Formation of working environment and capacity of a management at the enterprise

The formation of a methodology of a supporting of a development of an enterprise management system is a direction of the author's research. As part of the study in this work, it seemed appropriate to e e he a h i f ie de a di g he place of management in a modern industrial enterprise. In management theory, interpretations of similarities and differences in the contents of the terms a age e a d ad i i a i a e f d. I hi k, a c a a i e analysis of the concepts of a age e a d b i e ad i i a i i carried out. In determining these concepts, the functional content, essence and relationship of management and business administration in the enterprise are highlighted. Based on the analysis, the management potential is formed. Management aspects of the activity are identified as such potential. As a working environment for the implementation of management potential, flows are defined. The main flows constituting the activities of the enterprise are presented. A stream visualization tool, the Senkai diagram, was brought in. The visualization of the flows made it possible to identify the area of application of the management potential, both for solving the current practical problems of the business and for the development of the enterprise management system. It is proposed to consider the results of the study as an approach to solving the urgent problem of streamlining an expensive managerial resource in the enterprise. The analysis of the achievements in solving this problem, published in domestic and foreign literature and related to overcoming the existing state in the management activities, is carried out. The causes of the problem are highlighted. An analysis of the reasons led to the conclusion that, within the framework of the existing approaches to management, the manager cannot carry out full-fledged effective activity. A generalization of the research results made it possible to identify the main directions for solving the problem. Mostly this decision is expressed in increasing the effectiveness of the actions of officials at different levels of the hierarchical structure, that is, in the chain of relations "leader subordinate." In this study, the author proposed an approach to solving the problem, which consists in eliminating the overlapping responsibilities of managers at the hierarchical levels of the administrative structure. This approach involves the transformation of the structure.


Introduction
The topic of the interpretation of the essence and content of management is covered with the enough works, which are written by both domestic and foreign researchers. However, acc di g he a h i i , he defi i i a d a a i f he c ce f a age e , hich a e i d ced i he e k c f e a i e i h he adi i a e a age e , eade hi a d ad i i a i , a d keep this confusion at the present stage of the management development. For example, the widely used definition of he e a age e , gi e i he a e a da d ISO 9000 a da d, i i e e ed a c di a ed ac i i ie f he ad i i a i f he ga i a i [9]. The purpose of this work was to consider the established approaches towards management from the standpoint of the implementation of a full-fledged effective activity, and in particular, to consider the streamlining of expensive managerial resources in the e e i e b i e . T achie e hi g a , he e e e e 5 a k , e e ia . A fi , i was important to establish the understanding of the purpose, nature and content of management itself. Secondly, the task was to determine the management potential, which is ready for the implementation in the environment where the activities of the enterprise are expanding. The third task was to determine the working environment in which the management potential is realized. The fourth task was to provide an illustration of the work environment, to facilitate the management for the realization of its potential. The fifth and the last task was to create the assumptions for solving the problem of streamlining costly managerial resources in the structure of a modern industrial enterprise.

