Introduction

The country's transition to a market economy, access to the world level requires enterprises to increase production efficiency, competitiveness of products based on the implementation of the achievements of scientific and technological progress, effective forms of management and modern methods personnel management.

In order to successfully manage an enterprise, it is necessary to clearly understand the main mechanisms and patterns by which economic activity businesses to look out for. In other words, it is necessary to have a sufficiently high level of competence in matters of enterprise economics.

The main task of the enterprise in all cases is to generate income through the sale of manufactured products to consumers (work performed, services rendered). On the basis of the income received, social and economic needs are satisfied labor collective and owners of the means of production.

For the successful functioning of the enterprise, an analysis must be organized economic indicators activities of the enterprise and planning of its production and economic activities.

In this course work, the main economic categories and indicators that can be used to evaluate the activities of the enterprise from various angles are considered and the main technical and economic indicators of the enterprise are calculated on the basis of the proposed data.

Methodological framework for implementation term paper are tutorials and materials of periodicals on the economy of the enterprise of the enterprise, research of domestic and foreign scientists in the field of development of the efficiency of enterprises.

The concept of an enterprise, the goals and objectives of its activities

Before proceeding to consider the essence of the enterprise, the definition of the term "enterprise" should be given.

An enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective, capable of using the means of production at its disposal to manufacture the products needed by consumers (perform work, provide services) for the corresponding purpose, profile and assortment.

An enterprise as an object of study is a separate production and economic unit that has the rights legal entity engaged in the production and sale of products, performance of work, provision of services.

The main task of the enterprise is economic activity aimed at making a profit to meet the interests of the owner of the enterprise.

The enterprise is the primary link in the economic system of the state. The enterprise produces goods, performs work, renders services; jobs are created that provide employment for the working-age population and consumer demand. The enterprise is the main taxpayer, replenishes the revenue side of the state and local budgets.

In the system of the national economy, the enterprise is the main link, which is determined by the following circumstances:

1. The enterprises manufacture products, perform work, services that form the material basis of the life of both a person and society as a whole. The standard of living of people and the well-being of the state depend on what kind of products the enterprise produces, what costs it incurs for its manufacture.

2. An enterprise is a form of organizing the life of each person and society as a whole. Here is an employee, realizing his creative potential contributes to social production... Here he receives remuneration for his work, financially providing himself and his family members.

3. The enterprise acts as the main subject of industrial relations that develop in the process of production and sales of products between various participants.

4. An enterprise is not only an economic, but also a social organization, since it is based on a person or a work collective. In work, in the team, a sense of belonging to the affairs of society is realized, the development of each employee of the enterprise as a person takes place.

5. At enterprises, the interests of society, the owner, the collective and the employee are intertwined, their contradictions unfold and are resolved.

6. The enterprise, carrying out production and economic activities, has an impact on the environment natural environment, determining the state of the sphere of human habitation.

Thus, we can conclude that effective work enterprises is the most important condition for the welfare and prosperity of the state.

Currently, the status of the enterprise, the procedure for its creation and liquidation, the conditions for the formation and use of property, economic, economic and social activities, the relationship of the enterprise with the authorities government controlled and local government are mainly governed by national legislation.

Government authorities set the rules for the economic behavior of enterprises through a system of laws and normative documents regulating and regulating their activities.

There are two main models of functioning of business entities - directive and social-market economy. The essence and features of the activities of enterprises in different conditions are as follows.

In a centralized, directive system of management, an enterprise is an economic entity with the rights of a legal entity, which, based on the use of property by the labor collective, produces and sells products, develops according to a plan, works on the basis of cost accounting.

In a social market economy, an enterprise is an independent business entity that has the rights of a legal entity, whose activities are aimed at making a profit, is carried out at its own risk and under its own property responsibility. There are three significant differences in the above definitions.

The first is complete independence in a market economy and limited independence in a directive. The second is the purpose of the activity: profitable work in a market environment and production - in a centralized system of government. The third is the property liability of the owners of the enterprise: in a social market economy - the risk of losing property and in a directive economy - covering losses through subsidies from the state budget.

The period of transformation of the administrative-command model of management into a social-market system is called a transitional economy.

In a transitional economy, an enterprise is influenced by both market factors and directive methods of regulation, which has a negative impact on the efficiency of its work.

