Private enterprise is the main economy of any developed state. It is private entrepreneurship that makes it possible to organize the necessary number of jobs, as well as bring significant income to the state treasury.

Entrepreneurial activity is understood as the initiative activity of citizens, which is carried out on the basis of their own costs in order to make a profit. The essence of entrepreneurial activity is the creation of goods or services that can be in demand on the market and are valuable to the consumer.

In modern society, the needs of most people are constantly changing, so entrepreneurs are forced to constantly look for new forms of work that can benefit the consumer. One example of such work may be setting up software on users’ personal computers. If ten to fifteen years ago a computer was a rarity, now it can be found in almost any apartment, so this service is extremely in demand. On the other hand, some services are becoming less popular, for example, with the development of digital photography, many people prefer to store photos on digital media rather than print them on photo paper.

The main essence of entrepreneurship is the combination of economic, production and labor resources to make a profit.

In a more detailed understanding, the essence of entrepreneurship is a combination of enterprise, economic activity and a certain amount of risk to extract maximum income.

Unfortunately, many entrepreneurs in our country forget about the framework within which business should be conducted. Many business owners prefer to pay salaries according to “black” and “gray” schemes, which often leads to labor conflicts. In addition, in pursuit of excess profits, many of them do not pay attention to the quality of the goods manufactured or services provided, which also leads to a negative attitude towards private business.

The most important essence of entrepreneurship is competition, based on current legislation. It is thanks to competition that private entrepreneurs improve the quality of products and lower prices for their goods, which allows consumers to make a choice of goods and services.

5. The influence of the state on the efficiency of the enterprise

In modern conditions, the efficiency of Russian enterprises largely depends on the state. First of all, the creation of a civilized market and the rules of the game in this market depend on the state, i.e. creating a legal framework, ensuring proper law and order in the country and its national security, stabilizing the economy, ensuring social protection and social guarantees, protecting competition, developing the adoption and organizing the implementation of economic legislation.

6. Classification of factors influencing the efficiency of an enterprise

In an economic context, the word “factor” is understood as a driving force that affects the efficiency of an enterprise’s functioning in market conditions.

In a market economy, the efficiency of an enterprise is influenced by a variety of factors. They can be classified according to a variety of criteria.

Depending on the direction of action, all factors can be combined into two groups: positive and negative.

Positive factors are those that have a beneficial effect on the activities of the enterprise, and negative factors, on the contrary.

Depending on the place of origin, all factors can be classified into internal and external.

Internal factors depend on the activities of the enterprise itself, i.e. they are generated by the enterprise itself.

For example, the company has developed and implemented a good system of material incentives, which significantly increased the motivation of workers, which contributed to increased production efficiency.

Another example. At an enterprise with hazardous working conditions, nothing was done to improve them, as a result of which the fatigue and illness of workers sharply increased, which ultimately led to significant defects in products and a decrease in the volume of their sales.

In the first case, the internal factor played a positive role, in the second - a negative one.

Internal factors are so diverse that for better understanding, accounting, analysis and identification of production reserves, it is also advisable to combine them into the following groups:

1) related to the personality of the manager and the ability of his team to manage the enterprise in market conditions;

2) related to the acceleration of scientific and technical progress, the innovation policy of the enterprise;

3) related to improving the organization of production and labor, enterprise management;

4) related to the organizational and legal form of business;

5) related to the creation of a favorable socio-psychological climate in the team;

6) related to the specifics of production and industry;

7) related to the quality and competitiveness of products, cost management and pricing policy;

8) related to depreciation and investment policies.

This classification is conditional; it does not reflect the full variety of factors, but it allows a more detailed presentation of internal factors and their impact on production efficiency. In addition to this classification, all internal factors can be divided into objective and subjective. Objective factors are those factors whose occurrence does not depend on the subject of management, for example, deterioration of mining and geological conditions at a mining enterprise or natural disasters. Subjective factors, and they make up the absolute majority, completely depend on the subject of management, and they must always be in the field of view and analysis.

The efficiency of an enterprise in market conditions largely depends on external factors, which can be classified into the following groups:

1) related to changes in the domestic and global market conditions. This is mainly manifested in changes in supply and demand, as well as price fluctuations;

2) related to changes in the political situation both within the country and on a more global scale;

3) related to the inflationary process;

4) related to the activities of the state.

