Chapter I: General Introduction
The object of the study is the Russian company LLC "Engineering networks" based inMoscow, positioning in the market of design and installation of engineering systems atindustrial and civil facilities. Currently, the company observed the development of functionalrelations, which in turn creates a problem of coherence of the workforce. Inconsistency ofactions, lack of effective feedback and formulation of clear objectives is a source ofmismatch between different functions and operations in time, content, nature and place. This,in turn, generates various contradictions that are expressed in conflict situations in the team,the lack of mutual understanding, the failure of the terms of production tasks. All this leads toa decrease in the manageability of the enterprise. The listed problems related to operationalmanagement of LLC Engineering networks have a significant impact on business growth, thedynamics of financial and economic indicators and the competitiveness of the enterprise.Therefore, the increasing need for regulation (coordination and coordination) of a variety ofheterogeneous actions and processes carried out at short intervals raises an urgent question onthe agenda of timely and non-urgent solution of the problems associated with improving theoperational management of LLC "Engineering networks". This explains the relevance of theresearch topic.Also one cannot deny the fact that the problem of increase of operational management arerelevant for other Russian companies. This is due to the fact that the operational managementsystem is multidimensional and has a significant impact on many components of theorganization's activities. From the point of view of competitiveness, the need for thedevelopment of operational management systems is due to the effective use of its productionpotential for the production of competitive products and the provision of quality services atminimal cost. In this regard, the system of operational management should be viewed fromthe perspective of ensuring and improving the competitiveness of the company.
1.1 Research Question
This final qualifying work, is designed to eliminate gaps in operational management inthe organization – the object of research.
1.2 Objective of a study
The subject of research - organizational and economic relations arising in the course ofoperational management in the company "Engineering networks".
CHAPTER II: LITERATURE REVIEW
2.1 Role and place of operational management of the company in modernmarket conditions
In modern market conditions, the success of any company largely depends on theorganization of business processes and the possibility of their rapid restructuring withchanges in the dynamic environment. This requires purposeful interaction of separatestructural subdivisions and timely maneuvering of the firm's resources to achieve its maingoals (Sozinov, V. A. Study of systems control ). Solutions of such tasks are carried out inthe course of operational management, which largely determines the competitiveness of theenterprise.On this basis, it can be concluded that at the present stage of operational management hasa crucial role in ensuring the competitiveness and efficiency of modern companies, since: Is a practical level of management, covering the current management of varioustechnological processes taking place at the enterprise. Strategic plans of the enterprisecan be reduced on "no" in connection with interruptions in material security, inconnection with violation of the schedule of shipment and downtime of the equipmentand personnel. Everything closes on the operational management system; operational management covers all processes at all levels and areas of the enterprise.Strategic management does not apply to incomplete processes that constitute part of thetransactions and pending business operations. However, they play an important role insolving the outcome of the case; in the process of operational management involved decision-making centers: workers,foremen and craftsmen directly involved in the management of various technologicalprocesses. They react promptly to various changes in the situation.In economic theory, operational management is defined as a special type of influence ofthe subject on the object, during which short-term administrative goals and objectives aresolved. According to Ln Mamayeva " operational management is one of the subsystems ofmanagement, which includes a set of interrelated actions for the preparation and subsequentimplementation of management operational decisions, where tasks are solved with a deadlinefor a certain period of time within one month (shift, hours, days, weeks, decades or otherperiod of time)"( Mamaeva, L. N. Economic theory).
CHAPTER III . ANALYSIS OF PROCESSES OF OPERATIVE MANAGEMENT IN THECOMPANY.......... 22
3.1 Description of the company and its strategic objectives......... 22
3.2 Factors influencing the operational management systems development........ 28
3.3 Effectiveness evaluation of operational management system ............ 46
CHAPTER IV. DEVELOPMENT OF RECOMMENDATIONS ON OPTIMIZATION OFTHE SYSTEM.... 51
4.1 Prerequisites for improving the operational management system ...... 51
4.2 Main directions of operational management system optimization ..... 54
4.3 Project activities aimed at improving the system of operational management.....73
4.4 assessment of socio-economic effectiveness ............. 79
CONCLUSION ........... 83
CHAPTER IV. DEVELOPMENT OF RECOMMENDATIONS ONOPTIMIZATION OF THE SYSTEM FOR OPERATIONALMANAGEMENT OF THE ENGINEERING NETWORKS COMPANY
4.1 Organizational and economic prerequisites for improving theoperational management system of the company
The development of the operational management subsystem requires, unconditionally, toensure the elimination of key threats to the functioning of the enterprise identified by theresults of SWOT analysis.In parallel, as a side result of the organizational redesign, it seems appropriate to fix themaximum number of faults in the system of operational control, unconditionally deterrentLLC "Engineering network." The directions listed in the table. 16, as well as theircharacteristics, highlighted by the results of SWOT-analysis conducted in the second Chapterof the study.On the basis of the above, table 16 proposes a set of possible measures to improve theoperational management of the company, the availability of organizational and financialopportunities for implementation, the expected result of their implementation, as well as linkswith other proposals to improve the operational management of LLC "Engineering networks".The results of the analysis predetermined the logic of designing recommendations foroptimization of the operational management system of LLC "Engineering networks", allowedto clarify the availability of organizational and financial resources for their implementation,the need to involve third parties at different stages of the optimization project, as well as todetermine the recommended parameters of the project schedule.
The following conclusions can be drawn from the work done.Operational management of the company is an important part of the management of thecompany. Systems of operational management of production, quality, maintenance andmaterial resources are built on the same key principles and are aimed at ensuring cost-effective implementation of the goals of the organization. Achieving the goal of operationalmanagement of the company is the result of the functioning of various spheres of productionand economic activity.Operational management has its own structure, where its components are: calendarplanning; work discharge; determining the volume of the batch of products; placing ordersfor materials; control over the implementation of works and the quality of their execution;making the necessary adjustments to the course of technological processes; maneuveringstocks; dispatching. They determine the functions of operational management.Operational management has a close relationship with strategic management because thisprocess is carried out on the basis of the company strategy. However, operational planningshould be distinguished from strategic planning. The latter gives the overall long-term goal ofenterprise development, and operational management determines what specific steps need tobe taken to achieve these goals.The analysis of activity of LLC "Engineering network" allows us to conclude that thecompany has achieved some success in its activities, and currently is a professionally runcompany with considerable potential for further development. Despite this, LLC ENGINEERING NETWORKS cannot be complacent. It is necessary to identify, evaluatethe reserves of growth of the company and use them in full.The study of the organization of the operational management of OOO "Engineeringnetwork" has identified some key shortcomings: inconsistency of organizational structure tothe needs of operational management; inadequate control over the timing of the projects; thelack of internal leadership and lack of delegation of authority; lack of adequate businessplanning; inadequate qualified personnel; lack of regulation of business processes; the lack ofERP; a bad system of collecting feedback; errors in planning and monitoring design work.The state and development of the operational management subsystem of the company isalso negatively affected by the external environment, determining, first of all, the need toimprove all business processes without exception in the context of ensuring thecompetitiveness of the company.