The basic principles of management consulting are: Fundamentals of Management Consulting

Western theorists of management consulting and, in particular, M. Kubr, highlight the following character traits management consulting.

Firstly, unlike other types of consulting, for example, legal, psychological, technical, etc., this type consulting is aimed at solving problems related to management - production, personnel, finance, etc. And the main clients are managers of various ranks. As Milan Kubre notes, " A person becomes a management consultant when he has accumulated ... significant knowledge of various management situations and acquired the skills necessary to: solve problems ... "

Secondly, consultants have only an advisory voice and do not have the power to make decisions about changes and implement them. In management consulting, as in psychological consulting, the responsibility of the client is emphasized, i.e. It is recognized that an independent, responsible individual is capable of making independent decisions in appropriate circumstances, and the consultant is responsible only for the quality of the recommendations given for decision-making. Clients bear all responsibility for the consequences of what they do.

Consultant skill - according to the same M. Kubra - is to give the right advice, in the right way, to the right person at the right time. And the client should learn use the consultant's advice wisely.

And thirdly, counseling is an independent service. . Since the consultant's effectiveness depends on the objective assessment of the situation in solving the problem, the consultant must be independent and be able to offer objective recommendations regarding what the client should do, without thinking about how this might affect his own interests. In this case, independence can be:

- financial,

- administrative,

- political,

- emotional.

Financial, means that the consultant is not interested in how the client will act. For example, will he purchase a certain type of equipment? The desire to do future business with the same client should not affect the objectivity of the advice given in relation to the current assignment. In other words, a consultant should forget about financial gain when working with a client if it comes to the detriment of the client.

Administrative, implies that the consultant directly is not subordinate to the client and is not subject to the latter’s administrative decisions. This becomes especially relevant when we're talking about about internal consultants.

Political, means that neither the management of the client organization nor its employees can unofficially influence the consultant using political power and connections, membership in a political party and similar methods of influence.

Emotional, meaning that the consultant maintains his aloofness regardless of friendly feelings, or conversely, biases that may exist from the very beginning or develop during the course of the assignment.

Characteristics consulting activities also include:

- variation,

- strategic orientation of proposals,

- taking into account the individual characteristics of the customer,

- development of stages and conditions for the implementation of proposals.

Main reasons for contacting a consultant

Most often people turn to consultants for help when specific problems arise. Those. in the case when some situation is recognized as unsatisfactory and there is an opportunity to correct it, but at the same time either in the organization not enough people capable of successfully solving a specific problem. Or in the organization There is technically necessary qualified personnel, but, them impossible to release from performing immediate duties to work on a major issue or project.

However, there are reasons not directly related to the provision of specific assistance from a consultant. These reasons can be attributed more likely to the field of psychology. For example, an existing problem can be solved by the organization itself, but its solution can be influenced by personal connections and existing traditions and values, which may reduce effectiveness. The consultant, on the other hand, is independent of the client organization and is not subject to its internal relationships; he can, with a fresh look from the outside, impartially assess the situation and be objective in solving it.

Sometimes a manager already has a ready-made solution to a problem, but he needs to justify it. In this case, the consultant is asked to carry out a task and provide such a report specifically to justify the decision made by the manager.

Also, consultants may be consulted not to find a solution to a single problem, but to acquire the consultant's specific technical knowledge and the techniques he or she uses to identify problems and implement changes. In this case there is learning through consultation. The educational effect of counseling is one of the most important.

So, the main reasons for turning to consultants are as follows:

- when the organization lacks people capable of successfully solving a certain problem;

- when the organization has the necessary technically qualified personnel, but it is impossible to relieve them from their immediate duties to work on a major problem or project;

- To solve a problem, an impartial view from the outside is necessary;

- the manager has already made a decision, but wants to be able to say that he is implementing the proposals made by the independent consultant;

- to acquire specific technical knowledge.

Client classification

Traditionally, it is believed that consultants are invited only as “first aid”. This is especially true for Russian enterprises. However, this is not the case. For example, in the United States, even the largest corporations with talented managers and staff have made regular use of consultants to manage normal practices (large organizations develop many action programs and take advantage of favorable economic opportunities with the help of consultants). It should be noted that in Russia there has been progress recently. So, many managers no longer wait for the situation to “ripen” and the problem will interfere with work, but, for example, invite a consultant to conduct an organizational meeting. diagnostics This is a sign that managers are maturing for management consulting.

Thus, not only problematic organizations, but also quite successful ones turn to the services of consultants.

Correction tasks. For example, at a particular enterprise, problems may arise in the field of personnel management - the number of personnel is growing, but the organization's performance is not improving, the reasons are not entirely clear. The following are possible: poor work organization, an undeveloped personnel selection system, a missing or outdated planning system, no adequate distribution of responsibilities, etc. Naturally, this problem should be solved. This is a task to correct.

The consultant may be asked not only to correct a situation that has worsened or, but also to create a completely new one. Based on this, the consultant has to solve a number of problems related not only to correcting the existing situation, but also problems of improvement and tasks of creating a completely new situation.

Improvement tasks represent a group of tasks to improve existing conditions. This may concern controls such as: analysis methods economic activity and cost control; administrative methods or record keeping. For example, a company using a certain hiring system thinks it should switch to a more modern one. The consultant may have models or standards that have been used previously in other organizations, and his main job will be to examine the conditions for their application, determine the necessary amendments, and help convince and train the staff affected by the introduction of improved methods.

Creation tasks provide the consultant with a minimum of background information. The goal is not to solve an immediate problem or prevent potential difficulties, but to find new areas for business, develop new client services, experiment with unusual ways of motivating people, propose joint ventures with foreign partners, etc.

Questions for self-control

1. What is meant by management consulting (MC)?

2. What approaches exist to determining QM?

3. What are the characteristic features of management company?

4. What does financial independence mean?

5. What does administrative independence mean?

6. What does political independence mean?

7. What does emotional independence mean?

8. What are the main reasons for turning to consultants?

9. What is the typology of tasks of contacting consultants?

The principles constitute the skeleton of management consulting, on the basis of which an appropriate methodological framework can be formed.

1. Scientificity. It is unacceptable to carry out the consulting process relying only on experience, which does not always correspond to the provisions of management science and management theory. The consultant can rely on scientific truth, supplemented personal experience. The results of the consultation will themselves show the scientific truth or falsity of the consultant’s recommendations.
2. Flexibility. The variety of QM tools and constant monitoring make it possible to quickly change the counseling scheme and determine a wide range of QM applications in various systems management and in a variety of specific situations.
3. Progressivity. The dynamism of management systems in accordance with the constant complication of the content and forms of economic activity and changes in legal norms that require permanent development and improvement of the theory and practice of management management.
4. Continuity. Constantly developing and improving, the management company retains the most effective techniques and methods of consultants of different generations and introduces innovations that grow on the basis of new experience and traditions of the management company.
5. Preservation of the system. The consultant’s influence on the client organization during the consulting process until the stage of assimilation of the results of the management company should not violate the quality parameters and mode of functioning of the organization.
6. System change. The implementation of QM results in a client organization at the stage of mastering the results of consulting should significantly change its qualitative parameters and mode of operation.
7. Specificity. The effect of consulting is largely determined by the timeliness of its implementation and compliance with the conditions of the business environment. In response to the needs of practice, the management company must clearly and specifically predict the economic situation in which the recommendations of consultants and the degree of change in the economic situation will be implemented.
8. Publicity. The practical implementation of consultants' recommendations largely depends on the attitude of work collectives towards them. Therefore, the work of consultants at all stages of management should be visible to teams and with their direct participation in the development and development of innovations.
9. Competence. Decisions on conducting management consulting for a client organization are made only if there are competent professional consultants on specific problems of the organization.
10. Dynamism. The consulting process should introduce the necessary dynamics into the life of the client organization, which remains in it even after completion of the consultation.
11. Scientific perspective. During the QM process, new scientific ideas may emerge. In accordance with this, consultants not only implement new knowledge in business activities, but also determine promising directions for the development of QM theory.
12. Creativity. Once and for all established rules, techniques, and methods are unacceptable for management companies. The consultation process requires constant creativity, the search for non-standard solutions and unconventional approaches. In various management situations, often dead-end, consultants use unique methods and techniques invented by them.
13. Efficiency. The operating conditions of management consultants are such that they are constantly looking for ways to improve the efficiency of the management company, because the customer constantly keeps his finger on the pulse and evaluates the quality of the service. The incentive to increase the efficiency of the management company is the existing hierarchy of consultants, built in accordance with qualifications and appropriate remuneration.

The content of QM can be fully disclosed when developing a typology of consulting activities. The compilation of a typology is associated with the study of the relationship between management management and innovation, a field of science that studies innovation processes. The need for such a study is especially evident in the context of the functioning of commodity-money relations, which most effectively stimulate innovative processes. Innovation, which unites the efforts of various specialists - economists and philosophers, engineers and sociologists, psychologists, lawyers, and management consulting are essentially inseparable from each other, since consulting is the provision of the innovation process.

Innovations and innovations are interconnected by management consulting, and this connection is clearly shown in Fig. 1.

At the same time, management innovation (MI) is included as an element in management management, and it can be considered the core of management management.

The life cycles of innovation and innovation (according to the stages proposed by A.I. Prigozhin) are located on different horizons and are connected in a kind of innovation ring. Innovation processes at an enterprise can be intensified in the presence of a holistic innovation triad - innovation - management company - innovation. The basis for this statement is the fact of stagnation in innovation processes under the conditions of a command-administrative management system and unsuccessful attempts to implement management management in this system. The old economic mechanism was unable to create an appropriate situation in which “... the system will only be open to innovations when their development becomes a condition for its preservation.” This can happen in a market economy, when the struggle for self-preservation of any organization will automatically accelerate the integration of elements (stages) of the innovation process and life itself will require the creation of a new management infrastructure in general and consulting firms in particular. Each enterprise has its own innovative potential, which is rich soil for generating ideas, inventions, and improvement proposals. In practical activities, the effectiveness of any management system is determined by the abilities and ability of the manager and his “team” to create conditions favorable for the generation of ideas. Maximum realization of the organization's innovative potential is the general direction of the efforts of managers and consultants. Thus, another area of activity of the management company is emerging - specific activities to excite and accelerate innovation processes In the organisation.

Innovative processes in production are developing in two directions, corresponding to management by type of activity - scientific, technical and socio-economic. Scientific and technical activities should be understood as management of mechanisms for the development of new engineering technologies and new products. Socio-economic activity refers to legal, economic, organizational and managerial impacts on the object of management. Both components of management are subject to the influence of new pedagogical (training) technologies, and management management is equally aimed at both components, especially since innovations and innovations are specifically implemented in each of them and differ significantly from each other.

The differences in consulting scientific, technical and socio-economic innovations and innovations are manifested in the fact that socio-economic consulting deals with objects whose parameters are not defined, so it is difficult to calculate the economic effect; the team is involved in socio-economic consulting, and the results of consulting are more dependent on personal and collective groups of users; socio-economic consulting is carried out at an operating, real facility, and not in a laboratory, etc. At the same time, both types of innovations are closely interrelated, since the more radical the scientific and technical innovation, the more significant the scientific and technical innovation, the more changes it brings to organizational connections and norms, and, consequently, the role of consulting socio-economic innovations increases, and vice versa, the more radical the socio-economic innovation, the greater the opportunities for the implementation of scientific and technical achievements.

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Management consulting concept

Definition of management consulting

Counseling is considered from the point of view of functional and professional approaches.

1. From the point of view of the functional approach, counseling is a type of activity aimed at providing assistance to the client, taking into account his interests. At the same time, the consultant is not responsible for how the client uses his service, that is, the responsibility lies not with the consultant, but with the client.

2. From a professional approach, consulting is a consulting service operating under a contract and providing services to clients, from the position of specially trained and qualified persons, which help to identify management problems, analyze them, makes recommendations for solving these problems and, if necessary, facilitates the implementation of these decisions.

Goal -> Situation -> Problem -> Decision (the process of implementation, not the fact of adoption).

According to the definition of the European Federation of Associations of Economic and Management Consultants FEACO, management consulting consists of providing independent advice and assistance on management issues, including identifying and assessing problems and opportunities, recommending appropriate measures and assisting in their implementation.

Components of consulting: process, expertise, service, method.

Characteristics of counseling:

1. Professionalism.

Knowledge of the management situation.

Having practical experience in resolving it.

Possessing skills in sharing experiences, identifying problems, searching for information, analyzing situations, communicating with people, planning changes and overcoming resistance to change.

2. Deliberation. The consultant does not have the right to make decisions, but only recommends what can be done to resolve the situation.

3. Independence.

Financial, having his own account and the consultant’s lack of interest in how the client uses his advice.

Administrative, lack of communication and subordination.

Political.

Emotional, from family and friendships.

Management consulting as a business service

With the beginning of market reforms in the Russian economy, a new industry appeared - business services. Business services are types of activities that carry out macro- and microeconomic regulation and maintain optimal proportions of the economy, engaged in servicing basic and infrastructural production, as well as government controlled.

Business service is professional and always paid.

The demand for business services appears as the economy develops, and their role is determined by the fact that they create the basis for the growth of well-being and social satisfaction of people (in other words, they help people).

Business services functions include:

1. Formation of control system components. (HR systems, technology, logistics, etc.)

2. Carrying out ongoing maintenance of management processes (legal, audit and other project support).

3. Providing consulting services.

4. Creation, dissemination, implementation of management innovations.

The importance of business services is that they:

1. Create conditions for the effective functioning of our economy.

2. Contribute to the formation and close interaction of all elements of the infrastructure complex.

3. Frees organizations from the need to create additional service units and hire additional personnel.

As a rule, business services are provided simultaneously for several types of activities, one of which is dominant. Business services require different regulations, from free implementation (consulting) to mandatory licensing (audit), attestation, certification and accreditation.

Most business services firms provide advice in their area of specialization.

1. Consulting services are part of business services.

2. Management consulting is one of the types of consulting services.

3. Management consulting is part of the business service.

From a business service perspective, consulting is an activity carried out by professional consultants and aimed at serving the needs, commercial and non-profit organizations, individuals in consultations, training, research on problems of their functioning and development.

