Department of property management at the enterprise. Real estate management: organization, features, concept and types

Especially real estate, is one of the most common assets that bring the owner a regular income. Therefore, monitoring the conditions of use of the property and assessing its condition are the main incentives for the participation of the owner in the process of work. Today we will talk about what procedure for managing the property of an enterprise is the most cost-effective in business.

General information

Everything for doing business that is available and available unitary enterprise, is called common property (Article 132 of the Civil Code of the Russian Federation). It is divided into immovable and movable (Article 130 of the Civil Code of the Russian Federation).

Land.
All kinds of buildings.
Technical service.
Vehicles.

Movable property is created during the operation of the enterprise, therefore, it includes:

Title, reputation and .
Qualification factors for management and staff.
Permanent client base.
Patents and .
Cash.

The procedure for managing the property of an enterprise is understood as the establishment by the owner of rules prescribing the conditions for the disposal of all types of property, for example, renting it out or trading it. The rules are regulated by Federal Law No. 161-FZ.

The Right of Leadership

According to this law (Article 21 of the Federal Law No. 161), the management of the real estate of an enterprise is the responsibility of the sole manager (or general director), who is appointed by the owner to the position in accordance with the employment contract. It can be both the owner himself and the coordinating organization.

The first option is appropriate in the following cases.

The area of the enterprise does not exceed 500 m².
Trading activity is designed for a short period (up to 2 years).
This organization is part of a large facility, which is the primary business of the owner.
The company does not require overhaul, reconstruction, technical service, as well as other resources and investments from the owner.
The income from the project is less than the cost of a hired manager.

In order to assess the possibility of performing property management functions, the owner needs to compare the proposed goals and objectives with the available resources, including all aspects of business development. Perhaps engaging a coordinating company is the most productive step on the road to triumph. Most often this is due to the presence of the following criteria.

Observance of the rights of the owner.
Exclusion of risks of loss of property.
Profit maximization and tax minimization.
Ease of paperwork.
The effectiveness of the control system.

Forms of property transfer

The right of operational management (Article 296 of the Civil Code of the Russian Federation) is the ability of an enterprise to dispose of the property of the owner. Consider the most common forms of transfer of property to operational management.

Lease contract. By subleasing the premises of the enterprise Management Company undertakes to pay the owner certain part income (rent).
Trust management agreement. By acquiring full control over the enterprise, the management company undertakes to control the property within a certain period in the interests of the owner (Article 1012 of the Civil Code of the Russian Federation).
contract of assignment, or agency contract. Within the framework of the approved competence, the management company undertakes to perform the private functions assigned to it and represent the interests of the owner.
Transfer of functions of the head (general director) of the management company.

Output

Each of the methods of property management involves both privileges and risks that are subject to reflection in each specific situation. The income of the enterprise and the safety of property directly depend on the conditions and version of the contract with the management company.

Property management, like any other type of management, needs organizational support. For this in organizational structure the enterprise provides for a specialized structural unit that implements the functions of property management and is designed to implement the goals and principles associated with this management.

The organizational design of this structural unit depends on the scale of the enterprise, the number, size and complexity of the property complexes included in the enterprise. It can be a department (department), department, committee, center or bureau. In recent years, there has been a formalization of the property management service (PMS) in many large and medium-sized enterprises.

The primary task of the IMS is to ensure complete and reliable accounting of all property available at the enterprise. The fixed asset accounting system often moves from accounting to MIS. In addition to traditional accounting tools, the enterprise should form a complete register of property in the form of a computerized database that allows you to have complete information about technical condition, current value and use of each property object.

In strict accordance with the overall corporate strategy, the MIS should develop and implement a strategy for property management in the short and long term.

The main functions of this service include:

formation of a depreciation policy and decision-making on issues related to the mechanism for accruing and using depreciation, the procedure for conducting revaluations, and the direction of depreciation funds for the renewal of fixed assets;
formation of investment policy in terms of implementation investment projects and programs for reconstruction, business expansion and technical re-equipment;
analysis, control and determination of the most effective directions of dynamics and structural transformations and production capacity operating property complexes;

management of resource and energy consumption and costs associated with the operation of operational property complexes, as well as their restoration (repair and modernization);
operational accounting of the useful use of real and movable property, development of offers and conditions for leasing or selling unused buildings, structures, equipment, intangible assets and other property, conclusion of relevant contracts and control over their execution;
development of proposals for the rational placement of production and auxiliary units (workshops, sites, warehouses) in production and other premises, structural units (departments, bureaus, etc.) in office, laboratory and other premises;
development of proposals for the conservation of temporarily unused property, ensuring its safety;
economic justification equipment leasing operations, participation in the execution of leasing agreements and control over their execution;
development of a comprehensive program for property insurance, justification and selection of the most effective methods insurance for certain types of property, the conclusion of relevant contracts with insurance companies and control over their execution;
interaction appraisal companies on the organization of the independent evaluation value of property to solve various problems of property management (revaluation of fixed assets, registration of collateral, purchase and sale of used property, etc.).

According to the content of its functions, the MIS refers to the financial and economic direction of the enterprise, therefore, organizationally, it is usually subordinate to the director for economics and finance. At the same time, many issues of property management are of a strategic nature, affect the interests of owners (shareholders) and are the competence of the board of directors or the general meeting of shareholders. In this regard, managers and specialists of the IMS often participate in the work of various commissions on property issues, formed and operating under the control of the board of directors.

SU I builds its work in close contact with other services, departments and divisions of the enterprise: accounting, financial and economic planning departments, marketing, supply and sales departments, departments of the chief mechanic and chief power engineer, economic and administrative, legal and planning and production departments , department capital construction and etc.

As part of the tasks of labor motivation and personnel management, the IMS, together with the department of labor and wages develops proposals for material incentives for employees of the enterprise for the effective use of property objects and savings associated with their operation.

With the development of the MIS, the degree of its economic independence and the role in enterprise management are increasing. On the initial stage The MIS operates in cost center (cost center) mode. At the same time, it is responsible only for expenses within the framework of its direct activities, and for the enterprise it determines the limits of regulated costs for the items of the operating budget of management expenses and indicators of staff incentives for saving individual operating costs.

