In a certain economic environment for. Economic environment: concept and general characteristic
This section of the report analyzes the environmental impact of the main sections and subsections of the All-Russian Classifier of Species economic activity (OKVED) in dynamics for 2006-2009
All types of activities are grouped into sections, among which three are necessary:
Mining;
Manufacturing industries;
Production and distribution of electricity, gas and water.
Almost all industrial activity is grouped in these sections of OKVED, therefore they are of the greatest interest as the main sources of anthropogenic impact on the environment.
Also of interest are:
Agriculture, hunting and forestry;
Transport and communications;
The provision of other utility, social and personal services.
Production indices for the above three main types of economic activity in 2009, according to Rosstat, were:
Mineral extraction - 98.8%
Manufacturing - 84%
Production and distribution of electricity, gas and water - 95.2%
A decrease in production was noted in almost all types of economic activity.
The output of the most important types of products amounted to:
Type of product |
2009 year |
2009 year |
Type of product |
2009 year |
2009 year |
Mine action opaemyh |
Gasoline, million tons |
35,8 |
100,5 |
||
Coal, million tons |
298 |
90,8 |
Diesel fuel, million tons |
67,3 |
97,7 |
Oil produced, including gas condensate, mln tons |
494 |
101,2 |
Mineral fertilizers (in terms of 100% nutrient substances), mln tons |
14,6 |
90,4 |
Natural gas, billion m 3 |
584 |
87,9 |
Fuel oil, million tons |
64,4 |
100,8 |
Iron ore, million tons |
92,0 |
91,9 |
Building brick, billion conv. PCS. |
8,5 |
62,7 |
Non-metallic building materials, million m 3 |
265 |
61,9 |
Prefabricated reinforced concrete structures and products, million m 3 |
17,5 |
60,7 |
Apatite concentrate, million tons |
3,7 |
97,2 |
Cement, million tons |
44 ,3 |
82 ,7 |
Processing production |
Production and distribution |
||||
Lumber, million m 3 |
19,0 |
87,8 |
Electricity, billion kW . h |
992 |
95 , 4 |
Glued plywood, million m 3 |
2,1 |
81,3 |
including generation by power plants: |
||
Particle boards, mln. m 3 |
4,6 |
79,3 |
atomic |
164 |
100,3 |
Commodity cellulose, million tons |
2,0 |
88,1 |
thermal |
652 |
91,8 |
Paper, million tons |
3,9 |
98,0 |
hydropower plants |
176 |
105,6 |
Primary oil refining, mln tons |
236 |
99 ,6 |
Heat energy, million Gcal |
1341 |
98,6 |
The objects of analysis were selected:
total emissions of pollutants into the atmosphere from stationary sources (Rosstat data),
the volume of discharge of polluted wastewater; water bodies (data of Rosvodresursy),
the volume of production and consumption waste (data from Rostekhnadzor);
volume of investments in fixed assets aimed at environmental protection and rational use natural resources (data from Rosstat).
Analysis of the data in the tables allows you to identify trends in the environmental load of a particular type of economic activity.
Table 1.1
Air pollutant emissions
from stationary sources by type of economic activity, thousand tons
2006 year |
2007 year |
2008 year |
2009 g. |
|
20568,4 |
20636,9 |
20103,3 |
19021,2 |
|
your |
129,3 |
118,2 |
124,8 |
127,5 |
- |
103,2 |
100,7 |
110,2 |
114,8 |
- |
26,1 |
17,5 |
14,5 |
12,6 |
Mining |
6027,1 |
6244,8 |
5567,2 |
5238,6 |
opaemyh |
5509,3 |
5737,9 |
5092,9 |
4867,8 |
- |
904,0 |
1063,0 |
1117,3 |
1062,8 |
includingcoal mining |
877,0 |
1028,7 |
1083,2 |
1007,0 |
enrichment and agglomeration of coal |
12,4 |
22,6 |
21,2 |
43,8 |
- |
4585,9 |
4655,8 |
3958,2 |
3788,8 |
including the extraction of crude oil and petroleum (associated) gas; extractionfractions from oil (associated) gas |
3673,4 |
3705,5 |
3108,8 |
3029,1 |
natural gas and gas condensate production |
473,4 |
507,6 |
436,8 |
405,6 |
- |
19,4 |
19,2 |
17,4 |
16,2 |
Mining, except fuel and energy |
517,8 |
507,0 |
474,3 |
370,8 |
- Metal ore mining |
433,6 |
418,1 |
386,1 |
297,0 |
- |
84,2 |
88,8 |
88,2 |
73,8 |
Manufacturing |
7167,9 |
7205,1 |
6829,4 |
6353,5 |
weaves, and tobacco |
144,6 |
146,1 |
140,2 |
144,9 |
14,3 |
11,3 |
9,7 |
8,6 |
|
3,5 |
3,7 |
3,5 |
3,3 |
|
Woodworking and woodworking |
84,2 |
85,5 |
85,5 |
78,3 |
Pulp and paper industry; publishing and printing activities |
162,2 |
152,9 |
148,9 |
152,5 |
- Production of pulp, wood pulp, paper, cardboard and edspruce of them |
161,4 |
151,6 |
147,5 |
151,1 |
Production of coke and petroleum products and nuclear materials |
793,2 |
859,5 |
853,1 |
701,5 |
- |
764,4 |
829,8 |
816,5 |
663,2 |
including coke production |
36,9 |
35,3 |
34,8 |
32,7 |
petroleum production |
727,5 |
794,5 |
781,7 |
630,5 |
Chemical production |
368,9 |
374,3 |
351,3 |
332,2 |
18,2 |
18,4 |
17,4 |
15,0 |
|
497,6 |
520,8 |
462,6 |
403,5 |
|
Metallurgical industry and |
4787,9 |
4751,4 |
4496,3 |
4303,8 |
- |
4756,3 |
4722,3 |
4469,1 |
4278,7 |
including production of cast iron, steel and ferroalloys |
1668,6 |
1636,3 |
1555,2 |
1452,2 |
non-ferrous metal production |
3052,6 |
3048,9 |
2880,4 |
2796,1 |
- Manufacture of fabricated metal products |
31,6 |
29,1 |
27,2 |
25,1 |
102,6 |
106,0 |
96,0 |
76,2 |
|
Manufacture of electrical equipment, electronic and optical equipment |
53,7 |
48,3 |
41,3 |
33,5 |
Production vehicle and equipment |
116,4 |
108,3 |
104,4 |
82,5 |
Other production |
20,5 |
18,5 |
19,3 |
17,7 |
- Recycling |
5,6 |
5,7 |
6,4 |
6,3 |
rgii, gas and water |
4352,9 |
4206,0 |
4462,2 |
4140,7 |
- Production, transmission and distribution of electricity, gas, steam and mountainswater cell |
4303,4 |
4162,9 |
4419,0 |
4096,4 |
including production, transmission and distribution of electricity |
3155,2 |
2923,5 |
3129,0 |
2736,6 |
production and distribution of gaseous fuels |
18,4 |
37,5 |
38,3 |
40,2 |
- |
49,5 |
43,1 |
43,2 |
44,3 |
Transport and communication |
2150,2 |
2211,1 |
2475,2 |
2605,9 |
- |
1954,6 |
1986,8 |
2247,2 |
2378,9 |
including transportation by pipelines |
1837,8 |
1851,5 |
2107,5 |
2240,8 |
of thempipeline transportation of oil and oil products |
108,1 |
110,1 |
104,2 |
112,7 |
transportation through pipelines of gas and its productsoperations |
1729,6 |
1739,5 |
1997,7 |
2128,0 |
servants |
390,2 |
283,7 |
286,3 |
169,6 |
- |
238,6 |
174,7 |
161,6 |
119,1 |
The provision of other utility, social and staff services |
59,1 |
55,2 |
67,9 |
89,9 |
- Disposal of wastewater, waste and similar activities |
55,0 |
52,0 |
65,2 |
86,0 |
In terms of emissions into the air from stationary sources in the first place“Manufacturing” (a third of the total volume in Russia) due to metallurgical production. Another large block of sources of air pollution is formed by production of “minerals” (28%), primarily enterprises involved in crude oil and petroleum (associated) gas production. Significant air emissions are characteristic ofenterprises electric power industry and pipeline transport (Fig. 1.1.).