1. They are a product of consulting activities.

2. They have their own life cycle.

3. Intangible.

4. Heterogeneous.

5. Cannot be provided for future use.

6. Can be provided in advance.

7. Can be provided integrated by different companies.

8. They have low capital intensity.

The European Directory of Management Consultants identifies 104 types of consulting services, grouped into 8 groups:

1. General management.

2. Administration.

3. Financial management.

4. Personnel management.

5. Marketing.

6. Production.

7. Information technology.

8. Specialized services.

Consulting services are provided in the following forms:

1. One-time consultations.

Oral representation

Written representation.

Pre-prepared questionnaire.

2. Information services.

Providing statistical reports.

The mode for drawing up forecasts for the development of the economy and its industries.

Information on legislation.

Providing information about the reliability of partners.

3. Expertise.

Examination of business plans independently compiled by the client.

Examination of investment projects.

Contract examination.

Examination of financial transactions.

4. Consulting project.

Diagnosis of problems.

Development and implementation of solutions.

Search for partners.

Project on participation in negotiations.

Development of management documents accompanying management processes.

Goals, objectives, principles of management consulting

The main goal of management consulting is to improve the quality of management, increase the efficiency of the client company and increase the productivity of its personnel.

Main goals:

1. To correct the situation.

2. For improvement.

3. Objectives for innovation.

4. Combined type.

Principles:

1. Scientificity.

2. Flexibility.

3. Progressivity.

4. Continuity.

5. Security of the system during the consultation process.

6. System change as a result of consultation.

7. Specificity.

8. Publicity.

9. Competence.

10. Dynamism.

11. Creativity.

12. Efficiency.

Classification (typology) of management consulting

1. Based on the results, they are allocated.

Product consulting.

Providing consultation, process consultation.

2. Radicality

Revolutionary.

Cosmetic consultation

Routine counseling

3. By goals

Target

Multipurpose

4. By type of problem to be solved

Operational

Strategic

5. According to the implementation mechanism

Object management consulting

Multi-object counseling

Unique Consulting

Standard Consulting

6. By efficiency

Completed

Staged

7. At the place of application

In-house

External

8. By duration of impact on the object

Short term

Medium term

Long-term

9. By application functions

Scientific research consulting

Practical consulting

10. By degree of impact

Shock counseling

Creeping

11. By the number of objects

Individual

Collective

12. By levels and areas of management

Branded

Industry

Municipal consulting

Government consulting

13. By size of the organization

Micro-consulting

Macro consulting

14. About teaching methods

Active

Routine

Peer education

15. By type of management activity

Scientific and technical

Socio-economic consulting

16. According to the manager’s self-assessment method

Reflexive

Critical Counseling

Subject, methods and participants of management consulting

Item

From the position of a consultant, the subject of management consulting is a consulting service.

From the position of a manager, the subject of management consulting is the consultant's client relationships.

Management consulting methods

They came from management, and therefore they are identical to management methods.

1. Dialectical.

2. Logical.

3. Empirical.

Local or special

1. Methods of the technical aspect, allowing for consulting services to analyze information, study the situation, search for problems, develop alternative options decisions. Among these methods, survey and report writing methods are the most widely used.

2. Human aspect methods are implemented in the client relations consultant system and are based on psychology.

Participants in the management consulting process

Clients of a consulting organization can be

1. Not healthy organizations for which turning to a management consultant is the last chance to survive.

2. Exemplary organizations, those that invite a consultant to find new directions for development and strengthen existing situations.

3. Government structures.

4. International organizations and corporations.

There are two main types of consultants.

1. Consultant organization.

2. Consultant is an individual.

Types of consulting organizations

1. Large, multifunctional consulting firms (500-1000 consultants), with branches in various countries. They are generally referred to as full-service management consulting firms. Focused on large clients.

2. Management consulting services, formed as divisions of large accounting firms and having the size and functions of large consulting firms.

3. Small and medium-sized consulting firms (from several to 100 consultants) engaged in: firstly, general management consulting for small and medium-sized businesses in a limited geographical area; secondly, special management consulting in one or more areas; thirdly, strictly specialized activities in one or more industries or services.

4. Organizations providing special technical services (think tanks).

5. Consulting units in a management institution are created within the company as part of a consulting organization. The consulting organization, at the same time, leases its personnel to this company for training its managers.

6. Single consultants, they are more experienced (firm employees), cheaper, more devoted to the client than firms. The strength of single consultants is a highly individualized and flexible approach to the problem.

7. Consulting professors. For them, consulting is a hobby that provides additional income.

8. Non-traditional sources of consulting services. Suppliers and sellers of computer equipment, commercial, insurance and banking organizations. Other organizations that have converted their internal management consulting groups into external consulting services.

9. Internal consulting services.

Stages of development of management consulting

In 1914, the first consulting firm appeared in Chicago under the leadership of Edwin Booze and was named “Business Research Service.” The first management consultants dealt not with management, but with issues close to production. By the 20s, they decided that it was more profitable for them not to engage in consulting in the field of production, but to consult management.

1. 20s, the first stage of management consulting, the formation stage. The first managers realized that it was more profitable for them to engage in consulting. The first consultant in the field of management relations. Mary Parker Folet - HR consultant, Harold Whitehead - marketing consulting, McKinsey Family - financial consulting.

2. 30-40s. Stage of the triumphal march of consulting around the world. Flows from the USA to England, from there to France. As a result, a European school of consulting is being formed. Consulting is also beginning to gradually penetrate into the public sphere.

3. 50-60 years. Golden years of consulting. There were 50,000 consultants in America. The following qualitative changes have occurred in counseling:

New services for developing management strategy are emerging

Technological progress has given birth to such types of consulting as consulting on computer technology, technology, telecommunications and communications

The emergence of an aggressive incentive strategy business activity.

Accounting and auditing firms began to engage in consulting in order to diversify their activities.

Internationalization of consulting - the emergence of the first joint firms and the opening of representative offices of firms in various countries.

The emergence of internal consultants.

Progress in counseling methodology is associated with an increase in the number of its types.

Increasing clients' competence in using consultants

4. 70s to present. Species diversity of counseling. Currently, many new types of consulting services have emerged.

Services in areas and functions of management, general management, finance, production, marketing and personnel.

Consulting services for assessing the effectiveness of organizational changes, consulting on methods for identifying problems, developing programs for organizational changes and improving management efficiency.

Services on industry issues, single-industry and multi-industry consulting.

Consulting on new types of services, i.e. consulting on the merging of management processes and engineering processes; consulting on training of managers; consulting on technology selection and transfer; consulting on patents and licenses; consulting on studying market reaction to a new product.

Clients are most often interested in a complete package of services formed by the intersection of traditional services. Among the many areas of consulting, three are closest to management:

1. On engineering and technical issues.

2. For legal issues.

3. On accounting.

2. Management Consulting Process

The process of management consulting is understood as Team work consultant and client in order to solve a specific problem or set of problems and implement the desired changes in the client organization. This process includes several stages, stages, phases. There are three stages in the management consulting process:

1. Pre-design.

2. Design.

3. After design

Three stages of the management consulting process.

1. Diagnostics (identifying the problem).

2. Development of solutions.

3. Implementation of solutions.

Process phases:

1. Preparation. In the preparation phase, the consultant begins to work with the client. It includes

First contact with the client (meetings, conversations, discussion of issues).

Preliminary diagnosis of the problem (analysis, comparison and diagnosis of the problem solution).

Planning a task for a consultant (synthesis methods).

Proposal to the client regarding the task.

Conclusion of a consulting agreement.

2. Diagnosis. It is an in-depth analysis of the problem being solved, based on the study and analysis of facts. Here the essence of the problem under consideration is established: what it is (the problem); how wide it is; which aspect of it is decisive or dominant; whether the organization strives for changes in solving this problem. This phase includes:

Determining the structure of the data and making decisions about their collection.

Fact finding and data collection.

Analysis of facts.

Feedback to the client, including the preparation of an initial report and conclusions drawn from the diagnosis.

3. Action planning. Aimed at finding a solution to the problem, includes:

Development of solutions.

Evaluating alternative options.

Formation of an offer to the client (review methods).

Planning for implementation of decisions (descriptive methods).

4. Implementation. Strictly checks the correctness and feasibility of proposals prepared by the consultant in collaboration with the client. Includes:

Assistance in implementation (mentoring).

Correction of proposals (methods of analysis).

Personnel training (training methods).

5. Completion. It is final and includes:

Evaluation of the actions performed by the consultant (comparative methods).

Preparation and acceptance by the client of the final report (descriptive and psychological methods).

Calculation with a consultant for obligations in accordance with the contract (financial and legal methods).

Behavior of negotiations regarding further cooperation (psychological methods).

Care of the consultant.

Counseling is not only a method of intervening in a client’s activities in order to provide services. It is closely related to teaching, research and information.

Role-based nature of management consulting

The counseling process involves two partners: the counselor and the client. The client pays for the consultant's services under certain conditions. A consultant works for a client for a certain time and for an agreed fee. However, the consultant's advice can be either accepted or rejected by the client. The client may consider the consultant to be an outsider, of little value to his organization, and may dismiss even the best report. It follows that it is necessary to properly build and maintain the consultant-client relationship. These relationships are not easy to build. At first, the consultant and the client may have different views on the result and ways of completing the task. To avoid this you need to:

1. Jointly clearly define the problem for which the consultant was invited.

2. Realize what the desired result should be and how to achieve it.

3. Define the roles of the consultant and the client in completing the assignment.

The roles adopted depend on the situation, the client's expectations and the consultant's profile. There are many consultant roles, the main ones being resource and process consultants.

Resource Consultant: assists the client by providing his experience and skills, supplies information, diagnoses the organization, studies feasibility, proposals, develops new system, trains staff and so on.

Management cooperates with the resource consultant, but is limited to providing information as requested, discussing progress, accepting or rejecting proposals, and requesting further advice.

Process Consultant: Acts as a change agent and attempts to teach the client organization to solve its own problems by introducing it to organizational processes, their likely consequences and methods of intervention to stimulate change. While the resource counselor tries to suggest what the client needs to change, the process counselor mainly suggests how to change and helps the client experience the process of change and solve human relationship problems as they arise.

Initially, pure resource consulting (expertise) was quite common. Currently, it is used only in situations where the client wants to take advantage of the consultant’s knowledge and does not expect him to make changes in the organization. In most cases, both roles should be viewed as complementary and mutually beneficial. At the outset of a consultation, the resource consultant role provides insight into the client's organization and demonstrates best qualities specialist in his field. You can then continue to act as a process consultant, trying to engage the client in finding solutions within the system.

Consulting in Russia and in the world, market of consulting services

In the modern market economy of developed countries, consulting is identified as a special sector of infrastructure in which 700,000 people are employed in the United States, and annual turnover is $50,000,000. In Russia, professional consulting support for businesses is provided by private consulting firms, of which there are several hundred. Among Russian companies, there are 45 large ones (which is good), 32 of them are in Moscow (which is bad). In addition to Russian market There are 12 joint consulting firms, in particular the entire Big Five are represented. Using the experience of Western consultants in Russia has the following positive and negative aspects:

1. Transfer of foreign experience,

2. New formulation of tasks,

3. New solutions,

4. New business and general culture,

5. Good command of consulting techniques,

6. Preparation for reaching foreign partners.

1. High cost of services,

2. Great demands on the organization and preliminary preparation client,

3. Language barrier,

4. Difficulty in communication due to cultural differences,

5. High requirements for living conditions,

6. Condition of compliance with commercial and information security.

More than 175 consulting firms operating in the Russian Federation are members of the Association of Economics and Management Consultants (ACEU). It is an authorized and full member of FEACO. In addition to it - AKUOR (Association of Consultants for Management and Organizational Development). NGPC - National Guild of Professional Consultants.

Market characteristicsconsulting servicesVRussia

Scope of consulting services.

1997 - 340.5 million rubles.

1998 - 407.8 million rubles.

1999 - 916.5 million rubles.

1. The level of specialization of Russian firms is lower than the level of specialization of firms operating in a mature market.

2. Management consulting is often combined with trading or industrial consulting.

3. Application of Western methods to Russian conditions impossible without adaptation.

1. The need for a radical shift in industry is creating a consulting boom.

2. Russian entrepreneurs fully realized their own limitations in addressing key issues and understood the need for consultants.

3. Russian educational potential has made it possible to train domestic consultants.

1. Lack of qualifications and underdeveloped demand for services.

2. The client is not willing to pay an adequate price for services.

Introduction

Chapter 1. Theoretical foundations of management consulting

1.2 Management consulting methods

1.3 Characteristics of independent consultants

1.4 Stages of development of management consulting in Russia

1.5 Stages, stages and phases of interaction between the consultant and the personnel manager

1.6 History of HR management consulting

2.3 Analysis of the practice of using independent consulting in the management system

2.4 Analysis of the personnel management structure at JSC Silvinit using independent consulting methods

3.1 Description of the study

Conclusion

Bibliography

Applications

Handout

Introduction

The dynamic external environment in modern conditions requires enterprises to adequately respond to changes. His response can be developed both through his own efforts and with the help of an external force, which in this study is understood as consulting assistance. However, regardless of how changes were carried out at a specific management object, under their influence the following occurs: the formation of new management models that make changes to management practice; an increase in the load on a specific management system, which actualizes the problem of forming a new theoretical and methodological basis for management as a whole.

The need for timely adaptation of Russian enterprises to modern economic conditions predetermined research interest in management consulting as an area of public practice. Management consulting is currently characterized by dynamic development, both in the West and in Russia. Moreover, in the modern economic conditions of Russia, the development of its most complex, integrative type is of particular importance: consulting on the restructuring of Russian enterprises.

Many experts rightly believe that management consulting owes its appearance to the interest of entrepreneurs in increasing production efficiency, and interest in it increases significantly in cases where consulting becomes an attribute competitive advantage. The variety of types of business suggests quite a wide range of services, i.e. from the very beginning of its appearance this species social activities was diversified.

