Short description
Industrial practice is one of the integral parts of the training of qualified specialists of all specialties.
Introduction
Chapter I. General characteristics of CJSC Svyaznoy Group of Companies
Legal status, regulations, history of creation and
development of CJSC Group of Companies Svyaznoy
1.2 Main activities of the organization
1.3 Characteristics of the industry in which the organization operates. Place and role of the organization in the industry and region
Chapter II. Market research and analysis
2.1 Consumers of services of CJSC Svyaznoy Group of Companies
2.2 Competitors of Svyaznoy Group CJSC
2.3 Influence of various factors on the market
2.4 Estimation of the market share occupied by Svyaznoy Group
Chapter III. Organization of work of departments of the organization
3.1 Organizational and functional structure of the organization
3.2 Organization planned - economic work
3.3 Management labor resources
Chapter IV. Financial flow management
Chapter V. Evaluation of the effectiveness of the organization based on analysis economic activity
Conclusion
Bibliography
Introduction
2.1 Clients of the company
3.2 Improving HR
Chapter 4. Analysis of management approaches
4.1 Human Resources
4.2 Personnel management
Conclusion
Bibliography
Applications
Annexes A
Introduction
The importance of my topic thesis, in my opinion, is due to the fact that at this time organizations need to analyze the state of their business in order to stably stand in the global market and constantly develop.
The object for the study of the thesis was the largest retailer selling cell phones"CONNECTED". The object of the thesis work was - implementation marketing activities and management in trade organizations engaged in the sale of digital technology; business characteristics; mission, goals and principles of the company; her marketing environment; characteristics of the market, as well as characteristics of personnel and management systems.
The purpose of writing a thesis is to analyze the business in which I work.
From the goal, I put forward the following tasks:
to uncover general characteristics business of CJSC "SVYAZNOY Logistics";
define the mission, goals and principles of the organization;
evaluate the trainings taking place in the organization to train employees;
consider external factors that affect the work of the company: consumers and competitors;
consider internal factors: personnel and management system;
Today it is quite difficult to analyze business problems without their specific binding to a particular object and its features. In this paper, the problems of marketing and personnel management are considered. The company CJSC "SVYAZNOY Logistics" was selected for analysis, for the reason that for three years now my professional activity associated with this campaign. The knowledge I received at the university allows me to competently assess work situations and reveal my personal potential.
For the theoretical basis, the works of such famous foreign and domestic specialists as F. Kotler, P. Drucker, Meskon M.Kh., R. Barrera, V.V. Radaev, I.B. Mann, V.V. Kozlov and others.
The structure of the company's work is quite fragmented, but it is based on the desire to reveal most of the practical issues observed in daily work managers in the organization under study. The disclosure of all theoretical issues in this work is directly related to practice.
The thesis contains an introduction, three chapters, a conclusion and a list of literature used by me, applications.
Chapter 1
Closed joint-stock company"Svyaznoy" was created in accordance with the current legislation Russian Federation.
The activity of the company is to make a profit as a result of commercial activities.
The main activities of the company are:
Trade and purchasing activities;
wholesale and retail trade in goods;
organization of a network of trade enterprises;
performance of logistics work necessary for the sale of products;
economic activity related to the import and export of goods.
The authorized capital of the company is 2,500,000 (two million five hundred thousand) rubles.
The business that originated in October 1995 gave the development of the SVYAZNOY company. Since its inception, the main activity has been the sale of GSM phones and personalized audio and video equipment. The company began its activity under the brand name "Maxus".
The official date of foundation of the company was October 9, 1995, then the outlet was located on "Gorbushka" and occupied a room of 20 square meters, at that time the company's staff consisted of only 5 people. Starting with a minimum capital, the company short term became a large, rapidly growing enterprise.
By 2000, Maxus signed contracts with leading manufacturers of personal equipment, such as Siemens, Motorola, Samsung, Ericsson and others. In 2002, Maxus managed to take a leading position in the market, their share of sales reached 13%.
marketing management trade sales
Continuously analyzing the prospects for the development of the market, in 2001 it was decided to concentrate efforts in the field of retail trade. On April 23, 2002, the official opening of retail took place under the new Svyaznoy brand. By that time, the organization had already opened 82 outlets.
After the launch of the Svyaznoy brand, the Maxus retail network continues to rapidly form, and not only in Moscow and the Moscow Region. In the autumn of 2002, the first centers were opened mobile communications Svyaznoy in St. Petersburg. "Maxus" was present in the northern capital only as a wholesaler. By the middle of 2003, there were already 25 outlets here. The next stage in the extensive development of Svyaznoy is the opening of stores in Nizhny Novgorod. By early 2004 total number Svyaznoy mobile communication centers amounted to more than 850 in already 170 cities of the Russian Federation. "Svyaznoy" appeared in the Urals, in Siberia, in the Republic of Tatarstan, in the Volga region, in the South of Russia. The market share of the network of mobile communication centers "Svyaznoy" in 2005 was 12.3%.
Currently, the company's partners are: Nokia, Samsung, Apple, Sony, Voxtel, Philips, LG, Alcatel, Explay, BBK, Rover, Lenovo, Prolife, etc.
During 2004, the Svyaznoy company carried out a restructuring, as a result of which financial structure became "transparent", and its presence contributed to a significant increase in the investment attractiveness of the company.
Today CJSC "Svyaznogy Logistics" from the divisions: CJSC "Svyaznoy MS", "Svyaznoy CR", OJSC "Svyaznoy NN", OJSC "Svyaznoy SPB", CJSC "Svyaznoy Kzn", OJSC "Svyaznoy Yug", OJSC "Svyaznoy Ural", "Siberia"; CJSC "Svyaznoy Gruzka" This structure allows the company to successfully cooperate with leading financial institutions in Russia.
"Svyaznoy is a European-level trading network with excellent quality of service." The main advantage of Svyaznoy is the quality of customer service. The quality of service is understood as a complex of marketing activities - from direct advertising to the design of points of sale. At the same time, in terms of such indicators as assortment, location of points of sale, retail is among the leaders.
Svyaznoy is in many ways an innovator in the mobile retail market: in 2004, Svyaznoy was the first to start accepting payments from customers for international and long-distance communications using Rostelecom's accounts. He was also the first to publish a catalog of products for sale, published every month. This catalog was called "Adult Toys".
The constant desire of Svyaznoy mobile communication centers to develop and improve has led to the creation of Svyaznoy 3 digital technology galleries. These stores became the starting point in the creation of a new retail network, they have no analogues in Russia. The Svyaznoy 3 project brings to new level product range in the field of consumer digital technologies. For the first time in the practice of Russian cellular retail networks, it embodies the project of a store with open access for consumers to shop windows and goods placed on them.
