DEPARTMENT OF EDUCATION AND SCIENCE OF KEMEROVSK REGION
GAPOU
"YURGA TECHNIQUE OF AGRICULTURAL TECHNOLOGY AND SERVICE"
PROGRAM REVIEWED I APPROVED
and APPROVED Deputy Director for Management and Development
at the MK meeting ___________AND. N.Rubakova
professional disciplines ________________ “____” _________ 20__
Protocol No. ____ dated _________20__
WORKING PROGRAMM
Academic discipline:
OP.11 FUNDAMENTALS OF ECONOMICS, MANAGEMENT AND MARKETING
Level of education: secondary vocational
Duration of training: 3 years 10 months
Specialty: 02/23/03 Maintenance and repair
motor transport
Yurga
2017
The work program of the academic discipline was developed on the basis of the Federal State Educational Standard for the specialty of secondary vocational education(hereinafter referred to as SPO) 02.23.03 Maintenance and repair of vehicles
Developer organization: GAPOU UTAiS
Developer: Tatyana Nikolaevna Klimenko – teacher at GAPOU UTAIS
CONTENT
1. passport of the WORKING PROGRAM OF THE ACADEMIC DISCIPLINE
FUNDAMENTALS OF ECONOMICS, MANAGEMENT AND MARKETING
1.1. Scope of application of the work program
The work program of the academic discipline is part of the Training Program for mid-level specialists in accordance with the Federal State Educational Standard in the specialty vocational training 02/23/03 Maintenance and repair of motor vehicles.
The work program of the academic discipline can be used:
in additional vocational education (in advanced training and retraining programs) according to the advanced training program with secondary vocational education in the profession 01/23/03 Auto mechanic;
V vocational training and retraining of workers in the field Maintenance and repair of vehicles with secondary or higher technical education;
in additional training in working professions in the specialty: 11442 Car driver; 14986 Operator of agricultural machines and tractors, 18545 Mechanic for repair of agricultural machines and equipment, 19205 Tractor driver for agricultural production.
1.2. The place of discipline in the structure of the main professional educational program:
The program of this discipline was introduced into the training program for mid-level specialists in the amount of 102 hours due to the variable part in order to improve the quality of professional training.
The development of the program is based on the Federal State Educational Standard for the specialty vocational education 35.02.07 Mechanization Agriculture.
The introduction of this discipline is due to the needs of employers who require an employee:
– possessing new approaches to organizing the process of managing the activities of an enterprise;
– having an understanding of the functioning of the field of technical maintenance and repair of vehicles, creating the infrastructure of a business operating in this area.
1.3. Goals and objectives of the discipline - requirements for the results of mastering the discipline
be able to:
determine the performance indicators of the enterprise;
apply in professional activity techniques of business and management communication;
analyze the situation on the market for goods and services;
apply the procedure for calculating taxes in order to optimize the taxation of the enterprise.
As a result of mastering the discipline, the student must
know:
basic principles of economic theory;
principles of market economics;
current state and prospects for the development of the industry;
the roles and organization of economic entities in a market economy;
pricing mechanisms for products (services);
management styles, types of communication;
principles business communication a team;
management cycle;
features of management in the field of vehicle maintenance and repair;
the essence, goals, basic principles and functions of marketing, its connection with management;
forms of adaptation of production and sales to the market situation;
Features of taxation of small businesses.
1.4. Number of hours to master the work program of the discipline:
maximum study load student 102 hours, including:
the student’s mandatory classroom teaching load is 68 hours;
student’s independent work – 34 hours.
2. STRUCTURE AND CONTENT OF THE SCHOOL DISCIPLINE
2.1. Scope of academic discipline and types academic work
practical lessons
30
Independent work of the student
34
including:
Topics of extracurricular independent work:
preparation of an abstract;
preparation of a terminological dictionary;
problem solving;
Preparation test tasks.
6
10
6
12
Final certification in the form exam
2.2. Thematic plan and content of the academic discipline « Fundamentals of Economics, Management and Marketing"
Name of sections and topicsHours volume
Mastery level
Section 1. Basics of Economics
Topic 1.1.Economics and economic science
Subject and method of economic science. Market mechanism and market equilibrium
Principles of modern economics. Features of the modern Russian economy
Importance, current state and prospects for the development of the industry
Modern forms enterprises operating in the field of vehicle maintenance and repair
Organizational and economic foundations of enterprise activities
Practical lessons
Analysis of basic concepts of economics
Determination of the level and structure of the cost of main types of services
1. Preparation of an optional abstract:
Private property.
Enterprise competitiveness – what is it?
The role of competition in the development of the region.
2. Preparation of a terminological dictionary
Topic 1.2. Enterprise performance indicators
Revenue, costs, financial results of the enterprise.
Production and productivity
Pricing mechanisms for products (services)
Pricing methods. Main types of pricing strategy
Practical lessons
Calculation financial results activity of the enterprise
Labor productivity calculation
Calculation of enterprise security indicators labor resources
Independent work of students
Preparation of test tasks for the section “Fundamentals of Economics” (10 questions)
Topic 1.3. Tax systems commercial enterprises
Types of taxes applicable to business enterprises
Optimization of taxation of commercial enterprises
Practical lessons
Calculation of basic taxes for commercial enterprises
Calculation of net income of individual entrepreneurs when optimizing taxation
Independent work of students
Solving problems on the topic “Taxation of commercial enterprises”
Preparation of test tasks on the topic “Taxation of commercial enterprises” (5 questions)
Section 2. Fundamentals of management
Topic 2.1. Modern management
Essence and characteristics modern management. Management styles, types of communications
The essence and elements of leadership. Barriers to communication and ways to eliminate them in a team. Principles of business communication.
Independent work of students
Addition of terminological dictionary
Topic 2.2. Enterprise as an object of management
System of management methods. Management cycle
Enterprises as a business entity
Features of management in the field of vehicle maintenance and repair
Practical lessons
Solving assessment problems management decisions
Independent work of students
Preparation of test tasks for the section “Fundamentals of Management” (10 questions)
Section 2. Marketing Basics
Topic 2.1. Marketing as an element of enterprise management
Essence, goals, basic principles and functions of marketing
Features of marketing in professional activities
Adaptation of production and sales to the market situation and its form
Practical lessons
Assessing the effectiveness of an organization (enterprise)
Independent work of students
Addition of terminological dictionary
Preparation of test tasks for the section “Fundamentals of Marketing” (10 questions)
Exam
Total
1 – familiarization (recognition of previously studied objects, properties);
2 – reproductive (performing activities according to a model, instructions or under guidance)
3 – productive (planning and independent execution of activities, solving problematic problems)
3. terms of sale WORK PROGRAM disciplines
3.1. Minimum logistics requirements
Implementation of the discipline program requires the presence of a classroomsocio-economic disciplines.
