Structural capacity assessment of machine-building enterprises and associations

. Multidirectional tendencies of machine-building enterprises integration and disintegration resulted in the emergence of the formal and informal associations. These associations consist of the obviously and/or implicitly affiliated legal entities. Thus, a new element appears in the direct enterprise environment, i.e a management company or a head enterprise. The management company influences the participants even in an informal association. New environment restrictions led to the changes in the management structure. The paper considers the enterprise structures interrelation: organizational, financial, production, resource, and others. The authors draw a conclusion that the structures are hierarchy, and there are the coherence structures assessment criteria. The coordinated structures form the structural capacity of the enterprise. The suggested assessment coherence criteria (for example resource and functional structures) allow estimating the structural potential and defining the directions of the enterprise efficiency increase.


Introduction
The theory and practice of machine-building enterprises management convincingly prove that the enterprises possess the integrity property as social and technical systems. The integrity as the immanent organization characteristic can be visualized through the set of the enterprise structures and, also, can be a basis for the assessment of the organization structural capacity.
Scientists have been concerned about the problems of the enterprises structuring since 1880s. During the last decades the conceptual framework of the structural analysis theory was considerably extended [1]. Traditionally the organizational structure of the enterprise was considered the administrative model, and many of the researchers, starting with F. Taylor, studied only the organizational structures, without other approaches to the structural business management.
The essential contribution to the theory and methodology of the Works by V. Hrutsky, V. Gamayunov, T. Sizov, K. Shchiborshch contain approaches to the industrial enterprises financial structures development, but do not offer tools to evaluate the balance between the enterprise structures, i.e. the integrity. Taking into account the current trends in the organization forms of the machine-building business development the question of the balanced structures management formation is relevant.

Evolution of the machine-building enterprises organization forms
he main stages of the machine-building complex development in the Russian Federation Development of the structure definitions is connected to the research object amplification. According to the civil code of the Russian Federation "the enterprise" is the independent property complex used for the business activity implementation [2]. The integration and disintegration processes in the enterprises which have begun in the 1990s led to the emergence of the various associations. The main stages of the modern Russian economic system formation and their influence on the machine-building enterprises development are described in Table 1 Models of the machine-building enterprises associations formation As a result of the of machine-building enterprises integration and disintegration processes analysis, it is possible to create two models of the associations' formation: Joining of the independent enterprises in the group controlled by the management company (Fig. 1). One of main goals is the achievement of synergetic effect: providing a full production cycle, formation of a single sales market, diversification for the decrease in risks. The management company is the center of the group, organizes the financial flows and economic relationships in the group. Its tasks also include distribution of the investment resources.  The enterprises which become the parts of the group, as a rule, do not lose their independence and work both on internal and external markets.
1. Restructuring of the large enterprise with a full cycle (Fig. 2). The result of this process is the creation of the legally independent companies, usually, these companies are technologically connected. One of the goals is to increase the efficiency by creation of more flexible, operating structure and transition to market relationship. The initiator of such transformations is the owner. His main goal is the improvement of the finance indexes, which influence potential profitability of the core production and value of the business. The center of the group is the core production transformed into the independent legal entity. The rest of the enterprise in the association can be created as subsidiaries and can operate in the external and internal markets, or only in internal, fulfilling the requirements of the core production.
At the same time, production sites and idle capacities of the core productions are leased. It leads to the creation of a small specialized industrial enterprises buffer zone, which is necessary for the modern economy.
New, more complex organizational forms of business demanded the usage of the better management instruments based on the enterprises (associations) optimization structures and the integrity control. Obviously, modern machine-building enterprise is a polystructural object [6].

Polystructural approach to the business management
In addition to the organizational and financial structures mentioned above, the management system should include production, information and legal structures. The management structures correspond to the target and resource restrictions of the organization and should be optimized according to the established criteria. Table 2 contains the short characteristic of the machinebuilding enterprise key structures. The structural capacity of the enterprise (association) determines the structures coherence level. The complexity of the potential assessment is attributed to the structural contradiction existence, even if all conditions, the agreed targets, balanced resource and function abilities of the organization, are met. It should be noted that the capacity of the key structures can be initially higher than the goal potential due to SMART restrictions. In modern conditions competitiveness of machine-building enterprises and associations, characterized by the high level of the technological and organizational processes complexity, directly depends on the balance of the structures, i.e. structural potential.

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Methodical approach to the assessment of the management structures integrity At the first stage of the enterprise structural capacity diagnostics, the coherence assessment of the functional and resource structures on the basic level is proposed. These structures can be described by the means of the traditional quantitative figures that considerably simplify the assessment procedure [9,10]. Table 3 contains the comparison of three machine-building enterprises activity results. The criterion for comparison is the coherence of the functional and resource structures (integrity). As quantitative indicators of the assessment the following indicators were accepted: ROA -return on assets shows the generalized index of working efficiency; Kipm -productive capacity efficiency VP -output per the worker Krf -coefficient of claims on functions Kpmr -coefficient of the material resources proportionality Ʉɜɜ -the relation of development one working at the enterprise to the industry average development Kvio -coefficient of the available equipment involvement The majority of the indexes given in the table are integrated. For their calculation and analysis the system of private indicators (factors) should be used. When for various reasons calculation of the exact integrated indicator was impossible, private indicators were considered in the final assessment. Influence factors for Kipm: specific weight of the installed equipment, coefficient of the available equipment involvement, coefficient of the equipment disposal, coefficient of the equipment renewal, equipment increase coefficient, specific weight of production made in cooperation. Influence factors for VP: production mechanization coefficient, production automation coefficient, average coefficient of norms performance, efficiency of working hours, coefficient of structural compliance of performers in the specialty, coefficient of structural compliance of performers on qualification. The following conclusions can be made, based on the results of the research:

Conclusion
Modern economic conditions led to the management objects complication: as a result of the machine-building enterprises integration and disintegration processes the polystructural associations were created.
Quality of polystructure demands the formation of the approaches to design the business management (association) key structures: organizational, financial, production, informational, legal.
It is expedient to apply the management structures integrity indicator for the assessment of the difficult objects activity.
The current efficiency and development possibilities of the enterprises (associations) are defined by the structural potential size, characterizing the balance level of the management structures. For the structural potential assessment, indicators of the structures integrity can be used as elements.
By the example of the basic level structures, functional and resource, the application expediency of the integrity assessment approach on the basis of the indicators system of the enterprise overall performance is proved.