so that they do not exceed the capabilities of the organization - mutually supportive goals. The actions and decisions necessary to achieve one goal should not interfere with the achievement of others. Setting goals - analyzing trends in the environment. Establishment involves the passage of three mandatory phases: identifying common goals for the organization; building a hierarchy of goals; setting individual goals. The ultimate goal of the company is to ensure profitability, or profitability, and the activities of the company through the rational organization of the production process, including production management and the development of the technical and technological base, as well as the effective use of human resources while improving the skills, creativity and loyalty of each employee. Target classification can be carried out:

By the area covered (general, specific goals);

Value (major, intermediate, minor);

The number of variables (one- and multi-alternative);

The subject of the goal (calculated for a general or particular result).

Typical business performance goals:

Pursuit of income;

Striving for property status (for example, bringing the company to a state that provides the possibility of its profitable sale);

Striving to increase turnover;

Striving to reduce costs.

In addition, there may be public, social goals. When setting goals, both the internal environment of the company and the external one should be taken into account. All the diversity of the internal environment of the enterprise can be reduced to the following enlarged areas:

Production;

Marketing;

Financial management;

General management.

This division into spheres of activity is conditional and is concretized in the general and production organizational structures. At our level of consideration, these areas of activity are connected by the main information flows in the management of the enterprise. The concept of "task" differs from the concept of "goal" in the following way: tasks are goals, the achievement of which is desirable at a certain point in time within the period for which the managerial decision is calculated. The objective indicates the immediate goals of the organization that are quantifiable. A task is often defined as a prescribed job, a series of jobs that must be completed within a specified time frame. From a technical point of view, tasks are assigned not to the employee, but to his position. Each position includes a number of tasks that are considered to be a necessary contribution to the achievement of the organization's goals. The tasks of the firm are divided into three categories. This is work with people (for example, the task of the foreman), objects (for example, the task of a worker in the shop), information (for example, the task of the treasurer). The most important task is to organize the production of goods and services taking into account consumers on the basis of available material and human resources and to ensure the profitability of the enterprise and its stable position in the market. The firm is an organizational phenomenon. To organize is to create some kind of structure. Organization is the process of creating an enterprise structure that enables people to work together effectively to achieve its goals.

Mission of the company . For the successful operation of a company in a market environment, it is not enough to answer simple questions - what and for whom to produce. It is more important to determine why or in the name of what your company exists, that is, what is its mission.

If only money is set as the goal of the organization's activities, then it is difficult to expect great success, stable and long-term from such a company. Money is a very short goal. This goal is within the company and does not motivate it to move. Moreover, this goal is not clearly quantified.

In order to have stable and long-term success, an entrepreneur must strive to live according to the laws of a civilized market. A civilized market is always competition, which requires a firm to maintain its high competitive status. And this is impossible without the firm formulating its socially significant mission, which, as the world practice has repeatedly proved, should, willingly or unwillingly, contribute to the formation and strengthening of:

A new world economic order,

National Economy,

Creation of a new type of industry,

Development of science, education, as well as other socially significant activities.

Only by the formulation of the mission, the buyer or consumer of the company's products can assess the priorities that the given company is guided by, as well as assess the goals and directions of its activities. Almost all the leading companies in the world take such issues seriously, and they are all right with their profit. And Russia in this sense is no exception.

Moreover, according to the American researchers T. Peters and R. Waterman, companies that clearly formulated only financial goals for themselves did not come close to the financial results that were achieved by companies with a wider range of value orientations.

When the slogan "the rise of the Russian economy, statehood, production, science, education, the rise of people's living standards, etc." becomes an everyday internal reality, the staff is inspired - everyone has a common cause. And the staff of the company begins to work not only for a salary. There is something more that unites the employees of the company - corporate culture, which is an important part of the competitive status of the company. All resources of the firm (financial, production, material, informational, intellectual, informational, human, etc.) are used much more efficiently; the firm has more opportunities, and it becomes manageable; the number of investors wishing to invest their funds in it is increasing; clients are more attentive to all events held by the company; the relationship between the firm and the government is being established, etc. All this ultimately ensures the success of the firm. As you know, a mission is the main (general) goal of an organization's activities, clearly expressing the reasons for its existence, its social and social significance.

Almost all firms that are currently thriving in the market have formally formulated their mission in writing - in the form of a mission statement. The approved mission defines all activities of the organization: from planning to the sale of finished products or the provision of services. A program statement (mission), in terms of market orientation, helps a firm to concretize its activities to serve certain groups of consumers and / or meet specific needs and demands. Mission - the macroeconomic role that a company undertakes to play in the global or national market. Managers are free to define their mission as they please, but they must take into account one idealistic circumstance: the scale of the mission undertaken will directly determine the amount of resources that the company will operate on.

The mission of the company should serve as a factor in attracting clients, investors, buyers. It shows the society the ability of the company to predict the future needs and requirements of consumers, faster than others and with less cost to satisfy them and, thereby, prove to consumers its superiority over competitors. By this, the firm creates its consumer, showing him what needs it can satisfy most fully. Based on the analysis of various factors, the management of the company substantiates the concept of ensuring its competitive advantage in the market and formulates the mission of this company.

