System analysis in management research: assessment of the level and dynamics of organizational effectiveness

One of the most important areas that system analysis provides for in management research is the assessment of its effectiveness, which is manifested in the level and dynamics of the economic efficiency of the organization being led. To date, the economic community in our country has not yet developed generally accepted economic instruments for the implementation of this management procedure, which is an analysis of management effectiveness. A study of scientific, educational and methodological literature allows us to conclude that the analysis of personnel management methods is key to understanding the enterprise model and assessing the economic efficiency of a business entity.

The level of economic efficiency is a relative value, which is determined by dividing the result by costs or expenses by results. System analysis in the study of management, as a system of indicators, methods for calculating them and the selection of criteria for assessing economic efficiency among different authors are different. Therefore, this issue seems appropriate to narrow in consideration. For example, it is possible to more specifically study the problem of enterprise management efficiency by regulating the number of employees.

For a modern enterprise, the wage fund in most cases is a significant part of the total costs. A system analysis in management research usually shows that quite often the solution to the problem of high costs can be solved by managing the number of employees in the enterprise.

Most often, only the reduction of employees is understood as headcount management , however, managerial actions in this area are a combination of methods and means that make it possible to properly plan, select, motivate, and develop staff. Accordingly, the reduction in the number of employees is only an element of the overall management of the number of employees in the enterprise. System analysis in the management study allows us to conclude that the reduction of the staff of the enterprise is not always carried out on the basis of economic calculations and analysis. Most often it is a product of a voluntaristic leadership style. Managers determine the percentage by which they want to reduce the number of employees and assign the functions and responsibilities of those laid off to employees, while the work is carried out without the necessary skills, respectively, of poor quality. The optimization of the number of employees is a project that needs to be planned, including determining the sequence, deadline and responsible persons.

The first step in the implementation of the project is the suspension of the admission of workers to the enterprise. The second step is a detailed analysis of the number of employees by company or enterprise units, taking into account the functional purpose of these units. Evaluation of working time, timing will determine the actual workload of the employee, the intensity and duration of daily operations. Worn-out equipment to ensure the production process requires the maintenance of a huge number of repair and maintenance personnel, therefore, based on the results of a study of working time, it is possible to either optimize production processes (redistribution of personnel among jobs) or introduce advanced technologies. This will help to identify jobs that can be reduced without much damage to the interests of the enterprise. When reviewing the structure of the company, you should pay attention to the management team, the costs of which usually make up from 30 to 50% of the total payroll. To do this, eliminate unnecessary levels of management and optimize responsibilities by avoiding duplication of staff. By correlating the motivation and capabilities of a particular employee, management can also easily decide which of the subordinates is the most effective of the administrative staff. For this, employees are divided into four categories: group I - “can not” / “wants”, group 2 - “can / wants”, group 3 - “can” / “does not want”, group 4 - “can not” / "Does not want to." Accordingly, employees who fell into group 4 are subject to reduction in the first place. According to the results of headcount optimization, it is possible to distinguish non-core activities in subsidiaries: repair, transport, to which staff will be transferred, and thereby, the headcount will decrease.

Thus, increasing the efficiency of enterprise management in a difficult economic situation can be achieved through the competent implementation of processes for managing the number of enterprises.


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