Recently, much attention has been paid to such an important aspect as the structure of production, as well as the organization of management for the liquidity of privately owned enterprises.
This is associated with changes in certain processes of development of the enterprise and the economy as a whole. The economic crisis, which began in 2008 and continues in our time, provoked an uncontrolled and constant increase in inflation, hidden or overt unemployment, and underloading of
production facilities.The competitiveness of the enterprise largely depends on the speed of development of new sales markets, the ability to establish communication between the departments of the enterprise that are involved in product development, sales and marketing. The application of the achievements of scientific and technological progress also plays a significant role.
In other words, the structure of production should be organized in such a way as to meet all external requirements and, if necessary, be able to make timely changes to it.
The organizational structure of production depends on the provisions that affect the choice of mechanisms and forms of management. For example, the need to consider profit as the primary goal of the enterprise and the objective motive for its existence, awareness of contradictions and conflicts of interests in it , etc. A targeted approach to forming an organization is considered fully justified. There are no enterprises that do not pursue specific goals in their activities. If this is a private form of ownership, then often the main goal is profit. The clear formation of strategies and goals is the first step in the rational process of organization, which determines the subsequent mechanisms and actions.
The canons of the traditional approach are based on the idea of production as a linear-functional system of a hierarchical type:
- clear regulation of the structure from top to bottom;
- unity of construction in accordance with the principles of unity of management and administration;
- the desire for a more economical management apparatus, which is able to cope with the implementation of a particular type of work, and with their coordination.
Currently, some of the provisions described above simplify the actual situation and narrow down options for possible approaches, as well as decisions in the reorganization, which require a production structure or a structure of production costs.
Of great interest are methods of formation and theories of building enterprise processes, which are based on the implementation of the idea of a systematic approach. This methodology has relative independence and independence from socio-economic conditions and the field of its position. The main idea is the implementation of the design and system analysis of the organization from the position of the idea of decision making. Moreover, in the process of decision-making, a policy is formed that ensures the future of the enterprise. This concept puts the decision at the forefront as the act of choosing the direction for eliminating a particular problem, and not as work - an element of the production process or a role - the definition of a specific person in the social system.