In our opinion, it is precisely this characteristic of management consulting, as a special type of diversified activity, that has led to the fact that, despite the presence of a number of consulting schools developing their own approaches and methods of consulting, a unified position has not been formed in defining the essence of consulting. This fact is clearly confirmed by research into theoretical and practical issues of management consulting in the works of domestic and foreign authors: V.I. Aleshnikova, M. Kubra, A.E. Luzina, V.I. Marsheva, V.Yu. Oziry, A.P. Posadsky, A.I. Prigozhina and others.

In our opinion, modern research in the field of management consulting are mainly aimed at: analysis typical situations in management and consulting activities and development practical recommendations for consultants and managers on the use of management and consulting techniques and technologies developed taking into account the results of this analysis; dissemination of practical and methodological consulting experience among both consultants and managers; improving the training process for managers and consultants; analysis of the results of testing new techniques and technologies of consulting and management; analysis of existing counseling concepts; generalization of practical experience in consulting and management to theoretical principles; formation of a common understanding of typical problems of organizations and a common understanding of methods for solving them among organizational leaders and consultants.

Some foreign researchers believe that in the consulting industry there is not a big gap between the formulation of recommendations and their implementation, since consultants, regardless of their specialization, are aware of the responsibility for carrying out effective changes in the client organization. In our opinion, this position characterizes the desired rather than the actual state of this area of activity, both in Russia and in the West. In this regard, the question of improving management consulting arises.

The increasingly complex conditions of modern management require the constant development of theoretical management concepts and applied management technologies. The bearers of new theoretical and applied knowledge on management problems are management consulting specialists, who are playing an increasingly significant role in the management process. Management consulting as a special area of professional activity represents expert assistance from management specialists and is designed on the basis scientific analysis specific production situations to develop the most appropriate ways to improve the efficiency of the enterprise and methods of their implementation, using the achievements of modern management science.

In difficult Russian conditions, combining scientific developments with real management activities becomes an urgent necessity. It is the need of management practice for a professional consultant who is well acquainted with both production and management science and is called upon to connect science and practice through management consulting that determines the relevance of the study.

Purpose of the study: to study the practice of using consulting methods and attracting independent consultants in the management system.

Research objectives:

1. Study of theoretical sources on the research topic.

2. Analysis of the practice of using consulting methods in management practice.

3. Analysis at OJSC “Silvinit” of the existing system of personnel policy using the methods of operational management consulting.

Chapter 1. Theoretical foundations of management consulting

1.1 Essence, purpose, objectives and stages of management consulting

There are many definitions of management consulting. There are two main approaches to counseling.

The first takes a broad functional view of counseling. Fritz Steele defines it this way: “By process of consultation I mean any form of assistance with regard to the content, process or structure of a task or series of tasks in which the consultant is not himself responsible for carrying out the task, but helps those who are responsible for it.”

The second approach considers counseling as a special professional service and identifies a number of characteristics that it should have. According to Larry Greiner and Robert Metzger, “Management consulting is a contract advisory service that provides services to organizations through specially trained and qualified individuals who help the client organization identify management problems, analyze them, make recommendations for solving those problems, and assist if necessary, implementation of decisions.” These two approaches can be considered complementary.

In particular, the European Federation of Associations of Economic and Management Consultants (FEACO) gives the following definition: “Management consulting consists of providing independent advice and assistance on management matters, including identifying and assessing problems and/or opportunities, recommending appropriate measures and assisting in their implementation." The American Association of Economic and Management Consultants (ACME) and the Institute of Management Consultants (IMC) adhere to the same definition.

In order to fully disclose the concept of consulting activities, we consider it appropriate to analyze changes in existing formulations of management consulting (Appendix 1) and changes in the basic principles of consulting activities (Appendix 2). If in the early 1980s. They contained only principles concerning the professional characteristics of consulting services, but as we moved towards a market economy, they were supplemented by the characteristics of consulting as a business activity.

Analysis of the presented formulations does not give any reason to take any of them as a model, since each of them captures only a certain aspect of consulting activity. Therefore, the symbiosis of formulations of consulting activities as a specific form of activity can provide a more complete and more systematic definition.

We offer the following definition of consulting activities.

Management consulting is a type of intellectual professional activity in which a qualified consultant provides objective and independent advice that contributes to the successful management of a client organization.

Western theorists of management consulting identify the following characteristic features of management consulting.

First, consultants provide professional assistance to executives. Experienced consultants work through many organizations and learn to use their experience to help clients new and old in a variety of situations. Consequently, they are able to recognize common trends and common causes of problems. Moreover, professional consultants constantly monitor the literature on management problems and the development of theories of management methods and systems, as well as the market situation. Thus, they act as a link between management theory and practice.

Secondly, consultants mainly give advice. This means that they are only advisors and do not have direct power to decide on changes and implement them. Consultants are responsible for the quality and completeness of the advice. Clients bear all responsibility that arises from accepting advice.

And thirdly, counseling is an independent service. The consultant assesses the situation, offers recommendations on what to do to the client, without thinking about how this might affect his own interests. The consultant must have the following types of independence: financial, administrative, political, emotional. All this presents high requirements to the quality and efficiency of consulting services and causes them to be focused on the interests of the client.

The ultimate goal of counseling is to help the client make progressive changes in his organization. The consultant helps identify and solve specific technical problems while addressing human problems and aspects of organizational change.

The main task of consulting is to identify and find ways to solve existing problems. Consulting services are provided both in the form of one-time consultations and in the form of consulting projects. There are many divisions of the consulting process into stages (, , , etc.). Any consulting project includes the following main stages:

· diagnostics (identifying problems);

· development of solutions;

· implementation of solutions.

Posadsky A.P. notes ] that the consulting process, in addition to the project stage, includes pre-project and post-project stages. The primary step of the pre-project stage is the recognition by the client that he has a problem that he would like to solve with the help of consultants. This recognition is the result of a two-way process: on the one hand, the client’s awareness of the existence of a problem as such, on the other, the manager’s formation of a desire to entrust the development of a solution to the problem to consultants. Typically, a client competitively selects from several proposals the one that best suits him in terms of quality and price, and then enters into a contract with the consultant of his choice.

The post-project stage consists of analyzing the changes that have occurred in the client organization, resolving issues related to the possible expansion of the project in connection with new problems - either identified during the implementation of the project, or arising as a result of the organization achieving a new state as a result of the project. As part of this stage, final financial settlements between the client and the consultant and self-analysis of the consultant’s activities are also carried out in order to comprehend the experience gained for use in other projects.

A consulting project can take from several days to several months. When solving problems it is used A complex approach, which takes into account the interrelationship of various aspects of the enterprise’s activities. To achieve maximum efficiency in the implementation of consulting projects, a project team is created, which includes experts in various subject areas and managers who manage the progress of the project. When making decisions, diagnosing problems and making recommendations, methods for organizing collective work of the project team are widely used.

The main objective of the consulting project is to achieve the highest possible quality of solution to the problem while complying with financial and time constraints. Process consulting is a method for developing and changing organizations. The purpose of using this method is to increase productivity and/or improve the psychological climate in the organization, achieved with the participation of an independent, external consultant. The focus is not only on solving current problems of the organization, but also on acquiring the skills to analyze, evaluate and solve client problems. In this sense, the consultant must perform two tasks: on the one hand, monitor the solution of existing problems, on the other, show ways for the organization to independently solve pressing issues in the future. The degree of client involvement in a consulting project varies depending on the type of consulting services. By comparing the time spent by the client's staff and the results of the consultant's work, it is possible to determine the required degree of staff involvement in the consultant's activities.

The effectiveness of the consultant's work will be minimal if the client does not participate in it at all. Further, this efficiency increases as the client’s involvement increases and after reaching the optimal point, the efficiency begins to fall, therefore, the client begins to do his work for the consultant. Of course, the curve of this graph will change depending on the type of problems being solved, on the stage or phase of the consulting project and, of course, on the type of consulting services itself.

In expert consulting, the client provides the consultant with information, controls his activities, assimilates his recommendations and makes appropriate management decisions. In a process process, the client, in addition to the above, takes part in the development of recommendations and, in a training case, the client’s staff spends additional time on training sessions. In specific projects or at their various stages, combinations of all three listed types of consulting can be used, and then it becomes expert-process, process-training, expert-training, etc. The consultant’s work begins with the fact that some condition is recognized as unsatisfactory and there is an opportunity to correct it. Such work ends when a change has occurred in this condition that can be considered an improvement. The consultant's work involves interaction various types business activity, affects technological, economic, financial, legal, psychosociological, political and other aspects of the organization’s activities. All changes conceived and implemented with the help of a consultant should improve the quality of management and increase the efficiency of the organization.

There are several typical consulting assignments depending on the quality or level of the situation faced by the client organization:

· the task of correcting a situation that has worsened;

· a task to improve a situation that already exists;

· the task of creating a completely new situation.

It should also be noted two aspects of possible changes in the client organization:

· technical side, relating to the nature of the managerial or commercial problem faced by the client; the consultant finds ways to analyze and solve it;

· the human side, i.e. the relationship between consultant and client, the reaction of people in the client’s organization to changes; the consultant assists in planning and implementing these relationships.

Effective consulting shows how to deal with these two aspects of change in an organization. These problems are interconnected and the consultant must understand this. "Change is the point of management consulting. If different forms of consulting assignments have the same general characteristics, then it is helping to plan and implement changes in client organizations."

The characteristics of the changes are as follows:

· to what extent is their approval by staff important for their successful implementation;

· how deep the impact of changes is on the enterprise;

· how ready the enterprise is for changes.

1.2 Management consulting methods

Management consulting is understood as professional assistance from management specialists to business managers and management personnel of various organizations, consisting in jointly developed solutions based on an analysis of existing problems in the functioning and/or potential for further development of organizations. The management of any company has to reckon with changing business conditions.

Consulting activity is a field of professional services. The expert nature of such assistance means that it is carried out at the request of the interested manager and is advisory in nature. The consultant helps, facilitates, develops, trains, etc. The consultant does not make decisions, he prepares and calculates alternatives. All responsibility for making decisions falls on the head of the organization. The advantages of consulting over training lie in a specifically individual, “piecemeal” approach. The consultant develops and delivers only what, in his opinion, is necessary for a given organization in a given situation. Management consulting links management science with management practice: if research and design organizations offer standard recommendations, then the management consultant “ties” them to the specifics of the client organization.

The advantage of management consultants over managers is independence and impartiality of views, a broader outlook. They have extensive information in a wide variety of areas of management and economics (due to less workload with current management problems), and are focused on broadly studying the problem and transferring the experience of other organizations (this mainly concerns external consultants). Management consulting is provided by specialists from various fields. Lawyers, economists, marketers, analysts, psychologists and sociologists advise.

One of the new and most promising types of consulting on our market is outsourcing and “hire of directors”. Outsourcing is based on the full or partial transfer of routine functions of an enterprise (for example, accounting, tax calculation, personnel management, etc.) to a consulting firm in order to concentrate its own efforts on solving key strategic problems. “Directors' hire” is used when there is a temporary absence of management or recent dismissal. Organizational development and records management or administration, although both certain types consulting, we classified it as management consulting.

Services such as corporate finance management and management accounting are also relatively new and are very relevant during the transition to Western standards of financial resource management. The main goal of creating a management reporting system is to provide enterprise managers with timely and necessary information to make effective management decisions. The implementation of almost all services is based on an analysis of the existing and expected financial flows of the enterprise. The most effective and recommended methodology is the effective “Business Toolkits” adapted to Russian conditions, prepared by a group of foreign companies, including Arthur Andersen, Carana Corporation, Deloitte Touche Tohmatsu International, as well as specialists from the International Executive Service Corps.

1.3Characteristics of independent consultants

The object of consulting for management consultants is always the first person of the organization (manager) with all his problems - financial, personnel, social, etc. Management consultants can be divided into at least two groups: specialists and generalists or generalists. Experts offer innovations. They keep themselves up to date with all the new developments in a particular field of knowledge.

Generalists offer methods. They deal with several areas of management and focus on their interaction, coordination and integration. In “value” consulting, specialist consultants (ideologists, innovators, trainers) “instill” new value orientations in the client organization through training, socio-psychological training, negotiation technologies, and work in groups. This consulting occurs with the participation of consultants in work on “total” quality, in management, and in focusing the organization on the client.

Generalists provide problem-solving consultation to a process or project. They are usually involved in preliminary organizational diagnostics, negotiations with clients, planning and coordinating tasks, drawing conclusions, presenting final proposals to clients, etc. Generalists perform supervisory and management functions. When consulting on a project, the consultant diagnoses problems and offers solutions. Generalists provide advice on: the goals of the organization, the strategy of the organization, organizational structure, organizational culture, type of organization development, leadership, conflicts, etc.

In management consulting, a generalist creates a situation for the organization’s personnel, who themselves identify their condition, and, having realized it, find ways to solve their problems, difficulties, ideas.

However, the point is not to contrast generalists and specialists, but to combine their skills and abilities to achieve a greater overall effect. Many consulting firms have both specialists and generalists, between whom there is a certain division of labor.

There is also a division into external and internal consultants. External consultants are independent, have extensive experience and provide services to clients on the basis of an appropriate agreement. Internal consultants are full-time specialists in economics and management of a particular organization.

We note the key qualities of consultants: broad public interests; self-confidence: objectivity, prudence, mental and intellectual balance; mental flexibility: validity and persistence in finding solutions, analytical abilities, tactical and strategic thinking; technical skills: academic preparation, practical work techniques; experience: from working in enterprises, from acting as a consultant; knowledge of the industry and subject of consulting: theoretical, practical.

Let's look at the main tasks that consultants perform.

1. General management consultants solve problems related to the very existence of a business and its prospects.

2. Administration consultants solve problems associated with running a business, e.g. help optimize the management of the organization.

3. Financial management consultants provide assistance in solving three main tasks: finding sources of financing and its effective use; analysis financial activities organization and increasing its efficiency; promising strengthening financial situation organizations.

4. Human resource consultants assist managers in optimizing the attraction and use of human resources.

5. Marketing consultants facilitate the functioning of the organization in such a way that the products produced will be purchased by the consumer.