The largest the sources of atmospheric air pollution are the enterprises of the metallurgical complex and electric power industry.
Table 1.2
Pollutant emission dynamics
the largest
mi sources of air pollution
thousand tons
Company |
2006 year |
2007 year |
2008 year |
2009 g. |
Polar Division OJSC“ MMC Norilsk Nickel, Norilsk |
1987,2 |
1990,1 |
1956,7 |
1949,8 |
Branch "Reftinskaya state district power station" of JSC "OGK-5", Asbest, Sverdlovsk region |
337,3 |
306,2 |
373,5 |
313,7 |
Severstal OJSC, Cherepovets, Vologdablast |
335,8 |
335,0 |
315,3 |
290,0 |
OJSC “Novolipetsk Metallurgical Plant”, Lipetsk, Lipetskblast |
316,3 |
308,3 |
280,5 |
289,1 |
Table 1.3
Contaminated wastewater discharges to surface water bodies
by types of economic activity, million m
3
Type of economic activity |
2006 year |
2007 year |
2008 year |
2009 g. |
Total for the Russian Federation |
17488,77 |
17176,25 |
17119,48 |
15853,56 |
Agriculture, hunting and forestry your |
1137,20 |
1039,23 |
1037,69 |
875 , 91 |
- Agriculture, hunting and the provision of services in these areas |
1135,63 |
1038,66 |
1037,20 |
875,66 |
- Forestry and the provision of services in this area |
1,57 |
0,57 |
0,49 |
0,25 |
Mining |
963,60 |
1074,87 |
1083,86 |
1016,59 |
- Coal, brown coal and peat mining |
397,78 |
444,13 |
460,64 |
461,12 |
- Crude oil and natural gas production; provision of services in these areas |
54,70 |
42,79 |
42,18 |
28,46 |
- Uranium and Thorium Ore Mining |
2,36 |
2,12 |
2,10 |
1,96 |
- Metal ore mining |
218,57 |
243,47 |
249,97 |
204,6 |
- Other mining |
290,19 |
342,36 |
328,97 |
320,46 |
Manufacturing |
3572,97 |
3295,31 |
3269,91 |
2732 , 80 |
- Food production, including nfeeds |
77,77 |
74,26 |
73,07 |
61,13 |
- Textile production |
40,50 |
36,65 |
31,43 |
24,88 |
- Manufacture of leather, leather products and footwear |
3,28 |
2,46 |
2,60 |
2,44 |
- Woodworking and manufacture of wood products and cork, except furniture |
123,50 |
117,47 |
120,48 |
262,76 |
- Production of pulp, wood pulp, paper, cardboard and products from them |
1147,81 |
1092,85 |
1044,85 |
743,10 |
- Production of coke, petroleum products |
263,61 |
233,35 |
223,00 |
117,97 |
- Chemical production |
777,19 |
696,08 |
680,46 |
608,87 |
- Manufacture of rubber and plastic products |
78,23 |
7,73 |
6,11 |
5,37 |
- Manufacture of other non-metallic mineral products |
50,53 |
55,13 |
56,42 |
54,78 |
- Metallurgical production |
659,08 |
625,20 |
706,64 |
595,67 |
- Manufacture of fabricated metal products |
19,80 |
20,63 |
19,81 |
15,07 |
- Manufacture of machinery and equipment |
169,72 |
172,96 |
153,67 |
132,0 |
- Manufacture of electrical machinery and equipment |
12,56 |
16,16 |
15,09 |
10,21 |
- Manufacture of cars, trailers and semi-trailers |
71,85 |
67,07 |
67,19 |
29,85 |
- Manufacture of ships, aircraft and spacecraft and other transsports facilities |
62,17 |
60,16 |
57,69 |
59,30 |
Electricity production and distribution rgii, gas and water |
9256,59 |
9013,81 |
9059,89 |
8817,23 |
- Production, transmission and distribution of electricity, gas, steam and hotodes |
825,74 |
892,76 |
937,21 |
940,34 |
- Collection, purification and distribution of water |
8430,85 |
8121,05 |
8122,68 |
7876,89 |
Transport and communication |
107,09 |
103,85 |
83,79 |
41,18 |
- Land transport |
22,82 |
21,93 |
20,82 |
16,32 |
- Water transport |
2,63 |
2,37 |
2,52 |
2,24 |
- Air transport |
2,43 |
1,96 |
1,02 |
0,88 |
- Auxiliary and additional transport activities |
78,21 |
76,64 |
58,92 |
21,13 |
Operations with real estate, rental and provision of servants |
346,55 |
324,06 |
322,88 |
276,29 |
- Real estate operations |
213,18 |
249,16 |
240,22 |
194,37 |
servants |
1884,41 |
2111,98 |
2050,13 |
1887,42 |
- Disposal of wastewater, waste and similar activitiesnness |
1883,74 |
2111,50 |
2049,60 |
1886,86 |
Of the total volume of polluted wastewater discharged into water bodies of Russia,56% falls on the “production and distribution of electricity, gas and water”, 17% on the “manufacturing industries”, 12% on the “provision of other communal, social and personal services” (Fig. 1.2).
In two types of economic activity“Collection, purification and distribution of water” and “disposal of wastewater, waste and similar activities” are concentrated enterprises of water supply and sewage facilities (primarily facilities with aeration sewage stations, treatment facilities, etc.), which are the largest sources of discharge polluted wastewater (62%) to surface water bodies in the country.It should be noted that the sewer“ Vodokanals” A significant amount of industrial wastewater arrives, which undergo appropriate treatment.
Below is a list of the largest enterprises - sources of surface water pollution,which account for 20% of Russia's total polluted waste water discharge (Table 1.4).