Classroom equipment:
Seating according to the number of students;
Workplace teacher;
A set of educational and visual aids for the discipline.
Technical means training:
computer with license software; multimedia equipment
3.2. Information Support training
Basic
Sukhov V.D. Fundamentals of management.[Text]: Textbook. guide for beginners prof. education / V.D. Sukhov, S.V. Sukhov, Yu.A. Moskvichev. – M.:Publishing center "Academy", 2015. – 192 p.
Basovsky L.E. Marketing. [Text]: Study guide. Higher education./ L.E.Basovsky - M.: INFRA - M, 2014.
Additional
Zaitsev N.L. Economics, organizations and enterprise management. [Text] : Textbook./ N.L. Zaitsev - M.: Infra - M, 2011.
Dracheva E.L., Yulikov L.I. Management. Workshop. [Text]: Textbook / E.L. Dracheva, L.I. Yulikov - M.: Academy, 2011. (Russian Ministry of Defense stamp)
Economics and management in agriculture : Textbook for students. avg. prof. textbook establishments[Text] / G.A. Petraneva, A.V. Mefed, M.P. Tushkanov and others; Ed. G.A. Petraneva. – M.: Publishing center "Academy", 2011. – 352 p.
Internet sources
Gerasimov B.I. Macroeconomics. Transition economy // http://vuzmen.com/book/
V. F. Potudanskaya, S. L. Zharkova. Economy in transition. – Omsk, 2009 // http://www.pandia.ru/text/77/210/87793.php
Economic theory On-Line, books, articles, forum, etc. // http://economictheory.narod.ru
4. Monitoring and evaluation of the results of mastering the Discipline
Control and evaluation the results of mastering the discipline are carried out by the teacher in the process of conducting practical classes and laboratory work, testing, as well as students’ performance individual tasks, projects, research.
Learning outcomes(mastered skills, acquired knowledge)
Forms and methods of monitoring and assessing learning outcomes
Skills:
determine the performance indicators of the enterprise
Defense of practical work s.
Exam
apply business and management communication techniques in professional activities
Defense of practical work s.
Exam
analyze the situation on the market of goods and services
Defense of practical work s.
Exam
apply the procedure for calculating taxes in order to optimize the taxation of an enterprise
Defense of practical work s.
Exam
Knowledge:
basic principles of economic theory
Oral survey. Exam
principles of market economics
Oral survey. Exam
current state and prospects for the development of the industry
Oral survey. Exam
roles and organization of economic entities in a market economy
Oral survey. Exam
pricing mechanisms for products (services)
Oral survey. Exam
management styles, types of communication
Testing. Exam
principles of business communication in a team
Testing. Exam
management cycle
Oral survey. Exam
features of management infield of agricultural mechanization
Testing. Exam
essence, goals, basic principles and functions of marketing, its connection with management
Oral survey. Exam
forms of adaptation of production and sales to the market situation
Testing. Exam
Features of taxation of small businesses
Oral survey. Testing. Exam
Introduction
1.1 Concept of economic efficiency
1.2 Factors influencing management effectiveness
2. Market concept of enterprise management
2.1 Definition and basic concepts of marketing
2.2 Marketing principles
3. Marketing as a system of enterprise activity in the market
3.1 Market opportunity analysis
3.2 Selection of target markets
3.3 Development of the marketing mix
Conclusion
List of used literature
Introduction
Since the beginning of the 90s, the domestic economy has been making a transition to commodity-money relations, a free self-regulating market. In other words, the question arises about the need to include the market in the system of economic regulators of the country's development. This problem is quite complex not only for the country as a whole, but also for individual entrepreneurs working in market conditions.
The market as a system develops according to certain laws that dictate the conditions of activity on it. If individual market entities do not work “according to the rules” of the market, this will negatively affect the country’s market system - it will not be able to become a regulator of the economy.
The transition to a market economic system is becoming a reality today. The success of every enterprise, every company is all in to a greater extent depends on the effectiveness of the decisions and actions carried out by this enterprise.
The market is the most important indicator of the activities of each manufacturer. And the position of this manufacturer’s products on the market will ultimately determine the performance of the entire team, its present and future.
Successful entry into the market and gaining authority on it are determined by the implementation of a system of logical actions, which is called marketing. Marketing literally means market activity, work with the market. The concept of marketing was formed in the United States at the beginning of the 20th century and has undergone major changes over the past decades. Currently, marketing has acquired the importance of a management function. Now they are already talking about the system market orientation management or the logic of customer-oriented entrepreneurial thinking.
Changes in the market situation in the country, energy, demographic and environmental instability lead today to the need to build marketing activities manufacturer, taking into account the needs of both a specific consumer and society as a whole, i.e. All activities are based on the reasonable needs and long-term well-being of the individual consumer and society as a whole.
Thus, the topic presented in this work is quite relevant at the present stage.
The purpose of the course work is to study the fundamentals and features of management in marketing.
In accordance with the goal, the following tasks are set:
– reveal the concept of economic efficiency;
– identify factors influencing the level of economic efficiency;
– consider the definition and basic concepts of marketing;
– show the principles of marketing;
– provide an analysis of market opportunities;
– study the selection of target markets;
– consider the development of a marketing mix.
In preparing the course work, the works of famous specialists in the field of management and marketing were used, such as L.E. Basovsky, A.M. Godin, G.B. Kaznachevskaya et al.
G Chapter 1. The meaningful concept of economic efficiency and factors influencing its level
1.1 Concept of economic efficiency
A manager's job is to lead people to achieve their goals. If management activities solves the assigned tasks, ensures the implementation of goals, and based on the optimal use of available resources, then it is considered effective. In other words, efficiency shows the extent to which the management body realizes its goals, and in this sense, the problem of management efficiency is an integral part of management economics, part of production efficiency.
“Effect” and “effectiveness” are different concepts. The economic effect is the result of human labor in the process of producing material goods (the amount of products produced at a site, factory, the increase in newly created value in the national economy).
However, the effect in itself does not sufficiently characterize human activity. To characterize it more completely, it is important to know at what cost this effect was obtained, i.e. how much did the result cost? The same labor costs can produce different effects, and vice versa, the same effect can be achieved with different labor costs. Target social production- obtaining greater effect with the least labor, material and monetary costs. Therefore, it is necessary to compare the obtained result with the costs with which it was obtained, i.e. attribute the effect to costs, compare one absolute value - the effect - with another absolute value- expenses. This comparison gives a relative value - efficiency.
