What is the economic methods of personnel management. Economic methods of management. Economic methods of personnel management

13.05.2020

Introduction 3

1. Economic methods of personnel management 5

1.1. Classification of personnel management methods 5
1.2. The essence and types of economic methods of personnel management 10

1.2.1. Essence, types and planning process 11
1.2.2. Fundamentals of developing the pricing policy of an enterprise 17
1.2.3. Theoretical aspects motivation system research 22

2. general characteristics enterprises 31

2.1. Description of the enterprise 31

2.2. Composition and structure of production 33
2.3. Organizational structure enterprise management 36
3. Implementation of economic methods in personnel management LLC Muromets 38
3.1. Enterprise planning 38
3.2. Product pricing 43

3.3. Financial planning 49

3.4. Analysis and ensuring the effectiveness of a new type of activity 54

3.5. Analysis and development of measures to improve the motivation of the personnel of the enterprise 57

Conclusion 65
List of used literature 67
Appendix 69

Introduction One of the most important problems in present stage development of the economy of most countries of the world is a problem in the field of work with personnel. With all the variety of existing approaches to this problem in various industrialized countries, the main most common trends are the following: the formalization of methods and procedures for the selection of personnel, the development of scientific criteria for their evaluation, a scientific approach to the analysis of the needs for managerial personnel, the promotion of young and promising employees, increasing the validity of personnel decisions and expanding their publicity, systemic linking of economic and government decisions with the main elements of personnel policy. These general trends should be taken into account in the domestic practice of production management during the formation of a market economy. It is unlikely that anyone will dispute the assertion that the income of any organization primarily depends on how professionally the specialists work in it. The results of the activities of many enterprises and the accumulated experience of their work with personnel show that the formation of production teams, ensuring the high quality of human resources are decisive factors in the efficiency of production and the competitiveness of products. Problems in the field of personnel management and daily work with personnel, according to experts, in the near future will be constantly in the focus of attention of management. In the future, with the development of scientific and technological progress, the content and working conditions will become more important than material interest.

The main task of human resource management is the most efficient use of the abilities of employees in accordance with the goals of the enterprise and society. Personnel management is aimed at achieving the efficiency of the company.

The main task in the field of personnel management is the ability to create conditions for the realization of each employee's potential and to find in each specific case the necessary tool for influencing a person in order to solve the tasks at hand.

Science and practice have developed three groups of personnel management methods: administrative, economic and socio-psychological.

Administrative methods are characterized by their correspondence legal regulations operating at a certain level of government, as well as acts and orders of higher authorities. Economic and socio-psychological methods are of the indirect nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

The object of consideration in this paper is Muromets LLC.

LLC "Muromets" specializes in the production of office furniture for enterprises, institutions, schools, hospitals, cultural and entertainment centers, children's institutions.

The purpose of this work is to study the economic methods of personnel management.

Intrafirm management reveals the general principles, functions and economic methods of management. The paper analyzes such management functions as marketing, planning, organization (motivation), control, as well as the most important economic methods: commercial calculation, intra-company calculation, price pricing mechanism, financial policy of the company and its most important tools.

The implementation of economic methods of personnel management in Muromets LLC, in particular planning, analysis, justification of the effectiveness and motivation of employees, is one of the priority areas of the enterprise at the present stage of development of market relations.

1. Economic methods of personnel management

1.1. Classification of methods of personnel management The methodology of personnel management involves considering the essence of the organization's personnel as an object of management, the process of forming the behavior of individuals corresponding to the goals and objectives of the organization, methods and principles of personnel management. knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The goals of personnel management will be achieved only if top managers begin to consider the company's human resources as the key to its effectiveness. To achieve this, management must ensure the development of professional staff as essential condition, the implementation of which is impossible without careful planning, painstaking work and evaluation. Thus, personnel management has the following goals: 1) helping the company achieve common goals; 2) effective use of the skills and capabilities of employees; 3) providing the company with highly qualified and zain - interested employees; 4) striving for the fullest satisfaction of employees with their work, for their fullest self-expression; 5) developing and maintaining a high level of quality of life, which makes work in this company desirable; 6) communication with all employees 7) assistance in maintaining a good moral climate; 8) managing the movement for the benefit of individuals, groups, society. These goals are the most significant. There are, of course, other goals and different ways their achievements, but the provisions listed above should run like a red thread through all the activities of personnel management in firms. The effective functioning of the management structure sets specific, verifiable tasks that must be performed at a certain time. Personnel management is a specific function management activities, the main object of which is a person who is a member of certain social groups.

Modern concepts of personnel management are based, on the one hand, on the principles and methods of administrative and economic management, and on the other hand, on the concept of all-round development of the individual and the theory of human relations.

Methods of personnel management - ways of influencing teams and individual workers for the purpose of coordinating their activities in the process of functioning of the organization.

Personnel management methods as a specific activity are carried out with the help of various methods(methods) of influencing employees. There are various classifications of such methods in the literature. So, depending on the nature of the impact on a person, there are: methods of stimulation associated with the satisfaction of certain needs of an employee; informing methods that involve the transfer to the employee of information that will allow him to independently build his own organizational behavior; methods of persuasion, i.e. direct targeted impact on the inner world, the system of human values; methods of (administrative) coercion based on the threat or application of sanctions.

AND I. Kibanov proposes a classification of personnel management methods, distinguishing three groups of such methods:

1) administrative methods: formation of the structure and management bodies; establishment of government orders; approval of administrative norms and standards, issuance of orders and instructions; selection and placement of personnel; development of regulations, job descriptions and standards of the organization;

2) economic methods: technical and economic analysis; tech-nico- economic justification; planning; material incentives; pricing; tax system; economic norms and standards;

3) socio-psychological methods: social analysis in a team of workers; social planning; participation of employees in management; social development collective; psychological impact on employees (formation of groups, creation of a normal psychological climate, moral stimulation, development of initiative and responsibility among employees).

Administrative Methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as “carrot methods” according to the methods of influence. Socio-psychological methods come from motivation and moral influence on people and are known as "methods of persuasion".

Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, the desire of a person to work in a particular organization, and the culture of work activity. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence. Organizational and administrative methods are mainly based on the power of the leader, his rights, the discipline inherent in the organization and responsibility.

Three forms of manifestation of organizational and administrative methods are possible: 1) a mandatory prescription (order, prohibition, etc.); 2) conciliation (consultation, resolution of compromises); 3) recommendations, wishes (advice, clarification, proposal, etc.).

Economic methods of management become central, act in the following forms: planning, analysis, self-financing, pricing, financing, granting economic independence, when the team manages material assets, profits, wages, realizes its economic interests, reveals new opportunities and reserves.

Socio-psychological methods represent a set of specific ways of influencing personal relationships and connections that arise in labor collectives. In order for the impact on the team and people to be most effective, it is necessary to know the psychological characteristics of individual performers, the socio-psychological characteristics of individual groups and teams, and use techniques that are personal in nature.

Socio-psychological methods of management are based on the use of the social mechanism of management (the system of mutual relations in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management. Socio-psychological methods are based on the use of the laws of sociology and psychology. The object of their influence are groups of people and individuals. According to the scale and methods of impact, these methods can be divided into two main groups: sociological methods that are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.

A more detailed classification of personnel management methods on the basis of belonging to specific function personnel management allows you to build them in the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished: recruitment, selection and admission of personnel; business assessment of personnel; socialization, career guidance and labor adaptation staff; motivation of labor activity of personnel; organization of the personnel training system; conflict and stress management, personnel safety management, personnel work organization, business career management and professional promotion of personnel; release of personnel.

Thus, management methods are a set of techniques and methods of influencing a management object in order to achieve the goals set by the organization.

Administrative methods differ in the direct nature of the impact; they are mandatory, do not allow for the freedom of choice of employees and involve sanctions for failure to comply with orders.

Economic and socio-psychological methods are characterized by an indirect nature of the impact, the absence of a clearly defined time and the obligation of this impact. They allow within certain limits the freedom of individual choice and behavior, and largely depend on the individual characteristics of workers. It is quite difficult to accurately establish the strength and final effect of the impact of these methods. However, in general, these methods of management, especially economic ones, occupy a leading place in personnel management, acting as a foundation for managerial influence. All methods of personnel management are interrelated and are used in combination.