As of May 2009, the company owned 1,753 stores in Russia and 69 in Belarus, operating under trademarks"Svyaznoy" and "Svyaznoy 3" (extended range of products and digital services). The Svyaznoy group also includes the Svyaznoy Gruzka company (content producer).
The Svyaznoy online store delivers orders in more than 33 cities of Russia.
In the summer of 2007, Svyaznoy acquired chains of salons cellular communication"MegaPlus" and photo services "Focus" in Belarus (total 102 salons).
The development strategy of the Svyaznoy Group is aimed at increasing the market share, diversifying suppliers, expanding the product range, increasing brand value and expanding into new segments of the high-value-added telecommunications market.
1.1 Mission, goals and principles of the company
The mission of the company is the desire to raise Russia, restore the world's respect for our country by improving the material condition of our fellow citizens and improving the atmosphere around us - increasing openness, honesty and mood among the people who surround us.
The goal of the organization is to become a strong, wealthy company capable of fundamentally influencing the processes around. Bring the joy of work, a sense of belonging and worthy money to your employees. Build win-win relationships with our partners. Carry good mood and industry-leading services to our customers.
Principles of CJSC "SVYAZNOY Logistics"
Leadership position
openness
Honesty
Support
Teamwork
A responsibility
Working towards a common goal
Willingness to change
Constant craving for new knowledge
The desire for self-development
Acceptance of new team members
Trust and support of all team members to each other, regardless of status and personal prejudices.
For a general assessment financial condition enterprises make up a compacted balance sheet, in which homogeneous articles are combined into groups. At the same time, the number of balance sheet items is reduced, which increases its visibility and allows comparison with the balance sheets of other enterprises.
Compacted balance can be performed in various ways. Combining articles from different sections is acceptable.
A preliminary assessment of the financial condition of the enterprise can be done on the basis of identifying "sick" balance sheet items. The presence of receivables and significant accounts payable testifies to certain shortcomings in the work of the enterprise.
In general, we can state the growth of the scale of business: the balance sheet currency of the enterprise increased almost 3 times over the period. Such growth can be achieved either through significant financial injections or through aggressive asset-liability management and aggressive marketing.
At the same time, it should be noted the gradual transformation of the liability management policy towards a moderate one, which entails an increase financial stability enterprises and reduce the risk of loss of liquidity. In addition, by decision of the shareholders, the management of the enterprise reinvested the profits received into expanding the scale of the company's activities. Thus, in accordance with the statutory documents, the reserve capital of the enterprise was gradually increased, amounting to 20,000 rubles at the end of the period from 2010. until 2011, 792.2 thousand rubles, as well as a significant increase in the item of retained earnings of the enterprise: from 0.764 million rubles. at the beginning of the period to 3.563 million rubles. at the end of the period.
Share out current assets in the assets of the enterprise for the period decreased from 13.74% to 10.63%. At the same time, in absolute terms, growth is observed due to an increase in intangible assets by 165.8 thousand rubles. (acquisition of a new software and licenses for the equipment of new workplaces), an increase in fixed assets by 874.4 thousand rubles. (new equipment trading floor and property revaluation).
Accounts receivable has practically no weight in the company's balance sheet, while an important positive aspect is the reduction of its share from 6.76% to 1.92%.
Share Money in assets decreased slightly, however, in absolute terms, the growth amounted to 86.8 thousand rubles.
With regard to the assets of the company's balance sheet, a deeper analysis showed that the aggressive financial policy of the management continues. Consideration of the structure of liabilities, on the contrary, allows us to conclude that the policy is softened and its transfer to the category of moderate. Thus, the share of capital and reserves increased in relative terms by 6.79% (from 19.69 to 26.47), and in absolute terms, this section of the balance sheet increased by 3.577 million rubles. From zero to 3.9 million rubles. the section of long-term liabilities increased and, as of 01.01.2010, amounted to 21.12% of the company's liabilities. Accordingly, with an absolute growth of 4.283 million rubles. the share of short-term liabilities decreased from 80.31% to 52.41%.
The growth of accounts payable is also slowing down and lags behind the growth of the company's balance sheet currency: 46.23% in 2010 and 23.97% in 2011. This fact, taking into account the specifics of the trade industry, indicates a decrease in the share of commercial (commodity) credit in financing the working capital of an enterprise and, accordingly, a decrease in the indicator financial leverage.
Let's evaluate the liquidity of CJSC Svyaznoy. The liquidity of the balance sheet is defined as the degree of coverage of the obligations of the enterprise by its assets, the period of transformation of which into cash corresponds to the maturity of the obligations.
Analysis of the liquidity of the balance sheet consists in comparing the assets of the asset, grouped by the degree of their liquidity and arranged in order of decreasing liquidity, with the liabilities of the liability, grouped by their maturity and arranged in ascending order of maturity.
Analysis of indicators indicates a normal level of long-term liquidity of the company's balance sheet. At the same time, the ratio of absolutely liquid assets and term liabilities, as well as medium-term assets and liabilities, differs significantly from the normative ratio during the entire analyzed period. This indicates the unsatisfactory value of the indicator of quick liquidity of the enterprise.
To assess the solvency of the enterprise, several methods are used. relative indicators liquidity, which differ in the set of liquid funds considered as coverage for short-term liabilities.
Thus, we can conclude that if a quick settlement is necessary, the enterprise finds itself in a difficult situation, but if the calculation is off, then the enterprise will fulfill its obligations and continue to operate.
1.2 Analysis of the financial resources of CJSC "SVYAZNOY Logistics"
Analyzing the effectiveness of managing the financial condition of the company, we will consider the financial result of economic activity and its dynamics. The analysis will be carried out according to the official form financial statements"Report about incomes and material losses".
It will be important to note that the share of net profit in the company's revenue for the period decreased from 10.28% to 9.81%, although at the end of 2012 there was a jump to 18.26%.
Next in importance are selling and administrative expenses. Selling expenses enterprises are high due to significant investments in advertising and PR activities, maintaining the corporate style of interior design and paying for the premises of sales offices and the central office. At the same time, it should be noted a slight decrease in the share of selling and administrative expenses in revenue from 12.66% and 7.31% at the beginning of the period and 11.60% and 7.22% at the end of the period, respectively.
We can note the positive result of efforts to reduce the share of the company's costs in revenue. Thus, the indicator of the share of profit from sales in revenue increased over the period from 12.34% to 12.89%.
It is important to assess the dynamics of sales volumes and net profit relative to each other and relative to the balance sheet.
