Commercial activities of a trading company. hello student

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1. The concept, essence and objectives of commercial activity .............................. 5

2. Organizational and economic characteristics of the enterprise .................... 12

3. Organization of commercial work with suppliers of raw materials and buyers of finished products .............................................................. ................................................. ... eighteen

4. Ways to improve the efficiency of the commercial activities of the enterprise 26

Conclusion................................................. ................................................. ..... 34

List of used literature .................................................................. ................

Introduction

A century ago, commerce was seen as an activity that did not require deep study and research. Now such an interpretation of the trading business is primitive and absurd. The field of knowledge in commercial activity is not at all narrower, and in some cases much wider, than in any other specialty. Knowledge of commerce is literally inexhaustible.

Overcoming the economic crisis, the effective functioning of the market economy is largely due to the level of implementation of commercial operations, as a form of interaction between individual industries, entrepreneurs, companies and firms. Issues of economically literate commerce are at the heart of the functioning of a market economy. In the current conditions, enterprises, industrial firms, trade and intermediary organizations face complex problems in the process of implementing commercial activities, starting with establishing commercial relations with counterparties, organizing the purchase of material resources and ending with the cost-effective marketing of products.

In the new economic conditions, labor collectives are faced with the need to independently solve many complex problems in the implementation of commercial activities, starting with the problem of organizing material support, optimizing the production process and ending with the successful marketing of products in the conditions of high competitiveness of foreign goods and services.

In the field of the commodity market, those enterprises that comply with the following principles and conditions are successfully operating:

Maintaining commercial policy through targeted investments, concessional loans and depreciation rates;

Manufacture of goods (rendering services) of high quality and necessary for buyers;

Production of goods at a cost that allows them to be sold at prices that ensure the solvency of buyers and profit;

Strengthening competition aimed at developing the economic processes of the market.

Importance and relevance These tasks led to the choice of the topic of the course work. aim This work is the substantiation of recommendations for improving the commercial activities of the enterprise with suppliers of raw materials and buyers of finished products.

From this goal, the following tasks :

Studying the features of commercial activity in a market economy;

Conducting a comprehensive assessment of the organization of commercial activities at the enterprise;

Determination of development trends in the organization of commercial activities with suppliers of raw materials and buyers of finished products;

object research is the Oktyabrsky production branch of the Belgorod regional district.

Subject research is the commercial activity of the enterprise for the purchase of raw materials and marketing of finished products.

The use in practice of the proposed system of indicators for evaluating the effectiveness of the commercial activity of the enterprise will determine the direction of improving its activities.

The implementation of the recommendations contained in the course work on improving the information support of commercial activities will increase the level of analytical work of business entities in the market.

The structure of the course work is determined by the purpose and tasks to be solved in the process of research. It consists of an introduction, four questions, a conclusion, and a list of references. The work is done on 35 pages, contains 4 figures, 3 tables, 3 appendices. The study period was from 2001 to 2003.

1. The concept, essence and objectives of commercial activity

Commerce, an important area of entrepreneurial activity and employment, began to develop rapidly in the 1990s. From trading operations, many entrepreneurs have moved to a higher level of commercial activity. Commerce began to be carried out by industrial enterprises, whose products were distributed centrally by state bodies until the end of the 1980s. Commercial operations are currently carried out by numerous supply and marketing, wholesale and intermediary and trading firms, companies and other organizations.

Modern businessmen have to face many problems every day, which in some cases they solve intuitively, by trial and error.

Competent commercial activity requires them to know the laws of the market, to identify cause-and-effect relationships in commercial processes. The effective solution of these problems is largely determined by the professionalism and qualifications of employees of commercial services and enterprises. Commercial activity requires theoretical and practical knowledge in various fields: in economics, finance, commercial law, management and other fields of activity.

Commercial relations are inherent in market, commodity-money relations.

Commodity-money relations- these are social relations that arise between producers and consumers in the process of production and sale of goods. Commercial activity, including operations of the trade and operational process associated with the purchase and sale of goods, is part of commodity-money relations.

The term "commerce" comes from the Latin word "commercium" ("commercium"), which means "trade".

The term "trade" itself means in one case - an independent branch of the national economy (trade) and in another case - trading processes aimed at the implementation of the purchase and sale of goods. In this case, commercial activity is associated with the second concept of trade - trading processes for the implementation of acts of purchase and sale for the purpose of making a profit.

The concept of “commercial activity”, as an object of study, was formulated by the Harvard School of Business Administration in 1958. This classic definition reads: “Commercial activity exists in order to profitably satisfy consumer demands.”

The main purpose of commerce is to make a profit. However, the profits earned in commercial activities can be used to develop and expand entrepreneurship to better meet the needs of society.

Commercial activities in industrial enterprises are divided into:

1) procurement (material and technical support);

2) marketing.

In connection with the transition to market principles of activity, the content of the material and technical support of enterprises has changed significantly: instead of the so-called "realization of allocated funds", which is an integral part of the centralized distribution of material resources, enterprises freely purchase them from suppliers and other subjects of the commodity market. Under these conditions, when purchasing material resources, enterprises should be guided by freedom of pricing, maximum initiative and enterprise, equal rights of partners in commercial relations, take into account economic responsibility when purchasing raw materials and materials, take into account competition among suppliers and be able to choose an economically profitable supplier.