To study the production and economic activities of the enterprise, it is necessary to dwell on such concepts as the internal and external environment of the enterprise. The internal environment of an enterprise is people, means of production, information and money. The result of the interaction of the components of the internal environment is the finished product (work performed, services rendered) (Fig. 1).

Fig. 1. Internal environment of the enterprise

The external environment, which directly determines the efficiency of the enterprise, is, first of all, consumers of products, suppliers of production components, as well as government agencies and the population living in the vicinity of the enterprise (Fig. 2).

Fig. 2. External environment of the enterprise

The most important task of the enterprise in all cases is to generate income through the sale of manufactured products to consumers (work performed, services rendered). On the basis of the income received, the social and economic needs of the labor collective and the owners of the means of production are satisfied.

Regardless of the form of ownership, the company operates, as a rule, on the principles of full cost accounting, self-sufficiency and self-financing. It independently concludes contracts with consumers of products, including receiving government orders, and also concludes contracts and makes settlements with suppliers of the required production resources.

The main functions of the enterprise include:

production of products for industrial and personal consumption;

sale and delivery of products to consumers;

after-sales service of products;

material and technical support of production at the enterprise;

management and organization of personnel work at the enterprise;

all-round development and growth of production volumes at the enterprise;

entrepreneurship;

payment of taxes, compliance with mandatory and voluntary contributions and payments to the budget and other financial authorities;

compliance with applicable standards, regulations, government laws.

The functions of the enterprise are concretized and refined depending on:

the size of the enterprise;

industry affiliation;

degrees of specialization and cooperation;

availability of social infrastructure;

forms of ownership.

Enterprises differ among themselves in terms of production volume, organizational structure, the degree of specialization, the type of production processes and a number of other features.

Enterprises can consist of a number of structural units and structural divisions that perform certain stages of the production process (main shops, sections) or prepare conditions for the manufacture of products (auxiliary shops). In a number of industries (coal, sugar, alcohol, etc.), the main manufacturing process not subdivided into shops. Such enterprises have a shopless structure and are subdivided into sections. For the most part, small enterprises do not have a workshop division.

Enterprises in a market economy can be classified according to various criteria.

By forms of ownership, enterprises are state and private. If in authorized capital a business entity has a share of public and private property, then such an enterprise has a mixed form of ownership. Communal and republican are varieties of state ownership. There is the property of public and religious organizations. Enterprises with such forms of ownership have the main goal not to make a profit and increase capital, but to fulfill the statutory functions of creative unions, confessions and other similar structures. In some legislative acts of the post-Soviet republics there are such formulations of enterprise ownership: collective, joint, share, public, national. Such interpretations of ownership are highly controversial.

By forms of management, enterprises act as open and closed joint-stock companies, limited liability companies, additional liability companies, unitary enterprise, leased enterprise, cooperative, general and limited partnership and others. The specifics of the operation of the leased enterprise are specified in the lease agreement between the lessee and the owner-lessor. The cooperative provides for the participation in the joint work of the members of the cooperative. Full liability partnerships with third parties are rare. The most common forms of business are a joint stock company (JSC) and a limited liability company or partnership (LLC). The procedure for the formation of property, distribution of profits and responsibility between the participants in the company is established in the charter. Compensation for damage to third parties in bankruptcy is carried out within the equity capital. The sequence of satisfaction of creditors' claims is regulated by national legislation. The main difference between joint stock company and a limited liability company consists in the fact that the JSC issues shares for the amount of the authorized capital, issues them to their owners, a register of shareholders is kept, and in the LLC the share contribution of the owners is set as a percentage.

Enterprises are grouped by size as large, medium and small. The signs of attribution of enterprises to one of the subgroups are indicated in legislative or by-laws. Small businesses with a small headcount, profits, or sales have incentives over large ones in the form of tax breaks or other incentive mechanisms to help develop and strengthen small businesses.

According to the participation of foreign capital, enterprises are divided into joint, foreign and foreign. Joint venture located on the territory of the country, has a share in the authorized capital owned by foreign investors. A foreign enterprise is represented by national capital exported from the state as a contribution to the authorized capital of an enterprise registered in another country. A foreign company has one hundred percent of the authorized capital owned by legal entities or individuals of other states.