Table 1.4
Dynamics of polluted wastewater discharges
the largest
mi sources of pollution of water bodies,
million m
3
Company |
2006 year |
2007 year |
2008 year |
2009 year |
State Unitary Enterprise “Vodokanal”, St. Petersburg |
926,5 |
926,4 |
915,0 |
838,9 |
Kuryanovskaya aeration station, Moscow |
862,4 |
860,6 |
832,1 |
785,6 |
Lyubertsy aeration station, Moscow |
890,0 |
772,6 |
746,9 |
737,0 |
MP “Samaravodokanal”, Samara, Samara region |
254,2 |
250,7 |
237,5 |
220,6 |
MP “Nizhny Novgorod Vodokanal”, g. Nizhny Novgorod, Nizhny Novgorod Region |
230,0 |
229,7 |
233,2 |
215,1 |
Municipal Unitary Enterprise “Vodokanal”, Yekaterinburg, Sverdlovsk Region |
217,9 |
217,9 |
223,0 |
206,6 |
Vladivostok TPP-2, Branch of OJSC Far Eastern Generating Company, Vladivostok, Primorsky Territory |
198,9 |
204,4 |
204,6 |
202,2 |
Table 1.5
Volumes of production and consumption waste generation
by types of economic activity, million tons
Type of economic activity |
2006 year |
2007 year |
2008 year |
2009 g. |
Total for the Russian Federation |
3519,43 |
3899,28 |
3817,68 |
3505,0 |
Agriculture, hunting and forestry your |
17,32 |
26,60 |
67,65 |
77,4 |
Fisheries, fish farming |
0,21 |
0,06 |
0,10 |
0,09 |
Mining |
2923,49 |
2785,16 |
3351,07 |
3066,4 |
Fuel and energy useful claimopaemyh |
1732,08 |
1636,29 |
2064,72 |
1984,8 |
Mining, except fuelenergy |
1191,41 |
1148,87 |
1286,35 |
1081,6 |
Manufacturing |
284,01 |
243,86 |
276,64 |
252,01 |
Food Production, including Napiweaves, and tobacco |
18,10 |
20,49 |
18,62 |
25,1 |
Textile and clothing |
0,25 |
0,10 |
0,25 |
0,23 |
Production of leather, leather products and production ofwow |
0,08 |
0,06 |
0,03 |
0,06 |
Wood processing and productionyour woodwork |
5,37 |
5,96 |
4,83 |
5,0 |
Pulp and paper industry; publishing and printingnness |
6,46 |
5,62 |
6,95 |
5,3 |
Production of coke and petroleum products |
2,50 |
1,90 |
1,97 |
1,9 |
Chemical production |
44,71 |
46,13 |
27,02 |
20,6 |
Manufacture of rubber and plastic products |
0,16 |
0,16 |
0,19 |
0,14 |
Manufacture of other non-metallic mineralsn products |
9,69 |
10,40 |
32,63 |
12,1 |
Metallurgical and finished metal productsspruce |
189,82 |
145,00 |
175,25 |
174,6 |
Manufacture of machinery and equipment |
2,16 |
2,01 |
2,32 |
1,8 |
Manufacture of electrical equipment, electronic and optical equipmentmania |
0,98 |
0,79 |
0,50 |
0,58 |
Production of vehicles and equipmentmania |
3,00 |
2,96 |
4,15 |
1,9 |
Other manufacturing |
0,74 |
2,29 |
1,95 |
2,7 |
Electricity production and distribution rgii, gas and water |
73,54 |
70,80 |
67,61 |
65,3 |
Building |
17,80 |
62,84 |
14,88 |
24,7 |
Wholesale and retail trade; vehicle repair, m otocycles, household products |
143,14 |
310,92 |
13,27 |
2,3 |
Transport and communication |
4,03 |
7,49 |
3,17 |
5,3 |
Real estate operations, rental and provision of services |
50,86 |
386,31 |
17,19 |
4,4 |
Public administration and military security substantial social security |
1,46 |
0,50 |
0,52 |
0,71 |
The provision of other communal, social and personal servants |
3,05 |
4,30 |
4,70 |
5,4 |
Other activities |
0,38 |
0,09 |
0,89 |
0,99 |
Almost 90% of the total amount of waste generated during the year of all hazard classes in the country relates to production of “minerals”, while 57% - the extraction of fuel and energy minerals.
Allocation of environmental investments
by type of economic activity
According to Rosstat, investments in fixed assets aimed at protecting the environment and rational use of natural resources in 2009 decreased compared to the level of 2008 (Fig. 1.4) and amounted to 81.9 billion rubles.
The main investment component in environmental protection is own funds enterprises whose share exceeds three quarters of the total investment. There is a decrease in the contribution to the environmental activities of the budgets of the constituent entities of the Russian Federation and local budgets (Fig. 1.5).
The focus of environmental investicy, presented in fig. 1.6, is characterized by a steady growth trend of the “water” component over the past three years and a significant decrease in investments used for the protection and rational use of land.
International marketing environment
The international marketing environment is a more important element of the international marketing complex than for internal marketing. in the context of the formation of a global global market, international companies should monitor the following main factors:
1) natural;
2) demographic;
3) economic;
4) technological;
5) political (legislative);
6) cultural.
Studying the marketing macro environment allows us to draw conclusions regarding existing and future trends in the development of world markets.
To understand how to adapt their activities to new business conditions, as well as decide how much the philosophy and practice of national marketing should change when entering a foreign market, international companies carefully analyze the important blocks of the international marketing environment that create threats or new opportunities - this is economic, technological , political, legal and cultural environment of international business.
The technological environment is a source of special risks associated with tightening the life cycle of goods, rapid obsolescence of products. Problems can cause administrative barriers (prohibition, control) for the movement of specific types of goods, services, the need for standardization and certification of imported goods, etc. Therefore, the company, entering the foreign market should represent the real situation on the market, determine its needs, especially consumer behavior.
When planning to enter foreign markets, an international marketing activist should study the economics of each country of interest to him. The country's attractiveness as an export market is determined by two characteristics.
The first of these is the structure of the economy. The economic structure of a country determines its needs for goods and services, income and employment levels, etc. There are four types of economic structures.
COUNTRIES WITH ECONOMY TYPE OF NATURAL ECONOMY. In an economy such as subsistence farming, the vast majority of the population is engaged in simple agricultural production. They consume most of what they produce themselves, and the rest are directly exchanged for the catching of goods and services. Under these conditions, the exporter does not have many opportunities. Among countries with a similar economic system, Bangladesh and Ethiopia can be called.
COUNTRIES ¾ EXPORTERS OF RAW MATERIALS. Such countries are rich in one or several types of natural resources, but are deprived in other respects. They receive most of the money from the export of these resources. Examples are Chile (tin and copper), Zaire (rubber) and Saudi Arabia (oil). Such countries are good markets for the sale of mining equipment, tools and auxiliary materials, material handling equipment, and trucks. Depending on the number of foreigners permanently residing in the country and wealthy local rulers and landowners, it can also be a market for Western-style consumer goods and luxury goods.
INDUSTRIALLY DEVELOPING COUNTRIES. Within the framework of an industrially developing economy, the manufacturing industry already provides from 10 to 20% of the country's gross national product. Examples of such countries are Egypt, the Philippines, India and Brazil. As the manufacturing industry develops, such a country relies more and more on imports of textile raw materials, steel and heavy machinery and less and less on imports of finished textiles, paper products and automobiles. Industrialization brings about the emergence of a new class of rich people and a small but constantly growing middle class that require new types of goods, and some of the needs can be met only through imports.
INDUSTRIAL DEVELOPED COUNTRIES. Industrialized countries are the main exporters of manufactured goods. They trade in industrial goods among themselves, and also export these goods to countries with other types of economic structure in exchange for raw materials and semi-finished products. The wide scope and diversity of production activities make the industrialized countries with their impressive middle class rich markets for any goods. Industrialized countries include the United States and Western European countries.
Second economic indicator ¾ the nature of the distribution of income in the country. The distribution of income is affected not only by the characteristics of the country's economic structure, but also by the features of its political system.
According to the nature of income distribution, an international marketing activist divides countries into five types:
1) countries with very low level family income;
2) countries with a predominantly low level of family income;
3) countries with very low and very high levels of family income;
4) countries with low, medium and high levels of family income;
5) countries with a predominantly middle level of family income. Take, for example, the Lamborghini market ¾ a car worth more than $ 50,000. In the countries of the first and second types, it will be very small. The largest single market for this car is the market of Portugal (type 3 country), the poorest country in Europe, in which, however, there are many wealthy families that are able to buy such a car and take care of their social status and prestige.
Introduction
The external environment is the source that nourishes the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a constant state of exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The objective of this course is to identify the interaction of the organization with the environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.
The importance and significance of the optimal definition of the environment of the enterprise in modern business and necessitated the in-depth consideration of this topic. When writing this term paper, the goal is to highlight the following problems and solutions:
1. determine the essence of the economic environment of the enterprise and its elements;
2. to analyze the production and economic activities of the enterprise;
3. determine the direction of improving the efficiency of the enterprise.
1. Economic environment functioning of the enterprise and its elements
1.1 environmental factors of the enterprise
The environment of the enterprise is a combination of business entities, their relationships, infrastructure links and the conditions of their activities. The study of this environment is due to the fact that business entities, in carrying out their activities, do not function in isolation, but interact with each other, with government bodies, public structures, etc., that is, they carry out their activities in the external environment.
The main characteristics of the external environment are the relationship of its factors, complexity, mobility and uncertainty.
The relationship of factors is the degree to which a change in one factor affects other environmental factors.
The complexity of the external environment refers to the number of factors for which production system obliged to respond in order to survive, as well as the level of variation of each factor.