1.2. Essence and types of economic methods of personnel management Economic methods are elements of the economic mechanism that ensures the progressive development of the organization. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management. With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives promising and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the workshop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profit, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is effective organization wages in accordance with the quantity and quality of labor. Under the conditions of a market economic system and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is enhanced. They become the most important condition for creating a coherent, efficient and flexible system for managing the economy of an organization that acts as an equal partner in the market. other organizations in the social cooperation of labor. An economic development plan is the main form of ensuring a balance between market demand for goods, necessary resources and production of products and services. To achieve the set goals, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the plan of economic development. Thus, the role of economic methods is to mobilize labor collective to achieve final results. Economic methods of management become central, appear in the following forms: planning, analysis, cost accounting, pricing, financing, providing economic independence when the team manages material funds, profits, wages, Realizes its economic interests, reveals new opportunities and reserves. 1.2.1. Essence, types and planning process

Planning is a type of management activity associated with the preparation of plans for the organization and its components. Plans contain a list of what must be done, determine the sequence, resources and time required to achieve the goals. Accordingly, planning includes: setting goals and objectives; development of strategies, programs and plans to achieve goals; determination of the necessary resources and their distribution according to goals and objectives; bringing plans to everyone who must carry them out and who is not responsible for their implementation.

In the new economic conditions, plans are not given to enterprises from above, the enterprise "produces" resources on its own, bearing full responsibility for the assortment, quality and results. The plan becomes the basis for the activities of organizations of all forms of ownership and sizes, since without it it is impossible to ensure consistency in the work of departments, control processes, determine the need for resources, and stimulate the labor activity of employees at the enterprise. The planning process itself makes it possible to more clearly formulate the organization's goals and use the system of performance indicators necessary for the subsequent monitoring of results. In addition, planning strengthens the interaction of the heads of different departments of the organization. Planning in new conditions is a continuous process of using new ways and means to improve the organization's activities through identified opportunities, conditions and factors. Therefore, plans cannot be directive, but must change in accordance with the specific situation.

At the same time, the preparation of long-term and medium-term forecasts, showing possible directions for the future development of the organization, considered in close interaction with its environment, becomes an organic component of planning. Forecasts for the future form the basis of strategic plans, which reflect the most important links for any organization between goals, resources and opportunities. environment. In turn, strategic plans form the basis of current plans, with the help of which the work of the enterprise is organized.

Planning is an essential part of entrepreneurial practice in market conditions. From a general economic point of view, planning is a mechanism that replaces prices and the market.

Within the framework of a market system, prices are the main coordinator of the actions of its participants. It is prices that determine the volumes and methods of production and consumption of goods that are beneficial for sellers and buyers. However, in the internal environment of each economic unit, the price mechanism has been supplanted by the conscious actions and authoritative decisions of entrepreneurs and managers. The internal nature of the firm is based on a system of planned decisions.

Thus, participants in intra-company activities lose the freedom of action characteristic of independent and independent market entities, their behavior is under the control of enterprise managers.

Planning is also a natural part of management. It can be defined as the ability to anticipate the goals of the organization, the results of its activities and the resources needed to achieve certain goals.

Planning is not just the ability to foresee all the necessary actions. It is also the ability to anticipate any surprises that may arise along the way and be able to deal with them. The firm cannot permanently eliminate risk in its activities, but it is able to manage it with the help of effective foresight.

As market practice has shown, the use of planning creates the following important advantages:

makes it possible to prepare for the use of future favorable conditions;

clarifies problems that arise;

encourages managers to implement their decisions in future work;

improves coordination of actions in the organization;

creates prerequisites for improving the educational training of managers;

increases the ability to provide the company with the necessary information;

improves control in the organization.

Consequently, the most common approach to the integration of all parts of an economic organization is planning, developing a unified corporate strategy and a mechanism for its implementation.

The advantages in the implementation of planning belong to large firms, because they have the necessary capacity to foresee their future.

small economic organizations it is difficult to carry out large-scale planned work, especially expensive strategic planning. However, they may use some form of planning, especially operational planning; apply ready-made strategy models created by research firms.

Every plan must be drawn up with a certain degree of precision. In other words, plans should be specific and detailed to the extent that the external and internal conditions of the firm's activities allow. Strategic, long-term planning is forced to be limited to defining the main goals and the most general areas of activity, because the amount of reliable information about the future is very large, and the range and speed of changes are constantly growing. In plans designed for short periods of time and for individual divisions organization, concreteness and elaboration of details should become mandatory features, since such plans are instructions that determine the actions of people and teams that implement these plans.

Currently, work is underway to replace outdated guidelines with recommendations that would provide for the development of an enterprise plan based on marketing principles. Orientation to the consumer, to orders and demand, as well as the lack of approved tasks shift the focus in the development of a number of sections of the plan.

Consider the planning process in an organization.

Planning activities can be divided into several main stages

Feedback (corrective information)

The process of planning, or the direct process of planning, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans (4).

Activities for the implementation of planned decisions. The results of this activity are the real performance indicators of the organization (5).

Results control. At this stage, the actual results are compared with the planned indicators, as well as the adjustment of the organization's actions. Despite the fact that control is the last stage of planning activities, its importance is very high, since it is control that establishes the effectiveness of the planning process in the organization (3).

Thus, the planning process is the first stage of the overall activity of the firm.

The planning process is not a simple sequence of operations for drawing up plans, and not a procedure whose meaning is that one event must necessarily occur after another. The process requires great flexibility and managerial skill.

The planning process consists of a series of steps following one after the other. In general, the planning process is a closed loop with feed-forward and feedback.

Before proceeding with direct planning, those responsible for planning in the enterprise must determine the content and sequence of the planning process.

Having defined constituent elements planning process, those responsible for this activity should establish the sequence of planning activities.

better understand the planning process as a whole;

classify it and distribute the stages of the process over different periods of the year;

organize the process of monitoring the implementation of each stage of the planning process.

Much of the planning information is communicated orally, through special communications, meetings, and so on.

However, charting is very useful for planners as it disciplines planning activities.

1.2.2. Fundamentals of developing the pricing policy of an enterprise

In order to bring the price system in line with the requirements of intensive development National economy and the transformation of pricing into an effective tool for implementing the socio-economic policy of the people, it is necessary to implement a set of measures to improve pricing in the context of restructuring the economic mechanism.

The main task of restructuring the entire pricing system is to develop qualitatively new approaches to pricing, focused on the intensification of social production, the widespread use of economic management methods, the strengthening of economic accounting and self-financing in order to accelerate the socio-economic development of the country.

Qualitatively new system prices and pricing should be in line with the spirit of the times and perform the following tasks: be an active measure of labor costs and results economic activity; create Better conditions to improve production efficiency, resource saving, product quality.

The reform of prices and pricing provides for a broad democratization in pricing, meaning to ensure the optimal combination of stability and flexibility in the development and approval of prices for products and services based on the widespread use of economic methods while strengthening centralized principles in the management of the pricing process.

Price plays a central role in the system of the market mechanism and is an objective economic category, i.e. an instrument that functions only on the basis of economic laws. In any society, the price reflects the current model of economic management, being its derivative.

Pricing policy is an important element of the general strategy of the enterprise, directly included in such a large section of it as market strategy. It combines both strategic and tactical aspects and in the most general view can be defined as the activity of the enterprise's management to establish, maintain and change prices for manufactured goods, carried out in line with the general strategy of the enterprise and aimed at achieving its goals and objectives.

The strategic aspects of pricing policy include contractual measures to set and change prices, aimed at regulating the activities of the entire production and distribution network of the enterprise, and maintaining the competitiveness of manufactured goods and services in accordance with the goals and objectives of the overall strategy of the company.

Tactical aspects of pricing policy include short-term and one-time measures aimed at eliminating the distortion in the activities of production units and the distribution network, which arises as a result of unforeseen price changes in the markets and (or) the behavior of competitors, mistakes management personnel, and can sometimes go against the strategic goals of the enterprise strategy.

The strategic forms of price policy chosen by the enterprise and variants of its implementation directly follow from the market strategy pursued by it.

Depending on the combination of market strategy options used, a specific form of pricing policy implementation or an appropriate combination of such forms is selected. Here are some forms of pricing policy:

1. Achieve such a price level, the upper limit of which would provide the enterprise with maximum profit.

2. To provide the enterprise with a "normal profit" (reimbursement of production costs plus the average rate of profit).

3. Conduct a policy of "price" and "non-price" competition.

4. Set prices at the level of the "leader" or the prices of competitors.

5. Regulate prices to ensure the stability of volumes and range of products.

6. Achieve price and profit stability by maneuvering the factors of production.

7. Set low prices, including dumping, to penetrate the market.

Any enterprise should have an orderly methodology for setting prices for the goods and services it produces.

Price setting and economic justification is a complex and multi-stage process (Fig. 2).