When purchasing material resources, an enterprise must study the market for raw materials and materials, know the price dynamics in this market, delivery costs, and the possibility of effectively replacing one material with another.

Therefore, the procurement commercial activity at enterprises consists of the following stages:

Market research of raw materials and materials and organization of commercial relations with suppliers;

Drawing up a plan for the procurement of material resources;

Organization of purchases of material resources;

Conducting settlements with suppliers for purchased products;

Cost analysis of the procurement sphere.

Marketing sales work is the most important aspect of the commercial activities of the enterprise.

Sales is the process of selling manufactured products in order to turn goods into money and satisfy consumer needs. Only by selling the goods and making a profit, the enterprise reaches the final goal: the expended capital takes on a monetary form in which it can begin its circulation.

Marketing business activities in an industrial enterprise are multifaceted: it begins with the planning of the assortment and marketing of products, an integral part of it is the establishment of commercial relationships with buyers and end users, culminating in the conclusion of sales contracts. An equally significant part of marketing commercial activities is operational and marketing work, which includes:

Development of plans - schedules for the shipment of finished products to customers;

Acceptance of finished products from manufacturing workshops and preparing them for shipment to customers;

Organization of shipment of products to customers and execution of documents related to the shipment;

Monitoring the fulfillment of customer orders and the solvency of customers.

The sale of goods manufactured at the enterprise should be preceded by marketing research, which involves market research, including consumers and competitors, segmentation and selection of the target market, development of product and communication policies. The orientation of the sales business on the concept of marketing has made significant changes in the organization of sales.

Faculty of Economics and Management

GRADUATE WORK

Analysis and evaluation of commercial activities

(on the example of MFC "Business" LLC)

Chelyabinsk 2013

The work of enterprises in modern conditions, characterized by a high level of risk of commercial activities and diversification of activities. In a highly competitive environment, the main task of the sales management service is to ensure that the organization wins and maintains a preferred market share and achieve superiority of the company over its competitors.

For the fruitful functioning of the enterprise in market conditions, the sale of products should be carried out based on the volume and range of production, which, in turn, are determined by demand from potential buyers. Sales should be understood as a set of procedures for promoting finished products to the market (forming demand, receiving and processing orders, completing and preparing products for shipment to customers, shipping products and transporting them to the place of sale or destination) and organizing payments for it (establishing conditions and implementing calculation procedures). with buyers for shipped products).

The main purpose of marketing is to realize the economic interest of the manufacturer (obtaining entrepreneurial profit) by satisfying the effective demand of consumers.

The functions of trade enterprises are divided into commercial and organizational and technological.

Commercial features include:

Functions related to the purchase and sale of goods (trading);

Supply management;

Management of economic relations between suppliers and consumers;

Inventory management;

Product assortment management;

Marketing;

Management of financial and economic activity of the enterprise;

Accounting.

Organizational and technological functions include:

Management of technological processes of goods distribution;

Forward planning;

Logistics management;

Organization of labor and formation of the wage fund;

Support services management.

Technological processes are associated with the movement of goods as use value, and are a continuation of the production process in the sphere of circulation. Technological processes solve the problems of scientific organization of the interaction between the rational use of living labor and material elements (tools and objects of labor).

Trading processes are processes associated with a change in the forms of value, i.e. with the purchase and sale of goods. They also include processes that ensure the normal implementation of operations for the sale of goods in the sphere of commodity circulation (study of consumer demand, organization of economic relations between suppliers and buyers of goods, advertising of goods, bulk purchases, sale of goods, etc.). An intermediate position between these two types of processes carried out in trade is occupied by the so-called trade services provided to buyers when selling goods. In developed trade, it is these services that by their very nature are becoming more and more dominant in terms of the amount of labor expended on them (delivery of goods to their homes, installation of purchased technically complex goods at buyers' homes, taking orders from buyers, etc.). According to their functional content, trade services can be classified as both technological and commercial processes.

For the implementation of commercial activities of an applied nature, positive and regulatory tools are distinguished. The positive toolkit captures established phenomena arising from market factors influencing commerce. It is intended, based on the accumulated experience, to give an answer to what has been achieved in the field of commerce and to predict its further practical development. The normative toolkit defines how to act in order to achieve the desired result. Here are guided by the provisions and standards for the organization and conduct of commercial work. The provided positive and normative tools are used in the management of commercial processes when promoting products from the sphere of production to the sphere of consumption.

The implementation of commercial activities is accompanied by the presence of commercial risks. When planning business activities, it is important to consider the impact of business risk. In order for the risk to be justified, it is necessary to use the maximum possible amount of information, a comprehensive analysis of commercial activities, financial results, the effectiveness of partnerships, a comprehensive market research, and careful selection of personnel. The ability to anticipate commercial risks is a very important principle for an entrepreneur in the field of trade. Risk is the degree of uncertainty in the outcome.