Production efficiency at enterprises has a multidimensional nature. Knowledge of production factors and the ability to determine their impact on performance indicators make it possible to influence the level of indicators through factor management and create a mechanism for searching for reserves.

According to Magomedaliev: “The modern tools for assessing business performance are quite wide: from a set of classic financial indicators to new concepts of economic added value and a balanced scorecard. However, as businesses grow and their management systems evolve, it becomes increasingly difficult for managers to understand which products, processes and departments affect business performance. It often happens that a large enterprise has more than a thousand operational indicators. As the size and complexity of an enterprise increases, inertia also increases; the lag between the processes of the enterprise’s functioning and its financial results grows. What is most important in large, complex enterprises: non-financial and financial efficiency is concentrated in various parts of it. Functional indicators are scattered throughout the enterprise, while financial indicators relate to the entire enterprise as a whole and its business units.”

In complex economic analysis, along with general or synthetic indicators, private (analytical) indicators are calculated. Each indicator reflected a specific economic category and is formed under the influence of very specific economic and other factors. Factors are elements, reasons that affect a given indicator or a number of indicators. In this understanding, economic factors, as well as economic categories reflected by indicators, are objective in nature. From the point of view of the influence of factors on a given phenomenon or indicator, it is necessary to distinguish between factors of the first, second, ..., nth order. The difference between the concepts of indicator and factor is conditional, since almost every indicator can be considered as a factor of another indicator of a higher order, and vice versa.

Factors in economic analysis that influence the improvement of operational efficiency can be classified according to various criteria. Thus, factors can be general, i.e. influencing a number of indicators, or private, specific to a given indicator. The generalizing nature of many factors is explained by the connection and mutual conditionality that exist between individual indicators.

There are internal factors, or those controlled by the enterprise (they, in turn, are divided into main and non-core), and external, little controlled or completely uncontrollable. Internal main factors are those that theoretically determine the results of an enterprise. Internal non-core factors, although they influence general indicators, are not directly related to the essence of the indicator under consideration, for example, violations of economic and technological discipline. External factors do not depend on the activities of the enterprise, but quantitatively determine the level of use of the production and financial resources of a given enterprise. These factors are shown schematically in Figure 1.1.

Rice. 1.1.

Classification of factors and improvement of the methodology for their analysis make it possible to solve an important problem - to clear the main indicators from the influence of external and secondary factors so that the indicators adopted to assess the effectiveness of an enterprise more objectively reflect its achievements.

Reserves in full can be measured by the gap between the achieved and possible level of resource use, based on the accumulated production potential of the enterprise. Reserves are classified according to different criteria. The basic principle of classifying production reserves is based on sources of production efficiency, which are reduced to three main groups (simple moments of the labor process):

purposeful activity, or work;

subject of labor;

means of labor.

From the position of the enterprise and depending on the sources of education, external and internal reserves are distinguished. External reserves are understood as general national economic reserves, as well as sectoral and regional reserves. An example of the use of reserves in the national economy is the attraction of capital investments in those sectors that provide the greatest economic effect or ensure an acceleration of the pace of scientific and technological progress. The use of external reserves, of course, affects the level of economic indicators of the enterprise, but the main source of increasing the efficiency of enterprises, as a rule, is on-farm reserves.

The use of production and financial resources of an enterprise can be both extensive and intensive. Extensive use of resources and extensive development are oriented towards the involvement of additional resources in production. Intensification of the economy consists, first of all, in ensuring that the results of production grow faster than the costs of it, so that by involving relatively fewer resources in production, greater results can be achieved. The basis for intensive development is scientific and technological progress. Analysis of production intensification requires classification of factors of extensive and intensive development. The classification of factors for intensive and extensive development of production is shown in Figure 1.2.

Rice. 1.2.

The classification of factors that determine economic indicators is the basis for the classification of reserves. There are two concepts of reserves: firstly, reserve reserves (for example, raw materials), the presence of which is necessary for the continuous rhythmic activity of the enterprise; secondly, reserves as not yet used opportunities for production growth and improvement of its quantitative indicators.

Professional growth of personnel is also an important factor influencing the efficiency of the enterprise, in view of the fact that it increases the labor potential of the enterprise, the efficiency of its activities, and represents a set of able-bodied workers who are able to solve assigned tasks under certain organizational and technical conditions.