At enterprises with a sufficiently developed system of intra-company budgeting, the MIS can operate as a financial accounting center (FAC). In this case, the IMS is responsible not only for the costs of its direct activities, but also for some financial and economic indicators enterprise activities. First of all, we are talking about indicators of the property status of the enterprise and the use of fixed assets (Table 2.2).

As part of the budgeting system and the division of responsibility between the functional services of the enterprise, the MIS analyzes and controls the level and dynamics of such indicators as the book value of non-current assets, own funds enterprises, profitability of fixed assets, capital productivity, depreciation of fixed assets, retirement and renewal rates of fixed assets, load factors of the main assets, indicators of the production capacity of property complexes, costs of maintaining and servicing fixed assets, rental income, consumption of electricity and other energy resources, etc. .

Key performance indicators of the enterprise, controlled by the property management service

Indicators of the property status of the enterprise
The carrying value of the company's assets	Net balance result
Share of the active part of fixed assets	The ratio of the cost of the active part of fixed assets to the cost of the rest 1 of fixed assets
Depreciation rate of fixed assets	The ratio of depreciation (depreciation amount) to the book value of fixed assets
Refresh rate	The ratio of the value received: for the period of fixed assets to the balance sheet value of fixed assets: at the end of the period
Retirement rate	The ratio of the cost of retired s; period of fixed assets to book value of fixed assets n; beginning of period
Fixed asset utilization indicators
return on assets	The ratio of sales revenue for the period to the average book value of fixed assets
Profitability of fixed assets	The ratio of profit for the period to the average book value of fixed assets

The operating budget of the MIS when operating in the DFS mode consists of revenue and expenditure parts.

The income part reflects income from the lease of unused objects, from the sale of excess objects, from the implementation of investment projects for property transformations. The expense section shows expenses for accounting and registration work, automation of management, support for investment projects, own and overhead costs.

Information support for the activities of the IMS is carried out through an integrated information system enterprises.

test questions

1. Name and describe the strategies of enterprises depending on their financial and economic condition.
2. What property strategy do enterprises follow in a difficult (crisis) state?
3. What property strategy do enterprises adhere to in a tense (post-crisis) state?
4. What are the features of a property strategy in a good financial and economic condition?
5. What are the main functions that the property management system performs at an industrial enterprise.
6. What external organizations does the property management system of the enterprise interact with and in what areas?
7. What are the main links between the property management system and the operating cost management system.
8. What are the main links between the property management system and the financial and investment management system.
9. Name and comment on the basic principles of property management.
10. What is the overall goal of property management in the enterprise?
11. What are the requirements for operating property complexes and what management tasks follow from these requirements?
12. What functions does the property management unit perform?
13. How do the tasks of the property management department change when moving from cost center (cost center) mode to financial accounting center (FAC) mode?
14. What general business indicators are monitored by the property management unit when working in the CFU mode?
15. What it looks like operating budget property management units when working in DFS mode?

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Introduction

The property of the enterprise includes all types of property that are necessary for the implementation economic activity. Usually, tangible and intangible elements are distinguished in the composition of property. Material elements include land, buildings, structures, machines, equipment, raw materials, semi-finished products, finished products, cash. Intangible elements are created in the course of the life of the enterprise. These include: the reputation of the firm and the circle regular customers, company name and trademarks used, management skills, personnel qualifications, patented production methods, know-how, copyrights, contracts, etc., which may be sold or transferred. At the present stage of the formation of a market economy in Russia, in the context of a large-scale conversion of the military-industrial complex and the restructuring of the country's economy as a whole, the creation and effective use of a property management system at various levels of management and in organizations of various organizational and legal forms and forms of ownership is of paramount importance. . Modern industrial enterprise it is extremely necessary in the conditions of intense competition to look for ways and tools that increase the efficiency of managing fixed assets and property of an enterprise. Property information-analytical complexes can become such a tool. These complexes are created using modern information technologies, may have a distributed structure and contain all the information available in the enterprise. An important factor is the speed of processing information and preparing it for analysis, since all heterogeneous data is in unified system, are described by common standards and presented in a single format. A number of these factors are steadily affecting the speed and correctness of received data. management decisions.

The principles of enterprise property management are different depending on organizational forms enterprises. At present, in Russia, the following main organizational and legal forms approved in legislative order.

1. Individual enterprises with the use of hired labor without the use of hired labor are complete.

2. Partnerships with limited liability mixed open.

3. Closed federal joint-stock companies.

4. State municipal.

5. Non-commercial public organizations.

The purpose of the work: to determine the basic principles and methods of enterprise property management from the point of view of the enterprise's economy.

Work tasks:

To study the system of state and municipal property management;

To study the main legal acts regulating the issues of enterprise property management in Russian Federation at the present stage.

1. Types and forms of enterprise property management

1.1 Legal regulation enterprise property management

The federal law"On State and Municipal Unitary Enterprises" defines in accordance with Civil Code Russian Federation (GK RF) legal status state unitary enterprise and municipal unitary enterprise (hereinafter also referred to as a unitary enterprise), the rights and obligations of the owners of their property. A variety of unitary enterprises are state-owned enterprises. State-owned enterprises are state-owned enterprises that are directly administered by government agencies.

The property of a unitary enterprise is owned by the Russian Federation, a subject of the Russian Federation or municipality.

The property of a unitary enterprise is formed by:

Property assigned to a unitary enterprise on the right of economic management or on the right of operational management by the owner of this property;

Income of a unitary enterprise from its activities;

Other sources that do not contradict the law.

The property of a unitary enterprise is indivisible and cannot be distributed among contributions (shares, shares), including between employees of a unitary enterprise.

The difference between the rights of economic management and operational management lies in the content and scope of the powers received by the subjects of these rights from the owner to the property assigned to them.

Subjects of the rights of economic management and operational management can only be legal entities, existing in special organizational and legal forms - "enterprises" and "institutions".

The subject of the right of economic management under the current legislation may be a state or municipal unitary enterprise (Articles 113 - 114 of the Civil Code of the Russian Federation) as a type of commercial organization.

The subject of the right of operational management can be both unitary enterprises (Article 115 of the Civil Code of the Russian Federation) belonging to the category of commercial organizations, and institutions (Article 120 of the Civil Code of the Russian Federation) belonging to non-profit structures, as well as enterprises belonging to private property.