Rice. 2. The sequence of the pricing process Enterprises need to have a proven methodology for setting the initial price for their goods. The pricing process consists of six stages: 1) setting pricing goals and objectives, 2) determining demand, 3) estimating costs, 4) price analysis and goods of competitors, 5) the choice of the pricing method, 6) the establishment of the final price. The initial stage of the pricing policy of the enterprise is to determine its goals. These may be ensuring survival in a competitive environment; maximization of current profit; gaining leadership in terms of market share or product quality. Next, it is necessary to identify the demand for the manufactured product, which determines, first of all, the upper price level. The minimum price level outlines the total (gross) costs of the enterprise, representing the sum of fixed and variable costs. The current pricing methods take into account the following possible options: Price too low, possible price, and price too high. In other words, there are three options for setting prices: a minimum level determined by costs; the maximum level formed by demand; the best possible price level. Given these considerations in the pricing policy of the enterprise, two methods are most widely used. The first is based on the principle of “average costs plus profit”, the second is to obtain a “target profit”, based on the calculation of its desired volume. The simplest and most common is the “average cost plus profit” method, which consists in charging a margin on the cost of goods. The amount of mark-up added by the firm may be standard for each type of product and varies widely depending on its type, unit cost, sales volume, etc. Another cost-based pricing method is focused on obtaining a target profit. In this case, the price is immediately set based on the desired profit margin. Using this pricing method, the firm must calculate at what price level sales volumes will be reached, allowing you to recover gross costs and get the target profit. The final stage of pricing is the establishment of the final price. In fig. Figure 3 presents nine options for a strategy of possible quality-price positioning, which are used by foreign firms as a marketing strategy in relation to price and quality indicators.

PRODUCT QUALITY

	1. Premium markup strategy	2. Deep Market Penetration Strategy	3. Strategy of increased value significance
	4. Overpriced strategy	5. Medium level strategy	6. Goodness strategy
	7. Robbery strategy	8. Flash strategy	9. Low value strategy

Rice. 3. Price-quality pricing strategies releases a product at a premium and sells it at the highest possible price, the newcomer may choose one of the other strategies. She can create high quality goods and assign to it average price(position 2), create an average quality product and charge an average price for it (position 5), etc. The firm must study the size and growth rate of the market for each of the nine positions presented in Fig. 3, and specific competitors within each of them.

Development of an independent pricing strategy is a constantly reproducible process. You cannot create such a strategy once and then use it without any adjustments for many years. Pricing policies should be constantly reviewed based on actual results achieved and adjusted as necessary. And most importantly, it must correspond to exactly the general marketing strategy that the company is following at this moment.

1.2.3. Theoretical aspects of the study of the motivation system

When planning and organizing work, the manager determines what exactly this organization should do, when, how and who, in his opinion, should do it. If the choice of these decisions is made effectively, the manager gets the opportunity to put his decisions into action, putting into practice the basic principles of motivation.

Motivation is the process of encouraging oneself and others to act in order to achieve personal or organizational goals.

Motivation is an activity aimed at activating people working in an organization and encouraging them to work effectively to achieve the goals set in the plans.

In the most general form, a person's motivation for activity is understood as a set of driving forces that encourage a person to carry out certain actions. These forces are outside and inside a person and make him consciously or unconsciously perform certain actions. At the same time, the connection between individual forces and human actions is mediated very complex system interactions, as a result of which different people can react in completely different ways to the same influences from the same forces. Moreover, the behavior of a person, the actions carried out by him, in turn, can also influence his response to influences, as a result of which both the degree of influence of the influence and the direction of behavior caused by this influence can change.

Motivation is a set of internal and external driving forces that induce a person to activity, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals. The influence of motivation on human behavior depends on many factors, largely individually and can change under the influence of feedback from human activity.

In order to fully reveal the concept of motivation, it is necessary to consider three aspects of this phenomenon:

that in human activity depend on motivational influence.

what is the ratio of internal and external forces;

how motivation correlates with the results of human activity.

Motivation is the process of influencing a person in order to induce him to certain actions by awakening certain motives in him. Motivation is the core and basis of human management. The effectiveness of management to a very large extent depends on how successfully the motivation process is carried out.

Depending on what motivation pursues, what tasks it solves, two main types of motivation can be distinguished. The first type consists in the fact that certain motives are called to action by external influences on a person, which induce a person to carry out certain actions, leading to a result desired for the motivating subject. With this type of motivation, it is necessary to know well what motives can induce a person to desirable actions and how to cause these motives.

The second type of motivation requires much more effort, knowledge and ability to implement it. However, its results as a whole significantly exceed the results of the first type of motivation. Organizations that have mastered it and use it in their practice can manage their members much more successfully and efficiently.

The first and second types of motivation should not be opposed, since in modern management practice progressively managed organizations tend to combine both of these types of motivation.

The process of using various incentives to motivate people is called the incentive process. Stimulation takes many forms. In management practice, one of its most common forms is financial incentives. The role of this stimulation process is exceptionally great.

However, it is very important to take into account the situation in which material incentives are carried out and try to choose exaggerations of its capabilities, since a person has a very complex and ambiguous system of needs, interests, priorities and goals.

Stimulation is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be carried out. At the same time, the higher the level of development of relations in the organization, the less often incentives are used as a means of managing people. This is due to the fact that upbringing and training, as one of the methods of motivating people, leads to the fact that the members of the organization themselves show an interested participation in the affairs of the organization, taking the necessary actions without waiting or not receiving the appropriate stimulating effect at all.

Motivation, considered as a process, can theoretically be represented in the form of six successive stages.

The first stage is the emergence of needs. The need manifests itself in the form that a person begins to feel that he is missing something. It manifests itself at a specific time and begins to “demand” a person to find an opportunity and take some steps to eliminate it. Needs can be very different. It can be conditionally divided into three groups: physiological, psychological, social.

The second stage is the search for ways to eliminate the need.

Once a need has arisen and creates problems for a person, he begins to look for ways to eliminate it: to satisfy, suppress, ignore. There is a need to do something, to do something.

The third stage is the definition of goals (directions) of action. A person fixes what and by what means he should do, what to achieve, what to get in order to eliminate the need. At this stage, four points are linked:

what should I get to eliminate the need;

what should I do to get what I want;

to what extent I can achieve what I want;

as far as what I can get can eliminate the need.

The fourth stage is the implementation of the action. At this stage, a person expends effort in order to carry out actions that ultimately should provide him with the opportunity to receive something in order to eliminate the need. Since the work process has an inverse effect on motivation, goals can be adjusted at this stage.

The fifth stage is receiving a reward for performing an action. Having done a certain work, a person either directly receives what he can use to eliminate the need, or what he can exchange for the object he wants. At this stage, it turns out to what extent the implementation of the actions gave the desired result. Depending on this, there is either a weakening, or preservation, or an increase in motivation for action.

The sixth stage is the elimination of the need. Depending on the degree of stress relief caused by the need, and also on whether the elimination of the need is called a weakening or strengthening of the motivation for activity, a person either stops the activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

The process of motivation is very complex and ambiguous. Exists a large number of various theories of motivation trying to explain this phenomenon. There are two approaches to studying theories of motivation.

The first approach is based on the study of the content side of the theory of motivation. Such theories are based on the study of human needs, which are the main motive for their implementation, and, consequently, activities. Proponents of this approach include American psychologists Abraham Maslow, Frederick Herzberg and David McClelland.

The first of the theories under consideration is called Maslow's Hierarchy of Needs. Its essence is reduced to the study of human needs. This is an older theory. Its supporters, including Abraham Maslow, believed that the subject of psychology is behavior, not human consciousness. Behavior is based on human needs, which can be divided into five groups (Fig. 4):

physiological needs necessary for human survival: food, water, rest, etc.;

needs for security and confidence in the future - protection from physical and other dangers from the outside world and confidence that physiological needs will be met in the future,

social needs - the need for a social environment. In dealing with people, a sense of "elbow" and support;

the need for respect, recognition of others and the pursuit of personal achievement,

the need for self-expression, i.e. the need for self-growth and the realization of their potential.

The first two groups of needs are primary, and the next three are secondary. According to Maslow's theory, all these needs can be arranged in a strict hierarchical sequence in the form of a pyramid, at the base of which are primary needs, and the top is secondary.

The meaning of such a hierarchical construction lies in the fact that the needs of lower levels are priority for a person, and this affects his motivation. In other words, in human behavior, the satisfaction of needs at first low levels is more decisive, and then, as these needs are satisfied, the needs of higher levels become a stimulating factor.

