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Kazan Open Joint Stock Company "Organic Synthesis" was established in 1993 in accordance with the plan for the privatization of the Kazan lease production association"Organic Synthesis".

The main activities of Kazanorgsintez OJSC are:

1) production, sale of products and goods, provision of services;

2) production and implementation of research and development work;

3) manufacture of equipment for chemical, petrochemical, oil refining and explosive and toxic substances and mixtures;

4) financial, investment activities.

At present, the enterprise produces polyethylene, polyethylene pipes, phenol, acetone, ethylene glycols, ethanolamines, bisphenol, polycarbonate and other products of organic synthesis. The entire range includes more than 170 items with a production volume of more than 1.3 million tons. The structure of the company is shown in Figure 2.1.

Figure 2.1 - The structure of the company OJSC "Kazanorgsintez"

The organizational structure at OJSC Kazanorgsintez is linear-functional, stepped, hierarchical, pyramidal.

The organizational structure diagram has two levels of management:

1 - director, deputies, employees of the plant management;

2 - heads of shops, department management apparatus.

In production, the scheme has a detailed continuation: the second stage is subordinated to the heads of sections, foremen; Each stage has its own line managers: at the first stage - the director of the enterprise, his deputies; at the second stage - heads of shops.

The connections in this scheme are quite complex. The director is the line manager for the chief engineer, who is the line manager for his deputies and heads of functional departments. The deputies of the chief engineer have functional links with various shops and line links with the employees of their functional units and shops, who are the executors for the first stage.

The line managers of the first stage have direct linear connections with the managers of the second stage, and among themselves the line managers also have cooperative ties.

Let's consider information communications at the given enterprise.

Information flows related to the supply and sales department move within the framework of vertical and horizontal communications. In this way, the employees of the department are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. For example, the chief technologist reports to the supply and marketing department about upcoming changes in the production of a product, therefore, the main task of the supplier in this case, is the search for the most effective ways of acquiring raw materials for the production of new products. Thus, it is clear that the input information received from the higher management is the need to search for new suppliers or to revise the work with old ones. The output will be in response to a proposed management request. It is possible to consider how information flows flow at the OJSC Kazanorgsintez enterprise using the example of the supply and sales department. Streams move within the framework of vertical and horizontal communications.

In this way, the employees of the department are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. For example, the chief technologist informs the supply and marketing department about upcoming changes in the production of a product, therefore, the main task of the supplier in this case is to find the most effective ways to acquire raw materials for the production of new products. Thus, it is clear that the input information received from the higher management is the need to search for new suppliers or to revise the work with old ones. The output will be in response to a proposed management request.

This department interacts not only with higher management bodies, but also with the external environment of the enterprise. Here it is possible to identify buyers of products, both actual and potential, suppliers of raw materials for its manufacture.

In addition to the downward exchange, the organization needs upward communication, i.e. down up. The transfer of information from lower levels to higher levels can have a significant impact on performance. The department informs management about changes in interaction with the external environment, i.e. with the same suppliers and consumers.

During work, formal communications are involved, but there are also informal connections between employees and managers of different levels. Informal communications come to the fore during holidays and annual corporate outdoor recreation events.

Horizontal communications in OJSC Kazanorgsintez mainly proceed through communication between employees. If this department (supply and sales) needs any information from another department, for example, from the planning and economic department, then given request and the information received in response passes through the head of the company.

It is possible to consider the organizational structure of the enterprise JSC "Kazanorgsintez".

Based on the organizational structure, it can be concluded that communications between the general director and the board of directors at the Kazanorgsintez enterprise usually take place in the form of meetings and reports, which he provides almost monthly.

In turn, the CEO interacts directly with the personnel department, since he directly learns from the personnel department any changes that occur in the enterprise. And the personnel department receives orders orally, the frequency of interaction with the personnel department is 2 times a month.

Also, based on the diagram, we can conclude that the incoming information moves from top to bottom, i.e. from director to accountant. The financial director transmits information to the planning and economic department, also to the supply and sales department and the chief accountant, and he, in turn, to the accounting department.

Consequently, the outgoing information is distributed from the bottom up, for example, the accounting department provides information to the chief accountant, and he, in turn, passes it to the financial director.

Each department has its own frequency of transmitting information, for example, the accounting department transmits information to the chief accountant daily, and all other considered departments every week.

Due to the fact that the means of communication are very outdated, it can be seen that the time that the message takes in transit significantly exceeds the time that it could take if these means were updated.

The transmission of incoming information takes place by means of a meeting, which takes a lot of time, orally, which contributes to a certain distortion of information. And the outgoing information is transmitted by means of reports, in writing on paper.