Such a comparison shows us a decrease in the efficiency of doing business. Another negative fact is the decrease in net profit in 2012 compared to 2011.
Taking into account the unsatisfactory structure of the balance sheet of the enterprise and some negative trends in the dynamics of the efficiency of economic activity, an express diagnostics of the quality of management was carried out financial resources.
Let us first consider the Altman model. This model is an algorithm for an integral assessment of the threat of bankruptcy of an enterprise, based on a comprehensive accounting of the most important indicators that diagnose a crisis financial condition.
The probability of bankruptcy of an enterprise according to this model is estimated as follows:
- The value of the indicator up to 1.8 - the probability is very high;
- Value in the range 1.81 - 2.70 - the probability is high;
- Value in the range 2.71 - 2.99 - possible probability of bankruptcy;
- A value of 3.00 and above is a very low probability.
Throughout the analyzed period, the indicator of the Altman model significantly exceeds the intervals of high risk of a financial crisis. At the same time, at the end of 2010, there was a significant decrease this indicator, its value reaches 3.89. Based on the results of the assessment, it can be concluded that at present there is no threat of a financial crisis at the enterprise.
For a more complete characterization of the efficiency of the economic activity of the enterprise, we consider a number of indicators.
The size of the average monthly revenue characterizes the growth in the scale of the business and, in this case positively reflects the development trends of the enterprise's business.
The share of cash in revenue, demonstrating the financial resource of the organization, the possibility of timely fulfillment of its obligations, is quite high. Moreover, it tends to increase further.
At the same time, there is a slight deterioration in the indicator of the overall degree of solvency, which characterizes the terms of the possible repayment of all accounts payable, if all proceeds are directed to settlements with creditors. At the end of the period, this figure is more than six months.
An increase in the debt ratio on loans characterizes an improvement in the structure of the company's liabilities due to a decrease in the share of commodity loans and short-term accounts payable. The indicator grew due to attraction of a long-term loan.
The ratio of debt to other organizations decreased slightly over the period, which indicates a decrease in specific gravity commodity loans in the total debt of the enterprise.
The decrease in the debt ratio in the fiscal system demonstrates a decrease in the share of debt to the budget in the total amount of debts of the enterprise.
The domestic debt ratio has slightly increased. However, given that the growth was not due to an increase in debt to staff, but due to an increase in debt to shareholders, this fact (given the nature of the relationship between the shareholders of the enterprise) is not negative, but indicates the actual short-term lending by the shareholders of the enterprise to replenish working capital.
The degree of solvency on current liabilities, showing the terms of the possible repayment of current accounts payable, improved somewhat (the indicator decreased from 5.28 months to 4.84 months).
The coverage ratio of current liabilities with current assets has increased significantly over the period and shows that the company fully covers its liabilities with current assets. Moreover, a significant part of current assets is formed at the expense of own sources of funds and long-term liabilities.
Share indicator equity in current assets indicates that the company at the beginning of the period provided for the formation of working capital by 7% from its own sources, and at the end of the period this figure increased to 18%.
The resulting indicator of the group of indicators of the financial stability of the enterprise is the coefficient of financial autonomy, which shows what part of the assets is formed at the expense of the organization's own funds. The positive dynamics of this indicator characterizes the improvement of the financial position of CJSC "Svyaznoy".
The next group is indicators of business activity. In general, they indicate a slowdown in the turnover of enterprise resources, which was reflected in the decrease in the efficiency of economic activity. Thus, the duration of the turnover of current assets for the period increased from 5.67 months to 8.26, and the duration of the turnover of inventories increased from 5 months to 7.92 months.
According to the results of the analysis, we note a fairly high level of financial management efficiency. In particular, the right combination asset and liability management policies and their compliance with the general marketing strategy enterprise development. At the same time, with the growth of the scale of business and, accordingly, with the growth of the absolute value of the risks of CJSC Svyaznoy's activity, in our opinion, a timely transition from an aggressive policy of liability management to a moderate one was ensured. Of course, this was reflected in a certain decrease in financial leverage and a decrease in business performance indicators as a whole. However, this trend can be considered normal at the current stage of business development of Svyaznoy CJSC.
The presence of high accounts payable to suppliers in our case is not a negative fact, because. characterizes the practice of using commodity credits that has developed in the industry. In fact, this indicates the competent attraction of cheap short-term resources to expand the volume of working capital of the enterprise.
The shareholders of the enterprise at a meeting organized to approve the report on activities for 2010 and form long-term development plans determined that the following goal is set in the field of financial management: to ensure financial balance in the process of business development of Svyaznoy CJSC in 2011.
In this case, financial equilibrium is understood as ensuring a stable correspondence between the level of generation of own financial resources and the level of their consumption in the process of enterprise development.