The highest need - the need for self-expression and growth of a person as a person - can never be fully satisfied, so the process of motivating a person through needs is endless.

The duty of the manager is to carefully observe his subordinates, find out in a timely manner what active needs drive each of them, and make decisions on their implementation in order to increase the efficiency of employees.

With the development of economic relations and the improvement of management, a significant role in the theory of motivation is given to the needs of higher levels. The representative of this theory is David McClelland. According to him, the structure of the highest level needs is reduced to three factors: the desire for success, the desire for power, for recognition. With such a statement, success is regarded not as praise or recognition from colleagues, but as personal achievements as a result of vigorous activity, as a willingness to participate in making difficult decisions and bear personal responsibility for them. According to McClelland's theory, people striving for power must satisfy this need of theirs and can do this when they occupy certain positions in the organization. You can manage such needs by preparing employees to move up the hierarchy to new positions with the help of their certification, referral to advanced training courses, etc.

The theory of motivation by Frederick Herzberg appeared in connection with the growing need to find out the influence of material and non-material factors on human motivation. Frederick Herzberg created a two-factor model that measures job satisfaction.

Hygiene factors Motivation

Company policy and administration

Nestration Success

Working conditions Promotion

Earnings Recognition and approval of the result

Interpersonal relationships High degree responsibility

Degree of direct Possibility of creative and

business growth job control

Rice. 5. Factors affecting job satisfaction F. Herzberg's hygiene factors seem to correspond to physiological needs, the need for security and confidence in the future.

The difference in the considered theories is as follows: according to A. Maslow, after motivation, the worker necessarily starts to work better, according to F. Herzberg, the worker will start to work better only after he decides that the motivation is inadequate. Thus, meaningful theories of motivation are based on the study of needs and the identification of factors that determine people's behavior.

The second approach to motivation is based on process theories. It refers to the distribution of the efforts of workers and the choice of a certain type of behavior to achieve specific goals. Such theories include the theory of expectations, or the model of motivation according to V. Vroom, the theory of justice and the theory or model. Porter-Lawler.

According to the theory of expectations according to V. Vroom, not only the need is a necessary condition for motivating a person to achieve the goal, but also the chosen type of behavior. The theory of expectation emphasizes the need for a predominance of improving the quality of work and confidence that this will be noted by the manager, which allows him to actually satisfy his need.

Based on the theory of expectations, we can conclude that the employee should have such needs that can be largely satisfied as a result of the expected rewards. And the manager should give such encouragement that can satisfy the expected need of the employee. For example, in a number of commercial structures, remuneration is allocated in the form of certain goods, knowing in advance that the employee needs them.

According to the theory of justice, the effectiveness of motivation is assessed by an employee not by a certain group of factors, but systematically, taking into account the assessment of rewards given to other employees working in a similar system environment. The employee evaluates his own reward size in comparison with the rewards of other employees. At the same time, he takes into account the conditions in which he and other employees work.

The theory of motivation by L. Porter - E. Lawler is built on a combination of elements of the theory of expectations and the theory of justice. Its essence is that the relationship between remuneration and the results achieved has been introduced. L. Porter and E. Lawler introduced three variables that affect the amount of remuneration: effort expended, personal qualities a person and his abilities and awareness of his role in the labor process.

Elements of the theory of expectation here are manifested in the fact that the employee evaluates the reward in accordance with the efforts expended and believes that this reward will be adequate to the efforts expended by him. Elements of the theory of justice are manifested in the fact that people have their own judgment about the correctness or incorrectness of remuneration in comparison with other employees and, accordingly, the degree of satisfaction. Hence the important conclusion that it is the results of labor that are the cause of employee satisfaction, and not vice versa.

Among domestic scientists, the greatest success in developing the theory of motivation was achieved by L.S. Vygodsky and his students A. N. Leontiev and B. F. Lomov. They explored the problems of psychology on the example pedagogical activity, they did not consider production problems. It is for this reason that their work has not received further development. However, it is reasonable to consider that all the main provisions of Vygodsky's theory are also suitable for production activities.

It can be argued that the lowest, highest and highest needs develop in parallel and collectively and are controlled by human behavior at all levels of his organization, that is, there is a triple nature of satisfying needs through material and non-material incentives.

2. General characteristics of the enterprise

2.1. Description of the enterpriseLLC "Muromets" was organized in 1995 from a structural unit of the Yoshkar-Ola Mechanical Plant. LLC "Muromets" specializes in the production of office furniture for enterprises, institutions, schools, hospitals, cultural and entertainment centers, children's institutions. In 2000, the production of cabinet furniture was mastered. Over the years of its existence, Muromets LLC has increased production volumes several times. The company's product range includes - office furniture: armchairs, chairs, chair-chair, stools, furniture sections, theater sections, hangers, sets for bars; cabinet furniture - desks, computer tables, conference tables, student tables, cabinets, cabinets for documents and clothes, manager's office. The range of manufactured products is constantly being modernized and updated. The furniture of LLC "Muromets" in the Russian market is an import-substituting one, the demand for it is growing. The company works with consumers located within a radius of 1000 km from Yoshkar-Ola. Muromets LLC periodically participates in many exhibitions and fairs in Russia, where partnerships are established both with suppliers of materials and components, and with companies selling products. LLC "Muromets" is the winner of the competition "100 best goods of Russia". The main profit remaining at the disposal of the enterprise is spent on the development of production, the development of new types of products. Thus, one of the first firms acquired and successfully operates a specialized line for powder coating of products (environmentally friendly production). Mastered its own production of unique equipment - bending machines, which are also sold on the Russian market.

1. Introduction……………………………………….……………………………3

2. The concept of "economic methods of management", its specifics .... ... .6

3. Economic methods of management at the state level………….9

4. Economic methods of management at the enterprise level………..13

5.Economic methods of management at the level of an individual employee………………………………………………………..…………………..20

6. Conclusion………………………………………………….………….28

7. References……………………………………….……………30

1. INTRODUCTION

Personnel management at an enterprise is a type of activity that allows you to implement, generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor in building an enterprise personnel management system. Broadly speaking, there are three factors that affect people in the enterprise.

The first is the hierarchical structure of the enterprise, where the means of influence is based - this is a relationship of power-subordination, entrusted to a person from above, with the help of coercion, control over the distribution of material wealth.

The second is culture, that is, joint values, social norms, and behavioral patterns developed by society, an enterprise, a group of people that regulate the actions of an individual, make an individual behave in this way and not otherwise without visible coercion.

The third - the market - is an equal relationship based on the sale of products and services, property relations, the balance of interests of the seller and the buyer.

These factors of influence are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise.

In the transition to the market, there is a slow departure from hierarchical management, a rigid system of administrative influence, and practically unlimited executive power to market relations, property relations based on economic methods. Therefore, it is necessary to develop fundamentally new approaches to the priority of values. The main thing inside the enterprise is employees, and outside - consumers of products. It is necessary to turn the worker towards the consumer, and not towards the boss; to profit, not to waste; to the initiator, not to the insane performer. Go to social norms based on common economic sense, not forgetting about morality. Hierarchy will fade into the background, giving way to culture and the market.

New personnel management services are created, as a rule, on the basis of traditional services of the personnel department, the department of labor organization and wages, the department of labor protection and safety, and others. The tasks of the new services are to implement the personnel policy and coordinate the activities of labor resources management at the enterprise. In this regard, they begin to expand the range of their functions from purely personnel issues to the development of work incentive systems, management of professional promotion, conflict prevention, market research labor resources etc.

In the system of personnel management methods, there are:

Administrative method;

Economic method;

Socio-psychological method.

In this course work will be considered the economic method.

Target term paper: to determine and justify the ways of economic impact of the subject of management on the managed object

(enterprise, individual employee)

reveal the meaning of the concept of "economic methods of management", substantiate their specificity and differences from administrative and socio-psychological methods of management;

consider economic methods of management at the macro level;

to analyze economic methods of management at the level of a commercial enterprise;

to characterize the economic levers of influence on the employees of the trade organization.

This topic is relevant for study, since at the present stage of development of society one cannot be guided only by socio-psychological and administrative methods of enterprise management.

2 The concept of "economic methods of management", its specifics

Economic methods of management - ways to influence the economic relations and interests of workers, labor collectives in order to achieve the results necessary for society.

Economic methods of management include economic calculation, economic standards, prices with a system of allowances and discounts to them, economic incentive funds, bonuses, depreciation, credit, capital investments, fines and other sanctions, etc.

