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Advantages divizionalnoj structures

=> Allows to leave from «obshchekotlovoj systems» and to evaluate economic efficiency of work of the different structural divisions making excellent from each other production (service), their contribution to the general condition of the enterprise.
=> supplies ц&ишчие several «the profit centres».
=э delegation of the economic Is carried out
Responsibility for made decisions on level of chiefs of structural divisions. They become partners of the general director interested in achievement of financial result.
=> Promotes growth, both managers, and technical experts. -
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=г the Control system of the company becomes more flexible and
It is capable to adapt to changes, = * the Top management can depart from fast introduction of new ideas, as technological, and
The marketing. => the system reveals administrative talents and brings up managers-businessmen among a wide range of employees of the company. => be rather simple can it organizational is begun nov [j an activity kind {production of a new product or services) or turning of one of existing kinds of activity is made. As a result of the conducted researches restrictions of system [45] are defined also:
*> there Can be conflicts between "independent"
Structural divisions at resource allocation, *Х + Can arise nestykovki in management (double subordination). structural divisions can concentrate the
Attention to reception of short-term profit, + ¦ * At an inevitable difference in efficiency of activity and speed of development there can be complexities from the objective
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Contribution costing of each division in the decision of the general problems of the enterprise, *> Complexities with coordination of actions of separate divisions and an establishment of essentially new mutual relations between them. At the first stage of structural transformations of "independent division» it is necessary to give the status only to those who is most ready to transition.
The basic signs of readiness of division to transition are: => issue by end production division (services), i.e. The availability of own seller's market »and degree of cooperation with other structural divisions of combine - the less such cooperation, the more fast division can be made"independent"; => readiness of chiefs for acceptance of additional responsibility and authorities and work present at them in the conditions of the market; => the age of staff - the is younger workers of division, the is easier they can adapt to the new form of work and produce new ideas; => availability own economic, marketing,
Supplying and other auxiliary services; => the size of costs per unit of production - the costs above, the less effective will be independent work of corresponding division.
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Simply enough to present, as there can be «the profit centres» on 000 «neftekamskaj machine works» such divisions as motor transportation shop, a dispensary, - they do not make produktssho and do not sell it in the market. Probably, for many divisions the basic buyers will be other divisions,
At construction divizionalnoj the structures of division connected with production of basic production, can be included in «independent division» in which structure dodzhna to be created the structure attending to sales of basic production («the company Trading house»).
The internal structure of division «Basic production» can be constructed on divizionalnoj to the scheme, In this case in division is formed independent structural units with corporate seller's markets corresponding inside.
Using the recommendations received in work, mozkno to offer following requests to an effective system of resource management:
To eliminate or essentially to minimise expenses of the enterprise for occurrence and existence of "dead" resources (the standing idle equipment, raw materials illiquid assets, half-finished products and the finished goods, not finished loading staff, etc.).
To involve exactly such quantity of resources which is necessary, at present time.
Fulfilment of requests pl in item 2 should be supplied constantly n automatically (with minimum influence of "the human factor»),
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The offered system should be based on a principle of management of budgets of independent divisions. The budget, in this case is a form of financial planning where planned incomes and division anticipated expenses are shown.
The form of the budget of independent division is presented in tablzl.
Table 3.1 the Form of the budget of independent division
\r\nDohodnaja a part
(Incomes) the Account part
(Costs) \R \n1-sale of production of thousand rbl. L the Wages fund tys.rub.\r\n2. Sale of production of thousand rbl. 2. Purchase of materials tys.rub.\r\n3, Granting of services of thousand rbl. 3. Purchase of half-finished products tys.rub.\r\n! \r\n10, Other sales tys.rub. 27. Komandirolvochnye thousand costs rub, \r \n - TOTAL thousand rbl. TOTAL tys.rub.\r\nü¯ñªÑÔ it is made by independent division:
At first the division defines, how many it will manage to sell production (makes a profitable part of the budget);
After that the division defines, what it can suffer costs (makes, I spend a budget part) to supply a positive difference between incomes and costs,
The purpose of any division — to maximise a difference between
Incomes and costs. If the division does not execute the plan under incomes, it has not the right to exceed the plan under costs. Thus, the division will aspire or cut down the expenses, or it is more
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To sell production - at that and other it is equally useful and corresponds to interests of all joint-stock company.
Basic difference of offered system from nowadays existing economical system is that there is a possibility constantly to see a divergence between the plan and the fact, In new system at any moment it is visible, whether pak divisions execute budgets and whether they can them it is visible execute, hence, can make as a whole joint-stock company those or nnye for all company investment costs pli it is necessary to wait the general in time to pay the salary, taxes and so forth
At introduction at the control system enterprise it is offered to change essentially a role and a place of chiefs of divisions. At them the circle of the rights (including the right to define not new policy) essentially extends. At the same time, at the same chiefs appear nodye responsibilities and, first of all, the responsibility to be responsible for maintenance of positive balance of the budget, t, e. To answer both for increase in incomes, and for reduction of costs.
For normal functioning of system corporate mutual relations on following principles will be organised such inside:
In the budget of independent division should join not only the income of production sale (rendering of services) to the foreign organisations, but also incomes of production delivery (rendering of services) by other it is subdivided ijam Open Company
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A source: Aslanov Mustafa Azhdarogl . Strategy of marketing development konkurentosposobnogoproizvodstva the mechanical engineering enterprises (on an example of the enterprise of the geophysical equipment). 2005

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