On a sectoral basis, enterprises belong to the sphere of material production - industry, construction, Agriculture, communication, transport; and intangible production - health care, education, trade, science, culture and others. In turn, each industry is subdivided into sub-sectors. For example, in industry, based on the nature of raw materials or the purpose of the finished product, the coal industry, energy, metallurgy, mechanical engineering, chemical, light and food industry, production building materials... In mechanical engineering, machine tools, automotive, tractor, instrument making, etc. are distinguished. Industry classification can be aggregated and detailed. It is used to statistically characterize the structure of enterprises and their performance indicators.

By types of associations, enterprises are included in production, republican, regional, national or transnational companies. There are such varieties - concern, consortium, holding. The concern includes enterprises belonging to one (or several) industries. In addition to enterprises, the consortium includes banking, financial and insurance structures. The holding is created by the owners to manage the controlling stake in the subordinate enterprises. The financial and industrial group combines industrial and banking capital.

By the types of splitting, subsidiaries, branches and other structures are distinguished with a settlement account and a separate balance sheet or without them, with or without the right of a legal entity.

According to the purpose of their activities, enterprises are divided into commercial (focused on increasing profits and capital), non-commercial (performing other statutory tasks) or mixed.

In the course of work, the management of the enterprise makes various decisions. They relate, in particular, to the assortment of products, the markets to which it is supposed to enter, the issues of strengthening one's position in the competition, choosing the optimal technology, materials, etc. Activities that are aimed at solving these problems are called the business policy of the enterprise.

The system of the firm's goals

As you know, any enterprise is created to make a profit. However, this is far from the only desire of the owner of the company. In addition to the desire to receive income, there should be strategic goals firms. These include:

1. The conquest or retention of the largest possible sales sector for your product.
2. Improving the quality of products.
3. Entering a leading position in the field of technological support.
4. Maximum use of financial, raw materials and labor resources.
5. Increasing the profitability of operations.
6. Achieving the highest possible employment.

Implementation plan

The main goals of the company are achieved in stages. The work plan of the enterprise includes the following stages:

Mission statement

The enterprise must clearly understand the tasks that will be solved in the course of work. The objectives of the firm must correspond to the goods (services) supplied to consumers, existing technologies. This takes into account the influence of external factors. The mission statement should include a description of the company's culture, a characteristic of the working atmosphere.

The importance of the mission

Individual leaders do not worry about its choice and formulation. If you ask some of them what the firms are, then the answer will be obvious - to get the maximum income. Meanwhile, the choice of making a profit as the mission of the enterprise is unfortunate. important for any company. However, its receipt is exclusively an internal task of the enterprise. The firm is, in its essence, an open structure. She can only survive if she meets specific external needs. To make a profit, a company needs to analyze the state of the environment in which it operates. That is why the goals of the firm are determined by external factors. To select a suitable mission, the management needs to answer 2 questions: "Who are the company's clients?" and "What customer needs is the business able to meet?" Any entity that uses the benefits created by the firm will act as a consumer.

Nuances

The need to articulate the goals of the firm has been recognized for a long time. G. Ford, creating the enterprise, chose the provision of cheap transport to people as a mission. Making a profit is a rather narrow goal of the company. Her choice limits the leader's ability to consider acceptable alternatives in the decision-making process. This, in turn, can lead to the fact that key factors can be ignored. Accordingly, subsequent decisions may contribute to a decrease in performance.

Difficulty of choice

Many non-profit structures have a fairly large customer base... In this regard, it is rather difficult for them to formulate their mission. In this case, you can pay attention to the institutions under the Government. Thus, it is believed that the Ministry of Commerce provides assistance to entities involved in the implementation. In practice, in addition to solving the tasks of supporting entrepreneurship, this institution should also meet the needs of the public and the Government itself. Despite the difficulties, the non-profit structure needs to formulate an appropriate mission for itself, taking into account the needs of clients. Leaders of small companies should be clear about the goals of the company in the market. The danger here lies in choosing a mission that is too difficult. For example, a giant like IBM not only can, but must strive to meet the needs of the vast information community. At the same time, a newcomer to this industry will be limited to providing software or equipment for processing a small amount of data.

Tasks

They are consistent with the purpose of the firm. The objectives are to achieve the indicators that are planned for a specific period. Their volume will be determined taking into account the interests of the owner of the company, the amount of capital, external and internal factors. The owner of the enterprise has the right to set tasks for the personnel. At the same time, its status does not matter. He can be a private person, a shareholder or a government agency.