Increasing the role of economic methods of management is the most important direction in the formation of a cost-effective economic mechanism. Skillful use of economic methods of management encourages labor collectives and workers to find new ways to accelerate scientific and technological progress, increase production efficiency, and rational use of resources. Economic management methods are applied in such a way that employees and labor collectives, striving to satisfy their own interests, at the same time ensure not only observance, but also priority of national interests.

Economic methods of management give the expected effect, provided that they are applied in a complex, interconnected manner, when one method does not contradict, but reinforces the other. Economic methods of management should be applied in such a way that the degree of satisfaction of the interests of the team and each employee is determined by their contribution to the achievement of common final results [8].

Control functions are implemented through certain methods, that is, methods for their implementation. Methods are organizational, administrative, economic and socio-psychological.

With the help of organizational methods, the necessary conditions for the functioning of the organization are created, so they logically precede all others. Through them, the organization is designed, established, oriented in time and space; its activities are standardized, regulated and provided with instructions that fix the placement of personnel, their rights, obligations, specifics of behavior in various situations. These methods create only a kind of framework that guides the future functioning and development of the organization, and therefore are inherently passive.

The organizational category includes, for example, methods of forming management structures, methods of creating labor collectives, methods of preparing and holding various public events, etc.

In contrast to organizational, administrative methods are active, with their help there is an intervention in the activity itself. In another way, they are called methods of power motivation and are based either on direct coercion of people to certain behavior in the interests of the organization, or on creating the possibility of such coercion.

The use of administrative methods may be accompanied by incentives or sanctions in relation to performers for successful or unsuccessful work, including economic ones (bonuses or fines). Their fundamental feature is the subjective order of appointment, the absence of a direct connection with specific positive or negative results obtained by the performer. For example, often an employee is given a bonus for good work in general, and therefore he has little interest in fully realizing his potential, because the amount of remuneration does not increase from this.

The main disadvantage of administrative methods of management is that they are focused on achieving a given performance, and not on its growth, encouraging diligence, not initiative. Therefore, in the context of the complexity of the organization's activities, the need to quickly solve a wide variety of problems, administrative methods no longer correspond to the real needs of management.

Unlike administrative methods, economic methods imply not a direct, but an indirect impact on the object of management. Only goals, restrictions and a general line of behavior are set for the performers, within which they themselves look for the best ways to solve problems. Timely and high-quality performance of tasks is rewarded with cash payments, which are no longer just deserved, but earned, for example, through savings or additional profits received as a result of personal initiative. Since in this case the amount of payments directly depends on the result achieved, the employee is economically interested in maximizing it.

However, economic methods of management also quickly showed their limitations, especially in relation to workers in intellectual professions, which are currently the majority, because for them money is an important, but most often not the most important incentive for work. And here socio-psychological methods came to the rescue.

Socio-psychological methods involve two directions of influence on the behavior of the employee and increase his labor activity. On the one hand, they are aimed at creating a favorable moral and psychological climate in the team, developing benevolent relations between its members, changing the role of the leader, and on the other hand, at revealing the personal abilities of each employee, helping to improve them, which ultimately leads to maximum self-realization of a person in his labor activity, and consequently - to increase its efficiency.

› Management › Methods of personnel management of an enterprise (organization)

Economic methods of personnel management of an enterprise (organization)

As you know, the activity of personnel management is a purposeful impact on the human component of the organization. This impact is focused on bringing the capabilities of the staff in line with the goals, strategy and conditions for the development of the organization.

Personnel management methods - these are ways of implementing managerial influences on personnel in order to achieve the goals of managing an organization (enterprise). There are the following control methods:

economic methods of personnel management;
administrative and legal methods of personnel management;
socio-psychological methods methods of personnel management.

All these methods differ in the ways and results of the impact on the staff. Let us consider in detail each of these methods, and the first of those considered will be economic methods of management.

Economic methods of personnel management - this is a system of techniques and ways of influencing performers with the help of a specific comparison of costs and results (material incentives and sanctions, financing and lending, wages, cost, profit, price). At the same time, it should be taken into account that in addition to purely personal goals, each participant in the process pursues both public and group goals.

The effectiveness of economic management methods is determined, first of all, the following factors :

form of ownership and business activities;
principles of economic accounting;
system of material reward;
labor market and market pricing;
tax system;
lending structure, etc.

The most common and effective form of direct economic impact is material incentives for employees of the enterprise . Material incentives are carried out by establishing the level of material remuneration (wages, bonuses), compensations and benefits.

Besides, the employer has the right to set various systems bonuses, incentive payments and allowances, taking into account the opinion of the representative body of employees . Such systems may also be established by collective agreements.

Legislatively, incentive payments are established for the following categories of employees:

workers employed in hard work, work with harmful, dangerous and other special working conditions, work in areas with special climatic conditions;
employees employed in the performance of work in conditions that deviate from normal (when performing work of various qualifications - labor is paid for work of a higher qualification; combining professions and performing the duties of a temporarily absent employee - an additional payment is made, the amount of which is established by agreement of the parties employment contract);
when performing work outside normal working hours ( overtime work weekends and holidays, night time;
employees forced to stand idle due to the fault of the employer or for reasons beyond the control of the employer and the employee.

For the achievement of certain results by individual structural units from the payroll fund, remuneration for the final result may be paid . Such remuneration stimulates group interests, encourages collectivism and is paid when one or more of the following conditions are met:

increase in volume marketable products, works and services;
growth in labor productivity;
improving the quality of products, works and services;
saving resources, etc.

Usually, the final results are indicated in the work plans of the departments, and when they are overfulfilled, an additional wage fund appears, which goes to pay remuneration.

The bonus for the main results of labor, as well as remuneration, stimulates the achievement of final results, but is paid out of profit. With shortcomings in the tax system commercial organizations may artificially lower profits, and pay bonuses in other ways.

Introduction

The essence and significance of economic management methods

Forms of economic management methods

The main types of economic management methods at the enterprise

Mechanisms of economic management methods

Conclusion

Bibliography

Introduction

economic management incentive material

In a market economy, the study and implementation of the accumulated experience of effective enterprise management, and above all the practical experience of applying the economic mechanism of management in leading companies in market countries, is a necessary condition for the effective functioning of Russian enterprises in domestic and world markets.

The economic mechanism of management, which ensures the functioning and development of an enterprise in a market economy, includes specific levers, methods and tools for the development and effective implementation and consists of:

The goals of the enterprise and its structural formations (production departments, branches, subsidiaries);

Specific tasks of departments aimed at achieving their goals and the goals of the enterprise as a whole;

Enterprise policies in the most important areas of activity, including:

Ensuring the efficiency (profitability) of production (sales);

· development of investment activity, efficient allocation of resources;

· financing of economic activity and use of financial (including credit) resources;

· development and implementation of advanced technologies and innovations in production;

· personnel policy(the policy for the use and development of personnel, as well as the forms and methods of its motivation for productive work);

pricing policy.

4. Optimal combination centralized and decentralized methods of managing an industrial enterprise, its production departments and other structural entities.

The purpose of this course work is to explore the economic methods of management in the enterprise.

The objectives of this course are: to describe the essence and forms of economic methods, to prove the importance of using (value) of these methods for the effective functioning of a modern organization.

The object of study of this course is a modern organization, because. It is the company that concentrates the largest part of labor and financial resources.

1 The essence and significance of economic management methods

The concept of "management method" is inextricably linked with the etymology of the word "method", which comes from the Greek "methodos" and has two meanings:

a way of cognition, research of natural phenomena and social life;

A method, manner, or way of doing things.

Solving this or that task of management, the methods serve the purposes of practical management, providing at its disposal a system of rules, techniques and approaches that reduce the time and other resources spent on setting and achieving goals. The management methods discussed below are applied to labor collectives in general and to individual employees in particular. So, management methods- these are ways of implementing managerial influences on personnel in order to achieve the goals of managing an organization. There are three types of management methods that differ in the ways and effectiveness of the impact on personnel:

economic management methods based on socio-economic laws and patterns of development of the objective world - nature, society and thinking; the use of these methods is based on the system of economic interests of the individual and society.

organizational and administrative methods of management are based on the rights and responsibilities of people at all levels of management (often these methods are called administrative).

socio-psychological management methods based on the formation and development public opinion regarding socially and individually significant moral values - good and evil, the essence of life, moral principles in society, attitudes towards the individual, etc.

Economic Methods- these are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.

At the same time, prices for manufactured / resold products, which affect the size of the organization's profit, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of production. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

In today's post-crisis period and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating a holistic, efficient and flexible system for managing the organization's economy.