The main types of commercial risks include:

- the risk of accidental loss of property. Associated with the possible loss of property of the enterprise as a result of an accident, fire, theft, non-compliance with storage conditions, sabotage;

Risk failure to fulfill contractual obligations. It is determined by the dishonesty of commercial partners, their failure to comply with their obligations or their insolvency;

- economic risk. It arises as a result of disruption of the course of economic activity of the enterprise and failure to achieve the planned economic indicators. It may be associated with a change in the market situation, as well as with the economic miscalculations of the managers of the enterprise itself. This type of risk is the most common in the activities of the enterprise;

- price risk. This type of risk is the most dangerous, as it directly affects the possibility of loss of income and profits of a commercial enterprise. It manifests itself in an increase in the level of selling prices of manufacturers of goods, wholesale prices of intermediary organizations, an increase in prices and tariffs for the services of other organizations, and an increase in the cost of equipment. Price risk constantly accompanies the economic activity of the enterprise;

- marketing risk. Represents the risk of choosing an erroneous strategy of behavior in the market. This may be an incorrect orientation towards the consumer of goods, errors in the choice of assortment, incorrect assessment of competitors, etc.;

- currency risk. It represents the danger of currency losses associated with a change in the exchange rate of one currency against another. When importing goods, the company loses when the exchange rate of the corresponding foreign currency rises against the national one;

- inflation risk. Represents the possibility of devaluing the cash income received from the growth of inflation. At the same time, the real value of the capital of the enterprise will also depreciate;

- investment risk. Characterizes the possibility of unforeseen financial losses in the process of investment activity of the enterprise;

- the risk of insolvency. Represents a situation where the company will not be able to pay its obligations. The reason for its occurrence may be incorrect planning of the timing and amount of receipt and expenditure of funds. In terms of its financial consequences, this risk can lead to the initiation of bankruptcy proceedings, therefore it is also classified as the most dangerous risk;

- transport risk. Includes loss of goods during their transportation.

Being an integral part of the market, commerce, relying on its positions, at the same time becomes the basis of the market economy. As practice shows, the activity of commerce is higher, the more stable and dynamic the current market environment is. In its purpose and activities, commerce should be based on the Russian model of market formation and emerging market relations. It is important to understand that commercial activity is not limited by given limits. As you move to the market, it will certainly expand. Commercial processes should be considered in conjunction with business entities and environmental factors.

Based on the foregoing, we can conclude that commercial activity in the market of goods and services is a set of organizational and economic operations that serve the exchange, the commission of acts of sale and purchase for the purpose of making a profit. At the same time, the subjects of commercial transactions are trade organizations and enterprises that have the right to conduct them. In the course of the activities of these organizations, the principles of this work are determined, the most appropriate forms and methods of its implementation in a particular situation are selected, economic levers and controls are improved. The object of commercial legal relations in the consumer market are goods and services.

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Introduction

1. Characteristics of the supermarket "Kirovskiy"

2. The concept and essence of control, the meaning and tasks of control

3. Types of control, their characteristics

4. Control process, main stages

5. Control rules "managerial five", control documentation

6. State and municipal control of retail trade enterprises

Conclusions and offers

Literature

Introduction

Management activity is one of the most important factors in the functioning of organizations in a market economy. Enterprises that reform their management systems in accordance with the requirements of the external environment are in a better position. For more than ten years, trade enterprises have been operating in the system of market relations. And it is no longer the deficit that dictates the "conditions of the game", but the requirements of the consumer. At this time, when there is a formation and development of market relations, the manager is increasingly faced with a large number of problems related to management.

Many entrepreneurs, managers and specialists of commercial and non-profit organizations do not take into account the importance of knowledge in the field of management in their activities.

A serious shortcoming in the management of trade enterprises is the underestimation of the human factor in improving work efficiency. The lack of professionalism, control, flexible incentive systems for staff leads to a deterioration in the moral climate in the team, a decrease in its efficiency.

As previously mentioned, management is an important factor in the functioning of organizations, it is a cycle of functions and decision-making. It is a continuous process of purposeful action. Plans are not always carried out in the way they were originally designed; people do not always clearly and correctly perform tasks; The external environment is changing and the organization must adapt to it.

Determining whether the organization has achieved its goals, whether and when to start the adaptation process, is achieved through control. In other words, managers constantly check with the help of control whether what is happening in reality corresponds to what should be.

Control in a trading enterprise has certain specifics associated with the characteristics of the activity. Directions of control, for example, control over customers on the trading floor, control over sales and operational personnel, control the quality of goods. The objectives of control in a trading enterprise: to ensure the safety of goods, the level of quality of service.

The purpose of the course work:

To study the organization and control process in a trading enterprise.

Objectives of the course work:

1. Learn to make the right decisions based on the results of control.

2. Identify managerial errors in order to achieve the intended goals.

3. Study of the control process and its stages.

4. State and municipal control in retail trade enterprises.

1. Characteristics of the supermarket "Kirovskiy"

The supermarket store "Kirovskiy" at the address Lilac Boulevard 2 was opened on 10/23/1987. Located in a separate two-story building, total area 6300 m², retail area - 4000 m². In 1993, the store was privatized and received the form of ownership - ZAO Supermarket Kirovsky. The company has its own charter, stamp seal, is a legal entity. On the first floor there is a food department and a cafeteria, on the second floor there are non-food departments: perfumery, cosmetics, toys, men's, women's and children's clothing, shoes and leather goods, cult goods, stationery, furniture, bedding, textile goods, household goods, radio goods , haberdashery and crockery. Working hours for buyers from 8.00-23.00, Saturday, Sunday from 9.00-23.00; for employees, the first shift is from 7.45-15.00, the second shift is from 15.00-23.00. The store is open without a lunch break, employees work on a tape schedule.