With another department technical department, he also interacts both orally and in writing.

As in any other enterprise, Kazanorgsintez OJSC also has various obstacles and various difficulties. These difficulties include, for example, untimely reporting of information to employees and the management apparatus, which can lead to material losses or some kind of inconsistency. Another of the disadvantages inherent in all others large enterprises is the mental attitude. This may be due, for example, to a bad mood or relationship with employees individually, or a fear of communicating with directors and bosses.

Another reason for difficulties in organizational communications is the overload of communication channels, which can be caused as an elementary shortage. technical means communication and information processing, and redundancy of information flows. An example of such a difficulty at the enterprise of Kazanorgsintez OJSC can be the supply and sales department, because in this department there is a constant overload, since this department receives not only information from top management and other departments, but also simultaneously from the external environment, i.e. external environment enterprises. This implies another reason for inefficient communication channels, this is difficult feedback.

As you know, information is not transmitted independently, but directly through the means of transmission.

Oral transmission is most often when an idea is born or information is selected. This type transmission of information in the enterprise prevails, it is used in most cases.

Meetings are most often held when management has already made a decision and it needs to be communicated to all departments. In Kazanorgsintez OJSC, it is mainly used when the general director needs to convey to the board of directors the changes that have taken place at the enterprise.

Telephone conversations and written transmission, when the message itself is directly transmitted. The company also actively uses this type of information transfer. In this case, the distortion of messages is less than during oral transmission.

Email and computer networks when the message is directly implemented. These means of information transmission at OJSC Kazanorgsintez are very outdated, which leads to slow transmission of information.

As noted above, many enterprises use a variety of means to communicate with the components of their external environment, OJSC Kazanorgsintez is no exception. They communicate with existing potential consumers through advertising and other programs to promote goods to the market, as well as conducting various sociological surveys. In the field of public relations, priority is given to creating a certain image, the "image" of the enterprise at the local, national or international level. The OJSC "Kazanorgsintez" enterprise has to obey state regulation and to complete lengthy written reports in this regard. In its annual reports, like any company, it provides information on finance and marketing, as well as information about its location, career opportunities, benefits, and more. By making contributions to various political groups, committees, the company is trying to influence the content of future laws and regulations.

There are various problems in the enterprise that hinder an effective communication process. Quite often such processes are psychological differences in perception. People interpret the same information in different ways depending on education, life experience, range of interests, needs, emotional state. The OJSC "Kazanorgsintez" enterprise is also subject to such a problem, however, as well as individual departments, in this case, the supply and sales department.

The nature of the relationship between the leader and the subordinate is also very important. In an atmosphere of trust, information flows expand, and the accuracy of information increases: if managers are honest and open, informing their subordinates, the latter respond to them in the same way. At this enterprise, the relationship between the leader and subordinates is purely formal, so there is no atmosphere of trust between them.

Another part of the problems of interpersonal contacts is connected with semantic barriers. They manifest themselves in the fact that the symbolic words used to encode information can have different meanings for different people depending on their profession, social status, national and cultural differences, positions, etc. The situation is complicated by the fact that in many organizations, and sometimes even in their structural divisions, develops its own jargon, which can also serve as a source of semantic distortions. This enterprise OJSC "Kazanorgsintez" is also no exception, it is naturally subject to such a problem.

One of the reasons that cause difficulties in the communication process is filtering. In an organization, there is a need to select or filter information so that when information is exchanged between departments or levels of management, only those messages that concern him are sent to the recipient. To speed up the movement of information and make the message more clear, information is “compressed” in a certain way: they simplify, process, and summarize. This can lead to sifting out some and emphasizing other information that distorts the content of the information.

When analyzing the communication system, some shortcomings were identified. These shortcomings adversely affect the enterprise as a whole, so it is necessary to make a number of changes in the communication system.

As noted above, there are certain means of information transmission, one of the means of transmission is computer networks. At OJSC Kazanorgsintez they are very outdated. As a recommendation, you can suggest updating the computer database. This event will increase the speed of information transfer, which in turn will affect the quality and speed of acceptance management decisions, and their implementation. The number of new computers in the supply and sales department will be 6 pieces for the first time. At present, the cost of one good computer is 30 thousand rubles, therefore, 180 thousand rubles will be spent on 6 computers. When updating the computer base, the Internet will also become better and faster. You can also create a local area network in the enterprise in order to transmit electronic modes reports to save time for both employees and management.

Also, by order of the General Director of JSC Kazanorgsintez, a group of 3 people will be appointed - researchers who will conduct benchmarking, i.e. conduct research at other competing enterprises. They will be assigned an additional surcharge in the amount of 5,000 rubles per person per month. With the help of research from competitors, management will be aware of what to do to improve the communication system in the enterprise, what is most beneficial to do, and what, on the contrary, should not be considered.