The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the entire staff of the organization to achieve the final results. They can act in the following forms: planning, analysis, commercial calculation, pricing, financing, providing economic independence, when the staff disposes of dividends, salaries, realizes its economic interests, identifies new opportunities and reserves.

. FORMS OF ECONOMIC MANAGEMENT

Economic methods of management involve material motivation, i.e. orientation towards the fulfillment of certain indicators or tasks, and the implementation of economic rewards for the results of work after their fulfillment. Forms of EMU are presented in the table below.

Table 1 Forms of economic management methods

Name of the MU group	Group specifics	Subgroup name	Name of methods
Economic methods of management	Influence on the material interests of people, focus on the performance of certain indicators or tasks and on remuneration for their performance	Economic methods applied at the macro level	Forecasts: national programs; government orders; tax policy; price policy, financial and credit policy; investment policy.
		Economic methods applied at the enterprise (organization) level	Planning: balance method; normative method; analytical method; math modeling.
			Commercial calculation: self-sufficiency; self-financing
		Economic management methods applied to an individual employee	Incentive methods (salary, bonuses, etc.)
			Methods of punishment (fines, deductions, etc.)

The use of economic management methods is associated with the formation of a work plan and control over its implementation, as well as economic incentives for labor, i.e. with a rational remuneration system that provides incentives for a certain amount of and the quality of work, and the application of sanctions for non-compliance.

Economic methods at the macro level act as state regulation. It covers the development of forecasts and rational programs, government orders, tax, price, investment, financial and credit policy of the state.

At the micro level, the methods provide for the economic isolation and independence of enterprises.

The use of economic methods of management for the purpose of individual motivation of the labor activity of workers is manifested in wages.

In the conditions of a free market and complex interaction, the role of economic management methods is increasing. They become a condition for a radical restructuring of the main mechanism of an economic entity, the creation of an integral, efficient and flexible system of economic management.

3 The main types of economic management methods in the enterprise

The main economic methods (models) in the management of an enterprise that ensure its effective functioning in the market economy are:

) commercial calculation;

) intracompany settlement;

) pricing policy and pricing mechanisms;

) mechanisms and methods for improving the quality and ensuring the competitiveness of products and the enterprise as a whole.

Commercial calculation combines management functions and economic levers aimed at comparing the costs and results of the enterprise's activities to ensure the economic feasibility of a particular business activity (specific business) and the enterprise as a whole.

The ultimate goal of commercial calculation is to determine the set of management actions for the enterprise to obtain sustainable profits and other benefits in the implementation of specific operating activities. The most important mechanisms for commercial settlement are:

) the company's policy to optimize production and distribution costs, ensuring the company's competitive position in the market and obtaining sustainable profits;

) organization of conditions for sustainable financing (including lending) of the activities and development of the enterprise.

Exist various ways and forms of use of models of commercial calculation. In each case, the use of certain models is dictated by the task.

Subdivisions (production departments and branches) that do not have legal independence do not enter into intracompany transactions on a contractual basis. They carry out relationships with other departments (departments) on the basis of various plans and mutual obligations. Such units are endowed with their own financial resources and report on their use. All payments are made through a single center of the enterprise. As a result, within the framework of commercial settlement, such a form of relationships within the company arose and developed, which can be called intercompany settlement. .

Intracompany settlement implemented in those enterprises where there is a decentralized management structure and different economic relations between departments (acting as profit and cost centers).

In accordance with the accepted relations within the framework of intra-company settlement, a system of intra-company prices, deductions and payments is built. They act as levers of influence on the production and economic activity independent departments, branches and subsidiaries included in the enterprise (corporation), thus providing the role of the regulator of production costs.

A distinctive feature of intra-company settlement is that it is carried out within the boundaries of the sole property of the company, while commercial settlement is a method of management that involves the conduct of settlements and relations between various owners. Consequently, in the course of commercial calculation, prices reflect real processes and the commodity-money relations developing in the market are fully manifested.

Prices and pricing occupies a central place in the economic mechanism of enterprise management.

The pricing policy should predetermine the short-term and long-term profitability of products and the enterprise as a whole. Effective pricing in many cases makes it possible to increase the profit of the enterprise. A special place is occupied by the pricing policy of the enterprise in the long-term plan of its development.

Pricing goals:

Ensuring reasonable planning and coordinated price regulation based on a comprehensive market analysis and target orientation of production, taking into account the optimization of production volumes, ensuring the necessary investments and innovations to increase productivity, quality and technical level of production, sufficient to maintain and strengthen the market position of the enterprise in a competitive environment ;

· Creation of conditions for maintaining uniform prices for products of the same type on the world market.

The implementation of these goals is carried out in close connection with the pricing policy with marketing activities, the investment policy of the enterprise, aimed at fully satisfying the solvent demand of the market and maintaining the level of production and marketing costs, ensuring the planned profit and competitiveness.

When determining the pricing policy, it should be borne in mind that as a long-term goal, the company always strives to establish higher prices for goods whose quality may be of interest to the buyer. Buyers choose suppliers whose products have the highest value. The value is defined as a function of the quality of the product and its price. The strategic goals and pricing policy of the enterprise should provide for the competitiveness of the product through innovation, quality, delivery speed, service and other advantages over competitors, and not by reducing prices and reducing its profitability (profitability).

When determining the price of products, one of the well-known approaches to its formation is used, including: pricing based on the cost price and pricing based on the value of products, as well as pricing based on taking into account the behavior of competitors. Pricing principles are often referred to as methods or methodology for setting prices and determining price structures. The most well-known pricing methods are listed below.

The simplest pricing method is to set the price at the cost of work performed plus a surcharge. In this case, pricing involves setting the cost based on variables and fixed costs for the production and marketing of products (services), taking into account the volume of its sales, as well as the addition to the cost of a standard allowance, which is profit.

Most common in modern conditions a method called "target" cost-based pricing. This method involves setting the full price, taking into account the costs of production and marketing, plus a target rate of return. The level of desired target profit in this case is interconnected with specific investments and the level of production realized taking into account its break-even point.

The sliding price at the time of the conclusion of the contract can be established by revising the base price, taking into account changes in cost items in the process of executing this contract.

In a highly competitive environment, an increasing number of enterprises (companies) set prices based on perceived value. The key to pricing in this case is the buyer's perception of value, not the seller's cost. Value-based pricing means that the seller cannot design a product and develop a marketing program before a price is set for it.

Pricing based on competition (behavior of competitors) can be implemented in two ways: based on the level of current prices and closed.

Pricing within the framework of intracompany calculation is based on other principles. Prices in this case perform their functions in a modified form, since intra-company settlement is not of a commercial nature. In essence, intracompany prices are the result of economic policy in the interests of the enterprise (corporation) as a whole and are mainly of a calculated nature.

Competitiveness is an economic category that determines the market mechanism for influencing producers of goods and services, forcing them to increase productivity and efficiency of production and marketing activities under the threat of being squeezed out of a particular target market.

Competitiveness is understood as a set of consumer and cost characteristics of a product that determine the success of this product in the market.

The competitiveness of a particular product is determined by a comparative assessment of its characteristics in relation to competitors' products. Competitiveness can be defined as a complex characteristic of a product that determines its preference in the market compared to competing products both in terms of the degree of compliance with a specific social need and the cost of satisfying it. It should be borne in mind that technically complex products are expensive in the course of operation and their consideration is necessary when determining consumer preferences. That's why general idea about the value of the product as a function of its quality and price requires in this case clarification in terms of its cost, which should take into account both the purchase price and operating costs. This clarification leads to the concept of the minimum consumption price of a product for its service life with the consumer. This cost is in many cases important indicator product competitiveness.

The competitiveness of products is measured by a set of indicators combined into three groups: qualitative, economic and organizational and commercial indicators. The number of indicators of the competitiveness of a particular product depends on its type, technical and operational complexity, the required accuracy of the assessment, the purpose of the assessment, and other factors external to the product. At the same time, competitiveness is determined only by those properties that are of significant interest to the buyer, and also guarantee the satisfaction of a specific social need.

4 Mechanisms of economic management methods

Economic methods of management are based on the action of many economic mechanisms for stimulating active industrial (less often non-productive) activities. Unlike organizational and administrative methods, these management methods are focused not so much on administrative influence (decrees, orders, instructions, etc.), but on economic incentives and rewards for active and efficient operation. The importance of economic methods of management increases sharply in the conditions of the development of market relations focused on making a profit and the highest possible income.

Using certain levers of economic methods, it is necessary to try as much as possible to activate the activities of each employee in the right direction and at the same time try to increase the economic potential of the organization as a whole.