6. Production management consultants solve problems related to engineering, auditing and quality control, etc.

7. Information technology consultants solve problems related to the design and implementation of information technologies in an enterprise.

8. Consultants for specialized services solve specialized problems that are not related to any of the listed types of services and differ from them in methods, objects or the nature of the knowledge being introduced.

To achieve success, the consultant should (ideally): know the methods that are used when working with the organization in various aspects organizational activities; know the areas of application of these methods and their limitations, be able to select them depending on the task and taking into account existing conditions (limitations) and apply them systematically, comprehensively; maximally technologize your work, reducing your activities from art to technology, know the sequence of steps that most likely lead to success in consulting, clearly formulate the result of the work and the ways to achieve it; don't be afraid to use information Technology and be able to determine which of them are most effective in each specific case.

These requirements can be met by firms and teams of consultants who have at their disposal experienced, multidisciplinary specialists with systems thinking who are able to look at the problem as a whole and offer an effective solution that takes into account all aspects of the problem.

Necessary conditions for the effectiveness of the solution:

 complexity of the approaches used, that is, the use of methods from various areas of management consulting, taking into account their mutual compatibility and the specific situation

 completeness of the decision in the sense that the decision must contain not only recommendations on how and what to do, but also a set of measures for their implementation, and moreover, the decision must be implemented in practice (otherwise it is not a decision in the full sense of the word ). This requires from the consultant not only the ability to “come, figure it out and offer something,” but also the ability to implement in a specific organization what he proposed (using again complex of methods).

1.4 Stages of development of management consulting in Russia

The beginning of the development of management consulting technologies in Russia dates back to the twenties of this century, when the movement for scientific organization labor, which was the prototype of management consulting in its modern form, as well as the development of organizational theory, and the study of Western experience in improving production. Organizations such as the Central Institute of Labor, the Installation trust, Orgstroy, the experimental station CIT, the Organizing Station, and the Orgburo worked in this direction.

The main directions of development of management science were a systems approach, mathematical analysis and modeling, the activities of the service for studying and improving the production and management process, the concept of “mechanism official relations”, social engineering, the doctrine of organizational schedules, a system of material incentives for leaders, professional selection, central information and research bureaus, the creation of “databases” and other developments of the first quarter of the century. The main thing in the activities of Russian institutes and laboratories of NOT was the creation of systematized concepts in the field of labor organization and management. At the same time, the most important pattern in the development of information technology and management in the 1920s was the combination of methodological and specifically applied research. Academic research during this period was closely intertwined with practical work. Most research institutes were also rationalization centers. Of particular interest are the ways of introducing scientific knowledge into production, the experience of rationalization and advisory work of self-supporting consulting trusts, such as “Installation” of the Central Institute of Labor, “Orgstroy” of the Institute of Management Technology and others.

In the twenties, so-called “orga games” were used to train organizers, one of the initiators of which was V.V. Dobrynin. And in 1932, under the leadership of Birshtein M.M. The world's first business game was developed and conducted on the topic “Deployment of production in the assembly shop of a newly built typewriter plant during the start-up period.”

In fact, NOT members were the prototypes of internal and external consultants at enterprises. In the thirties and fifties, all activities to improve management were curtailed.

In the sixties the situation changed. Economic reform contributed to increased independence. Stimulating personal initiative encouraged the study of not only economics, but also management theory, patterns of development of work collectives, and methods of managing them. Therefore, the revival of interest in the NOT movement, the appearance of translations of works by Western scientists on management, marketing, management consulting, management psychology, and analysis of Western management systems seemed quite natural. The most important of these works are discussed in the first paragraph.

At the present stage of development of management consulting, the institute of external and internal consulting is being formed and approved, and a market for professional consulting services is being formed. Professional communities are emerging, such as the “Association of Consultants on Management and Organizational Development (AKUOR)”, “Association of Consultants in Economics and Management (AKEU)”, the Moscow Club of Business and Political Consultants, and also the only School of Management Consultants in Russia. .

Currently in Russia there are many views on the problems of management consulting. There are many schools, approaches, and techniques that consider organizational problems and develop ways to solve them. The market for consulting services that has been emerging in Russia recently is a striking example of this.

One of the features of management in Russia is the underestimation social technologies. This is due both to the historical conditions of the country’s development and to the structure of the existing governance. This attitude is also due to the isolation scientific research from practice, from specific tasks of specific industries, while science, by developing fundamental problems, is able to provide priority in the creation of new technologies and products, expand resource and information base production, increase the role creative participation human in the dynamics of organizational and technical systems. In particular, consulting technologies can be significantly enriched by turning to sociology and sociological knowledge.

The last decade in Russia is characterized by an increase in the number of specialized firms that provide clients with a range of services in the field of management consulting: business process reengineering; selection and implementation of corporate information system, organizational change management. This range of services helps clients improve internal processes, thereby increasing the efficiency of the company. Management consulting is a joint work of the consultant and the client on the development of the enterprise, the result of which is a real improvement in the performance of the company.

Collaborative work can consist of several stages: study of the enterprise and its diagnostics: analysis of the management structure of the enterprise, financial analysis of the enterprise's activities, analysis of the psychological climate, analysis of information flows, analysis of product distribution problems; implementation of recommendations: holding regular consultations with enterprise managers on the implementation of the action plan; regular monitoring of the results of the work carried out; summing up and discussing the report on the work done by the management of the company. Additional services: organization of training programs and internships, both in Russia and abroad, organization of presentations, organization of advertising and PR campaigns. Business process reengineering is aimed at conducting a thorough analysis of existing processes and introducing business process improvements that can quickly provide positive results for the company, as well as formulate requirements for the future information system of the enterprise. One of the main problems of companies operating in Russia is the low efficiency and reliability of management information.

1.5 Stages, stages and phases of interaction between the consultant and the personnel manager

The success of consulting assistance largely depends on proper preparation of the consulting process. The process model proposed below reflects its stages, which in turn consist of a number of successive stages. Often steps overlap or are performed in parallel. And not every consulting service follows the “ideal” flowchart for all elements. The logic of constructing the consulting process largely depends on both the consultant and the client. The design of the consultation process can be influenced by the consultant-client relationship, as well as external factors(economic, financial, political situation, etc.).

The consulting process is proposed to be divided into stages: preliminary, pre-project, design and post-project.

At the preliminary stage of the consulting process, the manager becomes aware of the existence of a problem and the need to resolve it and recognizes that to resolve the problem it is necessary to attract an external consultant. At the same stage, a search for sources of information about consultants, collection and analysis of information about the consultants themselves, their services, and the basic conditions of cooperation are carried out. It is at this stage that Russian consultants are currently experiencing the greatest difficulties. The paradox is that, on the one hand, the enterprise is in dire need of diagnosing and analyzing problems, developing recommendations for overcoming the crisis, and attracting investments for business development, and on the other hand, it is not able to attract qualified consultants and pay for them work, and therefore, the enterprise is forced to remain in conditions of an aggravating crisis.

The main procedures that are decided at each stage of counseling are presented in table. 1.

Table 1

Stages, stages and procedures of counseling

Stages	Stages	Procedures
Pre-design	Preparation	Contact with the client Client awareness of the problem Preliminary diagnosis of the problem Definition of tasks (task planning) Technical and financial proposal to the client Consulting contract
Design	Diagnostics	Identifying problems Collection of data on site and its processing (analysis, synthesis) Systematized (detailed) identification of the problem Establishing feedback with the client Diagnostic report
Development of solutions	Evaluating alternative options Selecting recommended solutions Presenting solutions to the management of the client company Planning the practical implementation of the solution
Implementation of solutions	Development of an implementation program Implementation Monitoring of implementation Correction of proposals Evaluation of project results Final completion
Post-design	Completion	Evaluation of what has been done (analysis of changes made in the client’s organization; self-analysis of the consultant’s activities) Final report Final financial settlements between the client and the consultant

1.6 History of HR management consulting

The origin of management consulting was caused by the constant search by entrepreneurs for new means of increasing production efficiency, attempts by management specialists to find a commercial application for their abilities, and the logic of the development of organizational science and practice.

Knowledge of history helps to understand modern capabilities, effectiveness and disadvantages of counseling.

Management in human society has existed from time immemorial. Any government structure, any organizational activity presupposes that there is an object of control (what is controlled) and a subject of control (the one who controls).

The science of management began to develop intensively only from the beginning of the twentieth century. From earlier periods of human activity, only fragmentary scattered information has reached us, containing an analysis and generalization of management experience.

So, for example, the book “The Teachings of Ptahhotep” (Ancient Egypt, 2000-1500 BC) contains advice to the boss - the subject of management: “... be calm when you listen to the words of the petitioner; do not push him away before he relieves his soul of what he wanted to tell you. A person struck by misfortune wants to pour out his soul even more than to achieve a favorable solution to his issue.” Similar advice can be found in modern management literature.

In Ancient Greece, the need for specialization production processes Plato said. Socrates, analyzing the activities of managers in various fields of activity, spoke about the general thing that forms the basis of their work: “The main task is to put the right person in the right place and ensure that his instructions are carried out.”

In Ancient Rome, Cato the Elder (234 -149 BC) advised the owner of the land to look at how far the work had progressed, what had been done, and what remained to be done. After this, he must demand from the manager a report on the work done and an explanation why part of it was not completed.” It was also advised to give the manager a work plan for the year.

Managerial “know-how” was passed down from generation to generation in narrow circles of the managerial elite.

The Italian statesman Machiavelli (1469 - 1527) made a significant contribution to the development of management thought. He, in particular, said: “The intelligence of a ruler is first judged by what kind of people he brings closer to him; if these are loyal and capable people, then you can always be confident in his wisdom, for he was able to recognize their abilities and retain their devotion.”

This brilliant managerial idea also belongs to Machiaveli: “Many believe that some of the sovereigns who are reputed to be wise owe their glory not to themselves, but to the good advice of their associates, but this opinion is wrong. For the rule, which knows no exception, says: “It is useless to give good advice to a sovereign who does not himself possess wisdom.”

In Russia, the public administration reforms of Peter I played a significant role, which affected various areas of management activity. The recommendations to the production manager of that time are interesting: “The manager, at the end of each year, namely in the month of December, needs to compile statements about supplies and workers no later than the 20th, so that purchases of supplies at fairs and other things can be discussed and determined without wasting time, do it.”

Management thought received rapid development after the industrial revolution, which took place in Europe in the middle of the 18th century. Technical and methodological approaches to simplifying work processes and increasing the efficiency of labor and enterprise work of researchers were different and in some cases even contradicted each other. However, they all believed in using scientific method to solve production problems.

For example, for the USA from 1850 to 1915. This period was characterized by rapid development of industry. Network development railways turned tailcoat into one huge market work force which needed effective management. First of all, those enterprises in which entrepreneurs paid due attention to management methods flourished.

F. Taylor proposed the system " scientific management”, which he characterized as follows: “Science instead of traditional skills; harmony instead of contradiction; cooperation instead individual work; maximum performance instead of limiting performance; development of each individual worker to the maximum productivity and maximum well-being available to him.”

Taylor's followers also made a significant contribution to the development of scientific management methods. Thus, the Gilbreth spouses developed a method for analyzing the micro movements of a worker with the subsequent determination of their standard sequences and sets. They identified 17 basic movements of the hand, called terbligs (Giloret in reverse reading).

G. Gann introduced a linear schedule into management practice, which makes it possible to plan and check the implementation of fairly complex sets of work. Graphs, or as they are otherwise called “Gantt charts,” became the predecessors of network diagrams widely used in planning practice, being their integral part. Gantt charts are widely used in modern calendar planning activities of the enterprise.

Consulting, which arose from the scientific management movement, concentrated mainly on issues of productivity and efficiency of the factory, rational organization labor, study labor movements and time consumption, eliminating waste and reducing production costs.

This entire area was originally given the name “organization of production.” Practitioners, often called “efficiency experts,” were respected for their dedication, methodical approach, and results. However, their interventions often caused fear and hostility among workers and trade unionists, as they were often ruthless. But over time, new areas of management appeared and, accordingly, the work on organizing production and labor decreased.

Not all the problems of factories and factories could be solved with the help of production management and efficiency experts. This led to an expansion of interest in other aspects of business organization and the birth of new areas of consulting. One of the first modern consulting firms was founded in Chicago in 1914 by Edwin Boose under the name Business Research Service.

In the 1920s, E. Mayo, who conducted the Hawthorne Experiment, gave impetus to research on counseling in the field of relationships between team members. Important advisory work on human resource management and motivation was pioneered by M. Parker Follett. Interest in more effective sales and marketing was aroused by people such as the Englishman G. Wathead, author of the book “Principles of Commerce,” written in 1917. A number of consulting firms were founded in the 1920s.

Financial advisory services, including business financing and financial control of operations, have also grown rapidly. The new consultants had an accounting background and experience working with firms of certified public accountants. One of them was James O. McKinsey, a proponent of the theory general management and a thorough diagnosis of business enterprise, which founded his own consulting firm in 1925.

In the 1920s - 1930s. management consulting has gained recognition not only in the USA and Great Britain, but also in France, Germany, Czechoslovakia and other industrialized countries. However, its scope and applications remained limited. There were only a few companies, prestigious, but rather small, and their services were used mainly by large industrial corporations.

Consultants remained unknown to the vast majority of small and medium-sized firms. On the other hand, assignments began to come from governments: this was the beginning of public sector consulting. Advising governments and armies played an important role during World War II. The United States realized that war was the primary threat to governance and that victory on the battlefield required mobilizing the nation's best leadership forces.

In addition, operations research and other new techniques, initially used for military purposes, quickly found their way into corporate and social management, changing the work of consultants.

Post-war construction, rapid growth of business activity combined with acceleration technological changes, the rapid development of the economies of some countries, the internationalism of industry, trade and finance in the world have created particularly favorable opportunities and demand for management consulting. 1950-1960 - The “golden years” of consulting - the period when most of the consulting organizations that currently exist were founded, when the consulting business acquired the power and technical reputation that it now enjoys.

Currently, management consulting has become one of the most effective forms of business. For recent years The industry of auditing and consulting services has been one of the most dynamically developing in the world economy. The average annual growth was more than 10%, and for leading companies in the market it reached 20%.