In the future, on the basis of the mission (that is, the answer to the question why, for what purpose it exists), the entire management system of the company is being formed. The formation of the mission is the most important element (goal) of the economic strategy. The mission statement should contain the following elements:

1. The task of the firm in terms of its basic services or goods, its main markets and basic technologies. The mission answers the question of what kind of business the firm is engaged in.

2. The external environment in relation to the firm, which determines the working principles of the firm, giving it a set of constraints and operating conditions.

3. The corporate culture of the company, that is, the answers to the questions of what type of working climate exists within the company, what type of people are attracted by this climate. In other words, culture is the image of the company, its position, the idea of it in the public mind.

The mission should designate a goal or, in other words, make a forecast of the development of social needs, criteria for their assessment and social significance. The main element of the forecast is the ideal, which means not just what will be, but what should be, what should be strived for. Ultimately, the forecast becomes a matter of conviction and belief. If the firm does not have a mission, then with a high degree of probability it can be argued that this firm does not have clearly formulated long-term goals adopted by the team, and, therefore, there is no future. In this case, the collapse of the company is guaranteed. It's only a matter of time. And the fact that it is more and more difficult for the management of many former leaders of the domestic industry to manage their enterprises, it is more and more difficult to ensure their normal functioning in market conditions, it is more and more difficult to sell their products, it is more difficult to maintain the efficiency of their teams, etc. enterprises of the systemic crisis. The leaders of such enterprises do not have a mission and long-term and medium-term goals arising from it. In other words, there are no ideas for ensuring the competitiveness of your company in the market.

1.3. Internal and external environment of the company and their relationship

A firm is an organization that uses resources to produce a product or service for the purpose of making a profit, owning and managing one or more enterprises.

The main goal of the firm is to maximize profits. Subordinate goals: increasing market share, leadership in scientific and technological progress, efficient production, return on investment, decent wages for staff, fulfillment of social responsibilities to staff, etc. In the activities of the company, the conditions of the internal and external environment are distinguished.

The internal environment includes factors that directly affect the activities of the organization (see Appendix 2):

a) Labor resources. Without the necessary specialists with the proper qualifications, it is impossible to effectively use complex machinery and equipment.

b) Suppliers. Capital providers are mainly banks, shareholders and individuals. The better a given organization is doing, the more likely it is to get a loan on preferential terms from capital providers.

c) Consumers. Consumers decide what products and services are desirable for them, that is, they determine the directions and opportunities for growth of the organization.

d) State laws. Organizations are obliged to comply with not only federal but also regional laws. State bodies ensure the enforcement of laws in their area of competence.

e) Competitors. The management of the enterprise must understand that the unmet needs of consumers create free niches in the market for competing organizations.

The firm forms and develops this internal environment itself, guided by the set goals.

The external environment consists of factors that do not have a direct and immediate impact on the activities of the organization:

a) Scientific and technological progress. Technical innovations increase labor productivity, improve product quality, and expand the possible areas of application of products. The emergence of such high technologies as computer, laser, microwave, semiconductor, as well as the use of atomic energy, synthetic materials, miniaturization of devices and production equipment have a significant impact on the development and activities of the organization.

b) The state of the country's economy. The management of the organization, especially when entering the international market, must take into account the economic situation in the country to which it supplies its goods, or with which the organization has business relations. The state of the global economy affects the cost of resources and the ability of buyers to purchase goods and services. If a recession is forecast in the economy, then it is necessary to reduce stocks of finished goods in order to overcome the difficulties of marketing, in addition, an increase or decrease in the interest rate on loans, possible fluctuations in the exchange rate of the dollar or other hard currencies should be taken into account.

c) Sociocultural factors. These are life values and traditions, customs, attitudes that have a significant impact on the activities of the organization.

d) Political factors. These include: the economic policy of the administrative bodies of the state, i.e. taxation system, preferential trade duties, consumer protection legislation, product safety and environmental standards. For an organization carrying out international activities, the political stability of a given state, as well as the setting on its part of special duties on the import of goods, is essential.

e) Relations with the local population. The nature of the relationship with the local community is very important for accounting and planning in any organization. Thus, each community has its own specific laws and regulations regarding business and business relations with other organizations and institutions. Sometimes, maintaining good relations with the community requires funding and support for social programs, as well as charitable activities in many areas.

Through the marketing system, the company enters the external environment and lives according to its laws. The goals of marketing include: meeting the needs and requests of the company's clients, ensuring high sales, growth in sales and competitiveness, conquering certain market shares and segments, increasing the rate of return and all its derivatives, gaining a good image of the company, positioning brands and much more.

If a firm does not take into account external conditions, then the results of its activities may not be what it expected. This uncertainty in the outcome is called risk.

It is the entrepreneur's task to influence the internal environment of the company, taking into account the external processes, to find ways to achieve the set goals. The management system, or management, helps him to solve this problem.

2. CURRENT POSITION OF THE COMPANY IN MARKET CONDITIONS

2.1. Characteristics of the firm in market conditions

The market is the sphere of commodity exchange and the set of relations associated with it that develops between commodity producers and buyers regarding the purchase and sale.

Conditions for the functioning of the market: the implementation of various forms of ownership and their equality, the creation of a market infrastructure and free competition, which is a regulatory force in a market economy.