A number of economic incentive mechanisms are presented in Figure 1 and described below.

Figure 1 - Classification of mechanisms (levers) of EMU

Planning is the main law of the functioning of any enterprise that has clearly developed goals and a strategy for achieving them. The main thing in planning as in the economic method of management is the choice of the most optimal, most effective and most efficient actions from all possible ones.

Planning is a type of management activity associated with the preparation of plans for the organization and its components. Thus, planning includes: setting goals and objectives; developing strategies, programs and plans to achieve goals; determination of the necessary resources and their distribution according to goals and objectives; Communicating the plans to everyone who must carry them out and who is responsible for their implementation. Planning enhances the interaction of heads of various departments.

Planning is used to determine the organization's program of activities. The approved plans go to line managers to guide the work on their implementation. Each of the divisions of the organization receives long-term and current plans for a certain number of indicators.

Planning plays the role of an integrator, i.e. develops a unified corporate strategy and a mechanism for its implementation. Also, planning is concretizing in nature, helping managers to direct their subordinates "in the right direction."

Basically, information on planning is transmitted orally: at meetings, in the form of special messages. But it is also useful to draw up planning schemes (diagrams, graphs - pyramids, graphic chains, tables), because. this disciplines the activities of the participants in technical and economic planning, helps to better understand the planning process, distribute the process over various stages and specific individuals, and organize control over the progress of each process and the activities of its participants.

The process of feasibility planning requires a lot of flexibility and managerial skill (especially with regard to personnel).

Salary is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, the management of the enterprise determines the standard cost of labor, taking into account the average labor costs for its normal duration.

Additional wages allow taking into account the complexity and qualifications of work, combining professions, overtime work, social guarantees of the enterprise in case of pregnancy or training of employees, etc. The remuneration determines the individual contribution of employees to the final results of production in specific periods of time. The award directly connects the results of the work of each department and employee with the main economic criterion of the enterprise - profit. Financial assistance is paid in the form of compensation in emergency situations (death of an employee or his close relatives) at the personal request of the employee by order of the head of the organization and is an episodic form of material incentives for labor.

With the help of the above five components of remuneration, the head of the enterprise can regulate the material interest of employees with economically possible expenses under the “wage” item, apply various remuneration systems, form the material and spiritual needs of employees and ensure the growth of their living standards. If the leader is excessively greedy or extravagantly generous in remuneration, then his prospects are not cloudless, because. in the first case, the workers will “run away”, and in the second they will live to see the enterprise go bankrupt. An approximate salary structure is shown in Figure 2.

Figure 2 Employee remuneration structure

Staff is the main value of any enterprise. The labor market is an integral part of the economy and is a set of economic relations that develop in the sphere of exchange. It predetermines the distribution of labor resources in proportion to the structure of social needs and the level of material production, maintains a balance between the demand and supply of labor, forms reserves in the sphere of circulation and allows linking the economic interests of the subjects of labor relations.

One of the components in the labor market, along with supply and demand, is the price of labor. Paying for labor power as an expensive commodity, the owner seeks to use it most efficiently. And here economic factors come to the fore, forcing managers to give priority to eliminating downtime, loss of working time, and ensuring the appropriate quality of work. Efficient use of labor requires that this expensive commodity be in working order. Consequently, it is necessary to deal with the working conditions of workers, constantly develop their ability to work through a continuous system of training and retraining of personnel, and improving their qualifications. All this increases the price of labor.

Market pricing is a regulator of commodity-money relations and an important economic tool in the correlation of income and expenses, prices and production costs.

Income characterizes the newly created value, i.e. the monetary equivalent of living labor, and includes wages, payroll taxes, overheads, and profits. Profit is the main result of the effective operation of the enterprise, a source of further self-financing and an increase in the living standards of employees.

Securities, as one of the economic methods of personnel management, are the main instrument of the stock market, a non-monetary equivalent of the right to property, the implementation of which is carried out by presenting them for payment or sale.

A share is a security that testifies to the contribution of a share in the authorized capital of an organization and gives the right to receive frequent profits in the form of dividends. Dividends determine the share of profits on shares that can be paid to their holder based on the results of the organization's activities for the year. They perform the following functions:

· fix the right of ownership and participation in profits;

are a form of additional wages;

· make the shareholder dependent on the results of labor.

A bond is a bearer security that gives the right to receive an annual income in the form of a fixed percentage, and in the event of a sale, to receive monetary compensation.

Credit cards are a substitute for banknotes and entitle their owner to purchase goods and pay for services using non-cash payments within the amount of funds on the employee's personal account.

Tax system constitutes an important economic mechanism for replenishing the budgets of various levels and extra-budgetary funds by levying taxes on legal entities and individuals. It is set by the state, exists outside the enterprise, has a direct impact on the staff, but always leaves the manager room for maneuver even in the conditions of the fiscal taxation system.

Forms of ownership- an important economic category that determines the nature of relationships within the enterprise. Thus, under state and municipal ownership, the state body acts as a single manager of the property of an enterprise, and all employees, including directors, are employees. Presumably, in these enterprises, workers are the most remote from property. Therefore, it is necessary to control state bodies both over property and over products. Real abuses occur when state property is leased to commercial structures.

Phases of reproduction form the basis of commodity-money relations between people in the process of production, exchange, distribution and consumption of goods. In the scheme of expanded reproduction, with the money received from the sale of goods (D), working capital with an increased value (T) is purchased, the product is then sold on the market at a higher price, and the proceeds (D') are used to expand production. The difference (D "-D) is the gross profit of the commodity producer and is used to increase the production of better goods, as well as to improve the living standards of the enterprise's employees.

So, economic methods act as different ways of influencing managers on staff to achieve their goals. With the positive use of economic methods, the end result is manifested in good product quality and high profits. On the contrary, if economic laws are misused, ignored or neglected, low or negative results can be expected.

As an example of the manifestation of economic methods of personnel management, the following can be cited:

Ø Personnel subsidies. Many companies have subsidized restaurants for their staff.

This may not be financially feasible for a small business, but installing vending machines for hot drinks and snacks can be considered.

Ø Goods at a discount. Most businessmen allow their employees to purchase goods and services of the company at a discount. Always present to your employees big discounts. This will increase staff loyalty.

Ø Loans. Some employers give their employees interest-free or low-interest loans for various purposes (for example, to buy an apartment).

Ø Voluntary medical insurance (VMI). Some firms provide VHI for their employees. Employees feel more relaxed knowing that they will be provided with quality medical care. Prompt medical assistance to employees will also be beneficial - the employee will return to work sooner and be ready to perform his duties.

Also, managers, through remuneration, bonuses, allowances, cause staff interest in the final results of their work, the quality of products or services, thereby generating income for themselves and the company as a whole.

Management must be able to assess how general changes in the state of the economy will affect the operations of the organization. The state of the world economy affects the cost of all inputs and the ability of consumers to buy certain goods and services

Firms operating in an international environment must analyze economic conditions and trends and observe the economies of those countries in which they do business or intend to do business. Environmental analysis can improve the efficiency of the decision-making and planning process.

Economic methods occupy a central place in management. This is due to the fact that management relations are determined primarily by economic relations and the underlying objective needs and interests of people.

Conclusion

In a market economy, the issues of practical application of modern forms of management in an enterprise, which make it possible to increase the socio-economic efficiency of any production, are of particular importance.

The right approach to resource management leads to the effective achievement of goals by minimizing various costs.

A personnel manager cannot achieve success in managing a team without knowing and applying methods of influencing the personnel, even if he has all the personal characteristics that a successful manager in his business should have.

Having considered the economic methods of management at the enterprise in this course work, we can conclude that the maximum efficiency of the activities of managers will be achieved only with their constant application and improvement, otherwise, the goals of the organization will not be achieved properly.

It can also be concluded that economic methods are aimed at saving resources, improving the quality and competitiveness of goods and services, and the quality of life of the population. The basis of incentive methods is the optimization of a managerial decision and the material motivation of personnel for its implementation, which characterizes the effectiveness of the organization. In a market economy, competition forces investors and the state to optimize the organization's decisions and motives in order to improve the quality of life of the population. According to the RAGS, the effectiveness of these methods is estimated as 40% of the total effectiveness of all management methods;

At this stage in the development of management and economics, it is believed that the effectiveness of economic methods is approximately twice as high as that of psychological ones. So, according to some management experts, non-professional managers base their activities on the basis of a psychological approach, while professional managers base their activities on an economic one.

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Methods of personnel management (PMP) - methods of influencing teams and individual employees in order to coordinate their activities in the process of the organization's functioning. Science and practice have developed three groups of MUP: administrative, economic and socio-psychological (Fig. 2.5).

