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Abstract

1. Theme urgency

In modern conditions, increasing the efficiency of the economic entity and the national economy as a whole is a very pressing problem. The ego is due to the fact that the main principle of economic activity is the principle of efficiency, which underlies rational actions not only in a separate enterprise, but also in all spheres of the economy. The principle of efficiency lies in economic activity, in which, with the help of available limited means, an optimal result would be ensured when the set goals were achieved.

The globalization of the world economy required a revision of the previously adopted management models and criteria for assessing the effectiveness of economic systems at all levels. Complicating the competitive environment for the operation of enterprises and industries requires a comprehensive approach to solving the problem of its effectiveness. In this regard, there is a need to develop new theoretical provisions, methodological approaches, tools for evaluation and methodological support of performance management in a chronic crisis, taking into account domestic and foreign experience.

2. Purpose and objectives of the study, planned results

The aim of the work is to study the existing theories and concepts of managing the efficiency of socio-economic systems in modern conditions and their application in practical studies in analyzing the activities of the enterprise in the agro-industrial sector of the economy in modern conditions.

The object of the study are the processes of managing the efficiency of an enterprise in modern conditions.

The subject of the study is the organizational, economic, methodical, informational resource of research provision and implementation of the enterprise performance management strategy.

To achieve this goal, it is necessary to solve a number of theoretical, methodological and applied problems:

  1. to generalize the methodology of the study of the management of the efficiency of socio-economic systems;
  2. generalize modern approaches and models in the management of enterprise performance;
  3. to substantiate the nature and degree of influence of branch features on the efficiency of the enterprise;
  4. summarize the current indicators of the company's performance evaluation;
  5. determine the main quantitative and qualitative indicators in the development dynamics of OOO TEK using statistical and economic-mathematical methods;
  6. to develop recommendations for improving the efficiency of the enterprise;
  7. to justify the economic effectiveness of the proposed activities.

3. Essence and content of management of the efficiency of socio-economic systems

Management and management of efficiency is an underdeveloped direction of management theory. So, in his work "Managing the efficiency of the company" Professor L.M. Makarevich considers 18 management issues (organizational support, sales, company development, marketing, accounting and reporting, etc.), but nowhere is the definition of performance management defined.

Efficiency characterizes such a state of the economy in which a certain ratio of the results of activities and the costs of achieving these results leads to the obtaining of maximum results by the subject using the resources of a certain value or to the production of a certain value with the least resource costs. At the same time, the allocation of resources is such that any redistribution of resources does not lead to additional benefits. In the proposed approach, elements of the traditional variant of understanding economic efficiency with allocative efficiency and Pareto efficiency are combined. Theoretically, the efficiency coefficient can be infinitely large, but given the limited resources used, the efficiency coefficient is directed to some finite value. It is often advisable to explore not only economic efficiency, but also socio-economic.

The problems of effectiveness criteria are widely considered in the literature. In particular, according to Zhigalov VT, the criterion of social efficiency is the satisfaction of social needs, including the needs of workers in the growth of material well-being, and the satisfaction of spiritual demands in relation to resources directed to these purposes.

In the most general form, these criteria are formulated by NI Lapin. He identifies the following six main criteria:

  1. productivity of the organization;
  2. cohesion of the organization as a collective;
  3. Satisfaction of the members of the collective with their work, organization and working conditions, received remuneration;
  4. level of controllability of the organization;
  5. public activity of members of the organization;
  6. dynamism of the organization.

The socio-economic system is a combination of resources and economic entities (social and economic structures) that form a single whole, interconnected and interacting among themselves in the sphere of production, distribution, exchange and consumption of goods and services that are in demand in the external environment. The "outlets" of this system are three criteria: productivity, social activity and satisfaction.