Chapter 2. Analysis of management consulting at JSC Silvinit

Open Joint Stock Company "Silvinit" is the largest Russian mining and industrial complex for the extraction and production of potash fertilizers and various types of salts. The company is developing the only in Russia (second in the world) Verkhnekamskoe deposit of potassium-magnesium salts, the industrial reserves of which amount to 3.8 billion tons of ore (in terms of 100% K2O). OJSC Silvinit is the legal successor of the Solikamsk Potash Plant (1934), which is the founder of the potash industry in Russia.

JSC "Silvinit" today is a modern mining and industrial complex, which includes three mining departments with a complete production cycle, a mine construction department, an industrial port, and a railway transport department.

The products of JSC Silvinit are in steady demand within the country and on the world market. Potash fertilizers are supplied to all regions Russian Federation and are exported to more than 60 countries around the world. Enriched carnallite, which is the raw material for the “winged” magnesium metal, ensures the production of half of the metallic magnesium produced in Russia. Every third ton of technical salts in the country is produced at JSC Silvinit. Guaranteed confirmation of the ability of JSC Silvinit to produce high-quality products was the international certificate for the quality system ISO 9001:2000 series, received by the enterprise in 2000.

2.1 History of the creation of JSC Silvinit

In 1907, Nikolai Ryazantsev, a technician at the Troitsk Saltworks, collected samples of yellow, red and dark red salts while drilling the Lyudmilinskaya well in Solikamsk. The local pharmacist Vlasov determined that red salt is rich in potassium. However, the head of the laboratory of the Geological Committee in St. Petersburg, the German Galfhausen, made the opposite conclusion about the samples sent by Ryazantsev: “the most insignificant percentage of potassium was found in the Solikamsk salts. There is no such salt industrial value Dont Have". There is a version that such a conclusion appeared solely in the interests of the German potash industry. The fact is that at the beginning of the 20th century. Only Germany produced potash fertilizers worldwide.

And only in 1925, the famous geologist, professor at Perm University and member of the Kolchak government who miraculously escaped Bolshevik repression, Pavel Preobrazhensky, discovered the Verkhnekamskoye deposit of potassium-magnesium salts in Solikamsk.

Literally on next year The Presidium of the USSR State Planning Committee decided to begin organizing the potassium industry in the USSR “on the basis of Solikamsk and the deposits closest to them.” The construction of a potassium plant in Solikamsk was declared an All-Union shock construction project, along with the construction of Magnitka or the DneproGES.

To organize the production of potassium salts, their processing and marketing, the Potassium Trust was organized. V.I. Zof was appointed its first chairman, and later, in 1930, Vladimir Tsifrinovich. He became the first director of the First Potash Plant, where on the night of April 19, 1930, the first buckets of potassium were obtained.

On March 14, 1934, by a resolution of the Council of Labor and Defense, the Solikamsk Potash Plant named after the 10th anniversary of the October Revolution, and now OJSC Silvinit, was put into operation.

2.2 Financial and economic indicators of JSC Silvinit

Figure 1 shows a diagram showing the production of potash fertilizers for 2000-2007. (million tons)

Fig.1. Production of potash fertilizers

By 1998, Silvinit managed to stabilize the decline in production of the early 1990s. In 1998, it was decided to restore production capacity up to design – 2.5 million tons of potassium in 100% nutrient. In 2004, this task was completed: Silvinit produced 4.2 million tons of fertilizers in physical terms and for the first time in the entire 70-year history of the enterprise reached 100% capacity utilization. During that period, the “Plus Million” program was developed, providing for an increase in productivity to 5 million tons per year by 2006. Today, the Plus Million program continues: in 2009, Silvinit plans to reach a stable production of 6 million tons of potassium chloride per year.

Geography of supplies

Since the beginning of the new millennium there has been steady growth consumption of potassium chloride in the world. According to experts from the International Association of Manufacturers mineral fertilizers(IFA), in general, in the period from 1999 to 2007, the consumption of potassium chloride in the world increased by 20% and amounted to 26.2 million tons of K2O in 2006.

Silvinit supplies its products to more than 50 countries near and far abroad. Traditionally, the main buyers of Silvinit products are China, India, Brazil, countries of Eastern Europe, Southeast Asia, South Korea and Japan.

At the end of 2007, Silvinit took fifth place in the world among potash fertilizer producers. The main competitors of Silvinit OJSC on the world market are: Potash Corp.; Mosaic ULC (Canada); ICL (Israel), Kali und Salz (Germany); Arab Potash Company (Jordan); RUE PA Belaruskali (Belarus), OJSC Uralkali (Russia).

Figure 2 shows the structure of export supplies of potash fertilizers by region.

Fig.2. Structure of export supplies of potash fertilizers

2.3 Analysis of the practice of using independent consulting in the management system

For many years, the practice of using consultants at OJSC Silvinit was of a short-term, episodic nature; the consultants’ efforts were dispersed and based primarily on personal initiative. Currently, the management concept at JSC Silvinit is at a stage of development when the logic of the theory, that is, a set of rules within the framework of this theory, is being worked out. Managers were faced with the task of overcoming the existing gap, mainly through high self-organization, interaction and integration with management experience accumulated within the framework of organization theory and modern management.

There are three reasons that made it necessary to attract independent consultants to Silvinit OJSC: the emergence of professional domestic consulting companies that could reduce the country’s dependence on foreign experts; optimal adaptation of management know-how to the specific conditions of Russia by local professionals; reducing the use of expensive foreign specialists, which will reduce the cost of the consulting part of many projects, save foreign currency, and also make these services available to local clients, including small entrepreneurs.

For many years, JSC Silvinit has been associated business relationship with a consulting company that provides statutory audits and information support for accounting and management accounting.

When going to marketing approach In management, great assistance in the field of operational consulting was provided by the consulting company Bovykin and K. Also operational consulting in the field strategic planning and organizational development, financial management, personnel management and selection, organization of production of goods and services was carried out by the following consulting companies: Euromanagement, Perm consulting company, "Personnel systems", "FINEX".

Based on the above, in our opinion, it is necessary to conduct an analysis of the personnel management system in order to increase the productivity of product output at Silvinit OJSC.

The relevance of this area is obvious, first of all, because the enterprise that has a well-developed personnel management system develops most effectively.

The main aspects of the influence of the human factor on increasing the efficiency of Silvinit OJSC are: selection and promotion of personnel; their preparation; maximum coefficient of constancy of the composition of employees; improving the material and moral assessment of workers’ work. All this is part of the enterprise’s personnel policy, which underlies its labor management.

An analysis of the structure of services provided by management consulting firms at JSC Silvinit during 2007-2009 gave the following results: 31% - consulting services on management of operations and processes, including issues of business reorganization and total quality management, 17% - consulting on corporate strategy issues, 17% - consulting on information technology strategy, 16% - consulting on business development, 11% - consulting on organizational design, 6% - financial consulting, 2% - marketing and sales services. All these results are presented in Fig. 3:

Rice. 3. Analysis of the structure of consulting services at JSC Silvinit

Currently, in the field of management consulting at JSC Silvinit, there is a pronounced tendency towards greater specialization. Increasingly, managers of OJSC Silvinit are interested in working with companies that do not present themselves as universal experts in solving business problems, but have specialists with the necessary knowledge and experience, for example, in a functional area or in a specific industry area.

The consulting analysis was carried out by the following companies: in the field of strategic planning and organizational development: Euromanagement, consulting company Bovykin and K; in the field of financial management: Perm consulting company; in the field of personnel management and selection: “IT Group of Companies”, “Personnel Systems”; in the field of organizing the production of goods and services: FINEX.

2.4. Analysis of the personnel management structure at JSC Silvinit using independent consulting methods

Personnel policy and personnel management functions at JSC Silvinit are carried out by the personnel department. The HR department has operated as a separate department since 1965. Based on the recommendations of an independent audit, in 2005 it was transformed into a personnel management service, including the head of the service, his deputy and personnel managers (12 people in total).

HR managers perform the following types of work: planning, selection, recruitment, selection, placement, release of personnel; employee training, career guidance, adaptation, retraining, certification, assessment of skill level, professional promotion; organization of payment and labor incentives, motivation, security.

Today, the personnel management service of OJSC Silvinit operates on the basis of the following conceptual acts regulating the activities of personnel in various aspects of the organization’s activities: personnel regulations, regulations on remuneration, regulations on professional development personnel, collective agreement since 2005, regulations on the system of continuous training of personnel, regulations on certification of managers, regulations on hiring, adaptation, regulations on management reserve, standard of JSC Silvinit for certification of workplaces.

The service has created: a council of innovators, a service for resolving labor disputes. The personnel policy of JSC Silvinit is presented in Fig. 4.

Rice. 4. Personnel policy of JSC Silvinit

Chapter 3. Recommendations for improving the efficiency of management consulting at OJSC Silvinit

3.1 Description of the study

The study was carried out at RU-2 of JSC Silvinit.

The subject of the study is workplaces at JSC Silvinit.

The purpose of the consulting is to analyze and model workplaces at OJSC Silvinit.

The efficiency of using labor itself, tools and means of production and, accordingly, labor productivity, the cost of output, its quality and many other economic indicators of the functioning of the enterprise largely depend on how workplaces are organized.

Job analysis included the stage of systematic collection and analysis of information about the content of the work, requirements for workers and the conditions in which the work is performed.

The workplace analysis consisted of the following stages, shown in Figure 5.

Step 3.

Evaluation and implementation of a modified workplace project.

Rice. 5. Stages of workplace analysis

Four methods were used individually or in combination to obtain the information needed for workplace analysis:

1. observation;

2. interview (interview);

3. questionnaires;

4. list of employee responsibilities.

In any of these methods, data about the workplace is first collected, and then the process itself is studied, which examines the work tasks that the person performs.

The source of basic information for the analysis was the questionnaires presented in Appendix 3 and proposed by A.E. Luzin.

The estimated time for the research is 3.5 months, the number of employees involved is at least 3 managers.

3.2 Conclusions on consulting

As a result of the study, it became possible to determine the functional responsibilities for each employee of the organization and qualification requirements to the workers themselves. Analysis of workplaces made it possible to most effectively organize the company’s activities, ensure the correct placement of workers, and rational workload.

As a result of the study, it is predicted that the staff turnover rate will decrease by up to 10% and sales revenue will increase by 20% (due to the rational use of working time).

Job analysis is closely related to the development of personnel management programs and is used in the following areas:

Preparation of a description of the workplace (in full it includes a brief summary of the essence of the work process, the duties of the employee and the degree of his responsibility, as well as some information about the working conditions;

Workflow specification. The specification indicates the personal characteristics of the employee necessary to complete this process;

Workplace project. The information obtained as a result of the analysis is used to develop or modify the structure of the elements, responsibilities and tasks associated with this job position;

Selection of employees and their hiring: analytical information is taken into account when selecting employees for a specific position. The analysis helps to select applicants who will work with maximum efficiency and feel comfortable in this job;

Assessing labor productivity by comparing actual and “planned” labor productivity. Work process analysis is used to calculate an “acceptable,” ethical level of labor productivity for a particular workplace;

Personnel training and qualification improvement. Information obtained from workflow analysis is used to develop and implement training and professional development programs. A job description helps identify the skills and abilities required to perform a given process;

Career planning and promotion. The movement of workers from one position to another, from one operation or process to another receives a clear and detailed information basis;

Salary. Wages are usually directly linked to skills, abilities, working conditions, health risks, etc. Job analysis provides a baseline for comparison and appropriate remuneration of workers;

Safety. The safety of the work process depends on the correct location of workplaces, compliance with certain standards, equipment and other conditions. What is inherent in a given work process, and what kind of workers are needed to complete it. This and similar information can be obtained through job analysis.

The first option for solving the problem involves developing job descriptions based on job analysis.

The second approach to developing job descriptions reflects an unconventional view of the problem - a job description can serve as a real business management tool only if it was developed on the basis of an informal attitude towards this document. When developing a job description, as one of the most important internal organizational documents, the following goal can be formulated: to create a document that will allow real-time regulation of the activities of an employee within a specific position in the structure and management system of the organization.

The sequence of tasks to be solved to achieve this goal can be presented as in Fig. 6.

Rice. 6. Stages of developing job descriptions based on the specification of the business process.

Activities to develop job descriptions should begin with the definition and specification of the business process, part of which is the activity of a specific employee of the organization. A business process is a set of internal steps (types) of activity, starting with one or more inputs and ending with the creation of products needed by the client. The purpose of each business process is to offer the client a product or service, i.e. products that satisfy him in terms of cost, durability, service and quality. Only by clarifying the business process is it possible to clearly define the role and place of the tasks it solves in this process.

To determine what an employee should do within the scope of a position, you need to carry out system analysis his activities. Highlight the main thing - the purpose of his activity. Formulate its steps (tasks) related to achieving the goal. Break down problem solving into a sequence of interrelated operations (responsibilities). Formulate criteria for assessing the effectiveness of an employee’s activities within the given scope of his work. In order to be able to evaluate the quality of the result obtained by an employee of an organization, it is necessary to create a rating scale and develop a system of performance criteria. Adequate reporting of an employee to his immediate supervisor is an important part of the management system in the organization. Any reporting is negatively perceived by the staff, since each employee sees in it, first of all, an infringement of personal freedom. However, competent (according to clear parameters) reporting is not just an element of the connection between management decisions and the results of their actual implementation, but also one of the tools that allows you to systematize the activities of personnel, teach your subordinates to structure their work time.

To create a job description, you need the following information:

· to whom the employee directly reports and on what issues;

· who else gives (can give) instructions to him and on what issues;

· from whom and in what time frame does he receive the necessary information and what kind of information;

· what information, and within what time frame, he submits, and who requests it;

· what are the main tasks solved by the employee (areas of activity); what are his functional responsibilities;

· in what areas and how much knowledge should he personally and his colleagues in the department have;

· what exactly they should be able to do, and what he should be able to do;

· what should be his general educational level and the level of his colleagues; what rights he must have to effectively implement his duties; what should be the measure of responsibility;

· how he should communicate with the outside world, on what issues and in what volume of information; under what conditions the employee’s activities can be considered completely successful; what generalized information about the employee’s performance and within what time frame should be provided to his immediate supervisor.

