MINISTRY OF EDUCATION AND SCIENCE, YOUTH AND SPORTS OF UKRAINE

DEPARTMENT OF MANAGEMENT OF ORGANIZATIONS

TEST

Fundamentals of management, marketing and business

Tasks to complete:

Module “Business Fundamentals”: ​​Development of Entrepreneurial Activities.

1. Module “Fundamentals of Management”: Functions and principles of management (technical area).

1 Management functions according to A. Fayol.

2 Principles of management.

3 Conclusion

Module “Fundamentals of Marketing”: The essence of modern marketing and its importance in market conditions.

1 Modern marketing strategies.

2 The importance of marketing at the level of the modern services market.

3 Conclusion.

Module “Business Fundamentals”: ​​Development of Entrepreneurial Activities.

1 Conditions and factors for the development of entrepreneurship

2 Analysis of entrepreneurship in Ukraine.

3 Conclusion

List of used literature.

1. Module “Fundamentals of Management”: Functions and principles of management (technical area).

When we talk about an organization functioning, we mean that within its framework people carry out certain actions.

Most people plan their activities for the day (month, year, etc.), then organize the resources that will be needed to carry out their plan. As we move forward, we compare what we have done with the goals and objectives we set earlier. Such daily work affects a number of management functions, forming a kind of management cycle. Only through the implementation of all its stages is the control action carried out. Thus, management must be viewed as a cyclical process consisting of specific types of management work, called management functions. That is, in order to perform this or that relatively simple work, it is necessary to determine in advance what needs to be obtained in the end, how to organize the work, motivate and monitor its implementation. These are the management functions. Although management techniques have improved over time, the fundamental management functions have remained virtually unchanged.

The principles of organizational management determine the requirements for the system, structure and organization of the management process. That is, the organization is managed through the basic principles and rules that guide managers at all levels. These rules determine the manager’s “line” of behavior.

Thus, management principles can be represented as fundamental ideas, patterns and rules of conduct for managers in the implementation of management functions. These are a kind of rules for carrying out management activities. The principles of management are based on objective laws and patterns of functioning of human relations in the process of joint work.

1 Management functions according to A. Fayol.

Management functions can be understood as:

the purpose of management activities in general;

one or another general task that needs to be solved (such a task can be the main and supporting one, for example, planning and motivation);

a relatively independent type of management action;

a certain sphere of management, isolated as a result of the division of managerial labor, where specific decisions are made.

The general functions of management, reflecting its content, were formulated in 1916 by A. Fayol. As such, he identified organization, planning, coordination, control and management. Today we can add motivation, information and development to them.

The main function of management is planning in the broad sense of the word. Implementing this function, the manager, based on a deep and comprehensive analysis of the situation in which the organization (division, separate line of activity) is located, and a development forecast, formulates current and long-term goals and objectives, develops an action strategy, and draws up the necessary plans and programs. Figuratively speaking, we are talking about determining “where we are currently, where we want to go and how we are going to do it.”

The practical implementation of the plans contained in plans, programs and strategies is undertaken by the organizational function. It is implemented through the design and creation of organizational and management structures, determining the order of their functioning and interaction, and providing activities with the necessary documentation.

Bringing to the attention of each subject what he must do to achieve his goals takes on the managerial function.

The implementation of the organization's goals is carried out through the joint activities of people, which need to be coordinated: streamlined, coordinated, directed. This ensures the necessary level of cooperation between participants, the unity of their joint actions and thereby facilitates the implementation of all other functions.

In accordance with the nature of the tasks being solved, the following types of coordination are distinguished:

preventive, preventing problems from occurring;

eliminating, related to the elimination of interruptions in the economic system;

regulatory, aimed at maintaining the established pattern of interaction between subjects;

stimulating, contributing to the improvement of their behavior.

The coordinating impact must be systemic, minimal in volume, consistent (not generating mutually exclusive effects).

The performance of the organization, department and individuals needs to be reviewed, evaluated and adjusted from time to time. In addition, it is necessary to identify impending dangers in advance, detect errors, and deviations from existing standards. All this constitutes the content of the control function of management, the implementation of which creates the basis not only for improving work, but also for encouraging employees.

Not a single task will be successfully solved with high quality and at minimal cost if people are not interested in it. This leads to another important function of management - motivational. It concentrates on determining the interests of employees (and the latter often do not know what they want) and choosing the most appropriate way to influence them in a given situation. This allows us to ensure maximum activity of staff and managers in the process of achieving their goals.

The role of the information function is predetermined by the fact that information is the subject and result of management activities. Therefore, the latter begins with its collection, processing, analysis (including instantly in the manager’s head). The task of the information function also includes creating and updating the database, determining the volume of necessary information, and providing it to everyone in need in a form convenient for use. In the era of scientific and technological revolution, rapid changes are taking place in the world, to which we must constantly adapt. Therefore, today the most important function of management is the development of all spheres and aspects of the organization’s activities: structure, management system, product, relations with the environment, and most importantly, personnel.