The labor potential of an enterprise can be characterized by a structure that represents the ratio of psychophysical, demographic and other characteristics of groups of workers and the relationships between them. Quantitative indicators of labor potential reflect, as a rule, the total working time fund.

The basis of enterprise management as a whole is theoretical and practical knowledge in the field of management, as well as methods and techniques that ensure the joint effective activities of people working in the organization.

The state of the enterprise’s personnel, the level of their qualifications and professionalism, the ability of hired employees to optimally solve the production tasks facing them and bring profit to the enterprise directly depend on those theoretical approaches and practical methods of working with people. These factors certainly influence the efficiency of the enterprise.

High quality products ensure economical use of material and labor resources, stabilization of the reproduction process, economic growth, proportionality and competitiveness, including on the world market, and affect the efficiency of a particular enterprise.

Along with the quality of the product, the price of these goods also matters to the consumer. Therefore, for entrepreneurs to succeed in their activities, it is necessary to ensure competitive quality and competitive prices for their goods and services.

The social efficiency of an enterprise is characterized by the level of satisfaction of the entire set of human needs. This is, first of all, manifested through the volumes of production and consumption of various types of goods and services per capita, and their compliance with scientifically based standards.

The social efficiency of the economy, in addition, is associated with the degree of satisfaction of a special group of social needs of people - maintenance and safe working conditions, employment, the state of the living environment, the amount of free time, the provision of the population with services in education, health care, etc.

All this taken together is called quality of life. The quality of life covers and characterizes the entire range of its properties, extends to all its aspects, reflects people’s satisfaction with the material and spiritual benefits provided to them, reflects security, comfort, convenience of living conditions, their adaptability to modern requirements, state of health and life expectancy.

Economic and social efficiency interact and determine each other. Increasing economic efficiency is the basis for raising the living standards of the people and meeting their social needs. In turn, solving social problems has a positive effect on enhancing the human factor and increasing economic efficiency.”

Factors influencing the activities of an organization are divided into two types:

Direct impact;

Indirect impact.

Factors of direct impact:

Suppliers. This group has a direct impact on the activities of any organization. From the perspective of a systems approach, an organization presents a mechanism for transforming inputs into outputs. The main types of inputs of an organization are receipts of all types of resources to support its production (operational) activities. The dependence of an organization on suppliers who ensure the supply of specified resources from the external environment to support the organization’s activities is one of the most striking examples of the direct impact of the environment on the operating activities of the organization and the success of these activities.

Analysis of suppliers is aimed at identifying features in the activities of entities that supply the organization with various raw materials, energy and information resources, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depend. Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential in order to build relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the level of specialization of the supplier, the cost for the supplier of switching to other clients, the degree of specialization of the buyer in acquiring certain resources, the concentration of the supplier on working with specific clients, and the importance of sales volume for the supplier.

Labor resources. In terms of labor resources, high competition in the market in a number of industries forces us to look for ways to reduce the costs of attracting highly qualified labor in countries where it is cheaper. Examples include attracting specialists from the CIS countries to work in developed market countries in the field of information technology and software product production. In general, in the field of human resources, two factors are rated higher than others: attracting highly qualified senior managers and training capable managers within the organization.

Laws and government regulatory institutions. Labor legislation directly affects the activities of the organization and must be taken into account in management. Many laws and government agencies also affect organizations. The greatest influence is exerted by tax legislation, regulation of foreign trade (export, import), and customs regulation. The state of legislation as a whole is characterized by its complexity, fluidity and, in some cases, uncertainty. This is especially the case in transition economies. At the same time, government bodies ensure the enforcement of laws in the relevant areas of their competence (Ministry of Finance, Ministry of Foreign Economic Relations, Customs Committee, National Bank, etc.), and also accept their requirements that have the force of law (licenses, supervision of the quality of products and medicines , labor protection, ecology, etc.).

Consumers. The idea of ​​a consumer can be compiled according to the following characteristics: geographical location; demographic characteristics (age, education, field of activity, etc.); socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.); the consumer’s attitude towards the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).