The right of economic management, owned either by the enterprise, as commercial organization; or an institution exercising the permission of its owner entrepreneurial activity; therefore, it is broader than the right of operational management, which may belong either to non-commercial institutions by the nature of their activities, or to state-owned enterprises.

In accordance with Art. 294 of the Civil Code of the Russian Federation, the right of economic management is the right of a state or municipal unitary enterprise to own, use and dispose of the property of the owner within the limits established by law or other legal acts.

The right of operational management in accordance with paragraph 1 of Art. 296 of the Civil Code of the Russian Federation - this is the right of an institution or a state-owned enterprise to own, use and dispose of the property of the owner assigned to it within the limits established by law, in accordance with the goals of its activities, the tasks of the owner and the purpose of the property.

The founder-owner has the right to withdraw property from the subject of the right of operational management only in three cases provided for by law (excessive, unused or not used for its intended purpose), and dispose of it at its own discretion. No property other than finished products, a state-owned enterprise is not entitled to dispose of it without the consent of the owner.

1.2 Tasks and general principles state property management

The tasks of state property management include two main blocks: strategic management and operational management.

For questions strategic management relate:

Investment decisions;

Decisions on the debt obligations of enterprises, especially to state budget(both for taxes and for loans and guarantees issued);

Problems of choosing directions for the development of specific state enterprises.

Operational management includes three main groups of tasks: planning, control and management decision making. High efficiency of state property management can be ensured through the implementation of one of the most common concepts modern management, - "goal management". Management by objectives implies the existence of clear, measurable and achievable goals, as well as a strategy and action plan that will ensure the achievement of the set goals. Business planning is not a step backwards, but a professional look into the future. Lack of goals and plans give rise to irresponsibility in the management of enterprises. If there are no goals and no ways to achieve them, then there are no clear criteria for evaluating the effectiveness of management. As a result, control procedures on the part of the owner (in this case, the state) turn from the most important management functions into an empty formality. Thus, the presence of a business plan that includes certain goals (in the form of financial and economic indicators), as well as the main provisions of the enterprise development strategy and operations, is the most important condition for creating a management system by goals.

Control is the most important task of management. Effective control is possible only if the following conditions are met:

Availability of measurable evaluation criteria

Fairness (minimizing subjective approaches to evaluation)

Realizability

Regularity

As mentioned above, if goals are defined in the form of specific values of the financial and economic indicators of the enterprise, and a business plan for the enterprise’s activities is developed and approved, containing detailed information about how and in what terms the target indicators will be achieved, it becomes possible to evaluate the effectiveness of the enterprise's management in the most fair and open way, by comparing current indicators with previously planned and approved ones. It should also be taken into account that the management of state property should be carried out through representatives of the state in the Boards of Directors of enterprises.

According to the results of the analysis of the effectiveness of the current activities of enterprises, management decisions should be made. In fact, management decisions are the impacts through which the state implements its property management policy. Unlike strategic decisions(re-profiling, liquidation, privatization, restructuring, etc.), operational management decisions are aimed at solving two main tasks:

making adjustments and approving the revised business plan of the enterprise, in accordance with objective changes external environment(market demand, legislation, revision government programs etc.);

solution of personnel issues: removal and replacement of the top management of the enterprise, in case of non-fulfillment of the agreed and approved targets.

The state, like any other owner, must ensure the management of state property with maximum efficiency. The owner manages his property through his authorized representatives participating in the management bodies of enterprises (Boards of Directors and general meetings shareholders) wholly or partly owned by the state.

2. Classification of objects of state property

All objects of state property can be divided into two main groups:

Enterprises that must be exclusively state-owned (non-commercial facilities);

Objects with the possibility of commercial use (an enterprise operating on an open competitive market).

This division predetermines the principles of property management.

In relation to objects (enterprises) that should be exclusively state-owned, the state performs the functions of a senior manager (manager) who makes key strategic and operational decisions to manage the activities of enterprises. Including the state determines: what the enterprise will produce, in what volume, at what cost and how the enterprise will be financed. At the same time, the goal of the state manager is to ensure the production necessary products or services, the required quality, a given volume and under certain conditions of profitability.

In relation to commercial facilities that are wholly or partly owned by the state, the state must act solely as an investor (co-owner). In this case, the enterprise for the state is an object of investment, therefore, the principles of management should be based on the methods and approaches used in investment management. The purpose of the state-investor is to ensure maximum return on invested capital and increase the market value of property (shares).

Objects - exclusively state property.

The following enterprises can be classified as state-owned objects in relation to which the state acts as a manager:

Defense enterprises;

Research centers of strategic importance for the development of the state; Social facilities that are not commercially attractive; Infrastructure facilities, including: transport, roads, communications, ports, gas pipelines, etc. (can be located both in public and private property); Objects that are significant in terms of macroeconomic impact (may be in both state and private ownership). As noted earlier, the most important difference between enterprises belonging to the category of exclusively state-owned enterprises is the absence of a competitive market for products or services that are significant for the state, the need for which cannot be covered through procurement from independent, including foreign, manufacturers. Considering that the main goal of the state, in this case, is to ensure the production of the required goods and services, the functions of the state in managing this category of enterprises are aimed at solving the following problems:

Examination of the enterprise activity plan;

Determining the values of the main financial and economic indicators;

Approval of the enterprise plan, including staffing and conditions of remuneration;

Regular ongoing monitoring of the implementation of the plan;

Making management decisions (adjusting plans, solving personnel issues).

Planning at state enterprises is carried out, as a rule, on the basis of a state order. At the same time, the state determines: property economic asset profitability

Nomenclature of products or services;

Volumes and terms of delivery;

Purchase price;

Standards of cost and profitability, including the size of subsidies in the event of a planned unprofitability of the enterprise;

Sources and conditions of financing.

Objects with the possibility of commercial use.

When managing commercial facilities, the state as an owner is guided by the principles of investment management. Commercial facilities include enterprises that are partly or wholly owned by the state and carry out their operations in an open, competitive market. The most important criterion in determining the commercial nature of an enterprise is the presence of real or potential competitors who can also offer their products or services in order to target market where the company operates. When managing commercial facilities, the most important task of the state is the formation and management (sale or acquisition of blocks of shares) of an investment portfolio that ensures minimal risks and maximum return on invested capital, not only in the short term, but also in the long term.