There is another problem - an irrational organizational structure. If the organizational structure of the organization is poorly thought out, then this causes duplication of functions, tasks and powers, this inevitably leads to parallel flows of information, its distortion and slowdown in movement. In addition, the more levels of leadership in organizational structure, the greater the likelihood of information distortion, since each level filters and corrects the transmitted information. An irrational structure can also cause conflicts between different departments and individual managers, which naturally creates serious problems in the exchange of information and management decisions. Based on the foregoing, it can be concluded that the duplication of functions should be removed at Kazanorgsintez OJSC, this will lead to the disappearance of parallel information flows. Increase the quality and speed of information transfer.

This will lead to the fact that the problem will disappear when exchanging information and making managerial decisions, since everyone will have their own functions, tasks and responsibilities, then conflict situations will also disappear.

Also, as activities, you can offer input new position, which will be called a psychologist, who will receive 17,000 rubles a month. Since conflicts negatively affect the transfer of information, they slow down the process of transferring information, distort data and negatively affect the entire work of the enterprise. It will help to avoid critical situations, relieve the tension of employees of the enterprise in conflict situations, and from this it follows that the position of a psychologist should positively affect all the activities of the enterprise as a whole.

Public relations should also be established. Establishing relationships between the enterprise and various contact audiences by creating a favorable reputation for the enterprise, a positive "corporate image", on the one hand, and eliminating or preventing unwanted rumors, gossip and actions - on the other. These are directed actions that create an atmosphere of understanding and mutual trust between the firm and various audiences.

It is also possible to offer, as an event, refresher courses for managerial personnel, where they will teach information Technology and foreign languages. Management staff learn to work with new programs, which will improve communication networks. And knowledge of the language will allow not to lead to distortion of information, and will allow you to correctly both encode information and decode it.

0

2 Estimation and analysis of current costs of OJSC Kazanorgsintez

2.1 Organizational and economic characteristics of OJSC Kazanorgsintez.

Kazan Open Joint Stock Company "Organic Synthesis", hereinafter referred to as the "Company", was established in accordance with the Decree of the President of the Republic of Tatarstan "On measures to transform state associations, enterprises and organizations into joint-stock companies» dated September 26, 1992 based on the decision of the conference labor collective rental production association "Organic Synthesis" dated February 19, 1993, as well as the Resolution State Committee of the Republic of Tatarstan on State Property Management dated August 25, 1993 No. 56 by transforming the lease manufacturing enterprise Organic Synthesis is its legal successor.

The main purpose of the Company's activities is to make a profit.

Society has civil rights and bears civil obligations necessary for the implementation of any activities not prohibited by applicable law Russian Federation.

The main activities are:

Production, sale of products and goods, provision of services;

Production and implementation of research and development work, development and implementation of new technologies in production;

Production of equipment for chemical, petrochemical, oil refining and other industries and facilities associated with the handling or storage of explosive and toxic substances and mixtures;

Financial, investment activity.

The Company carries out all types externally economic activity, not prohibited by the current legislation of the Russian Federation and is an open joint stock company.

Society is legal entity and owns separate property accounted for on its independent balance sheet. The Company may, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and a defendant in court.

entitled to in due course open bank accounts on the territory of the Russian Federation and abroad.

The Company may participate and create on the territory of the Russian Federation and abroad commercial organizations, and may also voluntarily unite in unions, associations, and also be a member of other non-profit organizations both on the territory of the Russian Federation and abroad.

The authorized capital of the company is 1,904,710,000 (One billion nine hundred and four million seven hundred and ten thousand) rubles. It is made up of the nominal value of the Company's shares acquired by the shareholders, including from:

1,785,114,000 (One billion seven hundred eighty five million one hundred fourteen thousand) ordinary registered shares with a par value of 1 (one) ruble;

119,596,000 (One hundred and nineteen million five hundred and ninety-six thousand) preferred registered shares with a par value of 1 (one) ruble.

All shares of the Company are registered non-documentary.

The Republic of Tatarstan uses in relation to the Company a special right to participate in management (“golden share”). The scope of powers of representatives of the Republic of Tatarstan in the management bodies of the Company is determined federal law"On the privatization of state and municipal property" and other regulatory legal acts of the Russian Federation.

Profit resulting from economic activity, after the payment of taxes, comes to the full disposal of the Company and is distributed by the General Meeting of Shareholders for the creation of funds and the payment of dividends on shares.

The Company creates a reserve fund in the amount of 5% authorized capital Society.