The listed general functions acquire specific specificity, being implemented at each level of management (organization, division, individual) and in each of its areas (production activities, personnel, finance, market, supply and sales, innovations, etc.), in relation to any specific control object.

It is necessary to distinguish from the functions of management the functions of positions and divisions arising from the rational division of managerial labor. They are characterized by quantity, the number of subjects directly implementing them; degree of autonomy; regulation, the possibility of duplication, etc. At the highest “floors” of the organization, such functions include, for example, general and strategic management; at the grassroots - management of people and production activities. If such functions do not correspond to the goals of the managed object, they are considered unusual and must be transferred to another executor. If some function is already performed by another subject, then for him it is duplicative and its implementation leads to an increase in costs, as does the implementation of a useless function that does not reflect the essence of the object, its purpose, and does not affect its performance. The implementation of a harmful function, which, unlike the previous one, reduces the results, further increases management costs.

2 Management principles

Management is carried out using basic basic provisions, rules, called management principles, which guide the governing bodies. They reflect the operation of objective laws and management practices, and also determine the requirements for a specific system, structure and organization of management. In accordance with these requirements, governing bodies are formed, relationships are established between levels of management, between organizations and the state, and certain management methods are applied.

Each level of the economic management mechanism has its own principles (rules, approaches). So, for example, intra-company management is characterized by: the principles of centralization and decentralization in management, their combination, focus on long-term development goals, employee participation in management, the principle of planning, etc. All of them constitute a group of structural and functional management principles. The second group of principles is the principles of production management, the third is the principles of personnel management. There may be another classification.

The leading principle of management is the principle of an optimal combination of centralization and decentralization of management. When applying this principle, the problem of distribution of decision-making powers at each level of subordination is solved. The most acceptable option is considered to be one in which strategic decisions are made centrally, and operational management is carried out decentralized, when powers are delegated to lower levels of management. This requires a high degree of coordination at all levels of management.

The optimal combination of centralization and decentralization in management is based on the application of the principles of unity of command and collegiality. Unity of command means that one person bears full responsibility for the work of the organization - the president of the company, director, manager. In accordance with the principle of unity of command, each employee must be strictly responsible for the area of ​​work entrusted to him.

Collegiality presupposes the involvement of heads of various departments in the development of management decisions. Thanks to collegiality, a higher degree of objectivity and validity of decisions is ensured, which contributes to their successful implementation. Decisions can also be made by groups, for example a meeting of shareholders, where they are adopted by a majority of votes. This is a type of collegial decision.

In American management, the principle of combining rights, duties and responsibilities and the principle of team unity are applied. The principle of team unity requires a leader to give orders and control only to his immediate subordinates.

In many organizations, the organizational system is based on the principle of centralization, in which management is carried out from one center. Here strict regulation of the center is established. The divisions are completely deprived of economic independence.

This form is characteristic of small companies specializing in the production of one type of product with a focus on the local or domestic market. The president of the company is also its manager. He usually has two deputies (vice-presidents), one of whom is in charge of production and technology, the other in charge of product sales.

Managing a large company that produces one type of product is more difficult. The president is responsible only for general management issues. Vice presidents manage sectors with the help of managers.

Managing a centralized company becomes even more complicated if it specializes in several types of products. In this case, several activity managers are subordinate to the vice presidents.

The centralized organizational form is characterized by: preference for functional services over departmental services; the presence of many functional services; research units in the central office; central sales department.

With a decentralized form of management, production units (departments) enjoy complete independence in both production and sales. The senior administration exercises control, coordinates the work of departments and carries out long-term planning. All production departments are self-financing. A decentralized form of management is typical for large firms that have a large number of enterprises with a wide range of goods.

The management of modern large firms is characterized by a combination of the principles of centralization and decentralization, when issues of a strategic nature are assigned to the highest level of management, and operational management to the lower levels. Autonomous production departments are created within the company, which independently produce, sell products and are responsible for making a profit.

The principle of democratization of management is acquiring active vitality in modern production. As a result of the increasing complexity of the labor process, the approach to the worker has changed. He becomes a subject of the production process. A worker with a high level of professional qualifications, education and general culture has a need to participate in production management. The concept of “industrial democracy” characterizes a high degree of participation of workers in the management of the company, partnership relations between the entrepreneur and the worker.

3 Conclusion

The ultimate goal of management is to ensure profitability, or profitability, in the company's activities through the rational organization of the production process, including production management and the development of the technical and technological base, as well as the effective use of human resources while simultaneously improving the skills, creative activity and loyalty of each employee.

The profitability of a company indicates the efficiency of its production and sales activities, which is achieved by minimizing costs (costs of raw materials, supplies, energy, labor, financing) and maximizing income from production results - the release of products and services.