The enterprise sustainable development model has various mathematical options. Consider the option presented in I.A. Form "Anti-crisis financial management of the enterprise"
D OR \u003d (PE * KKP * A * KOa) / (OR * SK), where D RR - the possible rate of growth in the volume of sales of products that does not violate the financial balance of the enterprise, expressed as a decimal fraction; PE - the amount of net profit of the enterprise; KKP - net profit capitalization ratio, expressed as a decimal fraction; A - the value of the assets of the enterprise; Koa - asset turnover ratio in times; OR - the volume of sales of products; SC - the amount of equity capital of the enterprise. For the economic interpretation of this model, we represent it as follows: D OR \u003d PE / OR * KKP * A / SK * KOa. Thus, the desired indicator is calculated as the product of the profitability ratio of product sales, the net profit capitalization ratio, the asset leverage ratio and the asset turnover ratio. In the current conditions of favorable market conditions and the goals set for increasing the scale of the business (opening additional sales offices and increasing sales volumes), when calculating the model, it will be necessary to make adjustments to the base conditions in relation to their actual state at the end of 2012. At present, a decision has been made to capitalize 65% of the company's net profit. This is the basic condition. If, however, a decision is made on a larger percentage of profit extraction from turnover, then this will also slow down the pace of development of the business of Svyaznoy CJSC. In particular, with an increase in the volume of dividend payments up to 50%, the forecast absolute increase in sales volumes decreases to 5.8 million rubles. (24.05% in relative terms). A change in the value (turnover ratio) of assets also leads to a worsening of the situation: an increase in the balance sheet by 10% while maintaining its structure will lead to a slowdown in turnover and a lower financial result (increase by 6.8 million rubles) relative to the basic conditions. As expected, the best result can be obtained by changing the capital structure in the direction of increasing the amount of borrowed capital, i.e. increasing financial leverage. In this case, a higher growth rate of the financial result will be provided. In particular, with a decrease in the amount of equity capital by 500 thousand rubles. and the corresponding increase in borrowed capital, the estimated absolute increase will be 8.4 million rubles. against 7.5 million rubles. under basic conditions. Compliance with these recommendations will ensure maximum use of the effect of financial leverage to improve the efficiency of managing the financial resources of the enterprise. Thus, we can speak about the need to maintain an aggressive asset management policy of the enterprise and some shift in the liability management policy from moderate to aggressive. These measures, of course, must be ensured by appropriate activity in the field of sales, ensuring the competitiveness of products and services of Svyaznoy CJSC. An important aspect of the change in the ratio of fixed and variable costs of CJSC SVYAZNOI is the sales structure, which we analyzed in the previous chapter. Thus, an increase in the share of services characterized by high specific variable costs and an increase in the share of lower unit cost business class communications positions would lower the break-even point. However, CJSC "SVYAZNOY" is focused on the mass segment of the market, where changes in the structure of demand over the past 3 years have been rather slow, and most importantly - predictable. Thus, the inclusion in the forecast of a trend in the change in the sales structure and, accordingly, the cost structure, is not justified. Of course, a significant reduction is conditionally fixed costs and the total costs of the enterprise can be provided by acquiring the premises of sales offices in the ownership of the enterprise. However, this will lead to an inefficient change in the structure of assets, immobilization of assets and, thus, to a significant decrease in the efficiency of economic activity. Accordingly, in this case, it is optimal to maintain high sales volumes and further lease of premises for business organization. Based on the analysis of the economic activity of the enterprise, it is possible to form the following set of measures to improve the efficiency of financial management and the use of financial resources. One of the most significant is the risk of bankruptcy of the enterprise in the event that stocks of products for resale are lost or lose their commercial value, for example, as a result of a natural disaster. In this situation, the company does not have the ability to fully repay its obligations to creditors, either in the short or long term. In particular, this is due to the fact that stocks of products for resale occupy more than 70% of the total property of the enterprise, while the company's own sources of financing account for only 26.47% of the balance sheet. The relevance of this item is determined by the fact that the business of CJSC "SVYAZNOY" depends primarily on the availability and sufficient amount of working capital, and the financial result of the enterprise's activities in a competitive environment is determined by the rate of turnover of these funds. Given that working capital enterprises account for about 90% of all resources, an increase in the speed of their turnover is almost proportional to the impact on financial results. For example, an increase in the turnover rate of only 10% will lead to an increase in revenue by more than 2 million rubles. In this case, we are talking about providing the management of the enterprise with objective, comprehensive and up-to-date information on the state of external and internal environment enterprises. Development of these activities, the formation of programs and individual management decisions require the involvement of the personnel of the enterprise and should be carried out as part of the current activities of CJSC SVYAZNOY. Thus, it is planned to increase the balance sheet to 24.2 million rubles. (by 30.65%). In assets, the increase will be ensured by the growth of current assets by 31.88% or 5.3 million rubles. in absolute terms. With the absolute growth of current assets (equipment of new sales offices), their share in the balance sheet will decrease from 10.63% to 9.79%. In liabilities, growth is planned to be ensured, first of all, by increasing short-term liabilities by 5.3 million rubles. and bringing their share in the balance sheet to 61.87% against 52.41% in 2011. In this case, we are talking about maintaining the volume of accounts payable (commercial lending from suppliers) and increasing the use of short-term bank loans. In accordance with the model discussed above, provided that the sales structure is maintained, an additional amount of revenue in the amount of more than 9 million rubles will be provided, which, while maintaining the share of net profit in revenue at the level of 2011, will provide more than 880 thousand rubles. increase in the net financial result of operations in 2012. In relation to the increase in sales volumes previously presented in the model, this will provide more than 155 thousand rubles. additional net income. The projected financial result for 2012 is 3.9 million rubles. The asset turnover ratio in this case will be 1.68, which significantly exceeds the figure for 2011 - 1.31. Chapter 2. Organization of management at retail outlets. Goods and services of the company
While doing an internship at CJSC SVYAZNOY Logistics, I learned that in cellular communication stores, the head or administrator of the outlet is in charge. Its tasks include: fulfillment of plans set for TT organization of reception and storage of inventory items documentation control collecting information about price changes from competitors salon design according to the check list (selection of showcases with POS materials) conducting a safety briefing cash collection on TT The head (PTT) has a subordinate staff consisting of sales managers (MPP), a point of sale accountant (UTT), and a financial product manager (MPFP). The PTT itself reports to the Operations Manager (OM) in charge of the Operational Areas, who in turn reports to the Managing Manager (UM). And Uma's activities are controlled by the DTO (Director of Trading Operations). DTO, in turn, reports to the General Director of CJSC "SVYAZNOI Logistics" The tasks of the OM include exercising control over the outlets subordinate to him; for each operational manager, the average number of such outlets is from 10 to 15. The managing manager has approximately 4-6 operational zones subordinate to him. And the DTO has from 10 to 12 Minds under its control. Also, the company has created departments dealing with: advertising, information, accounting, financial and other activities. To attract employees to work in the retail network, SVYAZNOY uses the following methods: posting vacancies on websites motivation for employees "Bring a friend" After selecting a group of applicants, they are invited for an interview in Training Center companies. The purpose of the interview is to identify active, sociable, purposeful and responsible candidates. Same way mandatory requirement is education, at least secondary, permanent or temporary registration. After passing the interview, the successful candidates are invited to a seven-day training, consisting of trainings, tests and mini-games. After completing the training, each candidate passes an exam on knowledge of the characteristics of the equipment sold, on accounting and sales. After that, candidates come to retail outlets and they begin a paid internship, which