The market performs the following functions:

Controlling (determines the social significance of the product produced and the labor expended on its production);

Regulatory (regulates the production and circulation of goods and services);

Stimulating (encourages to reduce individual labor costs, to use new technology);

Distributive (establishes the necessary reproductive proportions to ensure a balanced economy);

Informational (informs about the state of affairs in the economic sphere);

Sanitizing (cleans social production of economically weak, uncompetitive economic units).

The market infrastructure is a set of entities with different areas of activity and ensuring effective interaction of all market counterparties. The most important elements of the market infrastructure include: commodity, commodity and raw materials, stock and currency exchanges, commercial information centers, banks, transport and warehouse networks, systems and means of communication.

There are the following principles of behavior of business entities in a market economy:

1) the principle of freedom of economic, economic and entrepreneurial activity, which is manifested in the granting to the subject of proprietary and entrepreneurial rights, which make it possible to create his own business and translate ideas into specific objects, as well as in the elimination of excessive restrictions on the forms, types, objects of entrepreneurship of enterprises and citizens;

2) the principle of free market pricing;

3) the principle of consumer primacy;

4) the principle of partnership (based on agreements and contractual relations);

5) the principle of state regulation of market relations (based on government programs, antimonopoly measures, price restrictions, tax, financial, credit and labor legislation).

The enterprise, being an integral part of the external environment, is obliged to constantly resolve issues of social development not only of its own labor collective, but also of local and national importance.

The behavior of economic entities in the market is also regulated by the principles:

Mutual benefit and equality of business relations;

Responsibility to the end consumer;

Achieving economic and commercial advantage solely through innovation;

Economical farming;

Compliance with the ethical code of entrepreneurship.

Until the middle of the twentieth century. the approach of managers to the relationship between the firm and society was based on the following principles: - what is good for the firm is good for society; - business business - business; - it is necessary to implement the principle of free enterprise (profit should be obtained with minimal restrictions on the part of society). This approach was accepted by the society as well. However, with the onset of the scientific and technological revolution, the prevailing view was that this lack of restrictions gave rise to serious social injustice. The society introduced a number of restrictions: laws on child labor, minimum wages, labor protection, antitrust laws, etc. At the same time, consumers began to make demands due to monopoly prices, falsification of goods, disadvantageous shopping terms, dishonesty, collusion, political influence, pollution, etc. Originally the term "firm" (from the Italian firma - signature) meant the "trade name" of a merchant. Nowadays it is an organizational structure of a business, an entrepreneurial unit in all spheres of the economy, which has not only legal, but also real economic independence. The legal forms of functioning of a modern company are diverse: joint stock company, limited liability company, limited company and others. Nobel laureate R. Coase believes that the firm is a system of relations that arise when the direction of resources begins to depend on the entrepreneur. The firm is the "wealth generator" of society: it generates goods and purchasing power to purchase them; supports the expansion of social infrastructure and provides a return on capital; creates jobs for themselves, suppliers, in the public sector; ensures its own growth. The institutional structure of the market system includes institutions such as the market and the firm. The firm needs objective market control. But the market also needs firms, since only the organization of production in the form of firms can give the necessary result for the development of a market economy. The existence of the market and the firm is the coexistence of two types of relations in a single market economy: traditionally market and alternative intrafirm relations, which are relations of conscious regulation of production, coordination relations, for the effectiveness of which non-market methods and forms are of great importance (orders, personal trust, intrafirm rules, traditions, moral factors). The behavior of firms in the market is of great importance for other groups of subjects: households, the state, foreigners. Studying the behavior of firms is a prerequisite for the development of adequate decisions by economic agents, both at the micro and macro levels. A modern company is a complex diversified complex of industrial, commercial and financial enterprises of national and international level. The main thing in a modern company is its personnel components: entrepreneurs, managers, scientists, engineers, workers with their skill, professionalism, competence, innovative potential, competitive energy, managerial innovations based on a specific material and technical base and the real value of functioning capital. The prosperity of the company, its fame are derived from the talent and work of its team. The level of development of firms largely determines the level of development of the national economy and its competitiveness. All firms have as generic characteristics: a multilevel vertical hierarchy (like a pyramid), the transition of intra-firm relations to administrative ones, the absence of commodity-money relations within the intra-firm hierarchies, exchange between departments in the form of an exchange of activities not mediated by the movement of money, the absence of equal economic relations between subjects (departments), lack of symmetry of information flows for different levels of the hierarchy.

2.2. Firm income: essence and significance

The efficiency of production, investment and financial activities is expressed in financial results.

To identify the financial result, it is necessary to compare the revenue with the costs of production and sale: when the revenue exceeds the costs, then the financial result indicates a profit. With the equality of proceeds and costs, it is possible only to reimburse costs - there is no profit, and therefore, there is no basis for the development of an economic entity. When costs exceed revenues, a business entity suffers losses - this is an area of critical risk, which puts the business entity in a critical financial position that does not exclude bankruptcy. Losses highlight errors, miscalculations in the directions of the use of financial means of organizing production, management and sales of products.

Profit reflects a positive financial result. The desire to make a profit orients commodity producers to increase the volume of production, reduce costs. This ensures the implementation of not only the goals of the business entity, but also the goals of society - the satisfaction of social needs. Profit signals where the greatest increase in value can be achieved, and creates an incentive to invest in these areas.

Profit is a surplus product produced and necessarily realized. It is created at all stages of the reproductive cycle, but it receives its specific form at the stage of implementation. Profit is the main form of net income (along with excise taxes and VAT).