Mobility (dynamism) is the speed with which changes occur in the external environment of an enterprise. For example, in some industries (pharmaceutical, electronic, chemical, etc.), these changes occur relatively quickly. In others (mining) they are slowed down.
Uncertainty is a function that depends on the amount of information that an enterprise has about a specific environmental factor, as well as a function of confidence in the accuracy of the information available. The more uncertain the external environment, the more difficult it is to make effective decisions.
The relations of the enterprise with the external environment are dynamic. The external environment is characterized by the presence of many relationships between its elements, which are conditionally divided into vertical and horizontal.
Vertical connections arise from the moment state registration, since each business entity carries out its activities in accordance with applicable law.
Horizontal ties ensure the continuity of the processes of production and sales of products, reflect the relationship of manufacturers with suppliers of material resources, product buyers, business partners and competitors. The connections of a business entity in the external environment are enlarged and schematically presented on
figure 1. 1.
Fig. 1.1. Relations of a business entity in an external economic environment
In the external environment of the functioning of business entities distinguish between the macro level (macro environment) and the micro level (micro environment).
Each level has its own factors that influence the business entity. So at the macro level, natural, environmental, socio-demographic and political factors are distinguished.
At the micro level, economic activity is influenced by such factors as market conditions, the form and tightness of partnerships, relations with suppliers and consumers, and the degree of development of market infrastructure.
In accordance with the specifics of the impact on the functioning of business entities, factors of direct and indirect impact are distinguished (Figure 1.2).
Factors of direct impact directly affect economic activity and cover the following elements:
State;
Suppliers of material and financial resources;
Labor market;
Legal space (laws and regulations governing activities in the economic environment);
Consumers
Competitors;
Social structures (environmental organizations, trade unions, etc.).
Fig. 1.2. The main factors of the external environment of the enterprise
Indirect impact factors do not directly affect the business entity. They are grouped together as follows:
Situational (reflecting the economic situation in the country, the world, features of interstate relations, etc.);
Innovative (forming the potential for accelerated development of a business entity, industry, country and generated by scientific and technological progress);
Sociocultural (including a set of life values, traditions and customs adopted in the country);
Political (reflecting the policy of the administrative bodies of the state in relation to business entities, setting standards for the level of product safety, environmental protection, etc.).
It is impossible to list all the elements of the external environment. The main ones include:
Economic environment - inflation reduces the purchasing power of consumers, new taxes can change the distribution of income, level interest rates on capital can make profitable or unprofitable investments in new enterprises;
Political environment - changes in the government can affect the degree of support for private entrepreneurship, change the attitude towards the public sector, political instability can make long-term investments risky;
Legal environment - changes in legislation relating to the activities of enterprises may encourage or, conversely, restrain certain areas of entrepreneurship;
Technological environment - new technologies can lead to increased competitiveness or its decrease, if a competitor succeeds in developing new technologies;
Socio-cultural environment - the emergence of new styles, new fashion can create new opportunities;
Natural-climatic, geographical situation - a good or bad crop is immediately reflected in the price level;
Demographic situation - population migration, changes in fertility and mortality rates have a corresponding effect on the level of demand.
1.2 the internal environment of the enterprise
In addition to the external environment, the nature of the course of economic processes depends on the internal organization of the business entity or its internal environment.
The internal environment is a combination of conditions and a system of relationships between units of a business entity, allowing it to effectively realize the goals of its activities. Elements of the internal environment are:
Organizational structure;
The structure of functional responsibilities;
Service exchange structure;
Information structure;
Resource and technological structure;
Workforce structure;
Organizational culture, understood as a set of norms and rules governing interactions between members of the work collective and are an expression of their collective knowledge and experience.
It is possible to achieve the goals set for the entrepreneur due to many internal factors. However, the internal environment, focused on achieving the goals of the functioning of a business entity, requires isolating tasks, which are understood as a set of works that must be performed by the developed methods and within the time period established by the regulations.
In market conditions, special attention is given to such a property of the internal environment as adaptability, which suggests the possibility of a quick reorganization of the management system. To measure adaptability, indirect indicators are used:
The time from the moment of raising prices by suppliers or increasing inflation to the moment of raising prices for products of a business entity;
The development time of a new product or technology compared to its main competitors;
The time required to prepare the documents required to assess solvency and creditworthiness, etc.
Forming an internal environment that is adaptive to external situational changes, business entities are faced with a number of problems caused by the complexity of economic processes taking place in national economy. So, the problem is quite widespread, especially among large enterprises, that they include developed auxiliary production services, as well as facilities social sphere. For example, almost every large enterprise has a capital construction department, its own boiler houses, energy workshops, kindergartens, etc., requiring the diversion of funds for their maintenance. This has a negative impact on the solvency of the enterprise and the stability of its functioning.
The presence of our own base of auxiliary industries and service farms was necessary in a planned economy with a low level of development of market elements. At the same time, the establishment and strengthening of market relations, the appearance on the market of new enterprises capable of qualitatively performing similar work with lower costs, lead to the fact that the need to maintain such services disappears.
Factors of the internal and external environment are interconnected. This relationship reflects the degree to which a change in one factor causes an immediate effect on the nature of the manifestation of another factor. Since one of the significant characteristics that determine the strategy and tactics of a business entity is its dependence on the external environment, the definition and ranking of these factors become an important component in the adoption mechanism management decisions. For example, the introduction of new automated technology can provide the company with a tangible competitive advantage. However, in order for the enterprise to master the new technology, it is necessary to select personnel with certain skills and experience in this field, to review organizational ties within the enterprise and the functional distribution of responsibilities in the respective departments.
In addition, if the economic situation improves, one has to take into account an increasing number of environmental factors in order to strengthen positions on product markets. Accordingly, this requires an understanding of areas relatively new to business entities, such as international jurisprudence, universal cultural values, etc. Strengthening of specialization, dictated by the law of the social division of labor, leads to the need to adjust managerial functions and tasks of current activities.
In order for the business entity to have a real opportunity to realize the set goals and solve the corresponding tasks, it is necessary to pay close attention to the organizational structure and the principles of its construction, which is especially important in conditions of increasing information flows. The uncertainty of the external environment is due to the amount of information that the subject has about the action of a factor. If there is not enough information, the environment becomes more uncertain. As a business becomes more and more a global occupation, more and more information is required, but confidence in its accuracy is declining.
2. Analysis of industrial and economic activities of CJSC ElektraKIP
2.1 Brief description of ZAO "ElectraKIP"
The enterprise ZAO ElektraKIP is a legal entity in accordance with the legislation of the Republic of Belarus, has separate property in its ownership, and is independently responsible for its obligations. The company has an independent balance, settlement (current) and other accounts in banks.
In 1996, ZAO ElektraKIP was registered in the Unified Register legal entities and individual entrepreneurs of the Republic of Belarus. The company was re-registered in 2000. The certificate of state registration of a commercial organization was issued on October 18, 2000, No. 1081. Legal address of the company: st. Kabushkina, 80, 220118, Minsk, Belarus
The main objective of the enterprise is economic activity aimed at making a profit to satisfy the social, cultural and economic interests of shareholders and members of the labor collective of ZAO ElektraKIP.
The subject of activity of ZAO ElektraKIP is:
· Installation and commissioning of instrumentation and A;
· Installation and commissioning of telemechanization of linear pipelines, tank farms;
· Installation, commissioning and maintenance of security, security and perimeter alarm systems, access control and video surveillance systems;
· Installation, commissioning and maintenance of fire automation systems;
· Power supply on the main gas pipelines and oil products
wires, tank farms;
· Construction, installation and commissioning of gas supply systems (including instrumentation and automation and telemechanization).
The property of the Company consists of fixed assets, working capital, as well as other values, the value of which is reflected in the independent balance sheet of the Company.
The company employs 71 people, of which 15 people are administrative and managerial personnel and 56 people are workers.