Management work is one of the most complex types of human activity, and its assessment cannot always be made directly due to the lack of formalized results and quantitative assessment individual species work performed, so indirect methods are often used to measure its effectiveness.
Management effectiveness can be tactical or strategic. Tactical effectiveness reflects the effect achieved in the near future, strategic effectiveness - in the future.
Efficiency can be distinguished as potential and actual. Potential effectiveness is assessed in advance, real effectiveness is determined by the results obtained in practice.
Management efficiency is defined as relative values- the relationship between the goal and the result obtained, the economic effect and costs, the need and its satisfaction - and in general view, for example, in the profit received. But one cannot take a simplified approach to assessing the effectiveness of management, comparing the profit received and the costs of management, because the result of management can be not only economic, but also socio-economic, social.
Thus, the concept of efficiency includes various types, such as:
1) the ability to achieve intended goals and within the planned time frame;
2) the price of resources spent on achieving the goal;
3) degree of satisfaction of interests various groups individuals and organizations associated with the activities of the enterprise (owners, managers, employees, clients, suppliers, etc.).
Moreover, these types of efficiency often contradict each other, and it is almost impossible to choose an efficiency that satisfies everyone. Therefore, it is necessary to take into account what kind of effectiveness and “for whom” we are talking about.
The criterion for assessing managerial work is its effectiveness:
It should be noted that the result of managerial work is expressed not only by economic, but also by social effect. As for costs, they represent living and embodied managerial labor.
In practice, when assessing the labor efficiency of management workers, the concept of “economic efficiency of managerial labor” is used in a narrower sense, since it represents only the savings in living and material labor obtained in the field of material production management as a result of optimization and rationalization of management activities.
The criterion for assessing the labor efficiency of management staff is also social efficiency, which, due to the lack of quantitative measures, is determined mainly by qualitative indicators. The criterion of economic efficiency of managerial labor makes it possible to quantitatively measure the labor efficiency of the management apparatus, so it has found the greatest practical application.
1.2 F actor s influencing on management efficiency
Factors influencing management efficiency include the size of the enterprise and the number of its employees, as well as the characteristics of production activities. Among these factors:
· potential of employees, their ability to perform work;
· means of production;
· culture of the organization;
· social aspects activities of personnel and the team as a whole.
This involves the use of the latest information and management technologies, maximum automation and computerization of business processes, the active participation of organization employees in management, the formation of reliable communications, and the interest of all participants in management results.
Each organization, each management entity has its own external and internal factors influence on efficiency (see Table 1).
Table 1. Factors influencing efficiency
| External factors | Internal factors |
| 1 | 2 |
| Active competitor policy | Psychological climate in the team |
| Sudden changes in economic situation clients | Unevenness, irregularity of supplies and work overloads |
| Economic and political crises affecting the efficiency of the enterprise | Employee absenteeism, unmotivated absences and loss of working time |
| Socially significant events | Illnesses of managers and employees |
| Structural changes in society | Activities carried out by the trade union movement (strikes, rallies, etc.) |
| Adverse weather conditions | Industrial conflicts |
| Situation on the labor market: surplus of specialists, unemployment, insufficient qualifications of workers | Dismissal or hiring of new employees |
| Government measures to regulate social processes at the expense of employers | Expansion or reduction of the organization's activities |
| Repressive and aggressive legislation towards entrepreneurship | Malfunctions of machinery and equipment, office equipment, communications |
| Migration processes that worsen the quality of the population | Criminal behavior of clients or staff: theft, deception, embezzlement, technical vandalism |
| Sharp fluctuations in financial markets | Actions of influential persons promoting or hindering the activities of the organization (lobby) |
| Unexpected changes in the market conditions for energy resources and raw materials | Factors of property protection and labor safety |
| Changes in the balance of political forces influencing the industrial policy of the state | Social initiatives of the team, invention and innovation |
New technologies for the production of goods |
Development of management strategies, coordination of development plans with the team |
| Trade union requirements for safety and working conditions | Administrative control, reward and penalty system |
The influence of the media on the formation of the image of an enterprise and his leadership |
Positive motivation for creative and productive work of employees |
The effectiveness of management depends on the activity of the subject of management. Activity consists of two types of factors - structural and activating. Structural factors of management require a rational approach, logic, objectivity and systematization. They characterize the area of technical skills. Activating factors characterize the process of managing people and the ability to establish interpersonal relationships. Mastery of these factors requires a creative approach, knowledge in the field of human behavior, and intuition (see Fig. 1).
Rice. 1. Structural and activating factors of management
Thus, in this part of the work, the substantive concept of economic efficiency and factors influencing the level of economic efficiency are considered.
Based on the foregoing, we can conclude that the essence of management consists of a set of principles, forms and methods of production and personnel management, and the rational and effective use of enterprise resources.
To complete the topic, this work also examines the market concept of enterprise management - marketing.
2. R market concept of enterprise management
2.1 Definition and basic concepts of marketing
The effective functioning of firms in a market economy system largely depends on marketing, which is called the market concept of enterprise management.
There are different interpretations of marketing due to the relatively dynamic evolution of marketing and the presence of a large number of schools and approaches to marketing theory and practice. According to the German Marketing Institute, by 1995, about 2,000 definitions of marketing had accumulated.
Having passed a century-long path in its development, marketing has become not just an authoritative theory of modern business, its most active and entrepreneurial forces, but also a clear guide to action, based on an understanding of the driving forces of market development and market economy. Marketing is characterized as a complex, multi-layered and multi-dimensional phenomenon and therefore cannot be characterized by one universal definition. Some definitions of marketing are given as an example (see Table 2).