By studying the consumer, the company also understands for itself how strong his position is in relation to it in the bargaining process. If, for example, a consumer has a limited ability to choose the seller of the product he needs, then his bargaining power is significantly lower. Otherwise, the seller should seek to replace this consumer with another who would have less freedom in choosing the seller. The consumer's bargaining power also depends on how important the quality of the products he purchases is to him. There are a number of factors that determine the trading power of the consumer, which must be revealed and studied during the analysis process. These include: the ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the consumer; volume of purchases made by the buyer; level of consumer awareness; availability of substitute products; consumer sensitivity to price, depending on the total cost of purchases made by him, on his orientation towards a particular brand, on the presence of certain requirements for the quality of the product, on the amount of his income.

And other factors that directly affect the operations of the organization and are directly affected by the operations of the organization.

Factors in a firm's microenvironment include: the firm's direct competitors for the goods it produces; all competitors of suppliers (“entry”); marketing intermediaries of the company for the “input” and “output” of the system; contact audiences (consumer society, regulatory authorities, trade unions, etc.).

It follows that the higher the competition for the “input” and “output” of the system, the higher the competitiveness of the goods produced by the company will be. A simplified diagram of the influence of direct factors on its functioning is presented

Consideration of competitors, those with whom the organization has to fight for the buyer and for the resources that it seeks to obtain from the external environment in order to ensure its existence, occupies a special and very important place in strategic management. This is necessary in order to identify the strengths and weaknesses of competitors and build your competitive strategy on the basis of this.

Subjects of the competitive environment are also those firms that can enter the market or that produce a substitute product. In addition to them, the organization's competitive environment is significantly influenced by buyers of its product and suppliers, who, having bargaining power, can significantly weaken the organization's position. It is important to take these features into account and create barriers in advance to the entry of potential competitors (in-depth specialization in product production, low costs due to economies of scale in production, control over distribution channels, use of local features that give an advantage in competition). Manufacturers of substitute products have very great competitive power. The peculiarity of market transformation in the case of the appearance of a replacement product is that if the old product is displaced, then it is very difficult to return it to the market. Therefore, in order to be able to adequately meet the challenge from firms producing a replacement product, the organization must have sufficient potential to move to the creation of a new type of product.

An organization's competitors are an external factor whose influence cannot be disputed. If you do not satisfy the needs of consumers as effectively as competitors do, it is impossible for a company to survive long in the market. In many cases, it is competitors who determine what kind of output can be sold and what price can be charged. They may also compete for labor, materials, capital (investment), and the right to use certain technical innovations. Competitors mean not only those companies that offer the same products but with a different brand, but also companies that produce substitutes.

The influence and growth of trade unions today forces large companies to negotiate with them, as well as to view the workforce as a complex variable organization. Domestic enterprises will also have to solve this problem, but perhaps a little later.

The next group of factors are direct impact factors, which are usually correlated with those components of the external environment that directly affect the company, helping to increase the profitability and efficiency of the organization in the process of functional activities.

The indirect impact environment is usually more complex than the direct impact environment. When predicting its impact on the organization, management, as a rule, does not have reliable information regarding the direction and absolute values ​​of environmental factors (dollar exchange rate, legally established minimum wage, lending interest rate, and much more), so often when making strategic decisions for the organization, it is forced rely only on your intuition. It should be taken into account that the organization cannot directly influence changes in environmental factors of indirect influence, since among them are technology (in a broad sense - as a state of scientific and technological progress), the state of the economy, socio-cultural and political factors, relations with local population, international environment.

The indirect impact environment influences the organization’s activities through the following group of factors:

Technology (level of technology taking into account the achievements of scientific and technological progress). Considering the factor analysis of technology, it can be noted that they are both a factor of an internal variable of the organization and an external environmental factor of indirect impact.

Technological innovations associated with the results of scientific and technical progress affect production efficiency and, accordingly, the price and quality competitiveness of manufactured products, and the rate of obsolescence of products (including by reducing the life cycle of manufactured products).

The rate of technology change has accelerated in recent decades. This trend continues, as there are more scientists living on earth now than before. It is obvious that knowledge-intensive organizations must quickly respond to modern developments and propose innovations themselves. To remain competitive, all organizations must creatively rethink the emergence of new technologies that affect their effectiveness.