Fig. 2.1. Organizational structure of ZAO ElektraKIP.
2.2 The relationship between the elements of the economic environment of operation in ZAO “ElectraKIP”
The cost of production is the most important indicator of the economic activity of the enterprise. It reflects all aspects of economic activity, accumulates the results of the use of all production resources. Depend on her level financial results the activities of enterprises, the rate of expanded reproduction, the financial condition of the enterprise.
Let us analyze the cost of construction and installation works using table 1. By analyzing the cost, you can find reserves for the further development of the enterprise and the adoption of sound management decisions.
From table 1 it is seen that in the period under review the cost of work and services has grown significantly. If in 2006. growth rate was 125%, then in 2007 - 137%. The main share of costs in cost is material costs, among which the largest element is “Raw materials”. Firstly, this is due to the significant increase in the cost of raw materials and materials associated with the selection of new suppliers that sell better materials, and secondly, construction and installation works and services are quite material-intensive production. The increase in the cost of raw materials in 2006 compared to 2005 amounted to 16%, and in 2007 compared to 2006 - 19%. Despite the fact that more advanced norms of material consumption are being introduced, the proportion of materials in the cost price remains quite high in 2007. - 35%.
Table 1. Cost items in the prime cost for 2005 - 2007, million rubles.
Indicators | Years | Rates of growth, % | |||
2005 | 2006 | 2007 | 2006-2005 | 2007-2006 | |
Cost of production | 1340 | 1684 | 2319,8 | 125 | 137 |
including: | |||||
Direct costs: | 938 | 1212,48 | 1767,2 | 129 | 146 |
material costs | 513,4 | 627,3 | 820 | 122 | 131 |
fund salary | 243 | 370 | 670 | 152 | 181 |
deductions for social. Needs and ChN | 168,2 | 198 | 254 | 118 | 128 |
Depreciation | 13,4 | 16,84 | 23,2 | 126 | 138 |
Indirect costs: | 402 | 471,52 | 553,2 | 117 | 117 |
overhead costs | 227,8 | 269,44 | 309,6 | 118 | 115 |
general running costs | 174,2 | 202,08 | 243,6 | 116 | 121 |
Variable costs | 924,6 | 1195,64 | 1744 | 129 | 146 |
Fixed costs | 415,4 | 488,36 | 576,4 | 118 | 118 |
Revenue from product sales | 2102 | 2669 | 3450 | 127 | 129 |
Revenues at comparable prices in 1991 | 1,4 | 1,7 | 2,3 | 127 | 129 |
Labor productivity. | 30 | 31 | 33 | 103 | 107 |
The average number of industrial production personnel, people | 45 | 55 | 71 | 122 | 129 |
including: | |||||
Working | 35 | 45 | 56 | 129 | 124 |
administrative staff | 10 | 10 | 15 | 100 | 150 |
The average annual cost of OPF. | 788 | 973 | 1289 | 123 | 132 |
Return on assets | 1,7 | 1,73 | 1,8 | 102 | 104 |
Material consumption | 0,38 | 0,37 | 0,35 | 97 | 95 |
The average wage of workers. | 5,4 | 6,73 | 9,44 | 125 | 140 |
The expense item — labor costs — has changed at the fastest pace. For the analyzed period, the growth rate of the wage fund in 2006 in relation to 2005 it amounted to 152%, and in 2007 to 2006 - 181%. This increase is explained by a significant increase in salaries, especially in 2007, associated with an increase in the complexity of the work performed and the current policy aimed at enhancing labor motivation. Moreover, a sharp increase in the number of employees by 29% in 2007 also significantly affected the increase in labor costs. Consequently, deductions for social needs and emergency tax are increasing.
The company operates in the Republic of Belarus and abroad, sending assembly teams to the place of work, so the company incurs high costs for travel expenses.
From table 1 it is seen that the growth rate of general production and general business expenses are increasing.
Of great importance in increasing costs in 2006 played an innovation fund, which also relates to cost. It was introduced in August 2006. in the amount of 13.5% of the actual cost.
Revenue growth in 2006 in relation to 2005 equal to 27%, and in 2007 by 2006 - 29%, which indicates a rather high increase in revenue over three years. It should be noted that the growth rate of the cost of works and services is much higher than the growth rate of revenue from the sale of services. This indicates a decrease in profit growth.
Thus, the analysis allows us to draw the following conclusion: it is necessary to pay great attention to the organization of work to reduce direct and overhead costs, significantly reduce costs by introducing a strict mode of saving fuel, household supplies, and observe the basic principle of payroll.
The stable position of the enterprise is characterized, first of all, by the constant presence in the optimal range. money, the absence of arrears, regular customers of services, the rational volume and structure of working capital, profit growth, etc.
Analysis financial situation enterprises of ZAO ElektraKIP were produced based on data balance sheet for 2005 - 2007
Analysis of the financial condition of the enterprise for 2005-2007. table 2 showed that over the study period there was an increase in assets by almost 2 times. The increase was in 2007. in relation to 2006 94%. If at the end of 2006 their value amounted to 1350 million rubles, then at the end of 2007 it increased to 2260 million rubles. Such growth occurred primarily due to an increase in working capital, which during the study period increased by more than 838 million rubles. and amounted to 1667.1 million rubles at the end of the analyzed period, while at the beginning of the period its value was equal to 829.1 million rubles. The asset structure of the enterprise also changed significantly during the study period. At the beginning of the analyzed period, the share of fixed capital in the total assets of the enterprise was 39%, and working capital - 61%. At the end of the analyzed period, the situation changed: the share of fixed capital decreased to 26%. Accordingly, the proportion of working capital increased by 13%. The increase in working capital was due to an increase in inventories, as well as receivables for all items of the balance sheet of the enterprise.
Table 2. The enlarged balance sheet, mln. Rubles.
Indicators | Years | ||
2005 | 2006 | 2007 | |
Main capital | 521,8 | 520,9 | 593 |
tangible property | 517,3 | 517,5 | 583,6 |
intangible assets | 4,2 | 3,4 | 4,6 |
financial real estate | 0,3 | 4,8 | |
Working capital | 799,7 | 829,1 | 1667,1 |
inventory holdings | 154,5 | 308,1 | 495,5 |
stocks of finished goods | 0,6 | 0,3 | 2,7 |
receivables | 287,75 | 479,6 | 893,5 |
securities | 17,3 | 35,4 | 13,6 |
Availability | 339,55 | 5,7 | 261,8 |
Total assets | 1322 | 1350 | 2260 |
Equity | 924 | 1032 | 1133 |
statutory fund | 207,8 | 207,8 | 207,8 |
net profit | 345 | 454 | 463 |
Reserves | 1,5 | 1,5 | 1,5 |
incremental fund | 369,2 | 369,2 | 460,2 |
Borrowed capital | 0 | 0 | 0 |
short-term loans | 0 | 0 | 0 |
long-term loans | 0 | 0 | 0 |
Accounts payable | 398,8 | 317,1 | 1127,1 |
Total liabilities | 1322 | 1350 | 2260 |
CJSC ElektraKIP carries out foreign economic activity in accordance with the legislation of the Republic of Belarus.
The right of an enterprise to carry out activities for which it is necessary to obtain a license arises upon receipt of such a license or on the date specified therein and terminates upon expiration of its validity, unless otherwise provided by law.
The main foreign economic partner of ZAO ElektraKIP is Russia, Ukraine. The main directions of work in foreign economic activity:
Analyze the profit from foreign economic activity from table 4.
Table 4
In the analyzed period, there was a significant increase in exports, more than four times.
For 2008 ElektraKIP CJSC is developing a system of measures to increase the volume of services export, which provides for working with Gazprom to empower the sale of ElektraKIP services abroad, and concluding agreements on trade and economic cooperation with foreign countries.
To increase the competitiveness of the services provided in the world market, ElektraKIP CJSC is implementing the ISSO 9001 quality management system, as well as qualification certification of workers.