Table 2. Marketing definitions
| Author | Content | ||
| 1 | 2 | ||
| Kotler F. | Marketing is a type of human activity aimed at satisfying needs and wants through exchange | ||
| Abramishvili GG. | Today, marketing is a unique philosophy of conducting business operations. | ||
| Braverman A.A. | At the macro level, marketing acts as a tool for shaping the market environment. At the micro level, marketing acts as a tool for integrating enterprises into the emerging market environment and, most importantly, is a means (often decisive) to attract investment | ||
| American Marketing Association | Marketing is the process of planning and implementing the concept, pricing, promotion and implementation of ideas, goods and services through exchange that satisfies the goal individuals and organizations | ||
| Evans J.R. | Marketing is the anticipation, management and satisfaction of demand for goods, services, organizations, people, territories and ideas through exchange | ||
| Pashkus Yu.V. | Marketing is a complex concept. It includes all activities involving exchange between people or countries aimed at satisfying the needs and desires of consumers | ||
| Schwalbe X. | Marketing is the sum of all actions within the framework of the turnover policy with the aim of creating, maintaining and expanding the market | ||
Nishlag R., Dichtl E., Hershten X. |
Marketing is the consistent orientation of all decisions directly or indirectly related to the market towards the needs of customers. Marketing today is understood as a market-oriented entrepreneurial style of thinking that is creative, systematic and sometimes aggressive in nature. |
||
| Lambin J.-J. | Marketing is both a business philosophy and an active process. Marketing is social process, aimed at satisfying the needs and desires of people and organizations by ensuring the free competitive exchange of goods and services of value to the buyer | ||
| Golubkov E.P. | Marketing is the process of matching a company's capabilities and consumer needs. Marketing, according to its broad understanding, is a social and managerial process through which individuals and groups of people, through the creation of products and their exchange, obtain what they need |
||
| Department of Marketing St. Petersburg State University of Economics and Economics | Marketing is the philosophy and tools of interaction between economic entities of the socio-economic system regarding the study, creation, reproduction and satisfaction of the demand of end consumers, their needs for goods and services in order to make a profit or achieve other results | ||
| Kulakov S.N. | The essence of modern marketing: this entrepreneurial activity, turning the buyer's needs into enterprise income | ||
| Danilov-Danielyan V. | Everything that is the object of this discipline is a certain projection of entrepreneurial activity onto the market axis |
However, despite the presence of a wide range of definitions, they have something in common, namely the orientation of marketing towards the needs of specific customer groups, a comprehensive approach to solving market problems, activities aimed at satisfying needs through exchange, expansion of production and sales based on a comprehensive study of needs buyers and targeted influence on them. In other words, the essence of marketing is this: produce not what you can, but what a specific consumer, society needs now and in the future.
Marketing begins with the needs and requirements of the individual, with which key concepts such as demand, product, exchange, transaction, market closely interact.
Need is a feeling of lack of something, a feeling of urgent need to satisfy the need for something that has arisen.
People's needs are diverse and complex:
· physiological needs for food, clothing and safety;
· social needs in spiritual intimacy, influence and affection;
· personal needs for knowledge, self-expression.
They all come from human nature. If the need is not satisfied, then the person feels destitute and unhappy. An unsatisfied person will do one of two things: either he will search for an object that can satisfy the need, or he will try to drown it out.
A need is a need that has taken a specific form within the framework of cultural, aesthetic, historical and other factors that determine the behavior of an individual in the socio-economic system.
As society develops, so do the needs of its members.
Manufacturers, for their part, are taking targeted actions to stimulate the desire to own more and more new products.
People's needs are almost limitless, but the resources to satisfy them are limited. A person will choose those goods that will give him the greatest satisfaction within the limits of his financial capabilities.
Demand is a specific need backed by purchasing power.
Demand is not a reliable indicator. People choose certain products under the influence of fashion, prices, income level, age, etc.
Human needs, requirements, demand presuppose the existence of goods to satisfy them.
A product is anything that can be offered on the market for purchase, use or consumption in order to satisfy certain needs.
Let's say that any person wants to be healthy. All products that can satisfy this need can be called a product range of choice. This range includes exercise equipment, sportswear, medications, services of sports and fitness centers and much more; The more fully a product corresponds to a given need and requirement, the more successful the manufacturer will be. Therefore, he must find consumers to whom he wants to sell the product, must find out their needs, and then create a product that satisfies these needs as fully as possible.
The presence of human needs and the availability of production of products capable of satisfying them is not yet sufficient for one to talk about the emergence of marketing.
Marketing occurs at the moment when people decide to satisfy needs and wants through exchange.
Exchange is the act of acquiring some desired good in exchange for something offered to the other party.
In order for the exchange to take place, the following conditions must be met:
1. Having at least two partners.
2. Each party must have something of value to the other.
3. Each party must be able to communicate and ensure delivery of its goods.
4. Each party shall be free to accept or reject offers of exchange.
5. Each party considers the proposal for cooperation possible and profitable.
Compliance with these five conditions makes the exchange possible. Whether it will take place or not depends on the agreement between the parties and their willingness to conclude a deal.
The deal is trading operation between two parties. It presupposes the presence of at least two value-significant objects, an agreement on the conditions, timing and place of its completion.
There are two types of transactions: a monetary transaction, when goods are exchanged for money, and a barter transaction, when goods are exchanged for goods.
The concept of “transaction” is associated with the concept of “market”.
The market is formed by sellers and all potential consumers with certain needs or requirements for the satisfaction of which they are willing and able to take part in the exchange.
For a long time, a “market” was a place, such as a town or village square, where buyers and sellers gathered to exchange goods. Nowadays, a market does not necessarily have a physical location. The latest means of communication are used to display the product, advertise it, and receive orders.
Modern economics consists of many markets, it is a complex of interacting markets united by the process of exchange.
From a marketing point of view, this is a buyer's market, where the main character is the buyer, and he chooses the seller and his product; and a seller's market, where the main actor is the seller and the buyer has no choice. Thus, the market forces some people to do what others need, that is, it functions in accordance with objective economic laws, for example, the law of value, the law of supply and demand, and others. A buyer's market exists in conditions where demand is less than supply. A seller's market, on the contrary, is when demand exceeds supply, it is a market for a shortage of goods and services. Both economic situations cannot be resolved in a volitional way that would lead to a balance between supply and demand. But marketing can be used as an integral and comprehensive system designed to plan the range and volume of products, determine prices, distribute products between markets and stimulate their sales, so that the resulting variety of benefits leads to the satisfaction of the interests of both sellers and buyers.
2.2 Marketing principles
The essence of marketing, its fundamental provisions determine the principles of marketing. The basic principle of marketing is the orientation of the final results of production to the real requirements and wishes of consumers. The essence of this principle can be expressed as follows: “Find a need and satisfy it.” This assumes a good knowledge of the market situation, competitors, and consumer behavior in the market, while consumers often do not know well enough what exactly they want. Therefore, one of the main tasks of marketing is to understand what the consumer wants.
All other principles are subordinated to the implementation of the fundamental principle of marketing:
· knowledge of the market, its requirements, a comprehensive study of the state and dynamics of consumer demand for this product(service), use of the received information in the organization of research and production and marketing activities;
· differentiated approach to market requirements, flexible response to changing market requirements in order to increase the efficiency of the enterprise, production of such goods that the consumer needs;
· influencing the market and consumer demand using all available means in order to shape it in the directions necessary for the enterprise;
· targeting the delivery of goods in such quantities, at such a time and in such a place that would most suit the end consumer;
· focus on innovation, introducing new products to the market and developing new markets;
· ensuring targeted management of the entire process - from scientific development to product sales;
· fight against competitors by increasing the technical level, quality, reliability and safety of products and providing related services;
· orientation of marketing strategy to the future based on implementation strategic planning and forecasting the behavior of goods on the market, etc.