The form of customer service is combined, self-service prevails. The store is visited by buyers with average incomes, pensioners. Special prices apply.

"Kirovskiy" is the first network in Yekaterinburg, which introduced electronic scales at the checkouts in its supermarkets. The equipment meets modern requirements and the development of scientific and technical progress. "Kirovskiy" guarantees its customers high standards of safety and quality of its own products and goods of suppliers. To date, the Kirovsky supermarket chain of stores is one of the most developed in the Ural-Siberian region. There are 125 branches in total. Supermarkets "Kirovskiy" provide a high level of service and conditions for a comfortable quick purchase near the house of groceries and related consumer goods at the lowest prices on the local market. In addition to stores, the Kirovsky supermarket system includes 3 restaurants, various workshops (meat, confectionery, salad), a wholesale depot, bread baking is organized. Branches are available in the cities: Kamensk - Uralsky, Nizhny Tagil, Revda, Pervouralsk. The President of the enterprise Kirovsky - Kovpak Igor Ivanovich was awarded the title "The best top-manager of the country".

Objectives of CJSC Supermarket Kirovsky:

Profit maximization;

Minimization of costs;

Increasing the market share by expanding the occupied areas and the volume of trade;

Creation of favorable impressions at buyers by expansion of assortment, culture of service of buyers.

Variety of services provided:

Free parking;

Sale of newspapers and magazines;

Kiosk selling medicines;

Luggage storage for buyers;

Sale and connection of cell phones;

Cashiers by bank transfer;

Development and printing of photos;

Sale and rental of video, audio discs;

Sale of fresh flowers, indoor plants;

Currency exchange;

ATMs.

Now the company employs 5 thousand employees. Also in the supermarket in the food department there is a 3-5% discount on discount cards and pensioners, WWII veterans are served out of turn. The store shows great concern for young people. For how many years the enterprise has been a production base for the training of young specialists in the field of trade, where students of USUE, ETET and vocational school annually undergo training and work practice. Supermarket Kirovsky Sirenevy Boulevard 2 is the head enterprise of the trading network. I had an internship in the "Perfume and cosmetics" department on the second floor. The department is located between haberdashery and clothing. There is a very wide range of goods. Block layout is used, qualified personnel work.

2. The concept and essence of control, the meaning and tasks of control

control management trade retail

The success of any trade organization depends on the effectiveness of the control system.

Control is one of the management functions, without which it is impossible to implement other functions: planning, organization, motivation. In essence, any of them includes elements of control, in particular, a comparison of the results obtained with established standards and criteria.

The head begins to exercise the function of control from the moment the organization is created and its goals and objectives are defined. The top manager begins to exercise the function of control at the planning stage, since it is planning that must constantly take into account the real possibilities and changing conditions for the functioning and development of the organization. Control is designed to provide a correct assessment of the real situation and thereby create the prerequisites for making adjustments to the planned development indicators, both for individual units and for the entire organization. Therefore, control is one of the main tools for policy development and decision-making that ensures the normal functioning of the organization and the achievement of the intended goals, both long-term and operational.

Thus, control is the process of ensuringorganization to achieve their goals.

Control is also called feedback. Influencing the control object, they receive information about the new state. Based on this information, new decisions are made and new actions are carried out.

The control function includes: collection, processing and analysis of information on the actual results of economic activities of all departments of the organization, comparison with planned indicators, identification of deviations and analysis of the causes of these deviations; development of measures necessary to achieve the intended goals. In connection with this, control is considered not only as fixing deviations, but also as an analysis of the causes of deviations and identifying possible development trends.

Control elements are:

1. The subject of control is a specialist or a group of specialists performing control functions in the presence of appropriate powers.

2. Object of control - a component of the organizational system in respect of which control is carried out.

The objects of control include:

Resources of the organization (material, labor, financial, information and others);

processes;

Management products.

3. Subject of control - characteristics of the object of control.

4. Standards of control - specific results, the degree of deviation from which is measurable. The indicators defined in the instructions, descriptions, quality requirements and others can be used as standards.

5. Control procedure - a series of successive actions to carry out control.

6. Methods of control are the methods and methods of its implementation.

7. Means of control - everything that is used in the process of control. These include measuring instruments, diagrams, employee reports, estimates, budgets, and others.

3. Types of control, their characteristics

Preliminary control of labor resources is carried out at the stage of recruitment. It is achieved through a thorough analysis of those business and professional qualities and knowledge that they need to perform their respective job duties and the selection of the most trained and qualified personnel. Therefore, the task of personnel services is to carefully study the newly hired employees, their professional suitability, and select the persons most suitable for the upcoming work. Such control is carried out on the basis of pre-developed requirements for each category of workers. Its main tools are all sorts of tests, interviews, and exams.

Current control usually exists in the form of strategic and operational control.