The company carries out foreign economic activity in accordance with the legislation of the Republic of Belarus. CJSC ElektraKIP began its active work to promote the export of works and services in 1998. In the first couple, the company faced certain difficulties until it occupied a certain niche in the foreign market. But over time, the position of ElectraKIP CJSC in the foreign market has strengthened and every year the company takes measures to increase exports.
The main foreign trade partner of CJSC ElektraKIP is the Russian Federation. In 2005 in the territory of the Russian Federation a representative office of ZAO ElektraKIP is registered, a certificate of registration of the state registration chamber of the Ministry of Justice of the Russian Federation. Purpose of opening a representative office:
· Territorial expansion of the scope of the enterprise, effective assistance in the development of economic relations with the Russian Federation;
· Representation and protection of the interests of ZAO ElektraKIP and the Russian Federation in all state and non-state structures: marketing study of the construction market of the Russian Federation;
· Effective assistance in the implementation of contracts concluded by the enterprise;
· Development and implementation of the strategic construction and production program of ZAO ElektraKIP, improvement of forms of cooperation between the enterprise and business entities of the Russian Federation.
The main business partner of ElectraKIP CJSC is Gazprom and its subsidiaries (Gazavtomatika OJSC, Gazpromstroyengineering CJSC, etc.)
The main types of exported works and services:
· Construction of gas supply systems;
· Installation, commissioning and maintenance of security systems (with the exception of personal protective equipment);
· Design of security equipment and systems (with the exception of personal protective equipment);
· Installation of water, heat, gas meters;
· Installation, commissioning and maintenance of fire automatics and smoke protection systems.
All of the listed types of work are carried out on the basis of licenses for the work performed, obtained in the Russian Federation.
To analyze the effectiveness of exported works and services, it is necessary to consider table 5.
Table 5 shows that revenue from the sale of works and services is growing and, if in 2006. growth amounted to 27%, then in 2007 already - 41%. This suggests that the volume of export of services is increasing every year. Consequently, profits from the export of works and services are also growing.
Table 5. Export indicators for 2005-2007, million rubles.
We will evaluate the competitiveness of construction and installation works and services. However, in order to assess the competitiveness of their own services, it is necessary to compare them with similar services of other enterprises. Therefore, we take two enterprises that provide construction and installation works. The source data in the table. 6 are formed on the basis of documents participating in the tender. All indicators are evaluated on a 10-point system.
Table 6. Source data for 2007
Thus, according to Table 6, the following conclusion can be drawn that the work and services of ElektraKIP CJSC are more competitive than the services of TekhnoSvyazStroy OJSC and SvyazStroyservice CJSC.
At present, the enterprise does not stop at the achieved results in the field of cooperation with other countries, and takes an active part in tenders. Also for 2008-2009. the company is developing a system of measures to increase the volume of export of services.
For the effective study of the state of the components of the macroenvironment in the organization, a special environmental tracking system . This system should carry out both special observations related to certain special events and regular (usually once a year) observations of the state of external factors important for the organization. Observations can be carried out in many different ways. The most common observation methods are:
· Participation in professional conferences;
· Analysis of the experience of the organization;
· The study of the opinions of employees of the organization;
· Conducting meetings and discussions within the organization.
The study of the components of the macroenvironment should not end only with a statement of the state in which they were previously or are now. It is also important to reveal the trends that are characteristic of changes in the state of certain important factors and try to predict the development trends of these factors in order to anticipate what threats the organization may expect and what opportunities may open up for it in the future.
The macroenvironment analysis system provides the necessary effect if it is supported by senior management and provides it with the necessary information, if it is closely connected with the organization’s planning system and, finally, if strategic specialists are able to trace the relationship between macroenvironment status and the organization’s strategic objectives and evaluate this information in terms of threats and additional opportunities for implementing the organization’s strategy.
The study of the immediate environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. It is important to emphasize that the organization can have a significant impact on the nature and content of this interaction and thereby actively participate in the formation of additional opportunities and in preventing threats to its continued existence.
Analysis buyers as components of the immediate environment of the organization, the first task is to compile the profile of those who buy the product sold by the organization. A study of customers allows the organization to better understand which product will be most accepted by customers, how much sales an organization can count on, to what extent customers are committed to the product of that particular organization, how much you can expand the circle of potential customers, what the product expects in the future, and much more. .
The customer profile can be compiled according to the following characteristics:
· Geographical location;
· Demographic characteristics (age, education, occupation, etc.);
· Socio-psychological characteristics (position in society, behavior, tastes, habits, etc.);
· The attitude of the buyer to the product (why he buys this product, whether he is the user of the product, how he evaluates the product, etc.).
Studying the buyer, the company also finds out for itself how strong its position is in relation to it during the bidding process. If, for example, the buyer has a limited opportunity to choose the seller of the goods he needs, then his strength to bargain is much lower. If on the contrary, the seller should strive to replace this buyer with another one that would have less freedom in choosing a seller. The trading power of the buyer depends, for example, also on how essential for him the quality of the purchased products.
There are a number of factors that determine the trading power of the buyer, which must be opened and studied in the analysis process. These factors include:
· The ratio of the degree of dependence of the buyer from the seller with the degree of dependence of the seller from the buyer;
· The volume of purchases made by the buyer;
· Level of customer awareness;
· The presence of substitute products;
· Cost for the buyer to switch to another seller;
· The buyer’s sensitivity to price, depending on the total cost of purchases made by him, on his orientation to a particular brand, on the availability of certain requirements for the quality of the goods, on the value of his income.
When measuring an indicator, it is important to pay attention to who pays, who buys and who consumes, since not all three functions are performed by the same person.
Analysis suppliers aims to identify those aspects in the activities of entities supplying the organization with various raw materials, semi-finished products, energy and information resources, finances, etc., on which the organization’s work efficiency, cost and quality of services offered by the organization depend.
Suppliers of materials and components, if they have great competitive power, can make the organization very highly dependent on themselves. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build relationships with them that would provide the organization with maximum strength in interacting with suppliers. Supplier competitive strength depends on the following factors:
· Level of specialization of the supplier;
· The value for the supplier switching to other customers;
· The degree of specialization of the buyer in the acquisition of certain resources;
· The concentration of the supplier on working with specific customers;
· Importance for the supplier of sales.
When studying suppliers of materials and components, you should first pay attention to the following characteristics of their activities:
· The cost of the supplied goods;
· Quality assurance of the supplied goods;
· The time schedule for the delivery of goods;
· Punctuality and the obligation to fulfill the conditions of delivery of goods.
Study of competitors those. those with whom the organization has to fight for the customer and for the resources that it seeks to obtain from the external environment in order to ensure its existence, occupies a special and very important place in strategic management. Such a study is aimed at identifying the strengths and weaknesses of competitors and on the basis of this build their own competition strategy.
The competitive environment is formed not only by intra-industry competitors that produce similar products and market them in the same market. The subjects of the competitive environment are those companies that can enter the market, as well as those that produce a replacement product. In addition to them, the buyers of its services and suppliers, who, having the strength to bargain, can significantly weaken the position of the organization, have a noticeable effect on the competitive environment of the organization.
Many firms do not pay due attention to a possible threat from the newcomers to their market and therefore lose to them in the competition. It is very important to remember this and create barriers to the entry of potential aliens in advance. Such barriers can be in-depth specialization in the provision of services, low costs due to the economies of scale of production, control over distribution channels, the use of local features that give an advantage in competition, etc. However, it is very important to know well what barriers can stop or prevent a potential newcomer from entering the market, and erect these barriers.
As a result of the analysis of the enterprise, both competitive advantages and some disadvantages were identified. Recently increased requirements for the quality of construction and the reliability of facilities, the introduction of the organization in the international construction complex, it is urgent to bring the organization to a single high European level. In this regard, the only true decision to increase the competitiveness of the enterprise will be the development and successful implementation of ISO 9000 quality management system in production.
