One of the most important areas thatprovides a system analysis in the management study, is an assessment of its effectiveness, which manifests itself in the level and dynamics of the economic efficiency of the organization being led. Until now, the economic community in our country has not yet developed the generally accepted economic instruments for the implementation of this management procedure, such as the analysis of management effectiveness. The study of scientific, educational and methodological literature allows us to conclude that the analysis of personnel management methods is the key to understanding the enterprise model and assessing the economic efficiency of the business entity.
Уровень экономической эффективности составляет The relative value, which is determined by dividing the result by the cost or the cost of the results. System analysis in the management study, as a system of indicators, the methods for calculating them, and the choice of criteria for assessing economic efficiency among different authors differ. Therefore, this issue seems appropriate, narrow down in the consideration. For example, you can more specifically study the problem of the effectiveness of enterprise management by regulating the number of employees.
Для современного предприятия фонд оплаты труда в most cases constitute a significant part of the total costs. System analysis in management research usually shows that it is often enough to solve the problem of high costs by managing the number of employees in the enterprise.
Most often, the management of the number understandonly the reduction of employees, but management actions in this area are a set of methods and means to properly plan, select, motivate and develop staff. Accordingly, downsizing is only an element of the overall management of the number of employees in an enterprise. Systems analysis in the management study suggests that downsizing of an 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 to which they want to reduce the number of staff and impose on the employees the functions and duties of the dismissed, while the work is performed without the necessary skills, respectively, poor quality. Carrying out headcount optimization is a project that needs to be planned, including determining the sequence, deadline and responsible persons.
The first step in the project is to suspendadmission of workers to the enterprise. The second step is a detailed analysis of the number of employees in the context of divisions of a company or an enterprise, taking into account the functional purpose of these divisions. Evaluation of working time, timing will determine the actual workload of the employee, the intensity and duration of daily operations. Worn equipment to support the production process requires the maintenance of a huge amount of maintenance and serviced personnel, therefore, based on the study of working time, you can either optimize production processes (reallocation of personnel to workplaces) or introduce advanced technologies. This will help identify jobs that can be reduced without much damage to the interests of the enterprise. Revising the structure of the company, you should pay attention to the management team, the costs of which usually comprise from 30 to 50% of the total payroll. To do this, it is necessary to eliminate unnecessary levels of management and optimize responsibilities by avoiding duplication of staff. By the ratio of motivation and the ability of an employee, management can also easily decide which of the subordinates is the most efficient of the administrative and management personnel. For this, employees are divided into four categories: Group I - “cannot” / “wants”, group 2 - “may /“ wants ”, group 3 -“ may ”/“ does not want ”, group 4 -“ cannot ”/ "Does not want." Accordingly, employees who are in the 4th group are to be reduced first. According to the results of the optimization of the number of personnel, it is possible to identify non-core activities in the subsidiaries: repair, transport, in which the staff will be transferred, and thus, there will be a reduction in the number of the parent organization.
Thus, improving the efficiency of enterprise management in a difficult economic situation can be achieved through the competent implementation of the management processes of the enterprise.