At the same time, given that many property objects are of high state importance (economic, social, etc.) and require an individual approach, and the structure and composition of the portfolio is defined and limited, the management functions of the investor state are basically close to the functions of the fund direct investment.

3. Enterprise property management

3.1 Enterprise asset management

Economic essence and classification of assets.

To carry out economic activities, each enterprise must have certain property that belongs to it on the basis of ownership or possession. All property owned by the enterprise and which is reflected in its balance sheet is called its assets.

Assets represent the economic resources of an enterprise in the form of aggregate property values used in economic activities for the purpose of making a profit.

The assets of the enterprise are divided according to many classification criteria, the main of which are from the standpoint of financial management are:

1. The form of functioning of assets. On this basis, the following types are distinguished:

a) Tangible assets. They characterize the assets of the enterprise that have a real (material) form. The composition of the company's tangible assets includes:

fixed assets;

Stocks of finished products intended for sale;

Other types of tangible assets.

b) Intangible assets. They characterize the assets of the enterprise that do not have a real form, but take part in economic activities and make a profit. This type of company assets includes:

· the rights acquired by the enterprise to use certain natural resources;

· patent rights to use inventions;

"know-how" - a set of technical, technological, managerial, commercial and other knowledge, designed in the form technical documentation, descriptions, accumulated production experience, which are the subject of innovations, but not patented;

rights to industrial designs and models;

Trademark - an emblem, drawing or symbol registered in accordance with the established procedure, which serves to distinguish the goods of this manufacturer from other similar goods;

· trademark- the right to exclusive use of the corporate name of a legal entity;

the right to use computer software products;

"goodwill" - the difference between the market value of an enterprise as an integral property complex and its book value, formed in connection with the possibility of obtaining a higher level of profit (in comparison with its industry average level) through the use of a more efficient management system, a dominant position in the commodity market , application of new technologies, etc.

other similar types of property values of the enterprise;

c) Financial assets They characterize various financial instruments owned or owned by the company. The company's financial assets include:

Accounts receivable in all its forms;

· long-term financial investments.

2. Nature of participation in economic process and asset turnover. On this basis, acceptance assets are divided into the following types:

a) Current (current) assets. They are characterized by a set of property values of enterprises that serve the current production and commercial (operational) activities and are fully used during one production cycle. In accounting practice, they include property values (assets) of all types with a period of use of up to one year and a value of less than 15 non-taxable minimum incomes of citizens.

As part of the current (current) assets of enterprises, the following elements are distinguished:

· industrial stocks of raw materials and semi-finished products;

stocks of low-value and wearing items;

the volume of work in progress;

Stocks of finished products intended for sale;

· accounts receivable;

monetary assets in national currency

· monetary assets in foreign currency;

· short-term financial investments;

· future spending.

b) Non-current assets. They characterize the totality of the property values of the enterprise, which repeatedly participate in the process of economic activity and transfer the cost to products in parts. In accounting practice, they include property values (assets) of all types with a period of use of more than one year and a value of more than 15 non-taxable minimum incomes of citizens. The non-current assets of the enterprise include the following types:

fixed assets;

· intangible assets;

· unfinished capital investments;

The equipment intended for installation;

Other types of non-current assets.

3. The nature of the service of certain types of activities. On this basis, the following types of assets of the enterprise are distinguished:

a) Operating assets. They represent a set of property values directly used in the production and commercial (operational) activities of the enterprise in order to obtain operating profit.

The company's operating assets include:

production fixed assets;

Intangible assets serving the operational process;

· current operating assets (their totality minus short-term financial investments).

b) Investment assets. They characterize the totality of the enterprise's property values associated with the implementation of its investment activities.

The company's investment assets include:

· unfinished capital investments;

The equipment intended for installation;

· long-term financial investments;

short-term financial investments.

4. Character financial sources asset formation. In accordance with this feature, the following types of enterprise assets are distinguished:

a) Gross assets. They represent the entire set of property values (assets) of the enterprise, formed at the expense of both equity and borrowed capital.

b) Net assets. They characterize the total value of property values (assets) of the enterprise, formed exclusively at the expense of its own capital. Price net assets enterprises is determined by the following formula:

CHA \u003d A - ZK, where

CHA -- the value of the net assets of the enterprise;

A -- the total amount of all assets of the enterprise at book value;

ZK -- the total amount of borrowed capital used by the enterprise.

5. Nature of asset ownership. On this basis, the assets of the enterprise are divided into the following two types:

a) Own assets. These include the assets of the enterprise that are in its permanent possession and are reflected in its balance sheet.

b) Leased assets. These include the assets of the enterprise that are in its temporary possession in accordance with the concluded lease (leasing) agreements.

6. The degree of liquidity of assets. In accordance with this feature, the assets of the enterprise are usually divided into the following types:

a) Assets in absolutely liquid form. These include assets that do not require sale and are ready-made means of payment.

This type of asset includes:

· monetary assets in national currency;

cash assets in foreign currency.

b) Highly liquid assets. They characterize a group of company assets that can be quickly converted into cash (usually within one month) without significant losses in its current market value in order to ensure timely payments on current financial obligations.

The company's highly liquid assets include:

· short-term financial investments;

short-term accounts receivable.

c) Medium liquid assets. This type includes assets that can be converted into cash without significant loss of their current market value within one to six months.

Medium liquid assets of an enterprise usually include:

All forms accounts receivable other than short-term and hopeless;

Stocks of finished products intended for sale.

d) Weakly liquid assets. These include the assets of the enterprise, which can be converted into cash without loss of their current market value only after a significant period of time (from six months or more).

IN contemporary practice financial management to this group of assets of the enterprise include:

Stocks of raw materials and semi-finished products;

Stocks of low-value and wearing items;

Assets in the form of work in progress;

fixed assets;

Capital investments in progress;

Equipment intended for installation;

Intangible assets;

Long-term financial investments.

e) Illiquid assets. This group includes such types of enterprise assets that cannot be sold independently (they can only be sold as part of an integral property complex).

