Формування та розвиток системи адміністрування на підприємстві

Abstract

Написання дисертаційної роботи стало вирішенням одного із важливих теоретико-прикладних завдань у сфері формування та розвитку системи адміністрування на підприємстві, а саме, вперше запропоновано модель ідентифікації розривів інтересів між різними стейкхолдерами, що дало змогу чітко оцінити величину розриву і відповідно обрати адекватні методи їх вирішення. Було удосконалено модель для оцінювання рівня розвитку підприємства за чотирма напрямами: фінансовий розвиток, внутрішньогосподарські процеси, розвиток людського потенціалу та показники розвитку маркетингу та оборотності. Дана модель базується на використанні таксономічного аналізу, який розширено та системно проаналізовано. Подальшого розвитку набуло трактування поняття «адміністрування»; сформовано систему ключових індикаторів на основі конфлікту інтересів зацікавлених груп; розроблено стратегії розвитку персоналу за рівнем винагороди, що дає змогу підприємству чітко оцінити склад та настрої працівників, поділивши їх на відповідні категорії. Написание диссертационной работы стало решением одной из важных теоретико-прикладных задач в сфере формирования и развития системы администрирования на предприятии, а именно, впервые предложена модель идентификации разрывов интересов между различными стейкхолдерами, что позволило четко оценить величину разрыва и соответственно выбрать адекватные методы их решения. Также была усовершенствована модель для оценки уровня развития предприятия по четырем направлениям: финансовое развитие, внутрихозяйственные процессы, развитие человеческого потенциала и показатели развития маркетинга и оборачиваемости. Дальнейшее развитие получило трактовки понятия «администрирования»; сформирована система ключевых индикаторов на основе конфликта интересов заинтересованных групп; разработаны стратегии развития персонала по уровню вознаграждения, позволяет предприятию четко оценить состав и настроения работников, разделив их на соответствующие категории. The dissertation presents a theoretical generalization and it proposes a new solution of scientific problem for the improvement of existing and the development of new theoretical and applied basis and practical recommendations for the formation and development of administration system at the enterprise. The formation and development of administration system aims to distinguish the basic principles at the enterprise, which, on the one hand, can identify the needs and motivation of each employee, and, on the other hand, can create an interacting highly effective management system with dominance of regulatory functions. Based on identifying important essential features, the notions of «administration», «administrative management», «administration system», «management system» are clarified and differentiated. In accordance with the stated aim, the typology and directions of the development of management systems at the enterprises for the ability for managers of each level of management to provide integrated assessment of the state of development of administration system implemented by them at the enterprise. Administration means the development of effective measures, typical for the enterprise at the appropriate management levels. The administration aims to support the following: searching employees and conclusion of an agreement with them; high-quality work of employees; organization of personnel training; development, organization and support of supplying necessary components of the enterprise activity (raw materials, goods, materials); development of documentation for technical, technological, economic, design, organizational, social and other types of requirements and production characteristics; development of safety requirements; business entity registration in the relevant authorities and the resolution of related issues there; providing relevant information resources to managers for decision-making process. It follows that the administration system at the enterprise is a set of management elements aimed at overcoming conflicts and smoothing interests of stakeholders through the effective use of regulatory functions with the dominance of quantitative indicators. This can be achieved by standardizing similar operations and creative solutions under non-standard conditions in order to maximize organizational, collective and individual socio-economic results of the enterprise. The review of the administration components of the enterprise via combination of system, process and situational approaches allowed exploring widely the causal relationships in the administration system for improving its development. Separate groups of elements (components) that form the administration system, in particular, mission, goal, task, subject, object, factors, criteria, quantitative and qualitative parameters, levels of management, elements/constituents of the administration system, tools, methods, resources structure are highlighted. The clarification of these components will help to improve and develop the administration system of the enterprise at the all management levels and to define clearly the direction for this system. The efficiency of model for estimation of enterprise development level, based on the use of taxonomic analysis, is proved. Taking into account empirical research, in the dissertation the feasibility of use of four directions of enterprise development is substantiated: financial development, development of internal economic processes, development of human potential, development of marketing and turnover indicators, which enable management to assess the state and degree of development of the existing system. The author describes that the major differences between the concepts of «gap of interests» and «conflict of interests» exist. Each of these notions contains a separate set of indicators. In view of this, the model for identifying the gap of interests between the stakeholders groups is proposed. It allows staff managers to evaluate clearly the size of the gap, to choose appropriate methods for its reducing or avoiding in the personnel management system. The causes of occurrence of conflicts are found out and the place of origin of the gap between the interests of employers and employees is identified. The main problem is the level of wages. Taking into account the formed system of key indicators and using the method of correlation and regression analysis and expert opinions, the calculations for determining the independent variables that affect the interest gap are conducted. The proposed model will allow administrators to evaluate the cause and extent of the gap and to identify the degree of conflict situation. Based on the obtained results, the author propose measures that will reduce the gap of interests in order to eliminate the conflict, and in case of the impossibility to eliminate the conflict - to reduce the «gap» with minimal financial and resource costs. «Conflict of interests» causes the clash of interests of interested groups, and in the worst case – the end of further interaction and cooperation of its participants. That is why it is necessary to reduce the size of the gap and eliminate the conflict with dysfunctional nature using the organizational and administrative forms of management (one of the tasks of administration). Different types of risks and conflicts require a peculiar and special degree of manageability and a set of methods in each of the problem areas: wages, personnel management system of the enterprise, motivational measures, situation of demand and supply of labor in the labor market. The existence of risk is the cause of the emergence of conflict in any field. In order to identify the causes of the conflict of interest and the effect of the gap, the indicators for determining the research vector that will help managers to adjust the size of the gap in the future are identified. Taking into account the results of the research concerning the state of development of machine-building enterprises, the author proposes the functional strategies that will regulate the following labor relations in the enterprise: focus on corporate culture; focus on labor productivity; business process restructuring; socialization of business processes. It is proved that the development of personnel development strategies is important for the enterprise and it is necessary to take into account and to calculate the level of remuneration for employees. This allows the management apparatus and business entities to assess the composition and the moods of employees during their division on the appropriate categories by the remuneration, affiliation and their age.