The amount of profit and its dynamics are influenced by factors both dependent and not dependent on the efforts of an economic entity.

The factors of the internal environment are studied and taken into account in business practice, they can be influenced in terms of increasing profits. Internal factors include: the level of management, the competence of the manager, the competitiveness of products, wages, the level of prices for products sold, the organization of production and labor.

External factors are practically outside the sphere of influence: the level of prices for consumed resources, the competitive environment, barriers to entry, the tax system, government agencies, political, social, cultural, religious and others.

The amount of profit depends on the areas of activity of an economic entity: production, commercial, technical, financial and social.

Profit as a result, financial activities perform certain functions. Profit reflects the economic effect obtained as a result of the activities of a business entity. It forms the basis of the economic development of a business entity. The growth of profits creates a financial basis for self-financing, expanded reproduction, solving problems of the social and material nature of the work collective. At the expense of profit, the obligations of firms (firms) to the budget, banks and other organizations are fulfilled. Profit is not only a financial result, but also the main element of financial resources. Hence it follows that profit performs reproductive, stimulating and distributive functions. It characterizes the degree of business activity and financial well-being of the enterprise. Profit determines the level of return of advanced funds in the return on investment in assets.

In market conditions, a firm should strive, if not to maximize profit, then to the amount of profit that will ensure the dynamic development of production in a competitive environment, will allow it to maintain its position in the market for a given product, and ensure its survival. The solution of these problems involves not only knowledge of the sources of profit formation, but also the determination of methods for their optimal use. Profit management acts as one of the two basic directions of financial policy and aims to maximize income from available sources of financial results while expanding the overall range of these sources.

Making a profit is possible due to the monopoly position or the uniqueness of the product on the market of a particular product. The implementation of this source is possible due to the constant updating of the product and retention of the share of production and sales. However, one should take into account the influence of such factors as growing competition from other business entities and antimonopoly policy of the state.

Profit making, which concerns almost all firms and firms, is associated with production and entrepreneurial activities. The implementation of this source is possible under the appropriate conditions of today, marketing research of the market. The amount of profit in this case depends on the correct choice of business, on the creation of competitive conditions for the sale of goods, on the volume of production, on the size and structure of production costs.

In modern conditions, the most important source of increasing profits is innovation. The implementation of this source involves constant work to change the consumer properties of products, works and services.

2.3. The mechanism for the formation and use of the company's profit

Profit is the primary incentive for the creation of new or the development of existing firms. The opportunity for profit motivates people to look for more efficient ways to combine resources, invent new products that may be in demand, and apply organizational and technical innovations that promise to improve production efficiency. Working profitably, each company contributes to the economic development of society, contributes to the creation and augmentation of social wealth and the growth of the well-being of the people.

Profit is a multivalued economic category. The efficiency of commercial calculation, pricing and other economic levers of management depends on the depth of its knowledge and the rationality of its use. As a source of industrial and social development, profit takes a leading place in ensuring self-financing of firms and associations, whose capabilities are largely determined by how much income exceeds costs.

As a result of the above, the "analysis" of profits at the enterprise today becomes extremely relevant. Profit analysis allows to identify the main factors of its growth, efficient use of resources, potential capabilities of the enterprise, as well as to determine the influence of external and internal factors on the amount of profit, the procedure for its distribution.

Profit is the monetary expression of the main part of money-savings created by enterprises of any form of ownership.

As an economic category, it characterizes the financial result of the entrepreneurial activity of an enterprise. Profit is an indicator that most fully reflects the efficiency of production, the volume and quality of products produced, the state of labor productivity, the level of cost. At the same time, profit has a stimulating effect on the strengthening of commercial accounting, the intensification of production in any form of ownership.

Profit - one of the main financial indicators of the plan and the assessment of the economic activities of firms. The profit is used to finance measures for the scientific, technical and socio-economic development of firms, and an increase in the wages fund of their employees.

Profit is the difference between the total amount of income and expenses for the production and sale of products, taking into account losses from various business transactions. Thus, profit is formed as a result of the interaction of many components, both with a positive and negative sign.

Firstly, it is an indicator that most fully reflects the efficiency of production, the volume and quality of products produced, the state of labor productivity, and the level of cost. Profit indicators are the most important for assessing the production and financial performance of an enterprise. They characterize the degree of his business activity and financial well-being. According to the profit, the level of return on the advanced funds and the profitability of investments in the assets of the enterprise are determined. Profit also has a stimulating effect on strengthening commercial accounting and intensifying production.

Secondly, profit has a stimulating function. Its content is that profit is both the financial result and the main element of the financial resources of the enterprise. The actual provision of the principle of self-financing is determined by the profit received. The share of the net profit remaining at the disposal (of the enterprise after taxes and other mandatory payments should be sufficient to finance the expansion of production activities, scientific, technical and social development of the enterprise, material incentives for employees.

Profit growth determines the growth of the potential of the enterprise, increases the degree of its business activity, creates a financial basis for self-financing, expanded reproduction, and solving the problems of social and material needs of labor collectives. It allows making capital investments in production (thereby expanding and updating it), introducing innovations, solving social problems at the enterprise, financing measures for its scientific and technological development. In addition, profit is an important factor in a potential investor's assessment of the company's capabilities; it serves as an indicator of the efficient use of resources, i.e. is necessary to assess the performance of the firm and its capabilities in the future.