ISO 9000 international standards are a system of guidelines in the field of quality management and are aimed at continuous improvement of the foundations of this system.
No other standard or tool in the field of quality management has played such a role as the ISO 9000 series standards. Their importance is evidenced by the fact that almost 100 countries have issued almost 100 independent certification bodies in more than 70 countries using the ISO 9000 series. thousand certificates.
ISO 9000 is a set of international quality standards that establish a minimum of requirements for practice, which make it good to build trust in the business and ensure that suppliers and consumers "speak the same language."
ISO 9000 can be used for external purposes (contractual relationships involving a second party or the use of third-party certification schemes) or for internal ones (for example, to improve product quality).
This standard is a kind of instruction for the enterprise, what should be done, the enterprise itself should determine, based on its technical capabilities and assigned tasks.
The quality management system includes the organizational structure, personnel, methods, standards, processes and equipment that are used to implement the Policy for achieving quality goals.
For a complete description of the Quality System, it is necessary to develop a Quality Guide, which will simultaneously serve as a constant source, referring to which this system will be implemented and provided.
In accordance with the requirements of ISO 9000 series standards, the Quality Guide has 20 sections:
1. Management responsibility
2. Quality system
3. Analysis of the contract (contract)
4. Design Management
5. Documentation and data management
6. Purchasing
7. Consumer product management
8. Product identification and traceability
9. Process management
10. Monitoring and testing
11. Management of instrumentation and testing equipment.
12. Status of control and testing
13. Inappropriate product management
14. Corrective and preventive actions
15. Handling, storage, packaging and delivery
16. Office of Quality Data Records
17.Internal quality control
18. Training
19. Maintenance
20. Statistical methods
The quality manual is revised when the quality system changes. Changes in the quality system may be the result of changes in marketing strategies, production relations undertaken in order to more fully and purposefully meet the tasks in the field of quality.
Responsibilities, authorities and interactions of personnel who manage, carry out and verify work that affects quality should be defined and documented. This is especially true for staff who need organizational freedom and authority:
· Initiating activities aimed at
to prevent the occurrence of discrepancies in work and services, process and quality system;
· Identifying and recording any problems regarding
works and services, process and quality system;
· Verification of the implementation of decisions;
· Managing further processing of inappropriate services until deficiencies or unsatisfactory conditions are resolved.
Given the requirements of the ISO-9001 standard, it is advisable to establish the responsibility and authority of the heads of ZAO ElektraKIP as follows:
1) Director. Sets the quality policy, defines its goals and objectives for the enterprise, provides an understanding of the quality policy and its implementation on
all levels of the enterprise. Responsible for general management in
quality areas.
2) The first deputy director - the deputy production director reports to the director in his work and manages:
· Implementation in production of a quality policy;
· Conducting marketing research.
Responsible for:
· The results of implementation in the production of policy in the field
quality;
· Decisions made on the basis of marketing research;
· Analysis of the contract and its implementation.
3) The quality manager is accountable in his work to the director, manages the implementation and improvement of the quality system in the enterprise, evaluates the effectiveness of the tasks to implement the quality policy and is responsible for:
· The results of the implementation of the quality system in the enterprise;
· The effectiveness of the corrective actions taken;
· Statement of the problem and development of programs to achieve the goals of the quality policy;
· Conducting an internal audit of the quality system;
· The formation and monitoring of the implementation of corrective action programs;
· Development, implementation and maintenance in the production of enterprise standards;
· Determination of the need for the application of state and interstate standards.
4) The chief accountant is accountable in his work to the director and is responsible for accounting for quality costs, including losses associated with the provision of inappropriate work and services. The chief accountant provides leadership accounting at ZAO ElektraKIP
5) The procurement agent is accountable in its work to the production deputy and is responsible for the procurement of materials, components and services, storage and delivery of purchased materials and components to production in accordance with the approved instructions and standards of the enterprise.
6) The personnel inspector is accountable in his work to the director, is responsible for the selection and training of personnel.
7) The head of the production and technical department reports to the director in his work and manages the departments that carry out the preparation of production. Responsible for:
· Implementation of scientific and technical programs;
· Technical support of the quality policy pursued by enterprises;
· Acquisition, installation and repair of equipment;
· Providing the company with energy.
8) The producer of works (the Head of the site) of production is accountable to the head of production and is responsible for:
· Organization of production in accordance with the design and technological documentation;
· Ensuring the performance of work by workers and specialists of the required qualifications and experience.
9) The head of the Department of Technical Control (TCI) reports to the Deputy Director for Production and is responsible for:
· Conducting input control of raw materials, purchased materials and semi-finished products, components;
· Conducting work control;
· Ensuring that control is carried out by qualified personnel and in working equipment;
· Organization of actions to stop production, shipment or installation in order to eliminate inconsistencies;
· Monitoring the implementation of quality plans.
Quality management system documents.
In addition to the quality policy and the Quality Program, there are a number of important documents that are an integral part of the quality management system.
Activities affecting quality are carried out in accordance with the following documents:
· State standards;
· International standards;
· Enterprise standards;
· Instructions and techniques.
Enterprise standards are used for the functioning of the quality system.
During the analysis of the contract, at the request of the consumer or deputy production directors, a decision is made on the need to prepare a Quality Program.
Quality programs include:
· Quality objectives to be achieved;
· Requirements for qualifications and certification of personnel, selection of qualified personnel, training, briefing, certification of personnel;
· Requirements for raw materials and equipment, procurement necessary materials and equipment;
· Planning, development of design and technological documentation for all technological redistributions, as well as “control points”;
· Requirements for paperwork on quality;
· Distribution of responsibility and authority of managers, quality assurance and quality control specialists during the various phases of the implementation of the contract;
· Other measures to achieve quality goals.
Development of enterprise standards.
1) System-wide issues:
2) Marketing:
3) Ensuring the improvement of the technical level and quality
in the design and development of work:
4) Organization of material and technical supply:
5) Preparation of production and development of technological processes:
6) Quality control in the process of providing work and services:
7) Conducting tests and examinations. Certification of work:
8) Implementation of work and services:
9) Installation and operation:
10) Stimulation of improving the quality of work:
11) Training:
12) Legal support of product quality:
Currently, each industry also has its own certification and standardization system. Since CJSC ElektraKIP cooperates with Gazprom and operates in Russia, the company needs to obtain certification in the GAZSERT system - the Gazprom certification system.
Conclusion
The functioning environment is a combination of business entities, their interconnection of infrastructure links and the conditions of their activities.
Analysis of the factors of the external and internal environment as a whole is one of the most important and complex processes in the development of a company’s strategy and planning its activities.
Environmental analysis is a very important and very complex process that requires careful monitoring of the processes occurring in the environment, assessment of factors and establishing a relationship between factors, strengths and weaknesses of the organization, as well as opportunities and threats that are contained in the external and internal environment. Obviously, without knowing the environment, the organization will not be able to exist. The organization studies the environment in order to ensure successful progress towards its goals, develops a strategy for interaction with elements of the external and internal environment, which provides it with the most comfortable coexistence.
Factors of the internal and external environment are interconnected. This relationship reflects the degree to which a change in one factor causes an immediate effect on the nature of the manifestation of another factor. Since one of the significant characteristics that determine the strategy and tactics of a business entity is its dependence on the external environment, the definition and ranking of these factors become an important component in the mechanism of managerial decision-making.
Thus, taking into account the characteristics and factors of the internal and external environment contributes to the adaptability and flexibility of the business entity, as well as ensuring the effectiveness of economic processes taking place within it.
Economic activity on the territory of the Russian Federation means a production process or a combination of actions leading to the receipt of a certain product. The main features of economic activity are the following factors:
- Availability production costs on labor, equipment, resources, technologies;
- The presence of the production process;
- The availability of services or products.
Types of economic activity are objects of the classification of OKDP. Indicate the type of activity in accordance with the classifier is necessary when registering the company with the tax authorities.