State of the economy. The state of the economy in the country is an important factor for the activities of the organization. Including possible both negative and positive influence of economic factors on the activities of specific organizations. The organization's management must be able to anticipate how changes in the state of the economy will affect the organization's operations. The state of the global economy as a whole also affects the cost of all inputs and the ability of consumers to purchase certain goods and services. It should also be taken into account that the state of the country’s economy can seriously affect the ability to attract capital for the needs of the organization. It is important to consider that the same specific change in the economy can cause a positive impact on some organizations and a negative impact on other organizations. If an organization conducts business activities in different countries, then fluctuations in exchange rates can seriously affect its financial position.

Sociocultural and political factors. Sociocultural factors also influence the products or services that result from a company's activities. The way an organization conducts its affairs also depends on social factors. Consumer perceptions of quality service influence the everyday practices of retail stores and restaurants.

Examples of socio-cultural influence on business practices:

in many countries there is still a stereotype that discriminates against women when hiring them; in promotions that suggest women are risk-averse and incompetent as leaders; in the production of clothing and footwear, many organizations take advantage of the ambition of certain segments of the population who are willing to pay more for the products of prestigious companies - they think that this contributes to an increase in their weight in society; The ideas of the majority of the population about “cultural services” affect the work of shops, cafes, and restaurants. To operate successfully, organizations must be able to anticipate changing societal expectations and serve their customers more effectively than their competitors.

Political factors - the mood of the administration, legislature and courts towards business. Sentiment influences government actions such as taxing corporate income, establishing tax breaks or preferential trade tariffs, mandatory certification, trends in price and wages, and much more.

Certain aspects of the political environment are of particular importance to organizations. Another element of the political environment that influences the activities of many firms is special interest groups or lobbyists. Examples of such groups: the military-industrial complex, big business, small business and much more.

Relations with local authorities. In managing the economy, administrative bodies are obliged to take into account the main factor of the inclinations of the population, their preferences for the location and development of certain industries. Achieving agreement on this issue brings to life additional (automatic) stimulants for the development of the productive forces of the territory and improvement of its controllability.

Thus, indirect impact factors manifest themselves on the basis of a “transition” from indirect to direct impact factors, or in the form of a “chain” of cause-and-effect relationships that affect the efficiency of the company’s economic activities in the form of profits, image formation and the number of adherents in goods and services companies (attraction functions).

Planning of production capacity is based on taking into account the factors on which its value depends. When calculating capacity, the following factors are taken into account: the structure and size of fixed production assets; quality composition of equipment, level of physical and moral wear and tear; advanced technical standards for equipment productivity, space use, labor intensity of products, product yield from raw materials; progressiveness of the applied technological processes; degree of specialization; operating mode of the enterprise; level of organization of production and labor; equipment operating time fund; quality of raw materials and rhythm of deliveries.

The development of a classifier that comprehensively reflects the number and composition of factors that influence the magnitude and level of use of production capacity is not only of great theoretical, but also of great practical importance. The growth in the scale of production and the increase in its efficiency pose the task of finding reserves for increasing and improving the use of production capacities of existing enterprises. Therefore, it is necessary to determine a range of factors that would serve as the basis for determining the amount of production capacity of an operating enterprise and the level of its use.

Factors influencing the size of production capacity and its use are interrelated. This is due to the fact that both types of factors have a single object of influence - the production capacity of the enterprise (division).

The difference between them is that the first part of the factors determines the reserves for increasing production capacity, and the second - the reserves for improving its use. The foregoing necessitates the use of a systematic approach to the consideration of these factors.

This approach means that all issues of the problem being studied should be considered comprehensively and in close connection with each other.

The greatest influence on the size and level of use of production capacity is exerted by a group of technical factors. These include:

The quantitative composition of fixed assets, the level of progressiveness of the equipment used at all stages of the production process, the saturation of the equipment fleet with automatic machines and automated production lines;

Age composition of equipment, taking into account obsolescence, rate of renewal of fixed assets;

Level of extensive (in time) and intensive (in terms of power) use of fixed assets;

The degree of progressiveness, mechanization and automation of existing technological processes;

The degree of progressiveness of the types of technological equipment used - tools, devices;

The degree of proportionality in power (throughput) between units, groups of interchangeable equipment, sections, workshops, eliminating bottlenecks;

Quality of raw materials.