List of tasks

It may include various items, depending on the specifics of the enterprise. The tasks of the company include:

As you can see, making a profit is included in the list of tasks of the enterprise, not goals. This proves once again that earning income cannot be a key area of ​​work.

Formation of the purpose of the company

It is carried out in accordance with a number of principles. The objectives of the firm should:

1. Be real and achievable.
2. Be clear and unambiguous.
3. Have a specific time frame for reaching.
4. Motivate work in the right direction.
5. Focused on a specific effect.
6. Be available for correction and verification.

Any enterprise, when developing its business policy, carries out an analysis of the environment of existence. It identifies critical elements that can affect the company's ability to accomplish tasks and achieve planned goals.

External factors

They are consumers, suppliers, population and government agencies. The state of the external environment has a direct impact on the efficiency of the firm. For example, consumer demand will affect production volumes. The higher it is, the greater the amount of products produced. The external environment includes the work area and the general area. The first consists of elements with which the enterprise has direct contact. For each company, the working environment may be more or less the same, depending on the overall direction of business policy and industry. Consumers, competitors, suppliers form the immediate environment. Everything else belongs to the general environment. It is formed from political, social, technological, economic factors. The general environment influences the strategy of the company, the choice of development directions. At the same time, the company takes into account the impact of the work environment on its capabilities.

Internal factors

They are staff, production facilities, financial and information resources. The result of the interaction of these factors is expressed in finished products(services provided, works performed). The internal environment includes departments, elements, services directly involved in production activities... Changes in the composition of these components have an impact on the direction of the enterprise. Taken together, internal and external factors form the organizational environment of the company.

Conclusion

A strategy is formulated for the implementation of the assigned tasks at the enterprise. It includes various means or ways to achieve goals. The development of a set of alternative options is carried out according to the results integrated analysis the work of the enterprise, competitors, customer needs. is an integral element. Development of tasks can be carried out for different periods. They can be short-term or long-term. The strategy must be flexible. This is especially true in modern conditions. When setting goals, an enterprise must soberly assess its resources and capabilities. Companies often take on as much as they cannot. As a result, it is not only the reputation of the company that suffers. Rash steps that do not correspond to the specifics and capabilities of the company goals often lead to large debts to counterparties, bankruptcy. In order to avoid such problems, it is necessary to approach the choice of your mission with all responsibility.

The environment of an organization consists of various elements that constantly interact with each other. The degree of controllability of the company will be determined by the level of knowledge about the opportunities that open up in the external environment, the threats lurking in it, and the ability to embody these opportunities and resist threats using the organization's potential, i.e. the readiness of her internal environment.

Under internal environment of the organization the set of all internal factors of the organization that determine the processes of its life is understood. The internal environment of the company is considered as universal, regardless of the organizational form of the company.

The main variables within the organization itself that require management attention are goals, structure, objectives, technology and people.

Goals. An organization is a group of people with common, conscious goals. Organization can be seen as a means to an end that enables people to collectively accomplish what they could not individually accomplish. Goals are specific end states or desired outcomes that the group seeks to achieve by working together. During the planning process, management develops goals and communicates them to members of the organization.

An organization can have a variety of goals. Organizations that do business are focused on creating certain goods or services within the framework of specific restrictions - in terms of costs and profit.

Organization structure Is a logical relationship between management levels and functional areas, built in a form that allows you to most effectively achieve the goals of the organization.

Tasks- a prescribed work, a series of works or a part of a work that must be performed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are assigned not to the employee, but to his position. It is considered that if the task is completed in a given way and within the time frame prescribed, the organization will operate successfully. Organizational tasks are traditionally divided into three categories: working with people, objects and information.

Technology- a means of transforming raw materials - be it people, information or physical materials- the products and services you are looking for. Challenges and technology are closely related. The accomplishment of the task involves the use of a particular technology as a means of converting the input material into the output form.

People. And the organization, and the leadership, and subordinates are nothing more than a group of people. People are central to any governance model. There are three main aspects of the human variable in a situational approach to management: the behavior of individuals, the behavior of people in groups, the nature of the leader's behavior, the functioning of the manager as a leader, and its influence on the behavior of individuals in groups. Human behavior is the result of a combination of individual characteristics of the individual and the external environment.