lasts 3 weeks. At the end of the internship, a final test is also written, according to which all those who have successfully completed the training are identified. But the training does not end there, every month for existing employees trainings are held in various areas. The main profit of the company is the sale of goods and services. The organization sells cell phones, settings and accessories for them. A wide range of cell phones is presented, the range of which is constantly updated and increased, depending on consumer demand. The company also has a price advantage in the sales of cellular accessories. Prices for items such as cases, wall chargers, key rings, laces, holders and many other accessories are about 25% lower than in competitors' stores. Most of the accessories sold in our stores are original and have high quality, this is associated with a high and constant demand for them. High demand enjoy leather handbags and cell phone cases. The entire range of goods provided by the company is presented in Appendix A The list of goods provided by the company: cell phones of such brands as (Samsung, Sony Ericson, Nokia, LG, Phillips); covers for various models of cell phones (leather and fabric); leather handbags, key chains, laces various kinds for cell phones. car chargers for cell phones; network chargers for cell phones; batteries for various models of cell phones; data cables for phones. Consumer analysis allows you to get detailed information about existing groups of buyers, the motives for making purchases. The purpose of such a study is to determine for the company the segment of the most interesting potential consumers and use this information to develop a strategy. In 2013, compared to the previous year, sales of mobile phones and their peripherals increased, but only slightly - 10-15% in the whole market. Buyers are most interested in expensive phones, as now they are available to everyone, through cooperation with credit organizations. I analyzed the sales of products and made the following conclusions: what products are in demand; who is its consumer. The analysis was based on sales results for 2012 Cell phones We will divide them into several groups. The main division criteria will be: price, functionality and appearance Cell phone groups: Budget phones are inexpensive phones with a minimal set of features. Image phones - novelty phones, phones with additional functions, modern design; much more expensive than budget phones. Business-class phones - phones with additional features, discreet style in design; an order of magnitude more expensive than budget phones, approximately in the same price category as fashion phones. Inexpensive cell phones are in the greatest demand (the main group of their buyers is young people), followed by fashion phones, but the share of their sales is much lower. In the Moscow Region, there are stable trends in the growth of demand for cellular services. This means that demand for both cell phones and related products (cellular accessories) will grow. Accessories Accessories according to their purpose can be divided into 2 groups: consumables (batteries, data cable, SZU, headset) "small accessories" (laces, key chains, stickers, covers, handbags, headset). The first group of accessories is purchased by all cell phone users regardless of age and income level. Products of the second group are mainly preferred by young people. We will conduct a situational or SWOT analysis. Its results will be further used in the development of strategic plans. SWOT analysis showed that the organization has opportunities for the development of this trading activities(Table). The study showed that the cell phone market is growing rapidly, and the organization has problems associated with a high level of competition. As a result of the situational analysis, shortcomings were identified, i.e. weak sides organizations such as: currently there are organizational problems in management. The desired result is the solution of organizational management problems and the smooth functioning of this type of activity. an urgent problem is also the organization of commodity accounting, which would reflect the turnover in real time. there is a difficulty in organizing retail outlets on profitable retail space. high capital intensity of activity. The desired result is a reduction in capital intensity. At present, Svyaznoy offers a wide range of goods and services: mobile communications and accessories; DECT phones - standard, personal audio equipment and accessories; digital voice recorders, photographic equipment and accessories; connection to national and local mobile operators; accepting payments for mobile communications (no commission); acceptance of payments for long-distance and international calls (no commission); sale of express payment cards, IP-telephony, Internet access; registration of compulsory auto insurance policies; registration of a subscription to satellite TV; sale of mobile content.Similar works to - Organization of activities of CJSC "Svyaznoy Logistika"
Work description
The purpose of the practice is to deepen the acquaintance with the tasks, structure and organization of the work of the organization's departments for the specific consolidation of knowledge gained in the disciplines of the specialty. Open Joint Stock Company "Svyaznoy Logistics", hereinafter referred to as the "Company", is commercial organization created in accordance with the Civil Code of the Russian Federation, federal law of the Russian Federation "On Joint Stock Companies".
Introduction………………………………………………………………..…….3
1. General characteristics of the enterprise…………………………………………4
2.Organizational structure enterprises………………………….…..5
4. Familiarization with the structure and functions of the marketing
services conducted by marketing activities…………...…10
5.Market opportunities of the enterprise and its target market……….…15
6. Analysis of the financial condition of the enterprise………………………....22
7.Suggestions to improve sales efficiency……………..….25
Conclusion………………………………………………………………..…26
List of literature used…………………………………………27
The work contains 1 file
Field Practice Report
Svyaznoy OJSC
Introduction………………………………………………………………..…….3
1. General characteristics of the enterprise…………………………………………4
2. Organizational structure of the enterprise………………………….…..5
3. Analysis of the personnel management system…………………………………6
4. Familiarization with the structure and functions of the marketing
services conducted by marketing activities…………...…10
5.Market opportunities of the enterprise and its target market……….…15
6. Analysis of the financial condition of the enterprise……………………… ....22
7.Suggestions to improve sales efficiency……………..….25
Conclusion………………………………………………………………..…26
List of literature used…………………………………………27
Introduction
The purpose of the practice is to deepen the acquaintance with the tasks, structure and organization of the work of the organization's departments for the specific consolidation of knowledge gained in the disciplines of the specialty. Open Joint Stock Company "Svyaznoy Logistics", hereinafter referred to as the "Company", is a commercial organization established in accordance with the Civil Code of the Russian Federation, the Federal Law of the Russian Federation "On Joint Stock Companies".
Location of the company - 115280, Moscow, st. Leninskaya Sloboda, 19 The Company has branches, one of which is located in the city of Yekaterinburg and is called the Ural branch of CJSC Svyaznoy Logistics. Location of the branch at the address: 620014, Yekaterinburg, st. Khokhryakova, 74
Svyaznoy is a federal retail chain specializing in the sale of services of cellular operators, personal cellular accessories, and portable digital audio and photographic equipment. The company is the official distributor of leading manufacturers of GSM-phones and DECT phones, as well as a dealer of the largest mobile operators. The purpose of the activity is to make a profit from the implementation of entrepreneurial activities.
Objectives of production practice:
1) Deepening acquaintance with the tasks, structure and organization of the work of the organization's divisions for the specific consolidation of knowledge gained in the disciplines of the specialty.
2) Systematization, consolidation and expansion of theoretical knowledge to solve specific production and socio-economic problems.
3) Development of independent work skills and mastering the practical skills of a creative approach to solving problems and issues developed in the final qualifying work.
4) Collection of the necessary data on the topic of the final qualification work in accordance with its plan.
1. General characteristics of the enterprise
The main activity of the company is the sale of cell phones and accessories for them, as well as the provision of cellular services (the organization is a dealer of cellular services). Svyaznoy OJSC cooperates with such mobile operators as Beeline, MTS, Motiv.
The main services provided by Svyaznoy OJSC
- makes connections to the tariffs of the above cellular operators;
- provides consultations to consumers related to changes in information in tariff plans;
- changes the tariff plan;
- implements express payment cards of the above operators;
JSC "Svyaznoy" has a network of outlets. They are presented in the form of trade pavilions in shopping malls and other trading places. Some retail outlets are located in the city center, some - in residential areas.
The mission of the organization is to help people in their desire to step into the world of unlimited possibilities of mobile communication, which unites and makes them free in time and space.
The goal is to act quickly and flexibly, trying to anticipate the needs of tomorrow and achieve the highest quality of services provided.