When analyzing the information received, it is necessary to formalize the activities of personnel, specify the activities of the employee, clearly divide the powers and areas of responsibility of specialists, and eliminate parallel functions. In addition, the work carried out will make it possible to use the collected information when certifying personnel, as well as to determine areas for employee growth. The estimated duration of the project is 4 months, the number of employees involved: at least three recruiters and at least three assistant recruiters, the head of the recruiting department and a lawyer, the number of experts involved is 2.

To predict the staff turnover rate, it is necessary to analyze the dynamics of the following indicators (Table 1):

Acceptance turnover coefficient (RPC):

number of hired personnel

Disposal turnover ratio (K in):

number of employees who left

average number of personnel

Staff turnover rate (Kt.k.):

number of employees who quit on their own

desire and for violations of labor discipline

average number of personnel

The coefficient of constancy of the composition of the enterprise personnel (Kp.s.):

number of employees who worked the whole year

average number of personnel

Table 1

Calculation of staff turnover rates

Labor productivity is defined as the ratio of the value of gross output to the number of man-hours worked.

PT to = 527520 / 45080 = 11.7 thousand rubles.

PT after = 633024 / 41867 = 15.2 thousand rubles.

After the implementation of the event, labor productivity increased by 3.5 thousand rubles.

The overall growth in labor productivity is calculated using the formula:

ΔPTtotal= (Q * t before * 100)/Q * t after

where Q is gross output in physical terms as a result of the implementation of the event, c;

t before, after - labor costs per 1 quintal of product before and after the implementation of the event:

ΔPTtot = (22608 c * 2.39 * 100) / (22608 c * 1.85) = 129.19%

This indicates that as a result of the implementation of the event, the overall increase in labor productivity increased by 20%.

Thus, it is predicted that the staff turnover rate will decrease to 5-8% (thanks to vesting the employee with real rights and powers) and an increase in sales revenue by 20% (thanks to the newly developed system of material and moral incentives and the rational use of working time). Also, thanks to more efficient use of working time, it is expected to increase the number of closed contracts by 10% and the number of attracted clients by 10%.

At the stage of introducing job descriptions, it is necessary to take into account that employees, as a rule, react painfully to the development of any regulations for their activities in general and an attempt to formalize their activities in particular. Therefore, the process of implementing job descriptions into company practices can be difficult.

High-quality use of staff job descriptions will contribute to a better understanding by the manager of the situation in the company, timely identification of shortcomings in the organization’s activities, and will provide the opportunity to make adequate and targeted changes without breaking the work system as a whole. In addition, the work carried out will make it possible to use the collected information when certifying personnel, as well as determine areas for employee growth, and more accurately assess the organization’s need for personnel. Thus, the correct and correct development and implementation of personnel job descriptions will allow company management to increase the efficiency of personnel management and improve the quality of management decisions.

Fig.7. Economic and social effect from the introduction of job descriptions.

When developing regulations, it is necessary to determine the individual stages of the implementation process, the order of interaction between participants and the flow of information in the process of performing work.

Regulations are a way of formalizing management procedures. A stage is understood as a part of the implementation process, covering interrelated work on its implementation and ending with the creation of complex or single documentation or information product.

A detailed description of the stages is given in table. 2.

table 2

Contents of the work description		Final document

1.1. Distribution of work	1.1. Work plan
	1.2. Personal plans of employees involved in the project

	2.1. Business process diagram
2.2. Adjustment	2.2. Business process diagram

	3.1. Part of the job description (DI) section “General Provisions”
	3.2. Part of the CI section “Main functions and tasks”
	3.3. Part of the CI section “Main functions and tasks”
3.4. Breaking down steps (tasks) into sequential interconnected operations	3.4. Section DI “Main responsibilities”
Contents of the work description	Final document
	3.5. Part of the DI section “General Provisions”
	3.6.1. Section DI “Connections by position” 3.6.2. CI section “Reporting”

	4.1. Section DI “Rights”
4.2. Determining the level of responsibility of a mine employee	4.2. Part of the CI section “Criteria for performance and responsibility”
	4.3. Part of the CI section “Criteria for performance and responsibility”
4.4. Coordination of the specialist’s educational level	4.4. Part of the DI section “General Provisions”
Stage 5 Document preparation
5.1. Formation of the document	5.1. Job description
5.2. Coordination with a lawyer	5.2. Job description signed by a lawyer
	5.3. Job description approved by the director
	5.4. Order on the entry into force of the DI, signed by the director

	6.1.Job description signed by employees
6.2. Application in practice, identification of document shortcomings	6.2.Memos from employees about the shortcomings of DI
	6.3. Changes in DI
6.4. CI adjustment	6.4. Adjusted CI
	6.5. Job description signed by a lawyer
	6.6. Job description approved by the director
	6.7. An order on the entry into force of the new DI, signed by the director.
	6.8.Job description signed by employees

When developing job descriptions, compliance with generally accepted legal norms and established requirements for structure, text and design is of the utmost importance. Among the current national regulatory documents, one should first of all mention GOST R 6.30-97, which contains the basic requirements for the preparation of organizational documents. The job description is drawn up indicating the details required for the form intended for all internal documents: name of the organization, name of the document, date and place of its preparation.

1. The exact name of the position and the employee’s place in the company - this section establishes the direct and functional subordination of the employee, replacement by position during absence, and so on.

2. Areas of activity (or functions) - a stable, separate type of activity in which the employee takes part.

3. Functional responsibilities– specific operations assigned to the employee and/or the form of participation in their implementation.

4. Facilities – workplace, technological and communication equipment, means of transportation, office equipment, and so on, provided to the employee to perform his functional duties.

5. Rights that are granted to an employee to access the organization’s resources.

6. Powers are a special type of rights associated with administrative functions and decision-making.

7. Responsibility is the established need to answer for one’s actions within the framework of previously established duties, rights and powers.

8. Regulations – documents that an employee must follow in his current activities.

9. In addition, the job description may contain an optional part: a professional profile, which includes more specific requirements for a candidate for a position, professional requirements, personal qualities, biographical data that are not shown to employees and serve as a guide for personnel management specialists in the search and selection of personnel .

10. In large companies that have implemented controlling techniques, job descriptions may include criteria for assessing the performance of an employee holding a given position.

Development of a project implementation plan

The project implementation plan is presented in Table 3.

Table 3

Project Implementation Plan

Contents of the work description	Work execution time, days	Responsible person
Stage 1 Statement of the problem and distribution of loads and work over time and between experts.
1.1. Distribution of work	2
1.2. Introducing employees to the project	1
Stage 2 Definition and specification of business processes
2.1. Writing business processes	21
2.2. Adjustment	+3	Consulting Department Specialist
Stage 3 System analysis of employee activities
3.1. Determining the purpose of each employee’s activities	1	HR Manager
3.2. Identification of the functions of each specific employee	2
3.3. Formulation of steps (tasks) associated with achieving the goal within the functions of each employee	2
3.4. Breaking down steps (tasks) into sequential interconnected operations (responsibilities)	2
3.5. Determining the employee’s place in the organization’s hierarchy	1
3.6. Building information flows during a business process	4
Stage 4 Development of items in agreement with the employee’s immediate supervisor
Contents of the work description	Work execution time, days	Responsible person
4.1. Determination of employee rights	2	HR Manager
4.2. Determining the employee's responsibility	2
4.3. Definition of criteria effective activities employee	2
4.4. Determining the educational level of a specialist	1
Stage 5 Document preparation
5.1. Formation of the document	3	HR Manager
5.2. Coordination with a lawyer	3
5.3. Coordination with the director	1
5.4. Preparation of the text of the order on the entry into force of the DI	1	Office Manager
Stage 6 Introduction of DI into practice
6.1. Familiarization of employees with the document	4	HR Manager
6.2. Application in practice, identification of document shortcomings	21
6.3. Analysis of material received from employees
6.4. CI adjustment
6.5. Coordination of the adjusted DI with a lawyer	3
6.6. Coordination of DI with the director	1
6.7. Preparation of the text of the order on the entry into force of the new job description	1	Office Manager
6.8. Familiarization of employees with the new version of DI	2	HR Manager
TOTAL workers	93

Factor 1. Qualification and potential of personnel

Factor 2. Clear understanding of the project goals by all participants

Factor 3. Compliance with the philosophy of JSC Silvinit and the philosophy of the consulting company

Factor 4. Material and labor resources of JSC Silvinit

Factor 5. Compliance of the chosen management decision with the actual task facing JSC Silvinit

Factor 6. The ability of Silvinit OJSC employees to unite into a team.

Based on the features of management consulting at OJSC Silvinit outlined in Chapter 2, we offer the following recommendations for increasing the efficiency of these activities.

1. The main tool of activity of an independent consultant should be the use of technology, the main features of which are:

- a comprehensive, systematic approach to the organization: working with all aspects of its activities, identifying, developing and agreeing with the Client on the basic principles for solving the problem and, based on these principles, developing the solution itself;

- completeness of the cycle of consulting services: from preliminary examination to direct changes in the functioning of the organization in all affected aspects;

- maximum wide application modern information computer technologies.

2. Use of “Leader” technology in management consulting activities.

According to this technology, work with JSC Silvinit (ideally) should consist of three successive stages (see Handout (Scheme 1)), each of which, in turn, consists of several sets of work (see Handout ( schemes 2 and 3)).

The sequence of stages corresponds to this approach to working with OJSC Silvinit, according to which the consultant:

 first gets acquainted with the problems of Silvinit OJSC (hereinafter Client) and carries out diagnostics (Stage I in Diagram 1)

 together with the Client, determines the principles on the basis of which a comprehensive solution to problems will be developed (Stage II in Diagram 1)

 together with the Client, develops a solution and implements it (Phase III in Diagram 1).

Briefly and simplified, the essence of the approach is as follows:

 identifying problems

 development of principles for their solution

 development comprehensive solution problems and its implementation in practice.

The corresponding sets of work performed within the framework of the unified Leader technology are shown in Diagram 3.

Let's take a closer look at what sets of work are carried out at each stage, their structure and what results the Client receives after each stage and set of work.

The first stage is diagnostics of the current state of JSC Silvinit

The first thing a consultant should do when coming to an organization is to understand the existing situation, become familiar with the state of affairs, with the problems that exist in the organization.

Diagnostics at this stage begins and is carried out in full as a targeted activity of the consultant, and then diagnostics is carried out in the mode of constant monitoring, tracking current changes in the organization compared to its initial position.

At the same time, the diagnostic stage can be self-sufficient - in the case when the consultant provides the Client with his “from the outside” view of the state of affairs in the organization, and the Client then independently uses the information he receives.

Diagnosis of the state of the organization primarily includes:

 identification and structuring of existing and potential problems of the organization

 identification of current capabilities and hidden reserves of the organization.

The main diagnosable aspects of the organization (see Diagram 3):

1. financial and economic (structure of financial flows, structure of costs and profits, market position, etc.)

2. organizational and production (system of business processes, functional and organizational structure, structure and state of production technologies)

3. socio-psychological (psychological climate of the organization, corporate culture, incentive and motivation system, degree of staff readiness to carry out changes, etc.).

Diagnostics affects all subsystems of the organization (marketing, production, finance, advertising, personnel).

Diagnostics is a very important stage of consulting work with an organization. During its course:

 the consultant gets to know the organization, receives information, which later becomes the starting point for developing a set of decisions and a set of measures to influence the organization, therefore the diagnosis is carried out comprehensively in all aspects

 The client receives an “outside view” of his own organization, his ideas (sometimes “vague”) about the nature and interrelationships of organizational problems deepen and become systematic

 there is a process of mutual acquaintance and “grinding in” between the consultant and the Client

 the consultant makes initial “estimates” of what methods he will use in working with the organization and how

 the search begins for “transformation agents” in the organization - factors, people - who have the greatest influence on organizational processes and who can be used for the process of organizational change

 at the same moment, a “project team” begins to form - a team of people called upon to help both the consultant in his work (provide information, discuss problems, agree on a common point of view and a common approach), and their organization - to be “conductors” of a new understanding, new ideas, technologies, relationships.

The diagnostic result is:

1. analytical conclusion containing

 a systematically holistic picture of the state of the organization, which is the basis for developing options and making management decisions in order to comprehensively solve problems and use the organization’s capabilities

2. a new, deeper awareness of the state of the organization by its staff and, first of all, executives and the "project team".

At the second stage - the development of the doctrinal complex of JSC Silvinit - it is necessary to adapt it to the specifics of the organization.

The structure of the organization's doctrinal complex is shown in Diagram 2.

The organization's doctrinal complex includes:

 mission of the organization

 organization strategy

 philosophy of the organization.

The mission sets the main directions of the organization's movement, the organization's position towards the processes and phenomena occurring inside and outside it. Therefore, the mission of the organization includes:

 social, externally oriented role of the organization

 the importance of the organization to those who work in it.

In addition, the mission itself general view defines:

 forms of processes occurring in it.

An organization needs a mission so that its top management has a basis for coordinating the interests of various entities directly involved in its activities.

The results of the mission development are:

 increasing the degree of awareness of the organization of itself as an independent subject in the surrounding world

 providing subjects of the external environment with a general idea of what the organization is, forming its image (“externally oriented” meaning of the mission)

 development of the foundations for building relationships “organization-individual” and “individual-individual” that are adequate to the current situation for various groups of people whose interests influence the activities of the organization

 promoting unity within the organization and creating a corporate spirit, providing opportunities for more effective management of the organization (the “internally oriented” meaning of the mission).

The next step after developing the mission, which is to increase the productivity of Silvinit OJSC, is its specification, which occurs in the form of setting strategic (basic, designed for several  3-5  years) goals of the organization and the subsequent development of the organization’s strategy and philosophy of the organization.

It goes like this.

Based on the organization's mission, it determines “what we want to achieve” (strategic goals), “what and when we will do” (organizational strategy), and “how we will do it” (organizational philosophy).