Management is called upon to create conditions for the successful functioning of the company based on the fact that profit is not the reason for the existence of the company, but the result of its activities, which ultimately determines the market. Profit creates certain guarantees for the further functioning of the company, since only profit and its accumulation in the enterprise in the form of various reserve funds make it possible to limit and overcome the risks associated with the sale of goods on the market. The situation on the market, as we know, is constantly changing, there are changes in the position of competitors in the market, in the conditions and forms of financing, in the state of economic conditions in the industry or in the country as a whole, in the conditions of trade on world commodity markets. Hence the constant presence of risk. The goal of management in these conditions is to constantly overcome risk or risk situations not only in the present, but also in the future, which requires the availability of certain reserve funds and providing managers with a certain degree of freedom and independence in business activities in order to quickly respond and adapt to changing conditions .

2. Module “Fundamentals of Marketing”: The essence of modern marketing and its importance in market conditions

Behind all this lies the claim that the more people buy and consume, the happier they become. The bigger, the better - this is what this battle cry sounds like. However, some doubt that an increased amount of material wealth brings with it more happiness. Marketing touches so many people in so many different ways that it inevitably creates controversy. Some actively dislike modern marketing, accusing it of destroying the environment, bombarding the public with stupid advertising, creating unnecessary needs, infecting young people with greed, and a whole host of other sins. Others fiercely defend marketing. What should society expect from a marketing system? This question is relevant, because authorities at various levels are increasingly resorting to regulating the marketing activities of firms.

1 Modern Marketing Strategies

The modern concept of marketing considers two types of strategies; concentrated and differentiated marketing.

The concentrated marketing strategy requires the enterprise to concentrate its efforts on one or several, but necessarily profitable, market segments. The company concentrates one or more products on these market segments and supports them with targeted marketing programs. In its content, this strategy corresponds to the concept of a market niche, i.e. work in a market segment for which the company’s product and its supply capabilities are most suitable. The concentrated marketing strategy is most preferable for small and medium-sized enterprises that do not have large enough financial resources to operate in all market segments. At the same time, enterprises using this strategy are forced to pay more attention to the reputation and prestige of their product, conduct timely analysis of selected segments and monitor the dynamics of the market share they have, as well as to ensure that new competitors do not appear in this market segment . On the one hand, thanks to the policy of specialization of production, sales and marketing, a company under this strategy can secure significant savings in financial and material resources. On the other hand, one should keep in mind the possibility of high risk arising from activities in one segment, and to reduce it it is necessary to diversify its activities and cover different market segments.

A differentiated marketing strategy requires a company to organize its activities in several segments with specially developed products and marketing programs for them. This strategy is consistent with the basic principle of marketing, as it focuses on customers and marketing programs that correspond to their motives and perceptions [Meffert, 1986]. This strategy most fully reflects the situation in the buyer's market, therefore, as a rule, it provides a higher sales volume and a lower level of risk compared to the concentrated marketing strategy. The differentiated marketing strategy requires high investment, production and management costs, so it is mainly feasible for large enterprises.

Certain difficulties are caused by the formation of a rational structure of marketing mix tools. It is hardly possible, although necessary, to talk now about the optimal structure of the marketing mix in the context of a differentiated marketing strategy. This is a rather complex problem, the solution of which requires various economic and mathematical methods, such as marginal analysis, game theory and economic behavior. At the same time, there are recommendations for developing marketing mix tools in relation to the differentiated marketing strategy [Meffert, 1986]. Prices and the system of discounts and surcharges on them are the most important object of differentiation here. These marketing mix tools must vary even when selling the same product to customers but under different sales conditions. The most important criteria for price differentiation can be: full ownership of pricing policy, income distribution mechanism, knowledge of consumption goals and frequency of product consumption. It should be borne in mind that buyers have an atypical attitude towards certain products that have a purely symbolic meaning. They are willing to pay a high price for a product that is super fashionable. At the same time, price often acts as a scale, an indicator of the quality of the product, when a high price is associated with good quality of the product.

Product differentiation is the next opportunity to enter different markets. This is primarily the diversification of product distribution strategies and variations in packaging sizes.

Differentiation of product distribution strategies is possible when different variants of the same product are offered and different prices are set accordingly. Particular attention should be paid to this issue when the image of the product is consistent with the image of this type of enterprise. Regarding the means of communication mix, special attention is paid to creating constant, continuous contact and interaction with customers, so that a positive, active participation of customers in determining the demand for the company’s goods is formed. Therefore, there must be an individual system of advertising campaigns based on psychological criteria for the formation of target groups of buyers. The use of modern multimedia tools and information technologies, such as the Internet and virtual processes, is important.

When choosing a behavior strategy in target markets, segments or submarkets, it is advisable to use an analysis of the “effect-cost” function: As an economic criterion in this case, there may be a level of proportionality between marginal costs and marginal revenue, which corresponds to the chosen strategy of activity in the market. At the same time, one should not neglect factors, the consideration of which is essential when choosing a strategy. These are the resource impersonality of the company, the degree of product homogeneity, the stages of the product life cycle, the degree of market homogeneity and the nature of competitors’ marketing strategies.