2. Organizational factors:

Degree of specialization;

Concentration;

Cooperation;

Combination of production;

Optimization of the organization's production program;

Level of organization of production, labor and management.

3. Economic factors:

Forms of remuneration for workers;

Availability of financial incentive systems for mastering progressive standards of unit productivity;

Economic incentives for early development of production capacity.

4. Social factors:

Qualification level of employees, their professionalism;

General educational level of training;

Moral incentives for better use of production capacity

Factors influencing the amount of use of an enterprise's production capacity can be divided into positive and negative. Positive factors that positively influence the value of the nominal maximum achievable production capacity of the enterprise:

Mastering new technology;

Technical re-equipment;

Changes in the nomenclature and range of products;

Changes in the composition of raw materials;

Reducing the labor intensity of products;

Carrying out organizational and technical activities;

Reducing equipment downtime;

Reducing losses from marriage;

Reducing technological interruptions;

Reduced time for production preparation;

Improving staff qualifications and increasing labor productivity.

Negative factors: development of new products; lack of coordination between the capacities of individual departments; accidents; force majeure

Factors influencing the amount of production capacity include:

1. The number of machines (workplaces) and their technical level (as shown above, there is a close functional relationship between the concepts of “production capacity” and “means of labor”. It is manifested in the fact that the given organizational and functioning quantitative composition of means of labor corresponds to a certain amount of production capacity. From this it follows that the main factor influencing the amount of production capacity is the available set of means of labor. Moreover, this influence in organizations, for example engineering, is manifested by expanding the scope of work and increasing the productivity of technological equipment (workplaces)) .

2. The size of the production area (expansion of the scope of work) depends on the amount of technological equipment and production space. With an increase in the number of equipment and jobs, conditions are created for the expansion of production. However, this expansion is limited by the size of the production areas of buildings (with the exception of industries whose capacities depend on the size of the areas, for example, assembly, boiler and welding). The production areas themselves, as a rule, do not have a direct impact on the subject of labor. They limit the scale of production spatially, therefore they are one of the factors determining the magnitude of production capacity).

3. The level of proportionality in throughput between groups of machines (one of the most important conditions for production carried out by a system of machines and based on cooperation is compliance with the norms and proportions between their number, size and operating speeds. Ignoring the principle of proportionality in building a system of machines narrows the scale of production according to in relation to the available number of machines and workers, places, leads to a decrease in the efficiency of using the production apparatus of organizations).

4. Progressive technology (improving the technological process has a significant impact on increasing the productivity of machines. The introduction of progressive technology makes it possible to intensify the production process, i.e., reduce both machine and total time for manufacturing a product).

5. Mechanization and automation (factors for increasing the productivity of machines (workplaces) are associated mainly with improving the quality of technological equipment, increasing its composition of high-performance machines, automatic and semi-automatic machines, automatic lines. The more advanced the machines and equipment, the higher their productivity per unit operating time, the greater the production capacity of departments and organizations as a whole).

6. Quality of materials, perfection of product designs, increasing the degree of unification and standardization.

7. Degree of mastery of technology by workers

The nature of the factors influencing the use of production capacity is completely different. They cover activities related to the use of reserves of an organizational nature and do not require large capital investments in main production. According to their content, these factors can be divided into socio-economic and organizational-technical, and according to the place of occurrence - into external and internal.

The use of this classification in the practice of economic activity of an organization will make it possible to identify reserves of production capacity in their totality, determine the specific weight of each of them, and also give them a quantitative assessment.

Given the established value of production capacity, the actual level of its use depends on extensive and intensive factors.

Intensive factors for the use of production capacity include operating speed and other technical parameters of equipment.

Extensive factors include equipment shifts, shift duration, and equipment downtime throughout the year. These are technical and technological downtime that exceed the standard value included in the capacity calculation, as well as downtime for organizational reasons.

So, the amount of production capacity depends on many factors. These factors must be taken into account when developing plans for the production and sale of products, since in order to increase production efficiency, the enterprise needs to find reserves for increasing and improving the use of its production capacity.

Classification of factors in the analysis of economic activity

The meaning of factor classification. Main types of factors. The concept and difference between various types of factors in ACD.

The classification of factors is their distribution into groups depending on common characteristics. It allows you to gain a deeper understanding of the reasons for changes in the phenomena under study, and to more accurately assess the place and role of each factor in the formation of the value of effective indicators.