Then comes the deployment of an image of the process of implementing strategic goals. It goes on two parallel paths.

The first way is to specify, “deploy” the “substantive” aspects of the mission and strategic goals, and develop the organization’s strategy.

The development of an activity strategy by an organization allows you to transfer the management of an organization from a process that “emerges” under the influence of randomly occurring external and internal factors, to systematic activities to achieve certain results with the possibility of:

 assessment of the achievement of these results according to a certain system of criteria

 application of adequate management influences.

The organization's strategy is developed jointly by a team of senior managers of the organization and a consultant based on primary analysis possible options and selection from them.

The main role of the consultant in this process is to ensure high productivity of team work and methodological support of the process.

The results of the strategy formulation work are communicated to all personnel of the organization.

As a result of developing a strategy for the organization, it becomes clear:

 main strategic goals of the organization, time plan for their achievement

 main processes of the organization’s activities and their content, financial and economic justification and organizational and managerial forms

 options for the organization’s behavior caused by changes in the external and internal environment

2. personnel (primarily management) carrying out coordinated actions to achieve and adjust the strategic goals of the organization.

Determining an organization's strategy necessarily implies the further development of the following products: a strategic development plan (business plan) and a strategic management system, which includes: a set of business processes, the main purpose of which is to carry out the process of strategic management of the organization's activities; trained personnel  performer of these business processes; methodological support for the activities of personnel in the strategic management system.

Business processes of the strategic management system allow you to: monitor changes in the internal and external environment of the organization; in “real time”, design ways for the organization to respond to these changes and implement this reaction; predict possible options for the dynamics of the internal and external environment of the organization.

The strategic management system as an organizational subsystem allows you to: make strategic management the basis of the activities of both the organization as a whole and all its divisions separately; move from managing an organization as a reaction to facts that have already happened to managing on the basis of the emerging trend in the development of the internal and external environment of the organization in a proactive mode.

As a result of the creation and effective functioning of a strategic management system, the organization ceases to be completely dependent on the external environment, gets the opportunity to timely adapt to the external environment, obtain qualitatively new opportunities and thereby create the necessary conditions and remove obstacles on the way to achieving its goals.

The development of the organization occurs in accordance with the development trends of the internal and external environment, and as a consequence of this:

 the organization’s resistance to various changes increases

 risks are reduced (for example, investment projects of current activities or development)

 the competitiveness of the organization increases.

The second way to develop the image of the process of implementing strategic goals is to specify, “deploy” the “formal” aspects of the mission, and develop the philosophy of the organization.

These principles (formulated in terms of “how”, “in what way”) serve as the basis for developing forms of relationships between acting subjects - norms of relationships between employees of the organization, norms of attitude towards clients, competitors, partners, systems of incentives and motivation for personnel, etc. (See Diagram 2).

The philosophy of the organization is a continuation of the mission of the organization and determines socially significant results and processes for achieving goals.

Corporate philosophy serves as one of the tools for coordinating the interests of individual employees and the organization as a whole.

The organizational philosophy is formed by:

 basic assumptions that members of the organization adhere to in their actions

 values shared by members of the organization

 beliefs

 expectations

 standards of behavior.

The main result of the development of an organizational philosophy is that the head of the organization receives additional leverage over the management of the organization.

Plus, organizational philosophy is a very effective factor that increases the stability of an organization (especially a large one). This is especially important in moments of crises and rapid changes in the external environment of the organization, when the flow of information “falling” on the top management of the organization cannot be qualitatively processed by them, and middle managers have to make decisions independently in many respects - namely, a general system of principles known to everyone helps them make the right decision.

This is achieved through the following factors:

 a foundation is created in the organization unified system"rules of the game" for its employees and the organization as a whole

 employees are clearly aware of their place in the organization, they know the principles on the basis of which they need to base their behavior inside and outside the organization

 the leaders of the organization understand the principles on the basis of which management decisions must be made (primarily related to the forms of activity processes)

 information channels in the organization are properly organized

 employee behavior contributes to achieving the organization's goals

 the efficiency of the organization as an integral organism increases.

At the third stage, the development and implementation of solutions to the problems of OJSC Silvinit related to the improvement of personnel policy takes place.

After the development of principles, the stage of directly solving the problems of the organization follows.

The development of solutions to organizational problems is carried out within the framework of the work packages discussed below.

On the one hand, solutions to those problems that relate rather to the “substantive” aspects of the organization’s activities are developed “on the basis” of the organization’s strategy. This occurs within the framework of the following work packages:

Establishment of management and financial accounting, which includes: systems: pricing, cost management, budgeting, accounting policies (chart of accounts, system of standard business transactions), methods for developing and making management decisions;

Reorganization of business processes: development of the structure of the organization’s business processes, a system of business procedures, development of an organizational and functional structure, a system of job descriptions, development of a document flow mechanism;

Conceptual design, integration, development and implementation of information systems: support and decision-making systems, systems operational management, automated systems management technological process(APCS).

On the other hand, solutions to those problems that relate rather to the “formal” aspects of the organization’s activities are developed “on the basis” of the organization’s philosophy. This occurs within the framework of the following sets of work: development of personnel policy, development of a personnel development system, which includes: personnel management, personnel certification program, personnel development programs, development of a personnel incentive system.

Let us first consider the detail of the “formal” aspects (Ch. 2 and 3).

Personnel policy is necessary because the development of an organization constantly requires the implementation of many personnel management functions that must be coordinated with each other: planning the need for employees, recruitment, adaptation of new employees in the organization, promotion of promising employees, dismissal due to professional unsuitability or age and etc. In addition, for example, in a large organization there may be employees who are not fully using their capabilities, knowledge and skills.

Personnel policy includes the following aspects:

 general principles and goal priorities

 organizational and staffing policy (need planning, recruitment, promotion, relocation, dismissal, creation of a reserve of employees)

 organizational and labor policy (working conditions, safety precautions)

 information policy (principles of the information flow system)

 financial policy (principles of distribution of funds, basics of the compensation system)

 personnel development policy (principles for preparing personnel development programs)

 performance evaluation.

Results of development of personnel policy:

 HR policy action plan and financial plan for a certain period (for example, 3, 6, 12 months, 2 years, 5 years:)

 a set of materials on working with personnel: legal documents, testing programs, etc.

 adequate choice of special (proprietary) methods of working with personnel

 reduction in staff turnover

 maximum utilization of the potential of employees at all levels

 improving the psychological climate and increasing teamwork coherence

 increasing labor productivity through optimal use of the professional potential of employees

 reduction of time and material costs when dismissing and hiring employees, as well as those associated with the adaptation of a new employee

 assistance to the manager in making decisions on hiring and dismissal

 the existence of a set of adequate planning methods human resources and personnel selection using a clear system of criteria

 clear awareness of the relationship between human resource planning and organizational performance.

Building a system for simulating and motivating personnel includes:

 study of the weight of various (material and intangible) factors influencing employee interest in the content, forms, and results of work

 creating a structure wages

 creation of incentive tools (aimed primarily at increasing the productivity and quality of employee performance of current daily work)

 creation of motivation tools (aimed at using the creative potential of employees, mastering new functions, putting forward new ideas)

 development and reorganization of the remuneration system and the system for its periodic review.

Results:

 flexible and adequate remuneration system that meets the requirements of fairness and takes into account the real results of employee performance, requirements new technology motivating for high performance

 stabilization staffing, based on high satisfaction (and not only material) of employees with the results of their work, the possibility of revealing their creative potential within the organization

 increasing the “margin of safety” of the organization, especially important at the time of organizational crises

 increasing the organization’s “bank of ideas” by increasing the creative potential of employees

 reducing the number of conflict situations, improving the psychological climate, corporate culture due to employees’ awareness of the fairness of remuneration for their work.

The personnel development system is formed by:

 personnel management

 personnel certification program

 staff development programs.

Personnel manual is a document that specifies the rules (a set of basic norms) for the behavior of employees in various life situations both within the team and outside it.

Main sections of the Personnel Manual:

 labor Relations procedure for hiring and firing employees

 relationships within the team:

- vertical relationships - between a boss and a subordinate (a “portrait” of a boss and a subordinate, principles of delegation of authority and responsibility, career and professional growth, consideration of labor disputes, etc.)

- horizontal relationships - with colleagues

- employee-organization relationship)

 relations with the external environment:

- with clients

- partners

- competitors

 working hours of employees - days and hours of work, tardiness, absences and absenteeism

 financial discipline employees

 safety

 working conditions and benefits for employees  annual holidays, medical and pension insurance, education

 system for maintaining and improving activities - the procedure for making and considering proposals, solving problems, remuneration.

The personnel manual is developed on the basis of the principles laid down in the corporate philosophy and is their organic continuation.

Result of the development of the Personnel Manual:

 facilitates the adaptation of new employees to the team

 increased awareness among employees of the organization of themselves as a single team

 organizational culture improves

 the team adapts more easily to changes in the external and internal environment of the organization

 a system of criteria for assessing employee behavior appears, which is especially important when resolving conflict situations

 less energy of management personnel is spent on managing the team.

Personnel certification is a set of activities during which the head of the organization receives a clear idea of the strengths and weaknesses existing personnel in the organization.

Certification results bring a lot of valuable information, on the basis of which you can set and adjust qualification requirements for personnel, competently plan further training activities and select employees who are best suited for the organization.

The results of personnel certification are as follows:

 obtaining multidimensional information about each employee of the organization

 obtaining the opportunity to optimally use the potential of each employee

 identification of candidates for promotion, relocation, dismissal

 obtaining the opportunity to optimally distribute responsibilities, determine the areas and degree of responsibility of the employee

 obtaining a basis for planning activities to improve the qualifications of personnel in the organization

 formation of requirements for an employee holding a certain position in the organization, development of professional plans.

The personnel development system is an important condition for maintaining the competitiveness of the organization. Even with the highest quality of goods or services produced by a company, to achieve success it is necessary that all parts of the company work quickly, smoothly and professionally. This is especially true in the context of a rapidly changing external environment of the organization, and the impossibility of predicting its development for the long term.

All this requires high level qualifications of the organization's personnel, the ability of people, especially managers, to make the right decisions, clearly interact with each other using the most modern knowledge in various areas of organizational activity. It is no coincidence that it is recognized that highly qualified personnel are the most valuable capital of any organization.

Advanced training programs are compiled for employees at various levels of the hierarchy:

 ordinary employees of the organization

 middle managers

 senior managers.

Advanced training programs are compiled taking into account the specifics of each employee and the area of his professional activity and can be developed for:

 typical jobs (for example, sales managers and contract managers of the sales department)

 groups of employees (for example, the sales department as a whole)

 personally.

Advanced training programs may cover the following areas: personnel management, time-management, team-building, project management, external environment of the organization, activity management, system analysis (basics of system management of an organization, problem analysis, etc.).

Advanced training programs are developed taking into account the results of personnel certification and serve as one of the tools for implementing the organization’s personnel policy.

Personnel development programs can be implemented in various forms:

 theoretical (lecture) course in various disciplines

 seminars, practical classes

 trainings (team formation, telephone communication, interpersonal communication, etc.)

 individual consultation.

Results of the implementation of staff development programs:

 increasing staff efficiency

 improving product quality

 improving organizational culture based on a more qualified approach to solving organizational problems

 increasing the level of regular management

 stabilization of personnel based on the organization providing opportunities for professional, career and personal growth to employees.

Let's consider the detailing of the “substantive” aspects (Schemes 2 and 3).

Reorganization of enterprise activities is a set of measures aimed at changing the content of the organization’s activities, searching and developing the most suitable method its construction.

During the reorganization of enterprise activities, the following groups of work are performed:

1. setting up financial and management accounting

2. reorganization of the structure of the organization’s activity processes

3. conceptual design of an enterprise information system.

The competent organization of the financial and management accounting system (which includes a cost management system, budgeting, decision support mechanisms) forms a key point in setting up the management of any organization. Using methods and mechanisms for planning, distribution and cost control, you can organize effective management enterprise under any external economic conditions.

Results of building a financial and management accounting system:

 optimal reflection of business transactions in all sections of accounting, obtaining detailed information on all business transactions

 simplification of current work as a result of the formation of a unified system for reflecting business transactions in accounting accounts

 effective control of cost sources

 full-scale planning of resource distribution and use

 the ability to quickly transfer accounting methods to an automation system

 timely and rapid generation of the necessary reporting of any level of detail using an automation system as a mechanism for effective organization of work

 obtaining by the management of the organization mechanisms that help in developing strategic and tactical decisions.

Reorganization of the organization’s business processes includes:

1. development of the structure of the organization’s business processes, a system of business procedures

2. development of an organizational and functional structure, a system of job descriptions

3. development of a document flow mechanism.

A system of business procedures is a single optimally designed business process of an organization, consisting of a set of smaller business processes (procedures and operations), connected by inputs and outputs, recorded in documents.

In the system of business procedures, the activities of the organization are presented as a single process, which allows for holistic management, and therefore effectively solving the pressing problems of the organization.

A well-built system of organizational procedures allows you to establish horizontal connections between departments, which makes the decision-making process much more efficient.

A holistic, logically consistent system of business procedures ensures systemic integration of the organization. The main principles of its development are:

 individual approach to each organization

 an accurate detailed description of the organization’s target activities

 a strict regulatory approach to the design of an organization's activity management system.

Results of developing a business process organization and a system of business procedures:

 a holistic system of processes of organizational activity, which is primarily necessary for making management decisions to improve the organization

 identification of the most critical and significant areas of the process of organizational activity

 optimization of resource allocation

 integrity of management of target activities, which allows you to comprehensively and holistically, and not locally, solve current problems of functioning and development.

The organizational and functional structure of the organization is the distribution of the organization’s business processes between workplaces and divisions of the organization, forming the structure of the organization’s divisions (taking into account their tasks and hierarchical subordination).

Development of the organizational and functional structure of the organization includes:

 draft normative organizational and functional structure of the organization

 determination of “functional portraits” of positions, requirements for individual jobs

 description of the process of implementing normatively designed functional and organizational structures.