2 The importance of marketing at the level of the modern services market

management marketing business

Today, the service sector is becoming increasingly important as it creates numerous jobs and makes a significant contribution to the domestic national product. The services market is very promising and has unlimited opportunities for development.

The main features of the services market include:

significant territorial segmentation. Forms of service provision, demand, operating conditions of service sector enterprises depend on the characteristics of the territory and the specific market;

local nature of the market. This property of the roar is also due to the influence of territorial specifics. The services market is localized within territorial entities, regardless of these entities;

high rate of capital turnover due to a shorter production cycle, which is one of the advantages of business in the service sector;

high sensitivity to changes in market conditions, due to the temporal and spatial coincidence of production and consumption of services. This property of services necessitates increased requirements for the accuracy of analysis and forecast of demand for services and increases the degree of risk from unpredictable changes.

The market for services cannot be determined in advance with sufficient accuracy; its final assessment is possible only after consuming the service. Initially, only indirect methods of determining it are studied (for example, analogue or expert), which, given the high sensitivity of the market to changes in market conditions, do not always give sufficiently correct results. Hence the need to diversify the range of services, improve communication policies, use demand forecasting methods, develop a system for monitoring it, use benchmarking methods and interaction marketing.

At enterprises operating in the service sector, the assortment policy is part of a unified supply policy and determines the set of assortment groups that are most preferable to ensure the effective operation of the enterprise in strategic and tactical terms. Such a policy should take into account the relationship between groups of services and services at different stages of the life cycle, and formulate tasks: to most fully satisfy consumer preferences, taking into account the differentiation of needs and demand; to optimize financial results; on the use of the integrated potential of the enterprise, its technological base, production experience, image; to identify new consumer segments; on the use of the principles of modern management and marketing. Scientific and technological progress in the service sector, competition, changes in consumer needs may be accompanied by a weakening of market positions in this area, the values ​​of such indicators that are indicators of changes in the life cycle, such as sales and profits, market share. Therefore, it is not possible to develop a production program for a long period; the forecast horizon is significantly narrowed. The only way out is the modern implementation of a new service. Thus, a sequence of service life cycles is formed, which makes it possible to significantly increase the period of their stay on the market - to increase the strategic time interval.

Without the formation of a rational assortment of services within the framework of assortment policy, neither the development nor the implementation of long-term strategies for the production and market activities of service sector enterprises is possible.

An equally important methodological principle is the principle of synergy - ensuring the complementarity of various services or their homogeneous groups, which makes it possible to create an integral system of assortment components. Such a system has the ability to provide a synergistic effect based on the use of internal relationships between system elements and integrated system potential. This effect is quantitatively greater than the sum of the effects achieved by the elements of the system in the case of their separate action. In relation to assortment systems, it is ensured through internal coordination and conjugation of individual elements of the range of services.

2.3 Conclusion

An analysis of international concepts of services marketing showed that, despite the fact that they were developed by various researchers from different countries and built on different principles, in general they have common structural and conceptual elements.

Firstly, all models are based on the specifics of a service as a product. To varying degrees, these concepts emphasize the intangibility of services, inseparability from the source, non-storability and variability of quality. Second, all models point to the need to pay attention to strategic service marketing factors such as personnel, service process, and tangible evidence of service. Third, most frameworks recognize the need to use additional strategies to manage services marketing. These additional strategies include internal marketing and interactive marketing.

To summarize, it should be noted that in the conditions of increasing globalization of the services market, domestic enterprises should proceed from the essence of marketing, and also take into account the specifics of the sphere of social production where it is carried out. This will help improve the competitiveness of enterprise services not only in the domestic market, but will also allow them to promote their product to the world market.

Thus, modern marketing is a complex social phenomenon. Marketing today is understood as the expression of a market-oriented managerial style of thinking, characterized by creative, systematic and often aggressive approaches. It is necessary not only to respond to the development of the situation, to record environmental parameters, but also to strive to change these parameters.

Currently, marketing can be interpreted, firstly, as the operating principle of an enterprise, which consists in the consistent direction of all decisions towards the requirements and needs of consumers and buyers (marketing as a principle of enterprise management); secondly, marketing is aimed at gaining competitive advantages through a set of special market activities (marketing as a means); thirdly, marketing acts as a set of actions aimed at making management decisions (marketing as a method). Marketing is a set of actions that ensure the adequacy and ability of a company to adapt to market requirements.

3. Module “Business Fundamentals”: ​​Development of Entrepreneurial Activities

The transition to market relations determines the need for organizational and economic innovations in all areas of economic activity. One of the most important areas of economic reforms that contribute to the development of a competitive market environment, filling the consumer market with goods and services, creating new jobs, and forming a wide range of owners is the development of small forms of production.

The experience of the leading countries of the modern world clearly proves the need for a highly developed and efficient small business sector in any national economy.