Marketing activities will develop successfully provided that the above principles are implemented, but it must be borne in mind that they must be coordinated in content and time, that is, complexity and target orientation are necessary. Complexity means that the use of marketing provides an effect only if it is used as a system. The use of individual marketing actions, as a rule, does not produce positive results.
Target orientation and complexity of marketing is the merging into one stream of all elements of marketing activities to ensure stable profitability of the enterprise.
Thus, this part of the work examines the basic concepts and principles of marketing.
Based on the above, the following conclusions can be drawn:
1) Marketing is working with the market to carry out exchanges, the purpose of which is to satisfy human needs and requirements.
2) The main principle of marketing is the orientation of the final results of production to the real requirements and wishes of consumers.
3) The basic principles of the theory and practice of marketing can be used by any producers and types of enterprises.
4) Marketing combines the basic economic theories of market instruments: product, demand, supply, price, competition, which are used in various combinations to increase the efficiency of the enterprise.
To clarify the research, this work also considers marketing as a system of enterprise activity in the market.
3M marketing as a system of enterprise activity in the market
Any enterprise operates in a complex, changing marketing environment. If it wants to survive, it needs to produce and offer goods, works (services) that have value for a certain group of consumers. Through exchange, the enterprise renews its income and resources necessary for continued existence.
A company must ensure that its goals and product portfolio remain relevant to its specific market at all times. To do this, it must periodically review its target, strategic and tactical guidelines, including in the area of prices. And marketing serves as the main comprehensive means of monitoring the market and adapting to the changes occurring in it. Marketing is a process that needs to be managed.
Marketing management includes:
· analysis of market opportunities,
· selection of target markets,
· development of a marketing mix,
· Implementation of marketing activities.
3.1 Market opportunity analysis
No business can rely entirely on its current products and markets. As research by American scientists shows, most of the current sales and profits of companies come from goods that, say, five years ago, they either did not produce at all or did not sell. Entrepreneurs may feel that their capabilities are limited, but experience shows that this is only a consequence of the fact that they failed to realize their strengths. Enterprises can identify and evaluate the prospects for market opportunities, first of all, using a marketing information system that is successfully used by US companies. The marketing information system consists of a set of systems: internal reporting, collection of external current marketing information, marketing research, analysis of marketing information.
The internal reporting system reflects current sales indicators, costs, volumes of inventories, cash flow, data on receivables and payables.
The system for collecting external current marketing information is a set of sources and methodological techniques with the help of which managers receive everyday information about events occurring in the commercial environment (newspapers, magazines, newsletters, sales agents, purchasing information from third-party suppliers of external current information, etc.). d.).
A marketing research system is a systematic determination of the range of data required in connection with the tasks facing a commercial structure, their collection, analysis and reporting on the results. Many foreign companies have their own marketing research departments. Examples of types of such research: advertising, commercial activity and its economic analysis, company responsibilities, product development, sales and markets. This type of research, such as “sales and markets,” in turn, includes measurements of potential market opportunities, analysis of the distribution of market shares between manufacturers, study of market characteristics, sales analysis, determination of quotas and sales territories, study of distribution channels, test marketing, study of strategies sales promotion.
The marketing information analysis system is a statistical bank and a bank of models. A statistical bank is a set of modern methods of statistical processing of information that make it possible to most fully determine the interdependencies within a collection of data and establish the degree of their statistical reliability. These techniques allow you to get answers to questions of this type:
· What are the main variables that influence sales, and what is the significance of each of them?
· what will happen to sales if the price of a product is raised by 10% and advertising costs by 20%?
A bank of models is a set of mathematical models that facilitate the adoption of optimal marketing solutions market figures. Each model consists of a set of interrelated variables that represent some real system, process or result. These models help answer the questions: “what if...?” and “which is better...?”
American scientists have created in the field of marketing great amount models that help set sales boundaries and choose a location retail outlets, forecast the sales of product new products, etc.
Analysis of market opportunities reveals:
1) the possibility of selling existing products in existing markets through deeper implementation in them. In other words, the organization’s business activities will be carried out using existing products in existing markets, and deeper penetration into them can be achieved by reducing the list price, increasing advertising costs, etc.;
2) the possibility of selling existing products in new markets by expanding the boundaries of the market, which is achieved, as a rule, by attracting new groups of buyers;
3) the possibility of selling a new product in existing markets.
Here, a new product means its new development: improvement in quality, assortment, packaging, packaging, etc. As a rule, these new products fit into the “profile” of the organization that specializes in their release;
4) opportunities to sell new products in new markets. This is usually associated with the sale of new goods that are not core for this production. Such diversification opportunities may arise in the event of purchasing a new enterprise or expanding an existing one through the creation of new production facilities.
In Fig. 2, all of the above is presented in the form of a product and market development grid.
Rice. 2. Product and market development grid
The identified market opportunities are considered in two aspects - which specific areas of marketing activities meet the goals of the enterprise and whether they correspond to the available resources. The selected options for the enterprise's market opportunities are considered further for the selection of target markets.
3.2 Selection of target markets
The selection of target markets goes through four stages: measuring and forecasting demand, market segmentation, selection of target market segments and positioning of the product in the market. All the mentioned stages of marketing activities are of a specific nature, i.e. are carried out in relation to various types markets (consumer markets and markets for industrial goods), which have their own characteristics.
1. Measuring and forecasting demand begins with an assessment of the current market size. To do this, marketing services identify all products sold on the market and estimate the sales volume of each of them. Marketing intelligence specialists then look at all the factors and trends affecting product demand and make predictions about its prospects.
2. Market segmentation is the process of dividing consumers into groups based on differences in needs, characteristics, or behaviors. A market segment consists of consumers who respond in the same way to the same set of marketing incentives. For example, consumers who choose a potent headache remedy regardless of price is one market segment; its other segment is buyers who primarily pay attention to the price of the drug. Therefore, entrepreneurs prudently concentrate their efforts on meeting the specific needs of one or more market segments.
Marketing segmentation reveals the possibilities of various market segments in which the seller will act. After this, the company needs to decide how many segments to cover and how to determine the most profitable ones.
3. Selection of target market segments. Several solutions are possible:
1) concentration on a single segment (say, a long-acting painkiller for a group of middle-aged people);
2) focus on consumer needs (an enterprise can focus on satisfying one consumer need - the production of long-term painkillers for all types of buyers);
3) targeting a consumer group (an enterprise may decide to produce all types of painkillers needed for a specific consumer group, for example, middle-aged people);
4) servicing several unrelated segments;
5) coverage of the entire market (the enterprise may decide to produce the entire range of painkillers in order to serve all segments of the market).