The system of job descriptions is a system of job descriptions: tasks, subordination, rights and responsibilities, functions performed, methods for implementing functions, reporting procedures, procedures for working with documents. The organizational and functional structure and system of job descriptions will allow:

 establish a clear mechanism for interaction between departments

 create for each employee of the organization an accurate understanding of not only his job responsibilities, but also the methods for performing them, which will save time on their implementation

 thanks to accurate and detailed description each procedure to reduce the subjectivity of the employee’s interpretation of his duties and thereby objectify the entire process of organizational activity

 reduce the likelihood of unforeseen (emergency) situations due to accurate implementation of job descriptions

 respond adequately and effectively to emerging emergency situations thanks to the adaptation mechanism, which is an integral part of the designed control system.

The document flow mechanism is a unified documented information system of the organization.

The document flow mechanism is an important integrating factor, both uniting divisions within the organization and connecting the organization with its external (systemic) environment. Due to the integrative nature of the document flow mechanism, its inefficiency significantly affects the successful functioning of not only individual departments, but also the organization as a whole and can manifest itself:

 in restrictions on the correctness of management decisions, since it primarily depends on the completeness and reliability information support

 in unreasonably high costs of resources for collecting information necessary to carry out organizational procedures

 in the difficulties of carrying out activities to reconstruct the organization due to the lack of the necessary information infrastructure

 difficulties in planning large-scale organizational events due to incomplete information support and lack of unity and integrity of information flows.

The document flow mechanism includes: document forms (purpose, information fields, design of forms), document flow routes, the procedure for filling out documents (information fields), the procedure for using information.

The results of developing a document flow mechanism are: improving the quality of management decisions by increasing: the efficiency of providing information, the completeness of information, the reliability of information; eliminating cases of information loss; streamlining access to information in accordance with clearly defined regulations (every employee knows how - as a result of performing which procedure and in which document - he can obtain the necessary data); reducing resource costs for maintaining information exchange; separation of access to work with information; increasing business security; the information model of an organization can become the prototype of an automated (computer) document flow system.

Information system in the organization

A clearly organized business process of the organization, an accounting system and a document flow system allow the organization to widely use modern computer information technologies.

The following development and implementation work packages are associated with them:

 support and decision making systems

 operational management systems

Information system as the basis for effective accounting and management in an organization

The quality of the solution depends on the reliability and completeness of the information provided, the speed of its provision, and the ease of processing.

If for the reliability and completeness of information a clearly organized accounting and document flow system linked to the organization’s business process is sufficient, then to increase the speed of provision and ease of information processing, the most effective solution is the organization’s unified computer information system (CIS).

The organization’s unified CIS: “fixes” the organization’s accounting system and the associated business process structure; is an “electronic” embodiment of the organization’s document flow; consolidates methods for developing and making management decisions.

Information systems are divided into:

 operational management systems

 support and decision making systems.

Operational management systems allow you to enter and store the information necessary for the manager in a unified data format and receive reports necessary for the operational management of the organization.

Automated process control systems are designed for operational control of the technological process based on computerized retrieval of information from equipment and control of its operating mode.

Decision support systems allow you to analyze stored data according to the criteria necessary for a manager when making management decisions at any level.

Information system as an “agent of transformation” in the process of consulting and organizational development

The role of the information system in the process of solving problems of an organization can be very high.

The fact is that one of the most difficult moments in consulting is implementing the solution developed by the consultant.

This is due to the fact that any change in the organization is associated with:

 with the need to change the behavior of its employees (and human nature always resists change)

 with a change in the balance of interests of employees, groups, departments, etc., which exists in dynamic equilibrium in any organization.

Therefore, special attention during consultation should be paid to methods of implementing solutions.

It is easier to carry out the process of organizational change if each employee clearly knows “what they want from him,” “how he should do it,” “what he will get for doing this,” and “what it threatens him with.” In addition, the process of change largely depends on how interested middle and lower level managers are in it.

Conclusion

As a result of the work done, we: studied theoretical sources on the research topic; the practice of using consulting methods in management practice was analyzed; an analysis of the existing personnel policy system at OJSC Silvinit was carried out using the methods of operational management consulting; Specific recommendations were developed in the form of a consultant's report.

Here are the main theoretical results of the study:

1. Management consulting is a type of intellectual professional activity, during which a qualified consultant provides objective and independent advice that contributes to the successful management of a client organization.

2. The main task of consulting is to identify and find ways to solve existing problems. Any consulting project includes the following main stages: diagnostics (identifying problems); development of solutions; implementation of solutions.

3. Management consulting is understood as professional assistance from management specialists to business managers and management personnel of various organizations, consisting in jointly developed solutions based on an analysis of existing problems in the functioning and/or potential for further development of organizations.

4. To achieve success, a consultant should (ideally): know the methods that are used when working with an organization in various aspects of organizational activity; know the areas of application of these methods and their limitations, be able to select them depending on the task and taking into account existing conditions (limitations) and apply them systematically, comprehensively; maximally technologize your work, reducing your activities from art to technology, know the sequence of steps that most likely lead to success in consulting, clearly formulate the result of the work and the ways to achieve it; not be afraid to use information technologies and be able to determine which of them are most effective in each specific case.

5. We note the key qualities of consultants: broad public interests; self-confidence: objectivity, prudence, mental and intellectual balance; mental flexibility: validity and persistence in finding solutions, analytical abilities, tactical and strategic thinking; technical skills: academic preparation, practical work techniques; experience: from working in enterprises, from acting as a consultant; knowledge of the industry and subject of consulting: theoretical, practical.

Thus, the purpose of the work, which is to study the practice of using consulting methods and attracting independent consultants in the management system, has been fulfilled, the objectives have been achieved.

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Annex 1 Definition of concepts of management consulting (MC)

No.	Definition	Source
1.	Management management is highly qualified assistance to managers, aimed at improving the performance of organizations, which is provided by independent (not part of the organization) experts specializing in a certain field	Chakyrov K. Management consulting - process organization. - Sofia, 2006.
2.	UK - variety expert assistance leaders of the organization in solving the problems of restructuring management in changing external and internal conditions	Rapoport V.Sh. Management diagnostics: (practical experience and recommendations). - M.: Economics, 2008.
3.	Management is an activity and a profession; its content is to help managers solve their problems and implement scientific achievements and best practices.	Yuksvyarav R.K., Habakuk M.Y., Leimann J.A. Management consulting: theory and practice. - M.: Economics, 2008.
4.	Management is a certain organized process of interaction between a consultant and the personnel of an enterprise (organization), the result of which is an organizational change carried out on it or a project for its implementation.	Basic provisions of the program (materials to the Academic Council of the ME and EPP Siberian Branch of the Academy of Sciences of the Russian Federation dated January 13, 1988). - Novosibirsk, 2008.
5.	Management services are services provided by independent and professionally trained specialists (a consultant or a group of them) with the aim of helping the head of an organization in diagnosing, analyzing and practically solving management and production problems.	Prokopenko I. Management consulting as a service // Problems of management theory. -M., 2008.
6.	QM is a service provided by a consultant to help an enterprise in diagnosing, analyzing and practically solving problems	Komarov V.F. Work program of the management consulting laboratory. - Novosibirsk, 2008.
7.	Management management is an effective form of rationalization of production management based on the use of science and best practices.	Elmashev O.K. Management consulting: Issues of theory and practice. - Izhevsk: Udmurtia, 2007
8.	Consulting is professional assistance from management specialists to business managers and management personnel of various organizations (client) in solving problems and functioning of their development, carried out in the form of advice, recommendations and solutions jointly developed with the client.	Posadsky A.P., Heinish S.V. Consulting services in Russia. - M.: Finstatinform, 2005.
9.	Business consulting is providing the client with specialized experience, methodology, behavioral techniques, professional skills or other resources that help him in optimizing the current financial and economic state of the enterprise (organization) within the framework of the current regulatory and legislative framework.	Consulting in Ukraine. – Kyiv: Association “Ukrconsulting”, 2006.
10.	Management consulting is a service that provides the client with independent and objective advice, and is provided by a specialized company or specialist to identify and analyze the management problems and opportunities of the client company.	Savruk A., Krasyuk R. There are no ready-made solutions. // Capital market. 2008, No. 23-24.

Appendix 2

Basic principles of consulting activities

No.	Contents of the principles	Year
	Independence of assistance provided Advisory nature High professional level Dissemination of best practices Promoting the improvement of professional competence of managers Compliance with ethical standards of behavior Popularization of management consulting	1989
	The interests of customers are higher than the interests of consultants Non-disclosure of information received, compliance with the confidential nature of consultation Servicing interconnected enterprises only with the consent of their managers Availability of sufficient information to complete the order Preliminary examination of the client organization before concluding a contract Introducing the customer to new methods, techniques and principles of consulting Taking into account the conditions necessary for the implementation of the developed recommendations Close cooperation with client organization personnel Mastering by consultants new methods and techniques of consulting	1991
	Scientificity Specificity Saving the system Publicity Representativeness	1997
	Availability economic effect, calculated and agreed upon by customers and consultants The general direction of management consulting is assistance to lagging enterprises, primarily unprofitable and low-profitable ones Long term orientation collaboration consultants and employees of enterprises (organizations)	1998
	Confidence in the benefits of consultation and your competence Payment for services based on contractual circumstances fixed before the start of work	1999
	Independence and objectivity of assistance provided Confidentiality of information received from the client The consultant's confidence in the benefits of the consultation for the client The consultant’s confidence in his competence, the obligation to inform the client about his doubts regarding the ability to usefully apply the advice received Explaining to clients the essence and nature of the problems they face, ways, and conditions for solving them Payment for services based on prices fixed before work begins, regardless of the client’s performance results	2000
	"Capture" of the market by Western consulting companies Strong influence of Russian consultants Cooperation and accumulation of experience Work on foreign projects and programs Increasing demand for privatization issues	2002
	Generalization of accumulated experience Conducting the study "Consulting in Russia" Specialization by types of services provided Information and consulting networks	2004
	Identification of elite consultants in Russian Association management consultants Carrying out two studies of the consulting services market in Ukraine Retreat of Western consulting companies Specialization by industries served Specialization by client size Specialization according to client ownership forms	2007

Appendix 3

Work Analysis Questionnaire

Dear colleague! In order to organize our work even better, I ask you to carefully and respectfully fill out this form. This will help you understand how to most effectively build business relationships in our company.

When filling out the questionnaire (section 1), try to list the work you perform in as much detail as possible, as well as describe with whom you interact when performing this work, what is the initial information and the result (not all columns will necessarily be filled out).

When listing your wishes and suggestions (section 2), try to be thoughtful. You do not have to fill out all the lines; try to focus on what you think is most important. Perhaps your comments will concern 1 point, but it is precisely on this point that they should be useful not only for you personally, but also for your colleagues and managers.

When describing the business and personal qualities required to perform a job (Section 3), think not about yourself personally, but about the employee occupying this position (Your personal qualities may exceed the minimum set of requirements).

Good luck and thank you for your cooperation!

1. Main types of work.

2. Wishes, suggestions, comments.

For those points on which you consider it appropriate, add your wishes, suggestions, comments.

Paragraph _____

It is also necessary to interact with ________________________________

To do this job better you need ____________________

The greatest difficulties in work arise due to _______________

Without prejudice to the case, actions such as __________ can be excluded

I would also like to add__________________________________________

3. Professional, business and personal qualities.

What professional knowledge is needed to perform the work (that is, the minimum knowledge without which the work cannot be performed): _____________________________________________________________________________________________________________________________________

What professional knowledge is not necessary, but would be desirable for better performance of work: _______________________

What business skills are needed to perform the job: _____________________________________________________________________________________________________________________________________

Which personal qualities required for effective work in this position:________________________________________________________________________________________________________________________________

Questionnaire for workplace analysis

1. What is the main purpose of your work.

2. How would you describe the successful completion and result of your work.

3. Yours job responsibilities(what are they, and how do you carry them out, which of them are the most important)

a) daily;

b) periodic (duration of period);

c) duties that you perform but consider unnecessary;

d) whether you perform duties that are not part of the requirements for your workplace. If the answer is yes, then indicate which ones;

d) others.

4. What education and qualifications are needed to meet the requirements of your workplace.

5. What experience is needed to meet the requirements of your workplace.

6. What skills are needed to meet the requirements of your workplace.

7. How often do you experience physical stress at your workplace?

8. Emotional stress (indicate all the unpleasant and unwanted experiences that you encounter in your workplace, how often this happens).

9. Health and safety (what factors and how often affect health and safety in your workplace).

10. If you manage other people, describe what actions you take in your workplace to accomplish this task.

Handout

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Introduction

Chapter 1. Theoretical foundations of management consulting

1.2 Management consulting methods

1.3 Characteristics of independent consultants

2.4 Analysis of the personnel management structure at JSC Silvinit using independent consulting methods

Conclusion

Bibliography

Applications

Handout

Introduction

1.1 Essence, purpose, objectives and stages of management consulting

1.3Characteristics of independent consultants

Chapter 2. Analysis of management consulting at JSC Silvinit

JSC "Silvinit" today is a modern mining and industrial complex, which includes three mining departments with a complete production cycle, a mine construction department, an industrial port, and a railway transport department.

2.1 History of the creation of JSC Silvinit

2.2 Financial and economic indicators of JSC Silvinit

Figure 1 shows a diagram showing the production of potash fertilizers for 2000-2007. (million tons)

Geography of supplies

2.4. Analysis of the personnel management structure at JSC Silvinit using independent consulting methods

The service has created: a council of innovators, a service for resolving labor disputes. The personnel policy of JSC Silvinit is presented in Fig. 4.

Rice. 4. Personnel policy of JSC Silvinit

Chapter 3. Recommendations for improving the efficiency of management consulting at OJSC Silvinit

average number of personnel

average number of personnel

average number of personnel

1. The main tool of activity of an independent consultant should be the use of technology, the main features of which are:

- a comprehensive, systematic approach to the organization: working with all aspects of its activities, identifying, developing and agreeing with the Client on the basic principles for solving the problem and, based on these principles, developing the solution itself;

- completeness of the cycle of consulting services: from preliminary examination to direct changes in the functioning of the organization in all affected aspects;

- maximum wide application modern information computer technologies.