In a market economy, entrepreneurship is one of the main institutions that ensure the effective functioning of the economy through the action of a special type of economic agents - entrepreneurs. Despite significant efforts devoted to the study of the phenomenon of entrepreneurship, at present it cannot yet be said that a complete and complete economic theory of entrepreneurship has been created and exists. After all, its object itself, in which dynamic creative processes take place, is in a state of constant change, giving rise to more and more new specific circumstances for scientific research.

1 Conditions and factors for the development of entrepreneurship

The conditions for the development of entrepreneurship are: 1) the presence of a free market, 2) the presence of competition, 3) the presence of legal guarantees in relation to property, without which risky entrepreneurial actions are impossible. The widespread development of entrepreneurship enriches the economic activity of society and increases the economic and social efficiency of social production. “Entrepreneurial activity is the organization and combination of production factors (resources) to create material goods and services that satisfy social needs, with the ultimate goal of realizing the entrepreneur’s own material interests.”

So, the study shows that a market economy is the economic basis for the development of management as a type of human activity that is a reflection of the special economic behavior of a business entity in conditions of general commodity production. An entrepreneurial manager actively seeks opportunities and takes intentional risks to influence people's behavior in order to achieve organizational goals. A market economy is a free enterprise economy. It is a beneficial business environment in which strong incentives are created for a person’s self-realization and increasing his labor and economic activity. Through self-regulation, it ensures optimal coordination of the activities of all economic entities, rational use of labor, material and monetary resources, and the efficiency of the entire social economy.

In accordance with the phases of the reproduction cycle: production, distribution, exchange and consumption, the following types of business activities are distinguished: 1) production; 2) commercial; 3) financial.

For countries with market economies, there are general conditions (factors) for the development of entrepreneurship:

stability of state economic and social policy;

positive public opinion towards entrepreneurship;

preferential tax regime;

the presence of a developed business infrastructure;

effective system of intellectual property protection.

In Ukraine and most post-Soviet countries, the following conditions are of particular relevance:

The presence of appropriate property rights to the conditions and results of production, since the entrepreneur must necessarily be the owner of the product produced and the income received as a result of its sale. Only under these conditions does the necessary interest arise for carrying out entrepreneurial activities.

Certain economic, legal and political environment. Formal recognition of property rights to the conditions and results of production can coexist with other legal norms that regulate the economic life of society, but do not in fact provide a sufficient degree of economic independence for entrepreneurial activity. Various types of restrictions shaping the economic environment should provide a sufficient “corridor of freedom.” For an entrepreneur, this is expressed in gaining sufficient independence with:

choosing the type of economic activity;

identifying consumers of goods and suppliers of resources;

determining prices;

disposal of the income received.

Full economic responsibility for performance results. This point is unusual for Ukraine as a post-socialist country, but it is worth remembering that the negative results of entrepreneurial activity can be:

unprofitability, i.e. the excess of expenses over income;

significant loss of property;

bankruptcy (recognition of complete insolvency).

2 Analysis of entrepreneurship in Ukraine

However, comparing the data on the development of domestic small businesses with the indicators of other countries, we conclude that Ukraine lags significantly even behind the countries of Eastern and Central Europe. In market economies, more than half of GDP is created by small enterprises. In Ukraine, small business has not yet played a significant role in ensuring economic growth; its contribution to GDP is only 9.0-9.5%. This happens due to the fact that in its activities, domestic entrepreneurship encounters various obstacles that can be divided into macro- and microeconomic. The first group includes the following:

Tax policy, lack of appropriate legislative and regulatory support. Today, the country's tax system has an extremely negative impact on business development. Entrepreneurial activity cannot fully develop due to the absence or imperfection of the laws that regulate it. The mandatory requirement for collateral, the value of which exceeds the amount of the loan provided, limits access to credit resources for small businesses, especially in rural areas, where banks do not even accept property as collateral due to its illiquidity. Persons who want to start a small business do not have the opportunity to get a loan at all, due to the mandatory requirement of banks that the enterprise must operate for at least 6 months.

Administrative barriers. A large number of laws, regulations, and instructions confuse entrepreneurs; In addition, enterprises are subject to frequent and unfounded inspections by a variety of government agencies.

Limited domestic demand and the presence of a sales crisis in the domestic market. Small businesses are constantly losing the main consumers of their products due to a deterioration in the level of security of the population and a decrease in citizens' incomes.

Insufficient government support. Today, Ukraine has not yet developed an effective system of state support and protection of small businesses. The financing and lending mechanism, information and consulting support, the system of training and retraining of personnel for entrepreneurial activities are imperfect and bring very little benefit.

Low investment activity due to economic instability.

Underdeveloped infrastructure. The role of infrastructure facilities in the development of small businesses is very insignificant.

Effective cooperation and information exchange have not yet been established between various SE support organizations and enterprises.

Shadow economy. Often SEs are forced participants in the shadow economy, driven there by tax pressure, state bureaucracy, and the like.