These assets include:

Uncollectible accounts receivable;

Future spending;

Losses of current and previous years (reflected as part of the asset balance of the enterprise).

Taking into account the considered classification, the process of financial management of the enterprise's assets is built. Methods for assessing the total value of the assets of an enterprise as an integral property complex. In the practice of financial management, there are numerous situations when the assets of an enterprise are created not in the process of their gradual formation, but by their one-time acquisition in the form of an integral property complex. An integral property complex is an economic object with a complete cycle of production and sales of products (works, services), located on the land plot provided to it. The totality of the assets of an enterprise as an integral property complex requires different approaches to assessing their value in comparison with the assessment of individual types of assets. In the process of this assessment, labor costs for the formation of such an integral property complex should be taken into account; the optimal proportion of the formed structure of its assets and their ability to generate profit; the degree of physical and moral depreciation of certain types of assets; efficiency of return of intangible assets and a number of other factors.

The need to assess the total value of the assets of an enterprise as an integral property complex arises at the present stage in a number of cases. So, in the transition to market economy more and more common are: the purchase of individual enterprises in order to diversify operations, penetrate other regional or product markets, eliminate competitors; merger (acquisition) of individual operating enterprises in order to strengthen the joint production and financial potential; privatization of state enterprises, etc. In addition, the need to assess the value of an enterprise's assets as an integral property complex manifests itself when acquiring a controlling (or fairly large) stake in its shares, pledging property in the process of mortgage lending, implementing full-scale external insurance, developing a rehabilitation plan, liquidating procedures in bankruptcy, etc. .

Methods for assessing the value of the total assets of an enterprise as an integral property complex are very diverse. In the practice of financial management, they are usually divided into the following main groups:

Balance valuation method;

Replacement cost method;

Market value method;

Method for estimating the upcoming net cash flow;

Estimation method based on regression modeling;

Expert assessment method and others.

3.2 Current asset management

Current asset management is the most extensive part of financial management operations. It's connected with big amount elements of their internal material and financial composition, requiring the individualization of management; high dynamics of transformation of their species; a high role in ensuring solvency, profitability and other targeted results financial activities enterprises. The current asset management policy is part of the overall financial strategy of the enterprise, which consists in the formation of the required volume and composition of current assets, rationalization and optimization of the structure of their financing sources. The current asset management policy of the enterprise is developed according to the following main stages.

1 . Analysis of current assets of the enterprise in the previous period.

At the first stage of analysis the dynamics of the total volume of current assets used by the enterprise is considered - the rate of change in their average amount in comparison with the rate of change in the volume of sales of products and the average amount of all assets; dynamics of the share of current assets in total amount enterprise assets.

At the second stage of the analysis considers the dynamics of the composition of current assets of the enterprise in the context of their main types - stocks of raw materials, materials and semi-finished products; stocks of finished products; accounts receivable; cash balances. During this stage of the analysis, the rate of change in the sum of each of these types of current assets is calculated and studied in comparison with the rate of change in the volume of production and sales of products; the dynamics of the share of the main types of current assets in their total amount is considered. Analysis of the composition of the company's current assets by their individual types allows us to assess the level of their liquidity.

At the third stage of the analysis the turnover of certain types of current assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the period of turnover of current assets. During the analysis, total duration and the structure of the operating, production and financial cycles of the enterprise; the main factors determining the duration of these cycles are investigated.

At the fourth stage of the analysis the profitability of current assets is determined, the factors determining it are investigated. In the process of analysis, the profitability ratio of current assets is used, as well as the DuPont Model, which, in relation to this type of assets, has the form:

ROA \u003d Prp, where

ROA - profitability of current assets;

Ррп - profitability of product sales;

At the fifth stage of the analysis the composition of the main sources of financing of current assets is considered - the dynamics of their amount and share in the total volume of financial resources invested in these assets; the level is determined financial risk generated by the current structure of sources of financing current assets. The results of the analysis allow us to determine the overall level of efficiency in the management of current assets at the enterprise and identify the main directions for its increase in the coming period.

2 . Determination of fundamental approaches to the formation of current assets of the enterprise. Such principles reflect the general ideology of the financial management of an enterprise from the standpoint of an acceptable ratio of the level of profitability and the risk of financial activity. With regard to current assets, they determine the choice of a certain type of policy for their formation. The theory of financial management considers three fundamental approaches to the formation of current assets of an enterprise - conservative, moderate and aggressive.

A conservative approach to the formation of current assets provides not only the full satisfaction of the current demand for all their types, ensuring the normal course of operations, but also the creation of high amounts of their reserves in case of unforeseen difficulties in providing the enterprise with raw materials and supplies, deterioration of internal conditions for production, delays in collection receivables, increased customer demand, etc. This approach guarantees the minimization of operational and financial risks, but adversely affects the efficiency of the use of current assets - their turnover and profitability.

A moderate approach to the formation of current assets is aimed at ensuring full satisfaction of the current need for all types of current assets and the creation of their normal insurance amounts in case of the most typical failures in the course of the enterprise's operations. With this approach, an average for real economic conditions ratio between the level of risk and the level of efficiency of use is provided. financial resources.

An aggressive approach to the formation of current assets is to minimize all forms of insurance reserves for certain types of these assets. In the absence of failures in the course of operating activities, this approach to the formation of current assets provides the most high level the effectiveness of their use.

So the chosen ones principled approaches to the formation of current assets of the enterprise (or the type of policy for their formation), reflecting the various ratios of the level of efficiency of their use and risk, ultimately determine the amount of these assets and their level in relation to the volume of operating activities.

3 . Optimization of the volume of current assets. Such optimization should proceed from the chosen type of policy for the formation of current assets, providing a given level of correlation between the effectiveness of their use and risk. The process of optimizing the volume of current assets at this stage of the formation of their management policy consists of three main stages. At the first stage, taking into account the results of the analysis of current assets in the previous period, a system of measures for the implementation of reserves is determined, aimed at reducing the duration of the operating, and within its framework, the production and financial cycles of the enterprise. At the same time, a reduction in the duration of individual cycles should not lead to a decrease in production and sales volumes.