The company strives to become a leader in the Sverdlovsk region, providing people with everything they need to use mobile services. The company's goal is to capture 15% of the cellular phone market and 25% of the cellular accessories market in the Irkutsk region through the assortment policy.
2. Organizational structure of the enterprise
Thoughtful and planned enterprise management allows you to to a large extent increase its competitiveness and reduce production costs.
The structure of this organization is linear-functional (Fig. 1). This structure is the most common at the present time. It successfully combines linear divisions that perform the entire volume of production activities (sales of goods and provision of communication services to customers), with departments that implement specific management functions throughout the organization (accounting, development department).
The main advantages of the structure in this company are: the release of line departments from solving corporate problems, increasing control over line departments and achieving corporate benchmarks.
This structure has flaws. One of them is the narrow specialization of employees, which can lead to a decrease in the achievement of the goals and objectives of the organization.
Fig.1 Structure of Svyaznoy OJSC
Each of the employees of the organization has its own responsibilities and functions that must be performed to improve the efficiency of the company. All functions are spelled out in job descriptions.
The right staff has last place when opening a company. The company does not have a recruiter. This function is performed by the development manager. In this company, each of the employees has certain functions that must be performed in order to achieve the goals of the organization.
All sales managers have certificates confirming the right to:
- connection of subscribers to the GSM 900/1800 network of OAO Svyaznoy;
- advising subscribers on basic services and tariff plans provided by Svyaznoy OJSC.
To obtain a certificate, it was necessary to undergo a week-long training at Svyaznoy OJSC, certificates for dealer companies are issued free of charge. The training includes a course of lectures about the Svyaznoy company. To obtain a certificate, you must pass a test that includes: knowledge of the history of the company, knowledge of tariff plans and additional services provided by the company. The certificate must be changed every year.
3. Analysis of the personnel management system
Works in this area of business, mainly young people under 30 years old. This is explained, first of all, by the fact that trading requires a lot of emotional return, and it is difficult for an older person to cope with such loads. In addition, young people are more progressive, are actively interested in various new products, and it is easier for them to master the assortment, which in large companies reaches 1500 types of devices and accessories.
Large companies create quite comfortable conditions for their employees by complying with the Labor Code and offering work in a convenient 5-day
working week, training, paid lunches.
The retail division of Svyaznoy (the stores themselves) has the following management structure:
- store manager - the head of one store, who is subordinate to sales managers and sales managers of financial products. The tasks and essence of the work are very versatile, ranging from quality control of the store and improving the efficiency of the economy, ending with solving minor problems with customers;
- operational manager (OM) - oversees from 5 to 30 outlets, direct supervisor of store managers;
- managing manager (UM) - supervises 5-10 operational managers in several subjects (Rostov region, Nizhny Novgorod region, etc.);
- director of trading operations (DTO) - controls the work of the UM in 1 of 9 "regions" (South, Volga region, St. Petersburg, Moscow, Moscow region, Far East, Urals, Siberia).
Several sales managers and 1 sales manager for financial products work at the point of sale during one working day. Each outlet has either a point of sale manager (PTT) or an administrator (in case of temporary absence of a PTT). Several retail outlets are combined into an operational zone. The operational area is managed by the operations manager. Regardless of the operational manager, there are offices on a permanent basis in the operational zone that deal with the necessary document flow, support activities trade organizations, the operational zone may also include specially allocated vehicles (driver or several drivers), a representative of the repair service in the operational zone. The Operations Manager manages to a greater extent the outlets in his FOS and the staff. Above several operational managers is a managing manager. At OJSC "Svyaznoy" this moment 2 managing managers for "macro-regions": East and West. I would like to say a few words about the rotation of managerial personnel and the change of their place of work or promotion (demotion) in position. The company uses the practice of rotation - managers, as a rule, often go on business trips, change jobs, increase or decrease in positions. This may be due to both their personal effectiveness and the personal wishes of the leaders (for example, a person nominated for the position of an operational manager has the right to refuse this position).
Sales managers and sales managers of financial products are directly subordinate to the head of the outlet. Sales managers are specialists in the field of specific technical characteristics of each product sold at the outlet. Sales managers of financial products are specialists in all types of financial services (loans, NPF KIT-Finance, money transfers through the Golden Crown system, purchase insurance, additional products, additional services). At the same time, there are general functions for each employee of the outlet, including the manager - general advice and resolution of all possible issues that arise among buyers and visitors, compliance with the rules of communication, compliance with safety regulations, keeping the outlet clean, opening and closing the outlet, service at the checkout, demonstration of goods, acceptance of payments, work with corporate mail, etc.
In addition, any sales manager or sales manager of financial products can "grow" to the head of the outlet, operations manager, managing manager, director of trading operations, and even to CEO. Any manager can also move up the vertical career ladder. Namely, to start working in the office of the operational zone, or move to another department, become a coach, an expert - while remaining in his position.
A system of business trips has been developed, the purpose of which is to develop new points of sale. When new communication salons are opened, entire teams are sent to other regions in order to organize the process in a new place. Sometimes, seconded managers stay in another city. In this case, the Svyaznoy company fully bears the cost of living for this employee in another city - a special "corporate apartment" is rented.
The concept of a manager, adopted in most theoretical works, implies that the manager has people in his subordination. It follows that "managers" are employees who are in the position of the head of the outlet and above.
Let's list the tasks senior managers and office:
Tasks of the RTT:
1) monitor the work of employees;
2) monitor the clearance of the Point of Sale;
3) in time to send and sign documents for higher management;
4) draw up work plans for the month, observe the implementation of plans;
5) hold meetings with employees about work, improving the quality of service;
6) notify the OM in writing which goods are needed at the Point of Sale (TT).
Tasks of the Operations Manager (OM):
1) monitor the work of the operational zone;
2) to control the work of the RTT and employees subordinate to it;
3) accrue bonuses for work;
4) hold meetings with PTT (calculation of plans, conduct trainings);
5) check the correctness of the design of outlets;
6) monitor the timely receipt of goods at the TT;
7) cooperate with companies of operators and company representatives of companies (for example, Samsung, Nokia).
Tasks of the UM:
1) to monitor the work of POs in their “macro-region”;
2) open new TTs (decide where).