The factors studied in the analysis can be classified according to different criteria (Fig. 5.1).

By their nature, factors are divided into natural-climatic, socio-economic and production-economic. Natural and climatic factors have a great impact on the results of activities in agriculture, mining, forestry and other industries. Taking into account their influence allows us to more accurately assess the results of the work of business entities.

TO socio-economic factors include the living conditions of workers, the organization of cultural, sports and recreational work at the enterprise, the general level of culture and education of personnel, etc. They contribute to a more complete use of the enterprise’s production resources and increase the efficiency of its work.

Production and economic factors determine the completeness and efficiency of use of the enterprise’s production resources and the final results of its activities.

Based on the degree of impact on the results of economic activity, factors are divided into major and minor. TO main include factors that have a decisive impact on the performance indicator. Secondary those that do not have a decisive impact on the results of economic activity in the current conditions are considered. Here it is necessary to note that the same factor, depending on the circumstances, can be both primary and secondary. The ability to identify the main, determining factors from a variety of factors ensures the correctness of the conclusions based on the results of the analysis.

Of great importance when studying economic phenomena and processes and assessing the results of enterprises’ activities is the classification of factors into internal And external, that is, on factors that depend and do not depend on the activities of a given enterprise. The main attention in the analysis should be paid to the study of internal factors that the enterprise can influence.

At the same time, in many cases, with developed production ties and relationships, the results of each enterprise are significantly influenced by the activities of other enterprises, for example, the uniformity and timeliness of supplies of raw materials, their quality, cost, market conditions, inflationary processes, etc. Often the results of enterprises' work are reflected in changes in the field of specialization and production cooperation. These factors are external. They do not characterize the efforts of a given team, but their study makes it possible to more accurately determine the degree of influence of internal causes and thereby more fully identify the internal reserves of production.

To correctly assess the activities of enterprises, factors must be divided into objective And subjective Objective ones, such as a natural disaster, do not depend on the will and desires of people. Unlike objective reasons, subjective reasons depend on the activities of legal entities and individuals.

According to the degree of prevalence, factors are divided into are common And specific. General factors include factors that operate in all sectors of the economy. Specific are those that operate in a particular sector of the economy or enterprise. This division of factors allows us to more fully take into account the characteristics of individual enterprises and industries and make a more accurate assessment of their activities.

Factors are distinguished according to the period of influence on the results of economic activity: permanent And variables. Constant factors influence the phenomenon under study continuously, throughout the entire period of time. The impact of variable factors manifests itself periodically, for example, the development of new technology, new types of products, new production technology, etc.

Of great importance for assessing the activities of enterprises is the division of factors according to the nature of their action into intensive And extensive. Extensive factors include factors that are associated with a quantitative rather than a qualitative increase in the performance indicator, for example, an increase in the volume of production by expanding the sown area, increasing the number of livestock, the number of workers, etc. Intensive factors characterize the degree of effort and labor intensity in the production process, for example, increasing crop yields, animal productivity, and the level of labor productivity.

If the analysis aims to measure the influence of each factor on the results of economic activity, then they are divided into quantitative And high quality, complex And simple, straight And indirect, measurable And immeasurable.

Quantitative factors are considered that express the quantitative certainty of phenomena (number of workers, equipment, raw materials, etc.). Quality factors determine the internal qualities, characteristics and characteristics of the objects being studied (labor productivity, product quality, soil fertility, etc.).

Most of the factors studied are complex in composition and consist of several elements. However, there are also those that cannot be broken down into their component parts. In this regard, factors are divided into complex (complex) And simple (elemental). An example of a complex factor is labor productivity, and a simple one is the number of working days in the reporting period.

As already indicated, some factors have a direct impact on the performance indicator, while others have an indirect impact. Based on the level of subordination (hierarchy), factors of the first, second, third and subsequent levels of subordination are distinguished. TO first level factors These include those that directly affect the performance indicator. Factors that determine the performance indicator indirectly, using first-level factors, are called second level factors etc. In Fig. 5.2 shows that the factors of the first level are the average annual number of workers and the average annual production output per worker. The number of days worked by one worker and the average daily output are second-level factors relative to gross output. Factors of the third level include the length of the working day and average hourly output.