Thirdly, profit is one of the sources of budgeting at different levels. It enters the budgets in the form of taxes and, along with other income receipts, is used to finance and meet joint social needs, ensure the state's performance of its functions, state investment, social and other programs, and takes part in the formation of budgetary and charitable funds. At the expense of profit, part of the company's obligations to the budget, banks, other enterprises and organizations is also fulfilled.

The profit meets the needs of the enterprise itself and the state as a whole. Therefore, first of all, it is important to determine the composition of the company's profit. The total profit of the enterprise is the gross income. The amount of gross income is influenced by a combination of many factors that depend and do not depend on entrepreneurial activity.

For a deeper analysis of profit, it is advisable to use accounting data, information that is placed in the primary documents on the financial results of the enterprise.

The distribution and use of profits is an important economic process that ensures both the coverage of the needs of organizations and the formation of the income of the Russian state. The mechanism for distributing profits should be built in such a way as to contribute in every way to increasing the efficiency of production, to stimulate the development of new forms of management.

Depending on the objective conditions of social production at different stages of the development of the Russian economy, the profit distribution system changed and improved. One of the most important problems of profit distribution both before the transition to market relations and in the conditions of their development is the optimal ratio of the share of profit accumulated in budget revenues and remaining at the disposal of business entities. With the development of privatization and corporatization, organizations have the right to use the received profit at their own discretion, except for that part of it, which is subject to mandatory deductions, taxation and other areas in accordance with the law.

Thus, there is a need for a clear system of profit distribution, first of all at the stage preceding the formation of net profit, that is, profit remaining at the disposal of firms and organizations.

CONCLUSION

Different forms of business organization suit different firms depending on the size and scale of their operations. Small firms often choose the type of firm - the firm with one owner due to its flexibility and sovereign control by the owner. However, limited responsibility and continuity over time make the corporation a more suitable form of organization for large firms. Among them, some firms, especially those united on professional grounds, choose a different form of organization - partnership.

Economic activity can be organized either through markets or through a hierarchical structure. The choice of an alternative depends on minimizing the amount of production and non-production costs - the cost of identifying partners, negotiating in the process of concluding contracts, managing and monitoring work, adapting to changing circumstances. For complex tasks that require specialized funds and resources, a hierarchical structure within the firm can significantly reduce non-production costs, especially given the limited rationality and the manifestation of possible economic unfairness.

Expanding the scope of a firm with additional functions or expanding the network of production specializations sometimes increases, rather than reduces, non-production costs. A larger firm might not be able to manage all of its divisions at an optimal scale or suffer from impending bureaucratization. Such a firm is likely to lose its powerful incentives. These problems can, although not always, be resolved through selective intervention. Thus, a large firm is not able to do everything that a group of small companies can successfully do.

A sound financial condition of an enterprise is an important condition for its continuous and effective functioning in market conditions. To achieve it, it is necessary to ensure the constant solvency of the entity, high liquidity of its balance sheet, financial independence and high economic efficiency.

To do this, it is necessary to study numerous indicators characterizing all aspects of the enterprise's activities (production, its potential, organization, implementation, financial transactions, cash flow, etc.) to identify the root causes of changes in the financial situation. The use of a multilateral comprehensive analysis of the financial condition of an enterprise creates real prerequisites for managing individual indicators, and, accordingly, for enhancing their impact on improving the financial climate.

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Enterprise in market conditions

To achieve it, it is necessary to ensure the constant solvency of the entity, high liquidity of its balance sheet, financial independence and high .. For this, it is necessary to study numerous indicators that characterize everything .. The financial condition of the enterprise must be analyzed from the standpoint of both short-term and long-term prospects, so ..

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An enterprise (organization) is the main link in the economy. It is at the enterprise that the production and sale of products (works and / or services) is carried out, there is a direct connection between workers with the means of production and objects of labor. As the main economic entities, enterprises play an important role in the socio-economic development of the country. Social and political stability in society largely depends on the effectiveness of their activities.

The result of any entrepreneurial activity is the achievement of the set goals. Based on the essence of entrepreneurship, its main goals are:

1) receiving profit (income) from the capital invested in this or that object and other economic resources;

2) meeting the demand of society in meeting a specific need in any target market;

Another important goal of any enterprise in a market environment is stable financial stability in its work. This goal is more difficult to achieve, and it includes not only a stable profit, but it is not so easy to achieve it.

The role of enterprises is as follows:

· At the enterprise level, the main economic problems of society are solved: what, how and for whom to produce;

· The socio-economic situation of the regions and the country as a whole depends on the results of the activities of enterprises;

· The company creates jobs, thereby providing employment for the population;

· The enterprise ensures the formation of incomes of the population, social development of labor collectives, creates conditions for training, advanced training of personnel;

· The quality of goods and services depends on the activities of enterprises, therefore, the satisfaction of consumer demand;

· Enterprises participate in the formation of regional infrastructure;

· Through the tax system, enterprises form the revenue side of the federal budget, the budgets of the constituent entities of the Russian Federation and local budgets.