Strategic control as an object uses the efficiency of using the organization's resources in terms of achieving its main goals and is carried out not only in terms of quantitative, but also in terms of quality. The process of strategic control is reduced to the collection, processing and evaluation of information on the level of labor productivity, the introduction of new methods of work, technologies, and the like, both in the organization as a whole and in its divisions.

Operational control is focused on the current trade (production) and economic activities.

Internal and external control are often applied in a certain proportion at the same time, depending on the type of obligations:

From the ability to obtain a reliable assessment of the results (if there is such an opportunity, then external control is preferable, if not, internal control);

From the nature of subordinates (for unscrupulous and inaccurate workers, external control is preferable; for conscientious - internal);

From the microclimate in the team (if favorable - external control, which will allow to smooth out or prevent conflicts in the team by will);

From the accepted system of remuneration according to the results of activity (with individual forms of work, external control prevails; with collective forms, internal control).

Internal control is carried out in all economic activities of the organization.

Examples of different types of control in the Supermarket "Kirovsky" on Sirenevy Boulevard 2.

1. An example of preliminary control. On Wednesdays, Thursdays, Fridays, goods are delivered to the perfumery and cosmetics department. Perfume and cosmetic products from the Kalina concern arrived on Wednesday: shampoos, creams, and soaps. The senior seller of the department, together with the loader and the representative of the supplier, counted the number of boxes, opened one box of each item of goods, counted the number of units of goods, checked the integrity of the packaging, left some of the boxes in the department, and transferred the rest to the back rooms. The senior salesperson signed the invoice, and the supplier's representative also signed. One copy remained with the head. department and the other was taken by the supplier's representative.

2. An example of current control. During the start of work, the manager, together with the seller, remove the X - report and knock out a zero check, then the manager. department leaves a bargaining chip to the seller for change. Also during the working day the department goes to the trading floor to check the employees and their work, also checks the layout, price tags, etc.

3. An example of the final control. At the end of the day, the department, together with the seller, make a Z - report and the sellers hand over the proceeds for the day. They also check the layout, equipment, assortment, ventilate the trading floor to start the next day.

4. An example of internal control. The administration of the store, for example, Kovpak I.I., went through the departments, checked the display of goods, the design of price tags, compliance with the assortment list, etc.

5. An example of external control. Carrying out control measures by state and municipal control (supervision) bodies: Rospotrebnadzor, tax service, fire inspectorate, migration service, department for combating economic crimes, etc.

Table No. 1 shows the types of control and their characteristics.

Table number 1. Types of control and their characteristics

Types of control		Objects of control
Preliminary	Conducted before a decision is made on a particular issue in order to prevent incorrect or unreasonable decisions.
	It is carried out in the process of executing the decisions made (planned tasks). Purpose - timely detection of deviations (problems). It is carried out in the form of control of the work of a subordinate by his immediate superior.	Labor, material and financial resources
Final	It is carried out after the implementation of the solution to check the correctness of its execution.
Strategic	Provides for the accounting, evaluation and analysis of the results of the development and implementation of a promising concept for the development of the organization.	Important aspects of the organization's policy: marketing, assortment portfolio, and so on.
Operational	It is aimed at the current accounting and analysis of processes. The task is to ensure the fulfillment of the accepted plan targets.	Thematic and production tasks, terms of work, quality of work, resources, enterprise protection
Financial	It is focused on the final economic results of the organization's activities and is carried out at different levels of management in accordance with the accepted organizational structure of management.	Economic indicators: profit, costs, production and sales volumes, investments, financial condition of the enterprise (solvency and liquidity).
Administrative	It extends to the processes of activity and their management, has a hierarchical structure.	The production and economic process as a whole and its individual parts, planned targets, delivery dates, personnel discipline, and so on.
	It is built as an integral system, constantly functioning in the accepted organizational management structure, or it assumes complete control of the entire facility.	Labor, material and financial resources.
Selective	It is organized as a one-time event that has a target character or involves partial control of the object.	Labor, material and financial resources.
Interior	The control system is organized by the enterprise independently.	Labor, material and financial resources.
	Control by external control bodies.	Labor, material and financial resources.
Planned	It is carried out in a planned manner, for example, monthly, quarterly.	Any object
unscheduled (sudden)	It is carried out when negative signals are received from the internal environment of the enterprise.	Labor, material and financial resources.

4. Control process, main stages

The control process includes three distinct stages:

· Development of standards;

· Changing the actual results and comparing them with the standards;

· Correction of actions.

The first step in any control process is the development of standards. Standard - it is a desired outcome or expected event against which managers can compare the subsequent sequence. Having clear standards makes it possible to measure the extent to which they are being achieved. The standards should adequately reflect the purpose of the control and be determined by the objectives of the organization. All standards used for control are selected from the multiple goals of the organization and its strategies. The goals used as standards for control are distinguished by two features: the time frame in which the work must be done, the specific criterion against which the degree of work can be assessed. A specific criterion and a specific period of time are performance indicators that specify exactly what must be achieved in order to achieve the set goals. It is relatively easy to establish performance indicators for quantities such as turnover, profits, raw material costs, because they are quantifiable. But some goals cannot be expressed in numbers. For example, raising the moral level of the employees of the organization. However, these quantities can be quantified indirectly. So the number of layoffs is a measure of a person's job satisfaction. The danger of using proxy indicators is that they can be influenced by various factors, both external and internal.