At the second stage, based on the chosen type of policy for the formation of current assets, the planned volume of production and sales of certain types of products and discovered reserves for reducing the duration of the operating cycle (in the context of its individual stages), the volume and level of certain types of these assets are optimized. The means of such optimization is the normalization of the period of their turnover and the amount.

At the third stage, the total volume of current assets of the enterprise for the coming period is determined:

OAP = ZSP + ZGP + DZP + DAP + PP, where

OAP -- the total volume of current assets of the enterprise at the end of the upcoming period under consideration;

ZSP - the sum of stocks of raw materials and materials at the end of the forthcoming period;

ZGP -- the amount of stocks of finished products at the end of the forthcoming period (including the recalculated volume of work in progress);

DZP -- the amount of accounts receivable at the end of the forthcoming period;

DAP -- the amount of monetary assets at the end of the forthcoming period;

PP -- the amount of other types of current assets at the end of the forthcoming period.

4 . Optimization of the ratio of the constant and variable parts of current assets. The need for certain types of current assets and their amount as a whole varies significantly depending on the seasonal characteristics of the implementation of operating activities. Therefore, in the process of managing current assets, their seasonal (or other cyclical) component should be determined, which is the difference between the maximum and minimum demand for them throughout the year. The process of optimizing the ratio of the constant and variable parts of current assets is carried out in the following stages:

At the first stage based on the results of the analysis of the monthly dynamics of the level of current assets in days of turnover or in total for a number of previous years, a graph of their average "seasonal wave" is constructed. In some cases, it can be specified for certain types of current assets.

At the second stage based on the results of the "seasonal wave" schedule, the coefficients of unevenness (minimum and maximum levels) of current assets are calculated in relation to their average level.

At the third stage the amount of the constant part of current assets is determined.

At the fourth stage the maximum and average amount of the variable part of current assets in the coming period is determined.

The ratio of the constant and variable parts of current assets is the basis for managing their turnover and choosing specific sources of their financing.

5 . Ensuring the necessary liquidity of current assets. Although all types of current assets are liquid to one degree or another (except for deferred expenses and bad receivables), the overall level of their urgent liquidity should provide the necessary level of solvency of the enterprise for current (especially urgent) financial obligations. To this end, taking into account the volume and schedule of the forthcoming payment turnover, the share of current assets in the form of cash, highly liquid and medium liquid assets should be determined.

6. Ensuring an increase in the profitability of current assets. Like any type of assets, current assets must generate a certain profit when they are used in the production and marketing activities of the enterprise. At the same time, certain types of current assets are able to bring the company direct income in the course of financial activities in the form of interest on dividends (short-term financial investments). That's why integral part The policy being developed is to ensure the timely use of the temporarily free balance of monetary assets to form an effective portfolio of short-term financial investments.

7. Ensuring the minimization of losses of current assets in the process of their use. All types of current assets are subject to the risk of losses to one degree or another. Thus, monetary assets are largely subject to the risk of inflationary losses; short-term financial investments - the risk of losing part of the income due to unfavorable market conditions financial market, as well as the risk of losses from inflation; accounts receivable - the risk of non-return or untimely return, as well as the risk of inflation; stocks of inventory items - losses from natural attrition, etc. Therefore, the current assets management policy should be aimed at minimizing the risk of their losses, especially under the influence of inflationary factors.

8. Formation of the principles of financing certain types of current assets. Based on the general principles of financing assets that determine the formation of the structure and cost of capital, the principles of financing certain types and components of current assets should be specified. Depending on the financial mentality of managers, the formed principles can determine a wide range of approaches to financing current assets - from extremely conservative to extremely aggressive.

9. Formation of the optimal structure of sources of financing of current assets. In accordance with the previously defined principles of financing, in the process of developing a policy for managing current assets, approaches are formed to select a specific structure of sources of financing for their growth, taking into account the duration of individual stages of the financial cycle and assessing the cost of attracting certain types of capital.

The current asset management policy is reflected in the system of financial standards developed at the enterprise. The main of these standards are:

The standard of own current assets of the enterprise;

The system of norms for the turnover of the main types of current assets and the duration of the operating cycle as a whole;

The system of liquidity ratios of current assets;

Normative ratio of individual sources of financing of current assets and others.

The purposes and nature of the use of certain types of current assets have significant distinctive features. Therefore, at enterprises with a large volume of used current assets, an independent policy for managing their individual types is being developed:

1) stocks of inventory items (they include stocks of raw materials, materials and finished products).

Inventory management is a complex set of activities in which the tasks of financial management are closely intertwined with the tasks production management and marketing. All these tasks are subordinated to a single goal - to ensure an uninterrupted process of production and sales of products while minimizing the current costs of servicing stocks. This section focuses primarily on financial tasks and methods of inventory management in the enterprise.

Efficient inventory management allows you to reduce the duration of the production and the entire operating cycle, reduce the current costs of their storage, release part of the financial resources from the current economic turnover, reinvesting them in other assets. Ensuring this efficiency is achieved through the development and implementation of a special financial policy for inventory management. The inventory management policy is part of the general policy of managing the current assets of the enterprise, which consists in optimizing overall size and the structure of stocks of inventory items, minimizing the cost of their maintenance and ensuring effective control over their movement.

accounts receivable;

Monetary assets (short-term financial investments are also equated to them, which are considered as a form of temporary use of the free balance of monetary assets). The management of monetary assets or the balance of funds permanently at the disposal of the enterprise is an integral part of the functions of the overall management of current assets. The size of the balance of monetary assets operated by the enterprise in the course of economic activity determines the level of its absolute solvency (the readiness of the enterprise to immediately pay off all its urgent financial obligations), affects the duration of the operating cycle (and, consequently, the amount of financial resources invested in working capital). assets), and also characterizes, to a certain extent, its investment opportunities (the investment potential of the enterprise's short-term financial investments).

The monetary asset management policy is part of the general policy of managing the company's current assets, which consists in optimizing the total amount of their balance in order to ensure constant solvency and effective use during storage. In the context of these groups of current assets, the policy for managing them is specified, which is subordinated to common policy management of current assets of the enterprise.