In a market economy, the functions of enterprises depend on the profile of their activities (production of products, provision of services, performance of work) and are specified depending on the industry. In carrying out their functions, enterprises solve a number of tasks, the main ones of which are:

1) Rational use of production resources;

2) Ensuring the competitiveness of products, services provided, and work performed by the enterprise as a whole;

3) Provision of personnel with wages, normal working conditions and opportunities for professional growth and development.

The objectives of the enterprise determine the interests of the owners, the size of capital, the situation within the enterprise and in the external environment. They find their expression in the company's development strategy. To solve the above tasks, enterprises form property, purchase equipment, materials, goods, hire operational personnel, create an organizational structure and management apparatus, organize technological processes.

So far, the basis of the Russian economy is large corporate formations, which in a crisis are losing their main quality that determines their viability in the environment - competitiveness. In this regard, the integration of small and large businesses, which today is one of the most promising areas of market transformations in Russia, is acquiring exceptional relevance. The relevance of integration is determined by the ability to neutralize the disadvantages of large corporations through their interaction with small businesses that have certain competitive advantages in crisis conditions.

We can say that large firms, as a sphere of volume production and distribution, play an important and even decisive role in the country's economy and in the formation of high living standards. Small businesses that receive raw materials, components and finished products for sale cannot exist without them.

Thus, the enterprise is the main component of the market economy. The goal of any enterprise is not only profit, but also its stable receipt, as well as meeting consumer demand. Enterprises in a market economy play an important role in the socio-economic development of the country.

Without enterprises, a market economy can neither function nor develop.

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Introduction

1. Enterprise in market conditions

2. Factors affecting the effective functioning of the enterprise in market conditions

3. Planning of activities and economic ties of the enterprise in market conditions

Conclusion

Bibliography

Introduction

The core of any economy is production, the creation of an economic product. Without production there can be no consumption, you can only eat up what is produced. It is the enterprises that manufacture products, perform works and services, i.e. create the basis for consumption and augmentation of national wealth.

An enterprise is an independent economic entity that manufactures products, performs work and provides services in order to meet social needs and make a profit.

An enterprise as a legal entity is an enterprise (organization, firm, concern) that meets certain criteria established by the legislation of the country. The signs of a legal entity include: the presence of its property; independent property liability; the right to acquire, use and dispose of property, as well as to carry out other actions permitted by law on its own behalf; the right, on its own behalf, to be a plaintiff and a defendant in court and arbitration, to have an independent balance sheet, settlement and other bank accounts.

Enterprises play a critical role in the economy of the state. They are the basis for:

Increase in national income, gross domestic product, gross national product;

Opportunities for the existence of the entire state and the performance of its functions. This is due to the fact that a significant part of the state budget is formed at the expense of taxes and levies of enterprises;

Ensuring the defense capability of the state;

Simple and extended reproduction;

Development of national science and acceleration of scientific and technological progress;

Improving the material well-being of all strata of the country's citizens;

Development of medicine, education and culture;

Employment solutions;

Solutions to many social problems. Enterprises will fulfill this role only if they function effectively.

In market conditions, enterprises operate according to the following scheme:

In this scheme, the basis is the demand of buyers, i.e. the ability to sell your products. To do this, it is necessary to study the market conditions, customer requests, market capacity, product quality from a potential competitor and other issues characteristic of market relations.

1. Enterprise in market conditions

As a rule, the main goal of an enterprise in market conditions is to make a profit. However, an equally important goal of any enterprise in a market environment is to ensure stable financial stability in its work. This is a more difficult goal to achieve, which includes not only making a profit, but also making a sustainable profit, and it is not so easy to achieve this.

Enterprises can achieve this goal only if they adhere to and perform the necessary functions in their work.

Prominent German economist G. Schmalen identifies the following "cornerstones" of enterprise management: efficiency, financial stability, profit.

The principle of economy requires that:

A certain result at the lowest cost - the principle of minimization;

For a given amount of costs, the greatest result is the principle of maximization.

Consequently, basically the principle of efficiency makes a self-evident requirement inherent in all enterprises - not to waste production factors (resources), that is, to work "economically".

The principle of financial stability means such an activity of an enterprise in which it could at any time pay off its debts or its own funds, either by postponement, or by obtaining a loan.

The highest goal of entrepreneurial activity is the excess of results over costs, i.e. achieving the highest possible profit or the highest possible profitability. The ideal situation is when maximizing profits ensures higher profitability.

To achieve this goal, enterprises must:

1) produce high-quality products, systematically update them and provide services in accordance with demand and available production capabilities;

2) rational use of production resources, taking into account their interchangeability;

3) develop a strategy and tactics for the behavior of the enterprise and adjust them in accordance with changing circumstances;

4) to systematically introduce everything new and advanced into production, labor organization and management;

5) takes care of their employees, the growth of their qualifications and greater content of work, raising their living standards, creating a favorable socio-psychological in the work collective;

6) ensure the competitiveness of the enterprise and products, maintain a high image of the enterprise;

7) to pursue a flexible pricing policy and carry out other functions. ...

The development of a successful strategy begins with the definition of the "mission" of the company, the overall goal of the functioning of the team. At the same time, the goals of the enterprise can change. It all depends on specific commitments. For example, the main goal of an enterprise at a certain stage may not be to maximize profit, but to conquer the market. In this case, obtaining the maximum profit is relegated, as it were, to the background, but in the future, in the event of conquering the market, the enterprise can more than compensate for the lost profit.