The second stage of the control process is to change the actual results and compare them with the established standards. At this stage, the manager determines how the results achieved meet his expectations, and gives an assessment of the safety and acceptability of the detected deviations from the standards.

Determining tolerances is a very important issue, as reducing tolerances can be costly. The costs of the control system consist of the time spent by employees on the collection, transmission and analysis of information, as well as the costs of all types of equipment used for control, and the costs of storing, transmitting and searching for information related to control issues.

Information intended for monitoring needs must be timely, accurate, and enable informed decisions to be made about whether to act or not to act in a particular situation. The sources of this information are constant targeted observations, accounting reports, current statistics, public opinion polls, final reports, and others.

Measuring results is the most expensive and time-consuming element of the control process. For measurements, it is necessary to select a unit corresponding to the type of controlled activity. So, if the established standard is profit, then the measurement should be carried out in rubles or as a percentage.

It is necessary that the speed, frequency, accuracy of measurements be consistent with the activity to be controlled.

The use of computers in the control system makes inspections much faster, cheaper and more accurate. For example, the use of computerized cash registers will allow trade organizations to determine and issue in tabular form data on the status and inventory at the time of purchase of goods. But any system for collecting and processing information is relatively expensive. The cost of making measurements is often the largest cost element in the entire inspection process.

Transfer and dissemination of information. For the control system to be effective, it is necessary to bring to the attention of all interested employees of the organization the established standards and the results achieved. At the same time, effective communication should be ensured between those who should carry them out.

The main difficulties that arise in the way of collecting and disseminating control information are related to various communication problems. Most of the information, even when using a computer, must be processed by a person. Human participation is associated with the possible distortion of information on the basis of which decisions in the field of control should be made. Distorted information plays a negative role in cases where subjective assessments are inevitable. For example, if specific goals, criteria and standards are formulated, then the manager's performance can be assessed with minimal distortion and more effectively.

The participation of employees in the organization in the control procedure is an effective means of improving control at all levels. It is necessary, whenever possible, to involve subordinates in the procedure for developing standards, despite the fact that this is the prerogative of the manager.

Evaluation of information about the results is the final stage of the second stage of the control process. It consists in evaluating information about the results obtained. The manager decides whether the received information is needed and determines the degree of its importance. Important information is information that adequately describes the phenomenon under study and is sufficient to make the right decision. The scale of permissible deviations can serve as a measure of evaluation. Managers must give personal assessments of the significance of the information received and establish a connection between planned and actually achieved results. The purpose of this assessment is to make the best decision about the need for action.

Actions represent the third stage of control and consist of adjustments, if necessary. Adjustments can be made in two directions. They may involve adjusting actions and adjusting standards.

Actions taken after comparing the results with the established results are divided into three types.

· Nothing should be done if a comparison of the actual results with the established standards shows that the established goals have been achieved. In this case, the changes must be continued, repeating the control cycle.

· Deviations need to be corrected if the estimates indicate that the scale of standard deviations has exceeded the established level, while the control system must accurately indicate the cause of the deviations. Corrective actions to address deviations should begin by identifying the causes of these deviations in order to get the organization back on track. Before choosing a corrective action, it is necessary to weigh all relevant internal factors and their interrelationships. Since all departments of an organization are interconnected, any major change in one of the departments will affect the entire organization.

· Revision of standards is necessary when the standards themselves turn out to be unrealistic, insufficiently substantiated by plans, and plans are a forecast for the future. When plans are revised, standards are also revised. Successful organizations often revise their standards upwards. The standards, which are very difficult to meet, actually nullify all the aspirations of workers and managers to achieve their goals.

During the internship in the supermarket "Kirovskoye" Lidia Boulevard, 2 students of group 2-5M were supervised by the master Ryabkova Lidia Alexandrovna. The students had an internship from 24.01.11 to 06.03.11. From 10.00 to 11.00 - training sessions, and from 11.00 to 19.00 - work in the department every other day. Lunch breaks from 12.00-12.30 and from 17.00-17.30. This was the schedule of our work, but the control was insufficient. Sometimes we came to the hall later and left earlier for lunch and home. The master rarely checked us, and the head. The department had no control over us. All this led to the fact that some girls did not go out to the gym at all after classes.

In the department, each salesperson has their own rack, for which they are responsible. When a product runs out on the shelves, sellers replenish it. It checks everything. department, empty shelves should not be. Since there are no anti-theft gates and bar coding of goods in the department, the sellers themselves keep order and buyers in the hall. Some of their sellers are at the entrance to the department, and someone is at the exit.

Also, the technical school has its own standards, charter, which we must comply with, but not always all this is done. Students and staff of the technical school, for example, must not be late, follow the internal regulations, safety rules, and much more. But students simply cannot live without being late and violate the internal regulations - they smoke in the wrong places, use obscene words, for which they are punished. Conclusion: lack of control.

5. Control rules "managerial five", control documentation

In management practice, there is a so-called control technology, which consists of five groups:

The 1st group is the process of choosing the concept of control and includes a system, process or private checks; determination of the subject and purpose of control; definition of a supervisory authority.

