Management of the company's own capital and its divisions based on economic methods

In the old production management framework, the concept of strengthening economic management practices at the level of internal production units included the desire to use business models and the management of the capital structure of an enterprise 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. When solving this problem, the researcher's attention is focused on the issues: economic independence, characterized by the presence of a personal account; Obtaining loans; The choice of how to allocate the proceeds, how the working capital management is being improved . There is a need to study the expediency of using purely market-based elements of management: profit, prices, property rights at the level of intra-production units. Under such conditions, the management of a company's own capital must take into account 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 structural subdivisions in the aspect of strengthening 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 it possible to improve the organizational independence of the internal production units? Is it possible to evaluate the activities of all business units using a profit measure? Should all business units enter the settlement and personal accounts? Who should give credits? Who should establish the rules for issuing them? What is the ratio of the company's divisions to its ownership?

The initial theoretical premise of improving the management system of business units is the use of economic models used for commercial enterprises.

Of course, it is impossible to use the model used for enterprises in an unchanged form, but many of the elements of the latter can be borrowed.

The analysis shows that the models of economic calculation that were previously used in the practice of units turned out to be insufficiently effective, and the management of the company's own capital did not bring the expected results. They did not solve the main problem: providing economic incentives for the work of the performers, as a result of which the overall production figures deteriorated and costs increased. The main reason for the low efficiency of known self-supporting models is that they did not provide the necessary economic independence to production units within the enterprise.

It seems expedient that the management of the company's own capital with regard to structural units should harmoniously combine the administrative and economic methods of management. It is incorrect to assume that with the development of economic management methods, administrative methods of management are practically canceled. There must be a certain optimal docking. The way out of this situation should be the development and implementation of an economic management system for the activities of the company's internal production units using the budgetary management method that ensures the required production efficiency. This system is not an analogue of the foreign one and at the same time is fundamentally different from the existing one in the country.

Solving the problem of market relations between the enterprise and its units is extremely difficult because of the lack of precedent. The experience of foreign enterprises shows that structural subdivisions in the structure of enterprises - workshops, plots, brigades - practically do not have a direct realization of the form of private property, market relations. They work in a rigid system aimed at ensuring the production tasks of the main divisions. In the west, the administrative system works in conjunction with economic methods and models. In comparison with them, we have an insufficiently rigid administrative system, which is not supported by economic methods.

The challenge is to find a balance between administrative and economic management methods.