Ineffective privatization. The process of small-scale privatization that took place in our country was subject to many restrictions. As a result, with a non-functioning secondary market for privatized objects, many enterprises are in the hands of those who are not able to manage them, but cannot sell them.

Underdevelopment of the real estate market. Small businesses are desperately short of office space. The rent is very high, the rental rules are confusing; in many cases, the object is not allowed to be privatized along with the premises.

Among the microeconomic factors that most influence the development of small businesses are the following:

method and time of occurrence;

type of ownership;

financial capabilities of the enterprise;

product range, its quality and demand for it;

the chosen strategy of the enterprise, its organizational structure;

the ability to access commercial information;

the degree of customer compliance with contract terms and payment discipline.

The conditions for the development of market infrastructure and the factors influencing its formation in Ukraine are similar to the conditions and factors for carrying out entrepreneurial activities, both in content and in a set of positive and negative features. It is obvious that in conditions that horrify Western specialists and, alas, are perceived by Ukrainians as something proper and inevitable, according to all laws, neither entrepreneurship nor the market infrastructure can work. But to everyone's surprise, they not only survive, but also function, despite all the obstacles. This is an honor to domestic entrepreneurs, hardened in difficult conditions, but in no way can serve as an excuse for the governing bodies.

Today, a stable class of entrepreneurs is being formed. The state of confusion and fragmentation has passed: those who remained in business got used to harsh conditions and learned to survive. Modern businessmen are, as a rule, educated managers, organized in unions, formal and informal associations, who defend group interests. The attitude of the population towards this category has also changed: from hostile - at the beginning of the reforms, to a completely normal perception - at the present time. Moreover, for the majority of the population, entrepreneurship is the sphere of application of their labor, paid jobs. Thus, the understanding of all economic entities about the need to develop entrepreneurship in Ukraine has been established.

In recent years, Ukraine has seen an increase in the number of registered business structures, but many of them are closed for objective reasons. In these conditions, the question of studying the scale of business, in particular small businesses, in countries with established economies remains important.

Small businesses in many countries play an important role in economic development, providing large-scale production with a range of necessary services, that is, servicing it. Small businesses operate on the basis of: design organizations that develop new technologies, instrumental laboratories that provide production with the necessary equipment, etc. Thanks to this, resources and time are saved for introducing the latest achievements into production, and the modern level of scientific and technological progress is ensured. In table 1. Data on small businesses in EU countries is provided.

Table 1. State of development of small businesses in EU countries (based on data for 2005)

Country Number of subjects (8 MB) (thousands) Number of population, million Number 8 MB per 1000 population Micro and small Medium 8 MB (overall) Austria 22152268.128 Belgium 538354110.452 Great Britain 345925348459.359 Germany 349045353582, 243Spain267916269540.766Italy410616412257.372Portugal676668210.466France246024248459.642Sweden26642708.930Ukraine1982198247, 342

As evidenced by the data in Table. 1. Ukraine does not lag behind the average European level. However, in Ukraine small businesses predominate in the sphere of trade and services. Such a one-sided deindustrial activation of small businesses can lead to the country finding itself among those who produce little and sell a lot, and of foreign production. Therefore, it is necessary to support and focus investment, including external investment, in the production sector, as well as for the revival of Ukraine’s traditional agriculture. It is entrepreneurship, as a special type of economic activity, that is the link that is entrusted with the functions of increasing the socio-economic level of living of the population by using available resources to create a domestic product, carrying out investment and innovation activities in domestic production.

Taking into account the experience of countries around the world, we can conclude that the success of entrepreneurial activity can be achieved primarily as a result of the interaction of the following factors:

the active role of the state in supporting the activities of business structures in those areas that provide employment to the population, solve acute social problems of social development, and ensure the competitiveness of domestic production in international markets;

creating a network of research and educational centers and schools that study and summarize the results of the functioning of business structures in various sectors of the economy, substantiate state policy regarding the development of entrepreneurship, strategy and mechanisms for their implementation, provide educational services and advice to entrepreneurs;

forming a positive opinion in society about the progressiveness of entrepreneurship as a form of business that provides employment and well-being for the bulk of the population, is prestigious and can provide reasonable ambitions and needs of entrepreneurs through creative and effective work.

3 Conclusion

Entrepreneurship occupies its special place in economic relations, introducing into them, first of all, non-standard and innovative approaches and solutions. Along with this, it contributes to the formation and strengthening of the middle class. There are special connections and areas of interaction between entrepreneurship and government structures. Undoubtedly, the impact of entrepreneurial activity on the formation of a number of positive traits and value orientations of the individual, especially the younger generation.

Thus, entrepreneurship performs not only economic functions, it is closely connected with all spheres of society. Knowledge of the state and trends in the development of entrepreneurship, identifying its connections and dependencies with other structural elements of society, allows you to more clearly and specifically see the main problems and ways of establishing civil society.

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Utkin E.A., Butova T.V. Marketing. Questions and answers. - ed. Ekmos, 2002.- 256 p.