Rice. 2.5. The system of personnel management methods in the organization

Administrative methods are based on power, discipline and punishment and are known in history as "whip methods". Economic methods are based on the correct use of economic laws and are known as "carrot methods" by the methods of influence. Socio-psychological methods come from motivation and moral influence on people and are known as "methods of persuasion".

Administrative methods are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, the desire of a person to work in a particular organization, and the culture of work activity. These methods are distinguished by the direct nature of the impact: any regulatory and administrative act is subject to mandatory execution. Administrative methods are characterized by their compliance with legal norms in force at a certain level of government, as well as acts and orders of higher authorities. Economic and socio-psychological methods are indirect in nature of managerial influence. It is impossible to count on the automatic action of these methods and it is difficult to determine the strength of their influence on the final effect.

Administrative methods of management are based on the relationship of unity of command, discipline and responsibility, are carried out in the form of organizational and administrative influence. Organizational Impact is aimed at organizing the production and management process and includes organizational regulation, organizational regulation and organizational and methodological instruction.

Organizational regulation defines what a management employee should do, and is represented by provisions on structural divisions establishing the tasks, functions, rights, duties and responsibilities of departments and services of the organization and their leaders. Based on the provisions, it is compiled staffing of this unit, its daily activities are organized. The application of the provisions allows you to evaluate the results of the activities of the structural unit, make decisions on the moral and material incentives for its employees.

Organizational regulation provides for a large number of standards, including: quality and technical standards ( specifications, standards, etc.); technological (route and technological maps etc.); maintenance and repair (for example, preventive maintenance standards); labor standards (categories, rates, bonus scales); financial and credit (the amount of working capital, repayment of bank loans); profitability standards and relationships with the budget (deductions to the budget); material supply and transport standards (rates of consumption of materials, rates of downtime of wagons under loading and unloading, etc.); organizational and managerial standards (rules internal regulations, the procedure for registration of hiring, dismissal, transfer, business trips). These standards affect all aspects of the organization's activities. Of particular importance is the rationing of information, since its flow, volumes are constantly increasing. Under operating conditions automated system management, arrays of norms and standards are organized on information carriers of computers in the information and computer center (ICC).

Organizational and methodological instruction is carried out in the form of various instructions and instructions in force in the organization. In the acts of organizational and methodological instruction, recommendations are given for the application of certain modern means management, taking into account the wealth of experience possessed by the employees of the management apparatus. The acts of organizational and methodological instruction include: job descriptions establishing rights and functional responsibilities management personnel; guidelines (recommendations) describing the implementation of work packages that are interconnected and have a common special purpose; methodological instructions that determine the procedure, methods and forms of work for the implementation of a separate technical and economic task; work instructions that define the sequence of actions that make up the management process. They indicate the order of actions for the implementation of operational management processes.

The acts of organizational regulation and organizational and methodological instruction are normative. They are issued by the head of the organization, and in cases provided for by the current legislation - jointly or in agreement with the relevant public organizations and are mandatory for departments, services, officials and workers to whom they are addressed.

Regulatory influence expressed in the form of an order, order or instruction, which are legal acts of a non-normative nature. They are issued to ensure compliance, enforcement and enforcement of applicable laws and other regulations, as well as to give legal force. management decisions. Orders are issued by the line manager of the organization.

Orders and instructions are issued by the head of the production unit, division, service of the organization, the head of the functional unit. An order is a written or oral requirement of a leader to solve a specific problem or perform a specific task. An order is a written or oral requirement for subordinates to resolve certain issues related to the task.

The administrative impact more often than the organizational one requires control and verification of execution, which must be clearly organized. To this end, it establishes a unified procedure for accounting, registration and control over the implementation of orders, orders and instructions.

Economic methods - these are elements of the economic mechanism by which the progressive development of the organization is ensured. The most important economic method of personnel management is technical and economic planning, which combines and synthesizes all economic methods of management.

With the help of planning, the program of the organization's activities is determined. Once approved, the plans go to line managers to guide their implementation. Each division receives long-term and current plans for a certain range of indicators. For example, the foreman of the site daily receives a shift-daily task from the administration of the shop and organizes the work of the team using personnel management methods. At the same time, prices for manufactured products, which affect the size of the organization's profits, act as a powerful lever. The manager must ensure that profit growth is ensured by reducing the cost of products. Therefore, it is necessary to apply a clear system of material incentives for finding reserves to reduce the cost of production and real results in this direction. Of great importance in the system of material incentives is the effective organization of wages in accordance with the quantity and quality of labor.

Under the conditions of a market system of management and the complex interaction of the system of prices, profits and losses, supply and demand, the role of economic management methods is increasing. They become the most important condition for creating a coherent, efficient and flexible system for managing the economy of an organization that acts on the market as an equal partner of other organizations in the social cooperation of labor. The economic development plan is the main form of ensuring a balance between the market demand for a product, the necessary resources and the production of products and services. Government order is transformed into a portfolio of orders of the organization, taking into account supply and demand, in which the state order no longer has a dominant value.

To achieve the goals set, it is necessary to clearly define the criteria for efficiency and the final results of production in the form of a set of indicators established in the economic development plan. Thus, the role of economic methods is to mobilize the workforce to achieve final results.

Socio-psychological methods management are based on the use of the social management mechanism (the system of relationships in the team, social needs, etc.). The specificity of these methods lies in a significant proportion of the use of informal factors, the interests of the individual, group, team in the process of personnel management. Socio-psychological methods are based on the use of laws of sociology and psychology. The object of their influence are groups of people and individuals. According to the scale and methods of impact, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interaction in the process of work; psychological methods that directly affect the personality of a particular person.

Such a division is rather arbitrary, since in modern social production a person always acts not in an isolated world, but in a group of people with different psychology. However effective management human resources, consisting of a set of highly developed personalities, involves knowledge of both sociological and psychological methods.

sociological methods play an important role in personnel management, they allow you to establish the appointment and place of employees in the team, identify leaders and provide their support, connect people's motivation with the final results of production, ensure effective communication and conflict resolution in the team.

The setting of social goals and criteria, the development of social standards (standard of living, wages, the need for housing, working conditions, etc.) and planned indicators, the achievement of final social results are ensured by social planning.

Sociological research methods, being scientific tools in working with personnel, provide the necessary data for the selection, evaluation, placement and training of personnel and allow reasonable acceptance personnel decisions. Questioning allows you to collect the necessary information through a mass survey of people using special questionnaires. Interviewing involves preparing a script (program) before the conversation, then - in the course of a dialogue with the interlocutor - obtaining the necessary information. An interview - an ideal conversation with a leader, politician or statesman - requires a high qualification of the interviewer and considerable time. The sociometric method is indispensable in the analysis of business and friendly relationships in a team, when a matrix of preferred contacts between people is built on the basis of a survey of employees, which also shows informal leaders in the team. The observation method allows you to identify the qualities of employees, which are sometimes found only in an informal setting or extreme life situations(accident, fight, natural disaster). Interviewing is a common method for business negotiations, hiring, educational events, when small personnel tasks are solved in an informal conversation.

Psychological methods play an important role in working with personnel, as they are aimed at the specific personality of the worker or employee and, as a rule, are strictly personalized and individual. Their main feature is the appeal to the inner world of a person, his personality, intellect, images and behavior in order to direct the inner potential of a person to solve specific problems of the organization.

Psychological planning is a new direction in work with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of the comprehensive development of the individual, the elimination of negative trends in the degradation of the backward part of the labor collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that psychological planning be carried out by a professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of units ("teams") based on the psychological compliance of employees; comfortable psychological climate in the team: the formation of personal motivation of people based on the philosophy of the organization; minimization of psychological conflicts (scandals, resentment, stress, irritation); development of a service career based on the psychological orientation of employees; the growth of the intellectual abilities of the members of the team and the level of their education; formation of a corporate culture based on the norms of behavior and images of ideal employees.

Personnel management methods can also be classified on the basis of belonging to management functions (rationing, organization, planning, coordination, regulation, motivation, incentives, control, analysis, accounting). A more detailed classification of MUP on the basis of belonging to a specific function of personnel management allows you to build them into the technological chain of the entire cycle of work with personnel. On this basis, methods are distinguished:

recruitment, selection and admission of personnel; business assessment of personnel;

socialization, career guidance and labor adaptation of personnel; motivation of labor activity of personnel; organization of the personnel training system; conflict and stress management, personnel safety management, personnel work organization, business career management and professional promotion of personnel; release of staff.