Abroad, when entering a new market, most firms begin by serving one segment and, if it turns out to be successful, gradually expand to others. The sequence of development of market segments is carefully thought out. A good example Careful planning of entering the market and seizing a dominant position in it serves the activities of Japanese firms. They penetrate an overlooked area of the market, make a name for themselves through satisfied customers, and only then expand their activities to other segments. Using this marketing approach, they captured an impressive share of the global market for cars, cameras, watches, consumer electronics, and steel. Large companies ultimately strive for full market coverage. An example is the American corporation General Motors, which produces cars “for any wallet, any purpose, any person.” A leading company typically addresses different market segments with different offerings.
4. Positioning of the product on the market. Having chosen which segment to target, a business must decide how to penetrate that segment. If the segment is already established, it means that there is competition in it, so first you need to determine the positions of all existing competitors: identify all the products currently offered in a specific market segment, and study what parameters, properties and other characteristics of the product are of interest to buyers of the target segment.
Taking into account the positions occupied by competitors, the company decides on the penetration of its product into a certain market segment. Typically, there are two routes of entry.
The first way is to position yourself next to one of the existing competitors and start fighting for market share. The management of the enterprise can do this if it feels that:
1) the enterprise can supply to the market a product that is superior to a competitor’s product;
2) the market is large enough to accommodate two competitors;
3) the enterprise has greater resources than its competitor;
4) the chosen position best suits the characteristics of the organization’s strengths.
The second way is to develop a product that is not yet on the market. In this case, the enterprise will win over consumers, looking for goods of this type, since competitors do not sell it. Having decided on a positioning strategy, the company begins to develop a detailed marketing mix.
3.3 Development of the marketing mix
The marketing mix is a set of practical measures to influence the market or adapt the activities of an enterprise to the market situation, as well as timely and flexible response to its changes.
The marketing mix includes everything that a company can do to influence the demand for its product (see Figure 3). These opportunities can be combined into four groups: product (a set of products, works, services that the enterprise offers to the target market), price (the amount of money that consumers can pay for the product in the target market), distribution methods (all types of activities through which the product becomes available to target consumers - wholesale, retail), stimulation methods (advertising, propaganda, etc.).
Rice. 3. Components of the marketing mix
An essential element of the marketing mix is price. The prices set for a product must be such as to ensure the receipt of sufficient revenues to cover the costs of production, distribution and sales and to generate a profit. And at the same time, the price should be affordable and attractive to the buyer. If the price does not match the value of the product, consumers will turn to competitors' products.
Marketing specialists in the field of prices are faced with the task of analyzing factors that influence prices. The work of analyzing market opportunities, selecting target markets, developing a marketing mix and, especially, its implementation require serious additional efforts in marketing management. In particular, the enterprise must have systems of marketing information, marketing planning, marketing services and marketing control.
All of the above components of the marketing mix in one way or another depend not only on the enterprise itself (its efforts), but also on trends and events taking place in the marketing environment, the consideration of which is necessary when developing marketing complexes.
However, it should be noted that in many Russian enterprises marketing is not used widely and effectively. This is in particular due to the lack of experience in marketing, the small size of enterprises and the scope of marketing activities, and the shortage of qualified marketers and computer software.
Conclusion
Thus, in this work the fundamentals and features of management and marketing were studied.
Based on the above, a number of general conclusions can be drawn:
1) The essence of management lies in the set of principles, forms and methods of production and personnel management, in the rational and effective use of enterprise resources.
2) The concept of “economic efficiency of managerial labor” represents the savings in living and embodied labor obtained in the field of material production management as a result of optimization and rationalization of management activities.
3) The lower the efficiency indicator of the management system, the higher the efficiency of the management system, since the lower the level of management costs and the higher labor productivity, the more rational and economical the production.
4) Marketing is working with the market to carry out exchanges, the purpose of which is to satisfy human needs and requirements.
5) The main principle of marketing is the orientation of the final results of production to the real requirements and wishes of consumers.
6) The basic principles of the theory and practice of marketing can be used by any producers and types of enterprises.
7) Marketing combines the basic concepts of economic theory: product, demand, supply, price, competition.
8) In many enterprises, marketing is not used widely and effectively. This is in particular due to the lack of experience in marketing, the small size of enterprises and the scope of marketing activities, and the shortage of qualified marketers and computer software.
List of used literature
1. Ann H., Bagiev G.L., Tarasevich V.M. Marketing: Textbook. – St. Petersburg: Peter, 2005. – 736 p.
2. Baryshev A.F. Marketing: Textbook. – M.: Publishing Center “Academy”, 2007. – 208 p.
3. Basovsky L.E. Marketing: Course of lectures. – M.: INFRA-M, 2006. – 224 p.
4. Belousov A.G., Belousova S.N. Marketing: Course of lectures. – Rostov n/d: Phoenix, 2008. – 223 p.
5. Borisov E.F. Fundamentals of Economics. – M.: Yurist, 2005. – 336 p.
6. Vershigora E.E. Management: Textbook. – M.: INFRA-M, 2008. – 283 p.
7. Godin A.M. Marketing: Textbook. – M.: ITK “Dashkov and K 0”, 2007. – 760 p.
8. Golyadkin S.A. Economic and statistical study of the effectiveness of personnel management. Abstract of dissertation. Ph.D. econ. Sci. – Voronezh: Voronezhsky State University, 2005. – 24 p.
9. Dedov O.A. Application of key economic efficiency indicators in management industrial enterprise. – Ekaterinburg: Institute of Economics, Ural Branch of the Russian Academy of Sciences, 2002. – 30 p.
10. Zhuravleva G.P. Economics: Textbook. – M.: Yurist, 2007. – 574 p.
11. Iokhin V.Ya. Economic theory. Textbook. – M.: Yurist, 2006. – 861 p.
12. Kaznachevskaya G.B., Chuev I.N. Fundamentals of Management: Textbook. – Rostov n/d: Phoenix, 2007. – 384 p.
13. Marketing in industries and fields of activity: Textbook / Ed. V.A. Aleksunina. – M.: ITK “Dashkov and K 0”, 2006. – 716 p.
14. Marketing: Textbook / Ed. N.Ya. Kolyuzhnova, A.Ya. Jacobson. – M.: Omega-L Publishing House, 2006. – 476 p.
15. Meskon M.H., Albert M., Khedouri F. Fundamentals of management / Transl. from English – M.: Delo, 2005. – 799 p.
16. Management: Textbook / Ed. IN AND. Queen. – M.: Economist, 2007. – 432 p.
17. Mirzoev R.G., Minko E.V., Kolesnikov A.M. Methodology of efficiency in management and marketing: Textbook. – St. Petersburg: SPbGAAP, 2004. – 86 p.