3.3 Management of non-current assets

Non-current assets formed at the initial stage of the enterprise's activity require constant management. This control is carried out in various forms and various functional divisions of the enterprise. Part of the functions of this department is assigned to financial management. The variety of types and elements of non-current assets of the enterprise determines the need for their preliminary classification in order to ensure their targeted management. The management policy of operating non-current assets is part of the overall financial strategy of the enterprise, which consists in financially ensuring their timely renewal and high efficiency of use. The policy of managing the operating non-current assets of the enterprise is formed according to the following main stages:

1. Analysis of the operating non-current assets of the enterprise in the previous period. This analysis is carried out in order to study the dynamics of their total volume of composition, their degree of suitability, the intensity of renewal and efficiency of use.

2. Optimization of the total volume and composition of the operating non-current assets of the enterprise. Such optimization is carried out taking into account possible reserves for increasing industrial use operating non-current assets in the coming period. The principal formula for determining the required total volume of operating non-current assets of an enterprise in the coming period is as follows:

OPova \u003d (OVAK - OVAnp) * (1 + DKIv) * (1 + DKIM) * (1 + AORp), where

OPova -- the total need of the enterprise for operating non-current assets in the coming period;

OVAK -- the cost of operating non-current assets used by the enterprise at the end of the reporting period;

OVANP -- the cost of operating non-current assets of the enterprise, not directly involved in manufacturing process, at the end of the reporting period;

LCIV -- the planned increase in the utilization rate of operating non-current assets over time;

AKIM - the planned increase in the utilization rate of operating non-current assets in terms of capacity; ORP - the planned growth rate of sales volume, expressed as a decimal fraction.

3. Ensuring timely updating of the operating non-current assets of the enterprise. For these purposes, the enterprise determines the required level of intensity of renewal of individual groups of operating non-current assets; the total amount of assets to be updated in the coming period is calculated; the basic forms and cost of updating various groups of assets are established.

4. Ensuring the effective use of operating non-current assets of the enterprise. Such provision consists in the development of a system of measures aimed at increasing the profitability ratios and production returns of operating non-current assets.

5. Formation of principles and optimization of the structure of sources of financing of operating non-current assets. Fundamentally, the renewal and growth of operating non-current assets can be financed from equity, long-term borrowed capital (financial credit, financial leasing, etc.) and from their mixed financing.

Management of renewal of non-current assets.

In the system of formation and implementation of the policy of managing the operational non-current assets of an enterprise, one of the most important functions of financial management is to ensure their timely and effective updating. Financial management renewal of non-current assets is subject to the general objectives of the policy of managing these assets, concretizing management decisions in this area. The sequence of development and adoption of management decisions to ensure the renewal of the operating non-current assets of the enterprise is characterized by the following main stages.

1. Formation of the required level of intensity of renewal of individual groups of operating non-current assets of the enterprise. The intensity of renewal of operating non-current assets is determined by two main factors - their physical and obsolescence. In the process of these types of wear and tear, non-current assets gradually lose their original functional properties and their further use in the operating process of the enterprise becomes either technically impossible or economically unfeasible. the functional properties of certain types of non-working assets lost due to technical wear and tear are subject to restoration to a certain extent through their repair.

2. Determination of the required volume of renewal of operating non-current assets in the coming period. Updating the operating non-current assets of an enterprise can be carried out on a simple or extended basis, reflecting the process of simple or extended reproduction.

Simple reproduction of operating non-current assets are carried out in proportion to their physical and moral depreciation within the amount of accumulated depreciation (depreciation fund funds).

Extended reproduction of operating non-current assets is carried out taking into account the need to form new types of them not only at the expense of accumulated depreciation, but also at the expense of other financial sources (profit, long-term financial loans, etc.).

3. The choice of the most effective forms of renewal of individual groups of operating non-current assets. Specific forms of renewal of certain groups of operating assets are determined taking into account the nature of their planned reproduction.

4. Determining the cost of updating individual groups of operating non-current assets in the context of its various forms. Methods for determining the cost of updating operating non-current assets are differentiated in the context of individual forms of this update.

Management of financing of non-current assets.

Financing the renewal of operating non-current assets comes down to two options. The first of them is based on the fact that the entire volume of renewal of these assets is financed by equity. The second of them is based on mixed financing for the renewal of operating non-current assets at the expense of equity and long-term borrowed capital.

The choice of the appropriate option for financing the renewal of operating non-current assets for the enterprise as a whole is carried out taking into account the following main factors:

Sufficiency of own financial resources to ensure the economic development of the enterprise in the coming period;

The cost of a long-term financial loan in comparison with the level of profit generated by the updated types of operating non-current assets;

The achieved ratio of the use of own and borrowed capital, which determines the level financial stability enterprises.

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See what "Property Management" is in other dictionaries:

The right to dispose of property transferred by the owner to another person. See also: Trust transactions Finam financial dictionary ... Financial vocabulary

The right to dispose of property transferred by the owner to another person. Dictionary of business terms. Akademik.ru. 2001 ... Glossary of business terms

1) establishment by the owner of the property of rules, conditions for its use, leasing, sale. Refers primarily to state property; 2) the right to dispose of property transferred by the owner to another person. Raizberg B.A.,… … Economic dictionary

property management- 1. Establishment by the owner of the property of the rules, conditions for its use, leasing, sale; refers primarily to public property. 2. The right to dispose of property transferred by the owner to another person. ... ...

1) establishment by the owner of the property of the rules, conditions for its use, sale, lease. The term refers primarily to public property; 2) the right to dispose of property transferred by the owner to another person ... Encyclopedic Dictionary of Economics and Law

PROPERTY MANAGEMENT- 1. establishment by the owner of the property of the rules, conditions for its use, leasing, sale; refers primarily to state property: 2. the right to dispose of property transferred by the owner to another person ...

property management- 1) establishment by the owner of the property of rules, conditions for its use, leasing, sale. Refers primarily to state property; 2) the right to dispose of property transferred by the owner to another person ... Dictionary of economic terms

management of property trust unfair- Management of property, which is recognized as bad faith, if at least one of the following conditions takes place: 1) it is established or carried out in violation of the requirements of the law; 2) it is carried out in violation of the agreement on this ... ... Technical Translator's Handbook

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trust property management- The transfer of property by one party (the founder of the management) to the other party (the trustee) for a certain period of time under an agreement for management, in which the other party undertakes to manage this property in the interests of ... ... Technical Translator's Handbook

Books

Trust management of property in the field of entrepreneurship. Monograph, Benevolenskaya Zlata Engelsinovna. The book is a comprehensive monographic study of the legal model of trust management of property. It is the fourth edition of the monograph, which was previously published in ...
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In the economic literature, everything that an enterprise has and uses in production activities, is called the property of the enterprise. In accordance with Art. 132 of the first part of the Civil Code “an enterprise as an object of rights recognizes a property complex used for entrepreneurial activities. The structure of the enterprise as a property complex includes all types of property intended for its activities, including land plots, buildings, structures, equipment, inventory, raw materials, products, rights of claim, debts, as well as rights to designations that individualize the enterprise, its products, work and services ( brand name, trademarks, service marks), and others exclusive rights unless otherwise provided by law or contract”.