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12. Conditions for the development of entrepreneurship. - electronic resource - access mode: url: http://www.pic.by/blog/?page_id=52. - name from the screen.

13. Shcheglova Yu.S. Problems of entrepreneurship development in Ukraine. - electronic resource - access mode: url:

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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MANAGEMENT - 1) a set of principles, forms, methods, techniques and means of managing production and production personnel using the achievements of management science. The main goal of management is to achieve high production efficiency, better use of the resource potential of an enterprise, firm, company; 2) management of an enterprise, company, governing body

The very concept of management in a sense close to the modern one (formerly it meant “the art of breaking horses”) appeared with the beginning of the industrial revolution of the 18th-19th centuries. in England. Owners of large enterprises could no longer competently manage so many subordinates alone and were forced to hire special people for this purpose - managers - professional managers who implement one or more management functions

Groups of such people occupying senior positions in the company are called management, which is similar in meaning to the Russian word “management”. The practical implementation of management functions by these individuals is also called management. Management can be considered in two aspects. On the one hand, this is the management of an organization operating in a market environment, associated with the need to make independent decisions in any unexpected circumstances, i.e. what, when and to whom to produce, how to plan, distribute and effectively use resources, using what procedures and methods to manage people.

On the other hand, management is the management of an independent type of activity, which does not necessarily involve the creation of an enterprise and the management of subordinates, for example, the organization of performances of pop stars, sports and public events, etc. The goal of management in both cases is the achievement by the object of management of a certain desired a state that is qualitatively or quantitatively different for the better from the existing one.

1. Production management ensures the effective implementation of the process of creating goods and services. It consists in determining: - the optimal volume and structure of product output; - technological process parameters; - rational loading of equipment; - arrangement of people; - organizing the supply of materials, raw materials, components, information to the places of their use; - ensuring timely repair of equipment, - prompt elimination of failures and malfunctions in the technological process, quality control, range of products and services;

2. Management of logistics and sales of finished products consists of organizing the conclusion of business contracts, purchasing, delivery and storage of raw materials, materials, components, manufactured goods, and sending them to customers. 3. Management of innovations, that is, innovations, has as its object the process of scientific research, applied development, creation of prototypes and introduction of new products into production.

If the company has done a good job in such areas of marketing as identifying consumer needs, developing suitable products and setting appropriate prices for them, establishing a distribution system and effective incentives, then such products will no longer have problems with sales. As management theorist Peter Drucker states: “The goal of marketing is to make sales effort unnecessary. His goal is to know and understand the client so well that the product or service will exactly suit the latter and sell itself."

Marketing functions form the following concepts: need, requirements, demand, product, exchange, transaction and market. The original idea underlying marketing is the idea of ​​human needs. As society progresses, the needs of its members also grow. People encounter more and more objects that awaken their curiosity, interest and desire.

Manufacturers, for their part, take targeted actions to stimulate the desire to own goods. They try to form a connection between what they put out and people's needs. A product is promoted as a means of satisfying one or a number of specific needs. A marketer does not create a need, it already exists. People's needs are practically limitless, but a person purchases only those goods that give him the greatest satisfaction with minimal cost, time, and information costs.

Depending on the state of demand in the market, Conversion marketing is used in the absence of real demand. The task of marketing in this situation is to develop an action plan that will help generate demand for the relevant goods or services.

Promotional marketing is associated with the availability of goods and services for which there is low demand due to complete indifference or disinterest of consumers. The incentive marketing plan must take into account the reasons for this indifference and identify measures to overcome it. Remarketing revives demand during a certain period of decline in the life cycle of goods or services. Supportive marketing is used when the level and structure of demand for goods fully corresponds to the level and structure of supply. Synchromarketing is used in conditions of fluctuating demand. For example, seasonal goods.

Depending on the market coverage, Mass marketing involves targeting the widest possible range of consumers without taking into account the differences between them. (I produce what everyone needs) The goal of the enterprise is to set low prices because the costs of mass production and promotion are reduced. Concentrated (targeted) marketing is targeting a specific segment, trying to satisfy its needs as much as possible (Products for newlyweds). Advantages: maximum satisfaction of needs, used by small companies.

Differentiated marketing is the desire to capture a large part of the market as a whole and at the same time offer several varieties of the same product, which is distinguished by its consumer qualities and can satisfy the needs of many segments (Dairy company, products of different fat content, cheeses, cottage cheese, yoghurts). Benefits: satisfaction of needs.

Marketing as a concept of modern business.

The essence of marketing management.

Principles of marketing management.

Marketing, management.

The main element of marketing as a concept for managing the activities and development of an enterprise is market orientation, the subordination of all functions of the enterprise to the task of selling products. Marketing can be considered as a system of strategic management of all components of the production and economic activities of an enterprise, aimed at maximizing profits or realizing other goals of the enterprise by taking into account and actively influencing market conditions. The implementation of the marketing concept involves changing the organizational structure of the enterprise and applying specific principles of organization and management in its practical activities.