The 2nd group is the process of determining control standards and contains ethical, legal, production and other standards.

The 3rd group is the process of determining the scope and scope of control, which can be complete, continuous, episodic, selective, financial, etc. Product quality, labor productivity, etc. may be subject to control. Product quality control is called quality inspection and is referred to as control in a narrow sense.

The 4th group combines methods or types of control, for example, preliminary (diagnostic, therapeutic), current, final, etc.

The 5th group represents the process of determining the purpose of control, which includes: the appropriateness, correctness, regularity and effectiveness of control.

The German management specialist G. Schroeder identified the following negative manifestations of control: the fact that an employee is under supervision forces him to observe himself, but at the same time, a person begins to think about his automatically flowing actions and loses self-confidence.

Control is a sign of a difference in status. It goes against the human need for recognition and appreciation (the one who is controlled is in most cases the subordinate);

Control is especially unpleasant when the observed does not know exactly what is being controlled, since control is legalized, no one can protect themselves from it; the irritation arising from this cause "poured out" somewhere else;

Control is often subjectively perceived as nit-picking, although the leader does not think about it;

Control can be perceived as distrust, in which case it prevents good relations between the leader and subordinates.

The employee must see that the control is not aimed at his personality, but at the work process;

The employee must know what exactly is controlled;

should be controlled openly;

It is necessary to exercise control over the result, and not over actions;

When organizing control, it should be limited to essential points - there should not be many indicators of control;

exercising control, it is necessary to adhere to a friendly tone when communicating;

· when bringing work instructions, special attention should be paid to the presentation of signs of control.

It is necessary to constantly keep in mind the target setting of control, not to allow it to turn into an independent function;

control must correspond to the nature of the controlled process;

It is necessary to justify control, to make its purpose clear;

Responsibility should be delegated.

Method of control "Managerial five". In the activity of a manager, the improvement of the style and method of personnel management is of great importance. The head of the enterprise should be inherent in managerial responsibility, fairness and objectivity in assessing each employee. Observations show that many leaders in their gestures use mainly the index finger, as if stating the guilt of subordinates. In practical management, there is the concept of "Managerial five", which gives a visual representation of the optimal choice of style of work with personnel.

Consider the functions that the fingers perform in the "Managerial Five".

The index finger usually points to someone whom the manager wants to accuse of dishonesty, indiscipline, lack of preparation, carelessness, etc. However, this technique can only be used if the manager has answered positively to himself the following questions, "responsible" for which are three fingers pointing back:

"Who chose this person to do a job that was not done satisfactorily?" (middle finger);

"Who instructed the worker how it was done?" (ring finger);

"Was there adequate control over his work? How could a bad result in the work of an employee with good management be obtained?" (little finger).

If positive marks are received for all answers, it is possible to unbend the "accusing" index finger and blame the worker for the failure of the task.

The thumb reminds that too strict punishment (excessive pressure) will not allow success and negatively affects the worker's performance.

6. State and municipal control of retail trade enterprises

Federal Law No. 294-FZ of December 26, 2008 "On the Protection of the Rights of Legal Entities and Individual Entrepreneurs in the Implementation of State Control (Supervision) and Municipal Control".

This Federal Law establishes:

1) the procedure for organizing and conducting inspections of legal entities, individual entrepreneurs by bodies authorized to exercise state control (supervision), municipal control;

2) the procedure for the interaction of bodies authorized to exercise state control (supervision), municipal control, when organizing and conducting inspections;

3) the rights and obligations of the bodies authorized to exercise state control (supervision), municipal control, their officials during inspections;

4) the rights and obligations of legal entities, individual entrepreneurs in the exercise of state control (supervision), municipal control, measures to protect their rights and legitimate interests.

The main principles for protecting the rights of legal entities, individual entrepreneurs in the exercise of state control (supervision), municipal control are:

1) a predominantly notification procedure for the commencement of certain types of entrepreneurial activity;

2) presumption of good faith of legal entities, individual entrepreneurs;

3) openness and accessibility for legal entities, individual entrepreneurs of the regulatory legal acts of the Russian Federation, municipal legal acts, compliance with which is checked in the exercise of state control (supervision), municipal control, as well as information on the organization and implementation of state control (supervision), municipal control , on the rights and obligations of state control (supervision) bodies, municipal control bodies, their officials, with the exception of information, the free distribution of which is prohibited or restricted in accordance with the legislation of the Russian Federation;

6) the inadmissibility of the requirement for legal entities, individual entrepreneurs to obtain permits, conclusions and other documents issued by public authorities, local governments, to start the implementation of certain types of work, services established by this Federal Law in the event that these persons submit notifications of the start of entrepreneurial activities ;

8) inadmissibility of collection by state control (supervision) bodies, municipal control bodies from legal entities, individual entrepreneurs of a fee for carrying out control measures;

Organizing and conducting a scheduled inspection:

1. The subject of a scheduled inspection is the compliance by a legal entity, an individual entrepreneur in the process of carrying out activities with the mandatory requirements and requirements established by municipal legal acts, as well as the compliance of the information contained in the notification on the commencement of certain types of entrepreneurial activity with the mandatory requirements.