The property of the enterprise includes all types of property that are necessary for the implementation of economic activities.

Usually, tangible and intangible elements are distinguished in the composition of property.

Material elements include land plots, buildings, structures, machinery, equipment, raw materials, semi-finished products, finished products, cash.

Intangible elements are created in the course of the life of the enterprise. These include: the firm's reputation and circle of loyal customers, the firm's name and trademarks used, management skills, personnel qualifications, patented production methods, know-how, copyrights, contracts, etc., which can be sold or transferred.

The relevance of the chosen topic of work lies in the fact that the property of an enterprise is the subject of study of various disciplines: law studies legal aspects existence, protection, transfer of property rights and obligations; in the analysis of economic activity, the effectiveness of the use of various kinds property of the enterprise; in the course of economics, the property of an enterprise is considered as an economic, economic resource, the use of which ensures the activities of the enterprise; accounting reflects the movement of property and the main sources of its formation.

The principles of enterprise property management are different depending on the organizational forms of the enterprise. Currently, in Russia, the following main organizational and legal forms approved by law can be distinguished:

1. Individual with the use of hired labor

enterprises without the use of hired labor

full 2. Limited liability partnerships

mixed

open 3. Joint-stock companies closed federal 4. State municipal

5. Non-profit public organizations

The purpose of the work: to determine the basic principles and methods of enterprise property management from the point of view of management.

A prerequisite for effective management is the presence of goals. The goals for managing an enterprise as an economic entity are financial and economic indicators that can be determined as a result of forecasting the future activities of an enterprise. Target indicators can be determined only if the enterprise has a developed business plan, from which it follows: how, in what time frame, and why certain financial and economic indicators can be achieved.

The owner of any enterprise is able to assess how efficiently his property is used, only by comparing the planned indicators with those achieved. Unfortunately, over the past 10 years, the state has not done any practical steps in order to create a more or less workable system of planning in the real sector of the economy.

You can create any number of bodies involved in the management of state property, but it is impossible to manage without clear goals and high-quality information. No plans - there will be no constructive and consistent actions aimed at achieving certain goals.

Work tasks:

1. To study the main legal acts regulating the issues of enterprise property management in the Russian Federation at the present stage.

2. To study the system of state and municipal property management;

3. Describe crisis management assets of a company in bankruptcy.

The work was carried out on the basis of information obtained from educational and reference literature, as well as from other sources: regulatory legal acts, periodicals, enterprise documentation, expert opinions, open statistical information.

1. Types and forms of enterprise property management

1. 1 Legal regulation of enterprise property management

The Federal Law "On State and Municipal Unitary Enterprises" determines, in accordance with the Civil Code of the Russian Federation (CC RF), the legal status of a state unitary enterprise and a municipal unitary enterprise (hereinafter also referred to as a unitary enterprise), the rights and obligations of the owners of their property. A variety of unitary enterprises are state-owned enterprises. State-owned enterprises are state-owned enterprises that are directly under the control of state bodies.

The property of a unitary enterprise is owned by the Russian Federation, a subject of the Russian Federation or a municipality.

The property of a unitary enterprise is formed by:

Property assigned to a unitary enterprise on the right of economic management or on the right of operational management by the owner of this property;

Income of a unitary enterprise from its activities;

Other sources that do not contradict the law.

The property of a unitary enterprise is indivisible and cannot be distributed among contributions (shares, shares), including between employees of a unitary enterprise.

Only legal entities existing in special organizational and legal forms - "enterprises" and "institutions" can be subjects of the rights of economic management and operational management.

The right of economic management, owned either by the enterprise as a commercial organization; or an institution carrying out entrepreneurial activities permitted by its owner; therefore, it is broader than the right of operational management, which may belong either to non-commercial institutions by the nature of their activities, or to state-owned enterprises.

The founder-owner has the right to withdraw property from the subject of the right of operational management only in three cases provided for by law (excessive, unused or not used for its intended purpose), and dispose of it at its own discretion. A state-owned enterprise is not entitled to dispose of any property, except for finished products, without the consent of the owner.

1.2 Tasks and general principles of state property management

The tasks of state property management include two main blocks: strategic management and operational management.

Strategic management issues include:

Investment decisions;

Decisions on issues of debt obligations of enterprises, especially to the state budget (both in taxes and on loans and guarantees issued);

Problems of choosing directions for the development of specific state-owned enterprises.

Operational management includes three main groups of tasks: planning, control and management decision making. High efficiency of state property management can be ensured through the implementation of one of the most common concepts of modern management - "management by objectives". Management by objectives implies the existence of clear, measurable and achievable goals, as well as a strategy and action plan that will ensure the achievement of the set goals. Business planning is not a step backwards, but a professional look into the future. Lack of goals and plans give rise to irresponsibility in the management of enterprises. If there are no goals and no ways to achieve them, then there are no clear criteria for evaluating the effectiveness of management. As a result, control procedures on the part of the owner (in this case, the state) turn from the most important management functions into an empty formality. Thus, the presence of a business plan that includes certain goals (in the form of financial and economic indicators), as well as the main provisions of the enterprise development strategy and operations, is the most important condition for creating a management system by goals.

Department of property management at the enterprise. Real estate management: organization, features, concept and types

General information

The Right of Leadership

Forms of property transfer

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See what "Property Management" is in other dictionaries:

Books

1. Types and forms of enterprise property management

1. 1 Legal regulation of enterprise property management

1.2 Tasks and general principles of state property management