Factors affecting individual behavior and performance:

1) Mental and physical needs

2) Performance

3) Needs

4) Values ​​and attitudes

5) Values ​​and claims

All internal variables are interrelated (Fig. 1.1). In their totality, they are considered as socio-technical subsystems. Changing one of them affects the others to a certain extent.

Rice. 1.1. Relationship of internal variables

External environment includes all the forces and organizations that the firm encounters in its daily and strategic activities.

The leader must take into account the external environment as a whole, since the organization is an open system that depends on the exchange of inputs and results of activities with the outside world.

The significance of external factors varies from organization to organization and from department to department in the same organization. Factors that have an immediate impact on the organization refer to the direct impact environment; all others - to the environment of indirect influence.

All factors of the external environment are interdependent and interact with each other. The complexity of the external environment refers to the number and variety of external factors to which the organization is forced to respond. The mobility of the environment is characterized by the rate at which changes occur in the environment. The uncertainty of the environment is a function of the amount of information available for a particular factor and the confidence in the reliability of this information.

The main environmental factors of direct impact are the suppliers of materials, labor and capital, laws and authorities state regulation, consumers and competitors.

Suppliers. From a systems perspective, organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between an organization and a supplier network is one of the clearest examples of the direct impact of the environment on an organization's operations and performance.

Laws and government regulation bodies. The interaction between buyers and sellers is subject to numerous legal restrictions. Each organization has a specific legal status and this determines how she can conduct her business and what taxes she must pay.

Consumers. The very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities.

Competitors. If you do not meet the needs of consumers as effectively as competitors do, the enterprise will not stay afloat for long. In many cases, it is not consumers but competitors who determine what kind of product to sell and what price to ask for.

Environmental factors of indirect impact usually do not affect the organization as noticeably as direct impact environmental factors. However, you need to take them into account. The main environmental factors of indirect impact include technology, the state of the economy, the political environment and socio-cultural factors.

Technology is both an internal variable and external factor of great importance. Technological innovations affect the efficiency with which products can be manufactured and sold, the rate at which the product becomes obsolete, how information can be collected, stored and distributed, and the kinds of services and products that consumers in an organization expect.

The state of the economy... Management should be able to assess how general changes in the state of the economy will affect the state of affairs of the organization.

Sociocultural factors. Any organization operates in at least one cultural environment, therefore attitudes, life values ​​and traditions affect the organization.

Political situation. Certain aspects of the political environment are of particular interest to the leadership. One of them is the attitude of the administration, legislatures and courts towards business. The other is special interest groups and lobbyists. The factor of political stability is also of great importance.

Organizations must be able to effectively respond and adapt to changes in the external environment in order to ensure survival and achievement of their goals.

To study the internal and external environment of the organization, you can conduct SWOT analysis by developing a management matrix for choosing strategic alternatives (Fig. 1.2.).

When filling out the matrix, you must adhere to the following recommendations:

1) Clearly distribute all factors. When dividing factors into internal and external, it is necessary to ask the question whether we can influence it. If we can, the factor is internal, if not, it is external.

2) The factor can be both strength and weakness

3) The wording in the cells should be in the form of an order: "implement", "develop", etc.

4) The number of factors by block does not matter. It is necessary to choose the really influencing factors.

Internal environment External environment	S- POWER S 1 ……… S 2 ………	W - WEAKNESS W 1 ………… .. W 2 ………….
О - EXTERNAL OPPORTUNITIES О 1 …… О 2 ……	SO field	WO field
T- EXTERNAL THREATS T 1 …… T 2 ……	ST field	WT field

Rice. 1.2. Strategic Alternatives Selection Matrix

The method of researching the internal state of the organization and the competitive environment is the management STEP analysis (fig. 1.3).

Rice. 1.3. Management STEP Matrix

The matrix should represent only the factors that actually exist at the moment. No forward-looking proposals are allowed. Since STEP factors are factors of the external environment, their formulation should be such that it is clear that the firm itself cannot influence this factor. As a rule, the block "T" is of increased complexity; it must reflect the advanced directions of development of similar industries in the world.