The office deals with:
1) organization of goods distribution (throughout the region)
2) collection of contracts of mobile operators with TT, providing them in a timely manner to the office of each operator;
Practice report on the example of CJSC "Svyaznoy-Logistics"
Introduction…………………………………………………………………….3
1. General information about Svyaznoy-Logistics CJSC……………………….4
2. History of Svyaznoy-Logistics CJSC…………………………………....5
3. Financial performance of Svyaznoy-Logistics CJSC…………………………………………………………………………..…..8
4. Organizational structure of Svyaznoy-Logistics CJSC……………..9
5. Analysis of the personnel policy of Svyaznoy-Logistics CJSC……………..18
6. Priority directions activities of Svyaznoy-Logistics CJSC………………………………………………………………………….23
Conclusion………………………………………………………………..30
References………………………………………………………….31
Introduction
Field trip - part curriculum provided by the specialty "Management of the organization". The internship took place from 1.06.2014 to 1.09.2014 at Svyaznoy-Logistics CJSC. The main type of economic activity of this enterprise is trade and entrepreneurial activity.
The purpose of the production practice is to consolidate theoretical knowledge in the field of management.
Tasks:
- explore general information about the organization;
- study the history of the organization;
- study the organizational structure of the company
- analyze financial indicators activities
- explore personnel policy organizations;
- develop proposal recommendations.
1. General information about CJSC Svyaznoy-Logistics
Closed Joint Stock Company Svyaznoy-Logistics was registered on November 29, 2004 by the Interdistrict Inspectorate of the Ministry of Taxation of Russia No. 46 for Moscow, Certificate of entry in the Unified State Register legal entities for OGRN No. 1047796913735 dated November 29, 2004.
The full corporate name of the Company in Russian is Closed Joint Stock Company Svyaznoy Logistics.
The abbreviated corporate name of the Company in Russian is CJSC Svyaznoy-Logistics.
Location and postal address of the Company - 115280, Moscow, st. Leninskaya Sloboda, 19.
As of December 31, 2013, the authorized capital of the Company is 1,100,000,000 (One billion one hundred million) rubles.
The authorized capital of the Company is divided into 110,000 (one hundred and ten thousand) ordinary registered uncertificated shares with a par value of 10,000 (ten thousand) rubles each.
2. History of Svyaznoy Logistics CJSC
Svyaznoy is a federal retail chain specializing in the sale of mobile operator services, personal communications equipment, accessories, and portable digital audio and photographic equipment.
The company was founded on October 9, 1995. From the moment of creation and until 2002, the main activity of the group was wholesale DECT phones and personal audio equipment. Starting with minimal working capital, the Company has grown into a large and rapidly growing company in a short period of time. commercial enterprise. By 2000, direct contracts were signed with leading manufacturers of personal audio equipment and communications, such as Siemens, Motorola, Philips, Ericsson, etc. By the beginning of 2002, the company managed to take a leading position - market share in wholesale sales audio equipment and telephony reached 10%.
As a result of assessing the prospects for the development of the cell phone sales market, in 2001 a strategic decision was made to concentrate efforts in the field of development retail sales. On April 23, 2002, the official launch of a network of mobile communication centers under the Svyaznoy brand took place. By this time, the Company had 81 outlets.
After the launch of the Svyaznoy brand, the company's retail network continues to develop rapidly, and not only in Moscow and the Moscow Region. In the autumn of 2002, the first Svyaznoy mobile communication centers were opened in St. Petersburg. By mid-2003, there were already 25 retail outlets in the northern capital. The next stage in the extensive development of Svyaznoy is the opening of stores in Nizhny Novgorod.
By 2004, the Svyaznoy network included 292 mobile communication centers. This year has been a turning point for the mobile retail market. Trading networks began to actively develop in the regions, develop new territories and change the assortment policy. "Svyaznoy" decided to differentiate in the direction of portable digital technology and create a unique for Russian market project - gallery of digital technologies "Svyaznoy 3". In these salons were first put on sale digital cameras and players, laptops and portable TVs, as well as implemented unique opportunities open access for buyers to goods and printing digital photographs from any media.
By 2007, the total number of Svyaznoy mobile communication centers was more than 1,400 in 282 cities of the Russian Federation. Having opened in August 2006 the first salon on Far East, The company has completed its global regional expansion - now there are mobile communication centers in every region of Russia. Based on the results of 2006, the market share of the Svyaznoy network of mobile communication centers in Russia amounted to 14.6% in terms of the number of GSM phones sold.
At the end of 2007, the Svyaznoy Group of Companies had 1,577 retail stores in 389 cities of Russia, and by the end of 2008, Svyaznoy already had 1,823 stores of 2 formats - Svyaznoy 4 mobile communication centers and Svyaznoy 3 digital technology galleries - 1752 stores in 455 cities of the Russian Federation and 71 stores in the Republic of Belarus...
Conclusion
As a result of the internship, the theoretical knowledge passed in the course "Organization Management", as well as related disciplines, the acquisition of practical skills in the field of managing a specific area of management, as well as the acquisition of practical skills in the specialty, were applied and consolidated.
In the process industrial practice the theoretical knowledge gained during the training was consolidated. Solution practical tasks made it possible to establish how, in fact, at a particular enterprise, the issues of managing an organization are solved.
While writing this internship report, I also analyzed and researched the main issues associated with the personnel management system. As a result of the analysis, it turned out that Svyaznoy Logistics CJSC is a successfully operating organization that has great competitive advantages, however, against the backdrop of successful economic prosperity, the organization has a staff turnover. During the study different areas the functioning of the employee management system, it was concluded that the conclusion was that this fact was initially connected with the psychological dissatisfaction of the personnel with the process of work activity.
As proposals, a plan of measures was also drawn up, one that would help to relieve the tense psychological situation in the company, as well as improve interpersonal relations between employees.
Bibliography
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2. Bykova A.A. Organizational structures of management. – M.: OLMA-PRESS, 2011. – 604 p.
3. Wissema Hans. Strategic management and entrepreneurship. – M.: Finpress, 2009. – 1002 p.
4. Glukhov V.V. Management: textbook. - St. Petersburg: Specialist, 2010. - 507 p.
5. Management: textbook / Edited by Gusinov F.M. - M., FBK Press, 2010. - 320 p.
6. Muller A., Kizer A. Organizational communication: structures and practices. - M.: Humanitarian Center, 2011. - 504 p.
7. The official website of the company "Svyaznoy" - info / (Date of access: 10/19/2013)
8. Enterprise management. Lecture notes. – M.: Phoenix, 2011. – 316 p.
9. Fedorova N.N. Organizational structure of enterprise management. Tutorial. – M.: TK Velby, 2008.
1. CHARACTERISTICS OF THE ENTERPRISE, ORGANIZATIONAL STRUCTURE AND FUNCTIONS OF THE DIVISION
Closed Joint Stock Company "Svyaznoy Logistics", hereinafter referred to as the "Company", is a commercial organization established in accordance with the Civil Code of the Russian Federation, the Federal Law of the Russian Federation "On Joint Stock Companies".