18. Fundamentals of Management Textbook / Ed. D.D. Vachugova. – M.: Higher School, 2006. – 367 p.
19. Slepneva T.A., Yarkin E.V. Prices and pricing. – M.: INFRA-M, 2007. – 240 p.
20. Modern economics. Lecture course / Ed. O.Yu. Mamedova. – Rostov n/d: Phoenix, 2007. – 544 p.
21. Soloviev B.A. Marketing: Textbook. – M.: INFRA-M, 2005. – 383 p.
22. Srebnik B.V. Marketing: Textbook. – M.: Higher School, 2007. – 360 p.
23. Shchegortsov V.A., Taran V.A. Marketing: Textbook. – M.: UNITY-DANA, 2008. – 447 p.
24. Economics: Textbook / Ed. E.N. Lobacheva. – M.: Publishing house “Examination”, 2008. – 592 p.
25. Economic theory: Textbook / Ed. A.I. Arkhipova, S.S. Ilyina. – M.: Prospekt Publishing House, 2008. – 608 p.
(EFFECTIVE INNOVATION MANAGEMENT IN ORGANIZATIONAL SYSTEMS)
“The great purpose of education is not the transmission of knowledge,
and a call to action"
Herbert Spencer (1820 – 1903)
Goals and objectives of the Course
Ø Formation of ideas about management in organizational systems as a professional activity
Ø Familiarization with the main schools of management in organizational systems, history, theory and practice of foreign and domestic management: organizational structures, personnel management, effective and complex sales techniques, quality management, risks and chances, strategic management, management consulting
Ø Familiarization with methods and technologies of regular (effective, innovative) management, crisis management, socially oriented management, business management to the degree of excellence
Ø Formation of self-government skills, management in small groups, preparation of presentations, discussion and evaluation of innovative and strategic projects
Ø Formation of skills to initiate, justify the need, plan, organize and evaluate the results of innovative projects
Ø Discussion of current problems and new approaches in managing organizational systems, features of managing complex high-tech organizations.
Structure and content of the Course.
The sequence, content, forms and topics of classes can be adjusted during the course.
| INTRODUCTION Forms of conducting classes and certification. Working with literature. Independent work |
| Part I. REGULAR MANAGEMENT |
| 1. Activity approach. Vocational learning as an activity. |
| 2. Schools of management. Management as a professional activity. management. |
| 3. Organization structure. 4-page tablet. Administrative and functional structure. Process management, engineering and reengineering of business processes. |
| 4. Economic independence. Seven-orbit scheme of relations of economic independence. Subcontracting. Outsourcing. |
| 5. Change management in the organization. Project management as a model of innovation. Center for Analytics and Organization Development. |
| 6. Motivation and stimulation of labor. Wages and labor efficiency. Incentive models. Key performance indicators. |
| 7. Evolution of the organization. Evolutionary and cyclical processes in the organization. Stages, scenarios of change, types of leadership. Management and leadership. Team building, management team |
| 8. Organizational culture. National characteristics of management. Stakeholders, Social responsibility. Time management, stress management. Corporate religion. Team building. |
| 9. Professional career management. Problems and typical errors management. The crisis of globalization and new paradigm management. |
| Part II. TQM (TOTAL QUALITY MANAGEMENT) The concept of quality. History of the development of quality management. Main factors of quality of products and services. Basic principles of TQM, ISO 9001 and 9004. Economics of quality. Fundamentals of metrology and qualimetry. Statistical methods quality control. Quality service in the organization. Quality management methods. Stages of certification. National features of certification. Quality development prospects: six sigma, Lean, business continuity management |
| Part III. MARKETING Concept, history of formation, forms and methods of marketing. Marketing service structure. Commercial and innovative marketing. The concept and technologies of effective and complex sales. Marketing of intellectual products and services. Technologies for presenting intellectual products. |
| Part IV. STRATEGIC MANAGEMENT The concept, forms and methods of strategic management, situation analysis and risk management. Crisis and uncertainty, risk and chance. Two paradigms organizational management: business efficiency and capacity development. |
| Part V. MANAGEMENT CONSULTING Concept, history of management consulting. Features of management consulting in Russia. Market for consulting services. Organizational forms and methods of management consulting. Evaluating the effectiveness of consulting projects. Game forms development of the organization. |
| CONCLUSION. Summing up the course (reflection), discussing the prospects for further training. Certification. |
Literature.
There is no single basic textbook for this Course. Within the framework of the Course, the author's results of scientific developments on reflexive analysis and development of management, conducting OD games and management consultations from IMI Consulting and other consulting centers are used. Can be used as additional literature for lectures following works:
· Andreeva G.M. Social Psychology. – M., 1999.
· Balashov V.G., Irikov V.A., Ivanova S.I. Growth and breakthrough into leaders. Workshop on overcoming the crisis. -M.: Delo, 2009.
· Baranov P.V. and others. Clusters and the new management paradigm. M.: 2012.
· Baranov P.V., Sazonov B.V. Game forms of development of communication, thinking, activity. 2nd edition, M., MNIIPU, 1989.
· Birman L.A., Kochurova T.B. Strategy for managing the innovation process. – M.: DELO, 2014.
· Biryukov S.E., Hainish S.V., Baranov P.V. etc. From a survival strategy to a strategy of active development (the practice of reform and financial recovery of Vladimir Plant Elektropribor OJSC). - M.: IMI consulting, 2001.
· Weber M. Selected works / Ed. P.P. Gaidenko. M.: Progress. 1990.
· Gvishiani D.M. Organization and management. M., 1998 and subsequent editions
· Dank D. Monster of Change. Reasons for success and failure of organizational change. Alpina Publisher. M., 2003.
· Egorov Yu.N. Marketing Basics. Textbook (bachelor's degree). – M.:INFRA-M, 2014. – 272 p.
· Emelyanov E.N., Povarnitsina S.E. Business psychology. - M.: ARMADO, 1998.
· Irikov V.A., Mikheev V.A., Otarashvili Z.A., Sushkov D.V. Program development innovative development enterprises. Methodology, practice, recommendations for implementation / under re. Irikova V.A. - M.: Logos, 2013.
· Irikov V.A. Development and implementation of effective programs for innovative development of enterprises and territories. Methodology and practice: tutorial. - M.: MZ Press, 2011.
· How to balance work and personal life. M.: Alpina Business Books, 2007 – 202 p.
· Kaplan Robert, Norton Dave. Balanced system indicators: from strategy to action. M., 2003.
· Kleiner G.B., Tambovtsev V.L., Kachalov R.M. Enterprise in an unstable economic environment: risks, strategies, security. M.: Economics, 1997. – 288 p.