1. The principle of a systematic approach when analyzing and determining strategic directions for the development of an enterprise.

The basis of the systems approach as a methodology of scientific knowledge is the consideration of an enterprise as an organizational and economic subsystem operating within the framework of a more general economic system. In relation to an enterprise, we can distinguish different levels of systems of a higher rank: the system of industry enterprises, the economic system of a separate state. The systems approach focuses on revealing the integrity of the system, identifying all types of connections between its elements. The basic concepts of the systems approach used by marketing specialists are the concepts of “internal” and “external” environment.

2. Program-target planning of production and economic activities of the enterprise.

The program-target approach involves the interconnection of the goals of the enterprise and all its production and economic links, ensuring the overall focus of the goals on achieving the final result - the effective sale of products on the market.

The use of this principle is manifested, first of all, in the fact that the center of decision-making about the activities of the enterprise is transferred from production units to divisions that ensure sales of products. Focusing on ensuring long-term commercial success involves subordinating the short-term interests of the company to achieving a sustainable advantage in the market.

Thus, many foreign companies see market management as the main goal of their activities, rather than making short-term profits. The person pursuing the profit maximization strategy is simply an investor, but does not control the market.

The implementation of the set goals requires coordination of all aspects of production and economic activity, starting from the design stage of a new product and ending with its sales and direct service to the consumer.

3. Development of thinking in marketing categories among company employees.

The marketing concept can be implemented and used effectively only if all employees of the enterprise participate as stakeholders in its development and especially implementation. In order to give everyone the opportunity to really take part in the development of a new concept, the management of the enterprise must develop a system of interrelated measures to organize and stimulate the development of entrepreneurial initiative, activity, and offensiveness. The implementation of this marketing principle seems to be the most difficult task, but it requires a mandatory solution. Not the least role here is given to the system of stimulating the initiative of the company's employees.

V. MARKETING BASICS

1. Essence, goals, basic principles and functions of marketing

According to the definition of the American scientist F. Kotler marketing- a type of human activity aimed at satisfying needs and wants through exchange.

The original idea underlying marketing is the idea satisfying human needs and requirements(physical needs and needs for food, clothing, warmth, safety, social needs and requirements, the need for knowledge and self-expression, etc.). People's needs are limitless, but the resources to satisfy them are limited. So a person will choose those goods that give him the greatest satisfaction within his capabilities.

Demand is a need backed by purchasing power. It is not difficult to list the demand of a particular society at a particular point in time. However, demand is not a reliable indicator because it changes. Changes in choice are influenced by both price changes and income levels. A person chooses a product whose combination of properties provides him with the greatest satisfaction for a given price, taking into account his specific needs and resources.

Human needs, wants and demands are satisfied by products. Under goods in a broad sense, can be understood as anything that can satisfy a need or need and is offered to the market for the purpose of attracting attention, acquisition, use or consumption.

Exchange is the act of receiving a desired object from someone and offering something in return.

Market in marketing it is understood as a set of existing and potential consumers of a product (sales market).

A key aspect of marketing is mindset. He suggests that when making marketing decisions, a manager should look at everything through the eyes of the consumer. Therefore, these solutions must be those that the consumer needs and wants.

The American Marketing Association (AMA) defines marketing as follows:

Marketing is the process of planning and executing the concept, pricing, promotion and sale of ideas, goods and services through exchanges that satisfy the goals of individuals and organizations.

There are four components to this definition:
1) management action (foresight, goal setting and planning, meeting demand);
2) a set of controlled elements of marketing activities (product (intention), price, distribution (sales) and promotion);
3) objects with the help of which demand is satisfied and goals are achieved (goods, services, ideas, organizations, people, territories);
4) method of satisfying demand (exchange).

Thus, the previous definition can be briefly expressed as follows: “Marketing is the management of satisfying demand through trade.”

Marketing goals can be:
– maximum consumption;
– achieving maximum customer satisfaction;
– providing the widest possible choice;
– maximum improvement in quality of life.

From the point of view of enterprise management, the following marketing goals can be distinguished:
– increase in income;
– growth in sales volumes;
– increase in market share;
– creation and improvement of the image, fame of the enterprise and its products.

Marketing management refers to the analysis, planning, implementation and control of activities designed to establish and maintain exchanges with target customers in order to achieve certain enterprise goals.

The following tasks of marketing activities in an enterprise can be distinguished:
1. Research, analysis and assessment of the needs of actual and potential consumers of the company's products in areas of interest to the company.
2. Marketing support for the development of new products and services of the company.
3. Analysis, assessment and forecasting of the state and development of markets in which the enterprise operates or will operate, including research into the activities of competitors.
4. Participation in the formation of the strategy and tactics of the enterprise’s market behavior.
5. Formation of the enterprise’s assortment policy.
6. Development of the enterprise's pricing policy.
7. Development of a policy for the distribution of goods of the enterprise.
8. Marketing communications.
9. Service.