Classifier of economic activities
The types of economic activity established on the territory of the Russian Federation are prescribed in the All-Russian Classifier of Types of Economic Activities, Products and Services (OKDP) on the basis of a resolution of the State Standard of Russia. OKDP is designed to regulate and describe economic activity on the territory of the Russian Federation and is a single set of classified economic entities and their groups. This classifier is part of the Unified System for the Classification and Coding of Technical, Economic and Social Information (ESKK) of the Russian Federation.
Type of economic activity code
Types of economic activity in the All-Russian Classifier of Types of Economic Activities, Products and Services (OKDP) are sequentially encoded using an alphanumeric alphabetical code. In the formula for the structure of the code OKDP (XX.XX) are sequentially indicated:
- Section - the first two characters to the point (XX.);
- Group - the first character after the period (XX.X);
- The class is the second character after the period (XX.XX.).
The codes presented in the classifiers do not depend on the form of ownership and the source of investment - they will be the same when determining the type of economic activity of the LLC and the individual entrepreneur.
The main types of economic activity
Economic activity is divided into several main types:
- The main economic activity creates the largest part of gross value added, not necessarily more than 50%;
- The secondary type of economic activity is a different economic activity from the main one, not defined as the main one (that is, any other). As well as products from primary economic activities, products from secondary activities are intended for sale to third parties in the market;
- An auxiliary type of economic activity is a type of activity in which services and goods are produced that are not intended for sale to third parties, but are designed to optimize and facilitate primary and secondary economic activity.
IN market economy economic development is economic processincluding periods economic growth and economic downturn in time. The combination of these two components forms an economic cycle, characterized by periodic ups and downs of economic activity, directly caused by fluctuations in the relationship between consumption and investment. That is, the economic (business) cycle is a fluctuation in the level of economic activity, when periods of economic recovery are replaced by periods of its decline.
About the reasons cyclic development economics in macroeconomic theory there is no single universally recognized concept. So, for example, T. Malthus, J. Sismondi attributed the cause of the cycles to the insufficiency of the consumed income in comparison with the income generated. Marx saw the main reason for the cycle as the main contradiction of capitalism — the contradiction between the social character of production and the private form of appropriation of the results of production. M. Keynes saw the root cause of the cycle in excess of savings and lack of investment.
A. Spithof explained the reason for the cyclical nature of the excess of production of means of production over production of consumer goods. E. Hansen saw her reason in expansion and restriction of bank capital (credit) and movement discount rate. I. Schumpeter deduced the cause of the cycles from the cyclical development of technological progress, the dynamics of the introduction of innovations. V. Pareto, A. Pigou saw the cause of the economic cycle in the correlation of optimism and pessimism in the economic activity of people, and S. Jevons, A. Chizhevsky explained his reason for the effect on people of sunspots with a ten-year cycle.
As you can see, the scatter in determining the causes of the economic cycle is very wide.
Four phases of the classical economic (business) cycle are distinguished:
¨ crisis (recession, recession);
¨ depression (stagnation);
¨ revitalization (expansion);
¨ rise (boom, peak).
In modern Western literature, more aggregated division is used, highlighting two phases: recession and recovery.
The first (recession) refers to crisis and depression. Under the second (rise) - revival, boom.
Let us briefly consider what these four phases of the cycle are characterized by.
1. A crisis (recession, recession) - it is characteristic for it to worsen all the main indicators of economic growth: a sharp decrease in output; sharp fall size of income; employment reduction; decrease in investment; falling prices; underloading of production capacities; massive bankruptcy; the growth of the army of the unemployed; depreciation of fixed capital; overstock.
2. Depression(stagnation) - represents the lowest point of decline and is characterized by: mass unemployment; low salary; low lending rate; a reduction in unrealized inventories; the cessation of price reductions. At the same time, production froze at this level; it does not grow and does not fall.
3. Revitalization (expansion), or the recovery phase, is characterized by indicators such as: mass renewal of fixed capital; unemployment reduction; salary increase; rising prices and interest rates; increased demand for commodities. This phase ends with the achievement of a pre-crisis level of development.
4. Climb (boom, peak) is characterized by the following indicators: an increase in the rate of economic growth; increasing investment; growth in stock prices and other valuable papersinterest rates; rising prices, salaries, profits, rents, entrepreneurial income.
After passing through these phases, the cycle repeats again. Therefore, we can say: the economic (business) cycle is the time from one economic crisis to another.
And the crisis of overproduction is the forcible elimination of imbalances (an unacceptable gap between the production of goods, services and their consumption by the population) and the temporary establishment of proportionality. The way out of the crisis is to renew fixed assets. The faster it is updated, the faster they will come out of the crisis.
Modern economic crises have their features. They basically became weak, sectoral. There is no clear division into four phases of the cycle. There are periods in the development of the economy that do not fit into any of the four phases of the cycle. Crises now arise not after the period of the highest rise, but after a long period of stagnation. There is a period of "creeping into the crisis." During a crisis, prices now more often than not decrease, but rise.
All this is due to several reasons: the rapid development of scientific and technological revolution; change in industry structure; shortening the life of fixed assets; a sharp increase in salaries; deepening the international division of labor; global integration processes, militarization of the economy, etc.
In general, the following types are distinguished economic crises :
1. The cyclical or general economic crisis of overproduction;
2. The intermediate crisis;
3. Partial crisis;
4. Industry crisis;
5. Structural crisis;
6. Agrarian crisis - the economic crisis of overproduction in agriculture;
7. The ecological crisis.
The first type of crisis is the deepest and longest and covers all areas of the economy. The second view is less deep. It is local in nature. It interrupts for some time the course of, for example, such phases of the economic (business) cycle as revival and recovery. The third type of crisis covers only some sphere of economic activity. Well, the fourth type is only some kind of industry. The fifth type is associated with the uneven development of individual industries and covers periods of several reproductive cycles. The sixth is especially long, the seventh is typical for countries with a fairly high level of development.
The economy of the Russian Federation in the last ten years has been subject to economic crises, which is associated with the transition to a market basis, errors in privatization, price liberalization, the destruction of the single national economic complex, the washing out of working capital from enterprises; a sharp decline in investment in the real sector of the Russian economy, a sharp depreciation of fixed capital, a slowdown in scientific and technical progress, etc. The task is to eliminate these points. The task now is to double the rate of economic growth in ten years.
Allocate a very large variety of types of economic cycle (more than a thousand species). The objective criteria for their differentiation are: the frequency of updating of individual parts of capital; changes due to the updating of elements of buildings, structures; changes caused by demographic processes and agriculture.
In general, we note the following main types economic cycles.
The J. Kitchen cycle (stock cycle) of two to four years, the so-called short cycle. The author associated it with a change in world gold reserves. E. Hansen - associated it with the uneven reproduction of capital. W. Mitchell - with a change in money circulation.
The cycle of K. Zhuglyar and the cycle of K. Marx - lasting ten years (medium cycle). The first connected it with the frequency of fixed capital, and K. Marx with the mass renewal of fixed capital.
S. Kuznets cycle - lasting 18 to 20 years, the so-called building cycle. It is associated with the frequency of updating housing and some types of production facilities.
The cycle of "long oscillations", or the cycle of N. Kondratiev - its duration is 1950-1960 years. The rise of the first big cycle was associated with the industrial revolution in England, the second with the development of railway transport, the third with the introduction of electricity, telephone, radio, and the fourth with the automotive industry. The fifth cycle, modern scientists link with the development of electronics, genetic engineering, microprocessors.
Self Test Questions
1. What should be understood by economic growth?
2. How can economic growth be assessed?
3. How to implement a qualitative characteristic of economic growth?
4. What types of economic growth do you know?
5. What is the intensification of production and what can it be?
6. What factors of economic growth can you name?
7. What is the economic cycle and what are its phases?
8. What types of economic crises emit in modern conditions?