The amount of annual deductions to the reserve fund is 5% of net profit. The specified deductions are made until the size of the reserve fund, provided for by the Charter of the Company, is reached.

The resources of the reserve fund are spent to cover unforeseen losses, as well as to redeem bonds and buy back shares in the absence of other funds in the manner prescribed by the current legislation of the Russian Federation and this Charter. As the funds are used, the reserve fund is replenished.

In the Society by decision General Assembly shareholders can create the following funds:

Fund of the distributed profit of the enterprise;

Fund for the payment of dividends on preferred shares;

Fund for corporatization of employees of the Company;

Other funds.

The governing bodies are:

1) General meeting of shareholders;

2) Board of Directors;

3) Sole executive body ( CEO or managing organization, manager);

4) Collegial executive body (Executive Directorate).

In the event of the appointment of the Liquidation Commission, all the functions of managing the affairs of the Company shall be transferred to it.

The Auditing Commission is the body of control over financial and economic activities.

The sole executive body is the General Director. The collegial executive body is the Executive Directorate.

The competence of the executive bodies includes all management issues current activities, except for issues related to the competence of the General Meeting of Shareholders and the Board of Directors.

Annual report, annual financial statements;

Prospectus of securities in cases stipulated by the current legislation of the Russian Federation;

Lists of affiliates;

Other information determined by the federal executive body for the securities market.

In accordance with the all-Russian classifier of types of economic activity, the company is engaged in the following types activities presented in table 1:

Table 1 - Types of economic activity of OJSC

Kazanorgsintez in accordance with OKVED.

	Kind of activity:
	Production of plastics and synthetic resins in primary forms
	Soap and detergent production
	Production of lubricants, lubricant additives and antifreezes
	Production of plastic plates, strips, pipes and profiles
	Manufacture of plastic products for packaging goods
	Processing of non-metal waste and scrap
	Collection, purification and distribution of water
	Wholesale of synthetic resins and plastics in primary forms
	Wholesale of other industrial chemicals
	Production of other basic organic chemical substances not included in other groups

Thus, the Company is an independent economic entity, has a balance sheet, and carries out its activities in order to make a profit. For further analysis, we use financial statements for 2008 - 2010, which includes:

Balance sheet (form No. 1 according to OKUD)

Appendix to the balance sheet (form No. 5 according to OKUD)

Profit and loss statement (Form No. 2);

Let's display the main indicators characterizing the activities of the enterprise in table 2:

Table 2 - Dynamics of key performance indicators of OJSC Kazanorgsintez for 2008-2010 (million rubles)

Index
Fixed assets
current assets
Capital and reserves
long term duties
Short-term liabilities
Net revenue
Cost price
Profit (loss) from sales
Balance sheet profit (loss)
Net (retained) profit (loss)
Depreciation

Table 3 - Calculation of absolute and relative deviations of performance indicators of JSC Kazanorgsintez

Based on the results obtained, it is fashionable to see that in 2009 compared to 2008 there was a decrease in the following indicators: non-current assets decreased by 1.3%, capital and reserves by 22%, long-term liabilities by 92%, net revenue by 4% and profit (loss) from sales by 56.2%. At the same time, the increase occurred in the following indicators: current assets increased by 8.6%, short-term

liabilities by 256.2%, cost by 2.7%, decrease in balance sheet loss was 30%, decrease in net loss amounted to 24%, while the amount of depreciation increased by 59.4%. In 2010, compared to 2009, the indicators changed as follows: current assets increased by 4.2%, capital and reserves by 14.0%, long-term liabilities increased by 15 times, net revenue by 49.9%, cost by 42. 5%, profit from sales increased 5 times, and balance sheet profit covered the loss of the previous year and amounted to 1,501.69 million rubles, net (retained) profit also increased, covering the loss at the beginning and amounted to 1,141.62 million rubles ., the increase in the amount of depreciation amounted to 17.7%, while the reduction is observed only in such indicators as: non-current assets 2.3% and short-term liabilities by 84.5%. In general, the enterprise for the analyzed period has seen an increase in non-current and current assets, net revenue, cost, profit from sales, balance sheet profit, net (retained) profit and depreciation. An unstable situation is observed with such indicators as capital and reserves, long-term and short-term liabilities.

The large amount of long-term liabilities in 2008 is associated with the growth of long-term loans and borrowings and the growth of deferred tax liabilities. The decrease in this indicator in 2009 and the increase in short-term liabilities is associated with a decrease in the value of long-term loans and borrowings, and an increase in short-term loans and borrowings, as well as an increase in debt to the founders for the payment of dividends. IN

In 2010, the situation changed again, the volume of long-term loans and borrowings increased, while short-term loans, on the contrary, decreased.

In general, the organization can be described as developing.