1.4. Control questions on the topic

1. Definition of the organization.

2. General characteristics organizations.

3. The main elements of the internal environment of the organization.

4. Factors of the external environment of the organization

5. The qualities of a modern manager.

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• Leaders at the forefront take direction

  When I first took up a leadership position, it seemed to me that the leader can control many aspects of the organization. The longer I ruled, the more I realized how little control is concentrated in the hands of the leader. (The only people who have complete control in life are those who do not control anything. They are responsible only to themselves and more ...

• Show your attention

  When you take letters out of your mailbox at home, I am sure that you immediately go through all the envelopes. What are you looking for? Of course, you are looking for a hand-signed envelope, because it indicates that there is a personal letter inside from someone you know well. Each of us needs ...

• Know when to move, know when to step back

  He who gathereth during the harvest is a wise son, but who sleeps during the harvest is a dissolute son. Proverbs 10: 5 In February 2005, I came to Kiev to host a leadership seminar there, attend a major European church, speak there and launch the EQUIP Mandate of Millions of Leaders. One ...

• Find a way to relieve stress

  You will never completely get rid of the stress of tension, so you have to find a way to ease it. Rod Loy, Manager a large company in Little Rock, Arkansas, recalls that when he was the leader in the middle of the organization, he filled out a folder called How will I never behave towards ...

• Get straight to the point

  Victor Hugo said: Life is so short, and we are making it even shorter by wasting our time. I have not yet met a leader who would not want to get to the heart of the matter faster, bypassing general reasoning. Why? Because such people want to see results. Their motto is - Don't think ...

• People who are in the middle link

  On the other hand, leaders in the middle of an organization tend to face the challenge of having a lot of hats on a daily basis. They are required to complete assignments and have knowledge that goes beyond their boundaries. personal experience... They often have to deal with multiple, ever-changing priorities, often with tight deadlines and limited resources. My friend…

• Strong Leaders Empower Their Team

  Wayne Schmidt says: No amount of personal competence replaces personal insecurity. Quite right. Weak leaders always try to go first. They are absorbed in themselves. And such an obsession with themselves makes them surround themselves with not very reliable people. On the other hand, strong leaders focus on those they work with and get sick ...

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21.02.2016 0:23 Consultant Zhemchugov Mikhail, Ph.D.

Let us first note that the division into external and internal goals is rather arbitrary. Basically, it is assumed that internal goals are the goals of enterprise development, external goals are the development of the external environment. Moreover, the development of the enterprise and the development of the external environment is based on a mutually beneficial exchange of resources. In this case, one and the same goal is on the one hand internal, and on the other - external, and further we will talk about them conditionally. The external goals of the enterprise are mainly a means of achieving its internal goals. Internal goals are in many ways a means of achieving external ones. And it is impossible to try to achieve any internal goal without achieving an external one and vice versa.

The hierarchy of enterprise goals (goals tree) is the main goal of the enterprise and private goals, the achievement of which, in combination, leads to the achievement of the main goal of the enterprise. At the same time, the achievement of private goals is a means of achieving the main goal, and when creating a tree of goals, both "external" and "internal" goals can be formed.

The starting point of the hierarchy of goals (both "internal" and "external") is the main goal of the enterprise. This is the goal that the owner sets for his company. Such a main goal can be, for example, profit, the market value of the enterprise ("internal" goals), leadership in their industry ("external" goal).

Let's assume that the main goal is the maximum achievable profit. To achieve it, it is necessary: ​​to obtain the maximum achievable sales of the company's products ("external" goal), and to minimize the costs of its production (while maintaining quality) - efficient production ("internal" goal).

To obtain the maximum achievable revenue, it is necessary that the consumer properties of the manufactured products comply with the consumer's requirements (external goal). And here an optimum is needed between the quality and the price of products (depending on the cost price). Private goals that are set based on the maximum achievable revenue are, for example, the study of consumer needs, the study of the competitive environment, the formation of new consumer needs ("external" goals), the modernization of products and the creation of new products("internal" goals).

The goals for efficient production are the release of products of a given nomenclature in given volumes and a given quality, the introduction of new modern technologies, re-equipment of production, etc. ("internal" goals), as well as finding and obtaining high-quality and inexpensive components and materials, finance, etc. ("external" goals).

Each of the above goals is also decomposed into private goals, and so on to the final indivisible operational goals.

Thus, there is only one hierarchy of enterprise goals, in which there are both "external" and "internal" goals.