In the old production management frameworkthe concept of strengthening economic management methods at the level of internal production units included the desire to use business models and the management of the enterprise's capital structure that operated at the enterprise level in relation to structural divisions. The use of market elements is absolutely new, both for the enterprise and for its divisions. In solving this problem, the attention of the researcher is focused on issues: economic independence, characterized by the presence of a personal account; obtaining loans; the choice of how to distribute the revenues received, how the management is improved working capital. There is a need for researchexpediency of using purely market elements of management: profit, prices, property rights at the level of intra-production units. In such conditions, the management of the company's own capital must take into account the fact that the desire to profit makes people who own a new product, service or idea more motivated than the actions of simply employees of state-owned enterprises.
Considering the structural units in the aspectstrengthening economic management methods, it is necessary to solve a number of issues. How to organize the most effective management of the company's own capital in these conditions? Is there a possibility of increasing the organizational independence of internal production units? Is it possible to evaluate the activities of all departments of an enterprise using the profit indicator? Should all business units enter settlement and personal accounts? Who should give loans? Who should set the rules for their issuance? What is the attitude of business units to its property?
The initial theoretical premise for improving the management system of business units is the use of economic models used for commercial enterprises.
Of course, it is impossible to use for them the model used for enterprises in an unchanged form, but many of the elements of the latter can be borrowed.
The analysis shows thatpreviously used in the practice of subdivisions of the economic accounting model proved to be insufficiently effective, and the management of the company's own capital did not bring the expected results. They didn’t solve its main problem either: providing economic incentives for the performers, as a result of which general production indicators worsened and costs increased. The main reason for the low efficiency of the known cost accounting models is that they did not provide the necessary economic independence to the production units within the enterprise.
It seems appropriate that the managementown capital of an enterprise in relation to structural divisions must harmoniously combine administrative and economic management methods. The idea that with the development of economic methods of management, administrative methods of management are practically canceled is incorrect. There must be a certain optimal fit. The way out of this situation should be the development and implementation of a system of economic management of the activities of the company's internal production units using the budget management method that ensures the required production efficiency. This system is not equivalent to foreign and at the same time fundamentally different from the existing in the country.
Solving the problem of market relationsenterprise and its divisions is extremely difficult due to the lack of precedent. The experience of foreign enterprises shows that structural units within enterprises — shops, sites, brigades — have practically no direct realization of the form of private property and market relations. They work in a rigid system aimed at meeting the production tasks of the main divisions. In the west, the administrative system works in conjunction with economic methods and models. Compared to them, we do not have a rigid administrative system, which is also not supported by economic methods.
The task is to find the relationship between administrative and economic methods of management.