In modern conditions, many domestic enterprises have completely different goals and objectives, and making a profit is far from being in the first place. The managers of many enterprises believe that their main task at this stage is the sale of products, the ability to pay wages to employees of the enterprise and be "afloat." We can only hope that this difficult period for the Russian economy will soon pass, that enterprises will begin to work normally, solve problems and achieve goals inherent in a market economy, pay attention to the use of such progressive social forms of organizing production as concentration, specialization, cooperation and combination of production.

2. F actors influencing effective functioning vani e enterprises in market conditions

The word "factor" is interpreted as a driving force of an ongoing process or one of its necessary conditions.

In this case, the word "factor" refers to the driving force that affects the efficiency of the enterprise in the market.

In a market economy, a variety of factors affect the efficiency of an enterprise. They can be classified according to a variety of criteria.

Depending on the direction of the action, all factors can be combined into two groups: positive and negative.

Positive - these are factors that have a beneficial effect on the activities of the enterprise, and negative - on the contrary.

For example, the company has developed and implemented a good system of material incentives, which significantly increased the motivation of workers, which contributed to an increase in production efficiency.

Another example. At an enterprise with harmful working conditions, nothing was done to improve them, as a result, fatigue and sickness of workers sharply increased, which ultimately led to a significant rejection of products and a decrease in the volume of its sales.

In the first case, the internal factor played a positive role, in the second - a negative one.

Internal factors are so diverse that for a better understanding, accounting, analysis and identification of production reserves, it is also advisable to combine them into the following groups:

1) related to the personality of the leader and the ability of his team to manage the enterprise in market conditions;

2) associated with the acceleration of scientific and technological progress, the innovation policy of the enterprise;

3) related to the improvement of the organization of production and labor, enterprise management;

4) associated with the organizational and legal form of management;

5) associated with the creation of a favorable socio-psychological climate in the team;

6) related to the specifics of production and industry;

7) related to the quality and competitiveness of products, with cost management and pricing policy;

8) related to depreciation and investment policy.

In addition, all internal factors can be divided into objective and subjective. Objective factors are such factors, the occurrence of which does not depend on the subject of management, for example, the deterioration of mining and geological conditions at a mining enterprise or natural disasters.

Subjective factors, and they constitute the absolute majority, completely depend on the subject of management, and they should always be in the field of vision and analysis.

The efficiency of an enterprise in a market environment largely depends on external factors, which can be classified into the following groups:

1) associated with changes in the conditions of the domestic and world markets. This is mainly manifested in changes in supply and demand, as well as in price fluctuations;

2) associated with a change in the political situation both within the country and on a more global scale;

3) associated with the inflationary process;

4) related to the activities of the state. ...

3. Activity planning and economic ties enterprises in market conditions

The departure from centralized planning was the beginning of systemic transformations in Russia. Two aspects of these transformations are of particular importance. First, the coordination of the activities of various enterprises was threatened, since the central planning bodies ceased to exist. In any interdependent economy, the division of labor should be based on a coordinating mechanism that regulates economic and production ties. The result of coordination in the economy is the creation of a system of links between enterprises.

The network of production links created within the economic system is an important component of its fixed capital. The purpose of these links is to reduce the cost of finding partners and conducting operations.

In a socialist economy, the actions of individual subjects of economic relations are coordinated, and the network of production ties is created by the planning system itself. The system created by Gosplan and Gossnab reduced the costs of conducting business operations, but these bodies themselves spent a lot of effort on creating such ties. In addition, due to the imperfection of the planning system, enterprises were forced to establish informal connections to acquire resources that they could not get through the planning system. This system may not be very effective, but it still has some value. Creating new connections is expensive. During the transition to market relations, the existing ties were broken, and the establishment of new ones for an individual enterprise is very expensive. These connections are much more important for the public sector than for the new private sector, which is gradually creating its own. The uncertainty associated with the collapse of the network is the main factor forcing enterprises to think more and more about survival.

In modern conditions, it is on the state that the effectiveness of the activities of Russian enterprises largely depends, first of all, the creation of a civilized market and the rules of the game in this market, i.e. creating a legal framework, ensuring proper law and order in the country and its national security, stabilizing the economy, ensuring social protection and social guarantees, protecting competition, developing the adoption and organization of implementation of economic legislation.

The practical results of the transformation, primarily in the real sector, do not allow us to speak about the completion of reforms and the irreversibility of the economy's transition to market principles of functioning. Enterprises of many industries, especially large ones, even after corporatization and privatization were unable to adapt to the requirements of a market economy: they are economically ineffective, retain excess employment, expensive social infrastructure, and at the same time remain monopolists in the respective market segments.

Most of the former socialist industrial giants found themselves in an extremely difficult financial and economic situation, they generate and multiply mutual indebtedness, loan defaults, and cannot pay taxes and contributions to social funds. Thus, in Russia, more than half of industrial enterprises, and in some industries, are even more unprofitable. In Bulgaria, in the first years of reforms, up to 60% of enterprises were unprofitable. In Hungary, 30-40% of enterprises experienced serious financial difficulties, and the share of potential bankrupt enterprises accounted for up to 25% of production volumes and 16% of industrial workers. In China, about half of large and medium-sized state-owned enterprises were unprofitable, and a third were de facto bankrupt. The cyclical nature of the economic process makes enterprises experience difficulties at the present stage due to the global financial crisis.