· Kondratyev N. Basic problems of economic statics and dynamics. M. 1991.
· Kotler F. et al. Fundamentals of Marketing. M.: Progress, 2003.
· Kunde J. Corporate religion. Future market leaders will be companies with a strong personality and corporate soul. Stockholm School of Economics in St. Petersburg. 2002.
· Lefevre V.A. Conflicting structures. Third edition. - M.: Institute of Psychology RAS, 2000.
· Lefebvre V.A.. Algebra of conscience. Translation from the 2nd English edition. - M.: KOGITO-CENTER, 2003.
· Neudachin V.V. Implementation of the company's strategy. – M.: DELO, 2014.
· Nordstrom K., Ridderstrale J. Business in funky style. Capital dances to the tune of talent. Stockholm School of Economics in St. Petersburg. 2002.
· Peters T., Waterman R. In Search effective management. - M.: Progress, 1986.
· Peters Vol. Imagine. Business excellence in an era of disruption. Stockholm School of Economics in St. Petersburg. 2004. – 352 p.
· Polyakov V.A. Career psychology. - M.: Delo, 1995.
· Porter Michael. Competition. Competitive environment. M.: Alpina Business Books, 2005.
· Prigozhin A.I. Methods of development of organizations. - M.: MCFR, 2003.
· Svergun O. Psychology of success, or how to become the master of your life. – M.: AST-PRESS, 2000.
· Taylor F.W. Principles scientific management. M., 1991.
· Tereshchenko V.I. Course for senior management personnel. Abbr. Translation from English M., 1970.
· Thompson A.A., Strickland A.J. "Strategic management: concepts and situations for analysis." – M.:, St. Petersburg, Kyiv: “Williams” 2007.
· Trenev V.N. Fundamentals of strategic management. Educational and methodological manual.-M.: SINTEG, 2011.
· Fayol A. General industrial management. M.: 1992.
· Fischer R., Yuri U. Negotiations without defeats. - M.: Delo, 1993.
· Fox D.J. Competitive advantages V in monetary terms. Ed. 3rd. M.: Alpina Business Books, 2005. – 304 p.
· Heinish S.V. Management and business in a weakly structured world: Current cross-sections, paradoxes, solutions (From the experience of management consulting). M.: Editorial URSS, 2014.
· Hainisch S.V., Baranov P.V. etc. Small business development based on reorganization large enterprises. - M.: CONSECO, 1998.
· Hammer M., Champi J. Reengineering of corporations. Manifesto for a revolution in business. St. Petersburg: St. Petersburg University, 1997.
· Hana Tarun, Palenu Krishna. "Focused Strategy and Emerging Markets." – M.: Albina Business Books, 2008.
· Human potential: experience of an integrated approach. M., 1999.
· Schumpeter J. Theory economic development. - M.: Progress, 1987.
· Shchedrovitsky G.P. Selected works. - M.: School of Cultural Policy, 1995.
· Yadov V.A. Strategy sociological research. Description, explanation, understanding of social reality. M., Dobrosvet, 2001.
Periodicals: “Expert”, “Money”, “Company”, “ International magazine“Theory and practice of management”, “Personnel management”, “Reflexive processes and management”, “Centaur”, etc., Newspapers “Kommersant”, “Economic newspaper”, etc.
Fiction and journalistic literature:
novels by T. Dreiser, A. Haley; G. Ford. My life, my achievements.; P. Coelho. Alchemist and etc.
Lee Iacocca. Manager's career. M.: Delo, 1995;
R. Branson. Losing my innocence. Autobiography. Stockholm School of Economics in St. Petersburg. 2003;
R. Young. Brighter than 1000 suns.
Machiavelli Niccolo. Sovereign.
Marke David. Turn your ship around: tough management from the captain of the best US nuclear submarine.
Assessment, exam
1. Each student must: attend at least 2/3 of the classes, actively participate in the classes, prepare homework, study Handout and literature on the topics of the Course.
2. The test for 1 semester takes the form of a control test (30 control questions, including closed questions and 4 answer options), an interview and/or case analysis.
3 Credit for 2nd semester. The listener must prepare coursework– abstract: text in in electronic format(12 pages + 2, font size No. 12, spacing 1.5) and presentation (slides, 7 min. + 1) on the innovative project being developed or on the subject of the Course. Possible contents of the abstract: justification\business plan of the project or statement of the problem, literature review, management analysis of the case, model, options for management decisions and actions, conclusions or conclusion.
BARANOV Pavel Vasilievich, leading senior researcher at the International Research Institute of Management Problems, deputy director and leading consultant of IMI Consulting, associate professor at MIPT, MEPhI, RANEPA under the Government of the Russian Federation, candidate of psychological sciences.
Basic education, advanced training: electronics engineer, mathematician, engineering and social psychologist, MBA professor (validation: UK, University of Wolverhampton).
Areas of professional activity: Scientific research, management consulting, teaching activities on the following topics: crisis management, regular effective management, innovative management, technology effective sales, development human resources(HRD), total quality management (TQM), strategic management thinking, organizational behavior and reflection, management consulting.
The basis of the economy is production; without it, exchange, consumption and trade cannot be carried out. The goal of economic activity is to increase profits.
Depending on the approach to the management process economic activity there are four types economic systems:
- Traditional. The main component is traditions, on the basis of which it is decided what to produce and for whom. It is characterized by backward production technology and a low standard of living of the population.
- Team. All economic decisions received by representatives state power. The main goal is to increase production efficiency; the main task of economic entities is to fulfill the plan.
- Market. It is characterized by free competition and the predominance of private property. The distribution of resources is carried out due to changes in prices in the market. The main task of enterprises is to make a profit.
- Mixed. It combines all types of economic systems, which allows you to use the advantages of one type, compensating for the disadvantages of another.
Management has a close connection with economics, but is a separate science. Management is aimed at creating, designing and implementing an organization's development plan in order to maximize the company's potential profit. Management studies the management of certain components of economic activity.
Managerial economics is one of the most important components of economic science. It is based on methods of achieving the desired result in individual industries or within a specific entity. Management is used within the framework of microeconomics, as it is designed for producers of goods and services.
Concept and functions of management
Management - the ability to manage the activities of a company or production processes at the enterprise. The main goal is to obtain competitive products that bring profit.
The managerial functions of management include leadership:
- The staff. Control labor activity, stimulating employees to achieve their goals.
- Sales of products. Search for consumers of goods and services.
- Production technology. Search for new equipment and introduction of advanced production technologies.
Economic activity. Creation and control of a system that produces high-quality competitive products. Sales of goods and services on the market.
Loading...