2. Scheduled inspections are carried out no more than once every three years.

3. Scheduled inspections are carried out on the basis of annual plans developed by state control (supervision) bodies, municipal control bodies in accordance with their powers.

4. A scheduled inspection is carried out in the form of a documentary inspection and (or) field inspection in the manner prescribed by Articles 11 and 12 of this Federal Law, respectively.

5. A legal entity, an individual entrepreneur is notified of a scheduled inspection by a state control (supervision) body, a municipal control body no later than three working days before the start of its conduct by sending a copy of the order or order of the head, deputy head of the state control (supervision) body , the municipal control body on the start of a scheduled inspection by registered mail with a return receipt or in any other available way.

Organization and conduct of an unscheduled inspection:

1. The subject of an unscheduled inspection is the observance by a legal entity, an individual entrepreneur in the process of carrying out activities of the mandatory requirements and requirements established by municipal legal acts, the fulfillment of instructions of state control (supervision) bodies, municipal control bodies, the implementation of measures to prevent harm to life, health of citizens, harm to animals, plants, the environment, to ensure the security of the state, to prevent natural and man-made emergencies, to eliminate the consequences of such harm.

2. Applications and applications that do not allow identifying the person who applied to the state control (supervision) body, municipal control body, as well as applications and applications that do not contain information about the facts specified in part 2 of this article, cannot serve as a basis for conducting an unscheduled checks.

3. An unscheduled inspection is carried out in the form of a documentary inspection and (or) an on-site inspection in the manner prescribed by Articles 11 and 12 of this Federal Law, respectively.

4. An unscheduled on-site inspection of legal entities, individual entrepreneurs, related in accordance with the legislation of the Russian Federation to small or medium-sized businesses, may be carried out on the grounds specified in subparagraphs "a" and "b" of paragraph 2 of part 2 of this article, by state authorities control (supervision), municipal control bodies after agreement with the prosecutor's office at the place of operation of such legal entities, individual entrepreneurs.

Field check:

1. The subject of an on-site inspection is the information contained in the documents of a legal entity, an individual entrepreneur, as well as the compliance of their employees, the condition of the territories, buildings, structures, structures, premises, equipment, similar objects, vehicles used by these persons in the course of their activities, produced and sold goods (work performed, services provided) by a legal entity, individual entrepreneur and measures taken by them to fulfill the mandatory requirements and requirements established by municipal legal acts.

2. An on-site inspection (both scheduled and unscheduled) is carried out at the location of the legal entity, the place of activity of an individual entrepreneur and (or) at the place of actual implementation of their activities.

3. An on-site inspection begins with the presentation of an official ID by officials of a state control (supervision) body, a municipal control body, the mandatory familiarization of the head or other official of a legal entity, an individual entrepreneur, his authorized representative with an order or order of the head, deputy head of the state control body ( supervision), the municipal control body on the appointment of an on-site inspection and with the powers of persons conducting an on-site inspection, as well as with the goals, objectives, grounds for conducting an on-site inspection, the types and scope of control measures, the composition of experts, representatives of expert organizations involved in the on-site inspection, with terms and conditions of its implementation.

4. The audit report is drawn up immediately after its completion in two copies, one of which with copies of the annexes is handed over to the head, other official or authorized representative of the legal entity, individual entrepreneur, his authorized representative against receipt of familiarization or refusal to familiarize with the audit report. In the absence of the head, other official or authorized representative of the legal entity, individual entrepreneur, his authorized representative, as well as in the event of the refusal of the person being checked to give a receipt for familiarization or refusal to familiarize himself with the inspection report, the act is sent by registered mail with a return receipt, which is attached to a copy of the inspection report kept in the file of the state control (supervision) body or municipal control body.

Conclusions and offers

Control is an important part of management. Since control is present everywhere, both in managing people and in managing an enterprise. Control can be different, has its own stages and processes, goals and objectives, etc. This is a very difficult, but necessary process to achieve your goals. In my term paper, I analyze the control in the supermarket "Kirovsky" Lilac Boulevard 2. There are both strengths and weaknesses of control.

Strengths of control in the department of perfumery and cosmetics: well-controlled personnel, product display, shelf life of goods, acceptance of goods, product quality, customer service, i.e., all the main business processes of a trading enterprise are controlled, which ensures the implementation of economic indicators work.

Weaknesses of control: Old cash register equipment, which leads to inconvenience in customer service, reduces the quality of service. Lack of anti-theft gates and bar coding, which entails theft, and then shortages. Not the ability of sellers to advise buyers, insufficient knowledge of the consumer properties of goods.

Conclusion: Control in the supermarket "Kirovsky" Lilac Boulevard 2 is insufficient. My recommendations:

1) Updating cash register equipment and commercial equipment;

2) Professional development of department employees;

3) Periodic internal audits, eg "mystery shopper".

4) Certification of personnel.

5) Strengthening the control of labor discipline of service personnel

Bibliography

1. Law No. 294 http://www.consultant.ru

2. "Fundamentals of management in trade" L.I. Rubtsova, 2006

3. "Management" G.B. Kaznacheva, 2008

4. http://www.bibliotekar.ru/biznes-29/46.

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