Moreover, large enterprises, which were difficult to transform, preserved those structural imbalances that were precisely the main reason for the deepest crisis in the transition economy. Degrading large enterprises, which once constituted the basis of the national industries of countries with economies in transition, faced the threat of losing the most valuable elements of accumulated production and scientific and technical potential, intellectual values and even healthy but poorly managed assets.

Such negative trends in the real sector made it necessary to revise and clarify a number of fundamental provisions of the economic policy of the market transition, which seemed indisputable at the beginning of systemic reforms. First of all, the initial ideas about the role and correlation of the public and private sectors of the economy, the prospects and characteristics of public and private enterprises were corrected.

The real impact of the privatization carried out in all Eastern European countries and most of the CIS countries on the reform of public relations and the economy was very different from the initial concepts and expected results. The main conclusion to which the ten-year experience of reforming property relations leads is that a change only in the form of ownership and legal status does not in itself lead to an increase in the efficiency of enterprises. And taking into account the experience of China, where they were in no hurry to privatize large enterprises, we can add that the general macroeconomic situation, and not the form of ownership, has a decisive influence on the financial position of the subjects of the real sector of the economy.

The effective functioning of enterprises should be based on the creation of well-defined prerequisites. At the same time, corporatization of enterprises and their subsequent privatization are far from the only conditions for effective market adaptation. In addition, it is necessary:

* formation of mechanisms for effective modern enterprise management;

* carrying out organizational, production and financial restructuring of enterprises;

* attracting strategic investors (national or foreign) who can bring with them not only capital, but also managerial experience, as well as help to enter new markets;

* launching the necessary investment projects;

* creation of the necessary structures and institutions for the effective accumulation and overflow of capital (organizational, legal, investment), i.e. formation of the capital market.

The creation of these conditions means that the formation of a system of effectively functioning enterprises of state, private and mixed forms of ownership as the basis of a market economy is a complex and relatively long process. This process in countries with economies in transition involves three main directions.

1. Transformation of traditional state-owned enterprises into joint-stock and other companies with the separation of the functions of ownership and management (corporatization), which is carried out, as a rule, rather quickly.

2. Carrying out privatization, i.e. the primary consolidation and subsequent redistribution of property rights for legal entities and individuals, which requires a longer time and appropriate legislative support for these rights.

3. Formation, in parallel with the transformation of state-owned enterprises, of private enterprises on their own basis, i. E. by capitalizing the savings of citizens, as well as funds of non-state enterprises and organizations.

In a transitional economy, the influence of the form of ownership on the efficiency of the activities of the subjects of the real sector ultimately turns out to be less than the effect of the general direction of the state economic policy. The functioning of enterprises of all forms of ownership during the transition period is determined by the budgetary, monetary, and exchange rate policies of the authorities, the stability of tax policy and the size of the tax burden, methods and scale of state price control and regulation, and the nature and consistency of antimonopoly policy.

Conclusion

In market conditions, the role of planning at the enterprise level is significantly enhanced. First of all, planning the activities of enterprises acts as the basis for their economic independence, free production, distribution and consumption of resources and goods. Freely set by competing market entities (producers and consumers) prices for all goods and resources allow enterprises to independently decide what goods and in what quantities to produce in the upcoming planning period. At the same time, each enterprise seeks to maximize profits by satisfying customers with its products, whose requests and requirements become, in fact, future production plans. E. Bolotova notes that planning allows you to control and manage a business and prevents a situation when circumstances govern the business

By planning its activities, the company reduces the uncertainty associated with functioning in market conditions. Any enterprise operating in market conditions does not have accurate data about its future, it cannot predict the changes that may occur in the external environment. When planning its activities, it "clarifies" the internal and external conditions of activity, the future becomes more certain. It turns out that where there is planning, uncertainty decreases. Planning, as M. Alekseeva rightly asserts, becomes a tool for overcoming uncertainty.

Internal planning contributes to the coordination of the activities of all structural divisions. In the course of the operation of the enterprise in its individual divisions, decisions may be made that are weakly linked to the activities of other divisions, which will lead to the emergence of insoluble situations. So, for example, it may happen that the sales department, in order to increase product sales, conclude contracts for supply volumes that exceed the production capabilities of the enterprise. And no matter how hard the production workers strive, the enterprise will not be able to fulfill the order, which entails many negative consequences (increase in debt to customers, payment of penalties, etc.). The elimination of such mismatches in the work is facilitated by the planning of the activities of both the enterprise as a whole and all its divisions.

Thanks to planning, an enterprise can choose the shortest paths for the rational use of limited production resources, increasing competitiveness, and profitability. Any miscalculation in the allocation of resources can become a significant obstacle to achieving the goals of the firm.

Further development of planning theory and practice will make it possible to achieve high results in the country's development and improve the well-being of its citizens.

Bibliography

1. Bakanov, M.I., Sheremet, A.D. The theory of economic analysis. M.I.Bakanov - M .: Finance and Statistics, 2006 - 288 p.

2. Small Business News. Electronic journal. Issue No. 44 dated 02.07.09.

3. "FINANCIAL GAZETTE" - Magazine. No. 4.6, 2007

4. "The Economist" - Journal. No. 3.8, 2007, No. 1.9, 2008