The full corporate name of the Company in Russian is Closed Joint Stock Company Svyaznoy Logistika.
The abbreviated corporate name of the Company in Russian is CJSC Svyaznoy Logistika.
Full corporate name of the Company on English language– Svyaznoy Logistics.
Location of the company - 115280, Moscow, st. Leninskaya Sloboda, house 19.
The Company has branches, one of which is located in the city of Yekaterinburg and is called the Ural branch of CJSC Svyaznoy Logistics. Location of the branch at the address: 620014, Yekaterinburg, st. Khokhryakova, 74
The purpose of the Company's activities is to make a profit from the implementation entrepreneurial activity.
The authorized capital of the Company is 1,100,000,000 (one billion one hundred million) rubles. The authorized capital of the Company is divided into 110,000 (one hundred ten thousand) ordinary registered non-documentary shares with a par value of 10,000 (Ten thousand) rubles each.
Svyaznoy is the largest independent federal retail chain engaged in the distribution of mobile devices, as well as providing operator and financial services. It has been operating since 1995. To date, 2,589 Svyaznoy stores have been opened in Russia and Belarus, which are visited daily by about 1.5 million customers.
In Svyaznoy stores, customers can purchase Cell phones, audio and video devices, computers, contracts of mobile operators and many other products and accessories from leading manufacturers.
The Svyaznoy retail chain also offers a wide range of goods and services, including payments for the Internet, digital TV, utility bills, etc. We offer financial services, in particular money transfers, loans and insurance.
More than 20,000 employees of the company provide the highest level of service, which is reflected in the constant growth of customer loyalty indicators. The Svyaznoy Club loyalty program is the largest coalition loyalty program in the country with over 14.8 million members.
The main purpose of the existence of the organization is designated as its mission.
The mission of the organization is a general idea that forms the purpose of the organization in society.
Successful implementation of goals depends on how correctly they are chosen and formulated. When setting goals, certain requirements must be met. Goals should be specific and measurable. Concrete and measurable forms form the basis of the report for subsequent decisions and evaluation of results.
Goals should have a temporal characteristic. It is necessary to specify not only what and when the organization wants to do. Typically, goals are long-term (calculated for five, sometimes more years), medium-term (from one to five years) and short-term (within a year).
Goals must be achievable. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken.
To be effective, the multiple goals of an organization must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.
Based on the goals of the organization, the goals of its units, groups and individual employees are formed. The organization enables people to achieve personal goals, to realize collectively what they are not able to achieve individually.
Thus, a hierarchy of goals is formed. The leader must coordinate the goals of departments, individual groups and individuals, direct them to achieve the goals of the entire organization, avoiding sharp contradictions and conflicts that affect the behavior of the organization.
Determining the goals of the organization - whether it should act in order to obtain maximum profit or "serve the customers" is the most important moral issue that every leader must decide. And although it has long been proven that attention to the consumer, the clientele determines the stability of the enterprise, provides it with a long-term interest, this truth is difficult to assimilate even in countries with a developed market.
An organization is a complex organism, the basis of the life potential of which is the organizational culture: what people became members of the organization for, how relationships are built between them, what stable norms and principles of life and activities of the organization they share; what, in their opinion, is good and what is bad, and many other things that relate to values and norms. All this distinguishes one organization from another and significantly determines the success of the functioning and survival of the organization in the long term. If we can say that an organization has a "soul", then this soul is organizational culture.
carriers organizational culture are people. But in organizations with a well-established organizational culture, it separates from people and becomes an attribute of the organization, actively influencing the members of the organization, modifying their behavior in accordance with the norms and values that form its basis.
Organizational culture is often interpreted as the philosophy and ideology of management, beliefs, expectations, dispositions and norms accepted by the majority of the organization that underlie relationships and interactions both within the organization and outside it. Considering organizations as communities that share a common understanding of their purpose, meaning and place, their values and behavior, has given rise to the concept of organizational culture.
In the literature, along with the concept of "organizational culture", the concept of "corporate culture" is often found. In colloquial language, a certain sense of the concept of "corporate culture" has developed as a specialized term. We will consider “organizational culture” and “corporate culture” as synonyms, however, legally, according to the Civil Code of the Russian Federation, there are certain restrictions on the use of the term corporation.
The mental image of a corporation is most likely an American multinational company (TNC). Obviously, a small business or public organization will not be called a corporation. Not every company is a corporation, therefore, the concept of "organizational culture" is wider than the concept of "corporate culture".
Corporate culture is the main component in fulfilling the main mission of the company and achieving its main goals, increasing the efficiency of the organization and managing innovation.
The value of culture increases over time, as its roots lie deep in people's beliefs. It reflects the experience of past decisions that led to the success of the case.
The formation of organizational culture is a complex process that must take into account the strategic and operational tasks companies, daily activities of people, focused on solving these problems. This activity can be formally described in the form of plans, technologies, business processes, qualification requirements etc. But there is also a whole complex of established beliefs, habits, norms and stereotypes of the behavior of managers and employees, which manifest themselves in an informal way, but at the same time determine how all work in the organization is actually built. The influence of the external environment on the organization should be taken into account, namely: the impact of the market and socio-cultural factors. In general, the process of creating a company's organizational culture can be represented as a diagram (Fig. 1).
Figure 1 - The process of creating the organizational culture of the company
There are seven main elements of the formed organizational culture:
1. Ideal. The formulation of the ideal state of the company - what it strives for as highest achievement often outside the scope of the organization. It is imperative that this ideal is shared by the leaders and employees of the company.
2. Values. Those concepts are formulated that are recognized as good for the company, although sometimes, in order to understand values, one can formulate from the contrary - what is bad is unacceptable in the organization.
3. Goals It is necessary to formulate the main long-term goals that are really a guide for the company. In strategic planning, such goals are sometimes referred to as a "mission".
4. Knowledge. One could say " key competencies”, or “strategic competencies”, if such terms are used in the company. We are talking about the most general formulations of knowledge and practical skills necessary to achieve the goals.
5. Style of behavior. The most striking methods and principles of behavior that distinguish the company are used in the work to achieve the set goals.
6. Climate. The most simple and immediately noticeable principles of relationships in the company, as well as external attributes, up to the interior and branding.
7. Procedures. Requirements for the company's management technologies, such as goal setting (planning), motivation system, personnel management policy, etc.
Such a description can be compiled either by working groups of managers and employees, or as a result of individual interviews. A combination of both methods is considered ideal. When formulating descriptions, it must be remembered that there is usually a certain discrepancy between the existing and the desired corporate culture, as well as between the points of view of different people, so each time you have to find a balance between different formulations.