Methods and materials
Management is the subject of many sciences. For example, from a sociological point of ie , a age e i a hie a chica e f e e e a i ba ed differences in fficia i i , a , i c e a d a ge f a h i [11]. F he i f ie f he e a ach, a age e i defi ed a he a ge ed i ac f e b e a he subsystem in order to change its behavior in a certain di ec i [17]. A e a a e bjec i he de a di g f he e a age e a g e a ce i various scientific and popular publications without any special explanation. Moreover, in the predominant number of interpretations of the term "management" there is the term " governance". A number of researchers drew attention to this problem. In particular, V.V. Ok e i d e a e i he diffe e ce i he c e f he e a age e , g e a ce a d ad i i a i i hei ac ica a ica ion. [15]. Thi k d e ide a e i e e a i f he e a age e . H e e , the management potential and the working environment, in which it is proposed to realize above potential are represented. A stream is exposed as a working environment for a age e , hich i de d a a e f bjec , hich i e cei ed a a h e, e i i g as a process on a certain time interval and measured in absolute units over a certain period of i e [3].
The main parameters of the flow, most commonly, are the following: the start and the end points; trajectory; the path length; the speed and movement time; any intermediate points and the intensity. This paper gives examples of the graphic display of material, cash and informational flows. Material flow defines the flow of products (inventory), considered together with various logistic and / or technological processes and assigned to a certain time interval (Figure 1). Simultaneously with the material flow, if it is necessary, a service flow could be established. The purpose of management is to coordinate the flow to meet the requirements of the recipients.
In a market economy, the increase of the efficiency of movement of goods flows and service flows is achieved mainly by improving their financial services, which, in turn, necessitates the allocation and study of financial flows. The financial flow is understood as the directional movement of funds, which are circulating in the economic system, as well as between the system and the external environment. It is proposed to define the informational flow as a message flow in speech, document (paper and electronic) and other forms generated by the original material flow and intended for implementation of control actions. Informational flows, which are accompanying certain operations, such as production procedures, transportation, order management, could be very complex and rich with workflow schemes, with the number of documents and their detalization.
To illustrate the flows in the activities of the enterprise, it seemed appropriate to use the Sankey diagram being the one of the effective ways to understand the structure of flows. The chart is named after its creator Matthew H. Sankey. The Sankey diagram reflects the intensity of the flow in each section, the load, throughput, relationships, the specific contribution of the private flow to the total flow. The diagram is widely used in energy management ( Figure  2). However, this is not the only direction of management where flows can be illustrated. Moreover, it could be argued that in those business flows of the enterprise where the management potential begins to be realized, it is appropriate to use the Sankey diagram. In particular, using the Sankey diagram it is possible to illustrate the cash flow in a financial stream (Figure 3). The financial condition of the enterprise depends on the implementation of the financial flow [7]. The classic functions of the enterprise administration were described by Henri Fayol in his cie ific die a 5 c e f ad i i a i [18]. Le e de a d he e components as enterprise business administration (or business administration).
The business administration of the enterprise runs the business. The aim of the work is to ensure that the business is consistent with its objectives and is properly organized and coordinated. The business administration draws up plans for management and monitors the work of managers, ensuring their commitment to the policies of the enterprise and effective work to achieve the goals and objectives of the enterprise and the implementation of plans.
Traditionally, the business administration of the enterprise, within the framework of the established organizational structure, solves the tasks of resources provision, making decisions, controlling and supervising business operations (projects, production, sales, logistics) together with related areas (finance, personnel, information technology, marketing).
The business administration devotes one of its administrative tasks to the formation of management areas. As a result of solving this problem, enterprises of various directions appear at the enterprise, for example, social, industrial, financial and informational.
Based on the scope of the enterprise, the business administration forms next flows: social (people), material, financial, informational, and establishes relationships within them. In this context, it is appropriate to solve the problem of involving the manager into the corresponding flow, fo e a e, a a cia f a age , d c i f a age , fi a cia f a age , i f a i f a age -by analogy with the already e ab i hed c ce f e e g f a age "e e g a age ." The latter aspect could be understood as setting goals for management for planning (policies, goals, indicators), coordination (infrastructure, communications, resources, processes, knowledge, changes), internal assessment, improvements (analysis, including risk analysis) of flows.
The ability to e b e c ea e a a age e e ia , hich i c de a e f principles, methods, tools and forms of production and enterprise management in a market ec i h he g a f achie i g high efficie c [19]. Guided by the goals and objectives of the business, the business administration of the enterprise properly organizes the coordination of resources, which are involved into the flows. The appropriate a age e , i e e ed b W. J. D ca a c di a i of human a d he e ce i h he ai f i g a ig ed ga i a i a b e i i ab e f the above [4]. It is important for the management to be able to influence the flows by moving the flow to its logical conclusion, i.e. -to the final point. As a result, the enterprise management is filled in with essence and content with the maximum movement to the flows.

Results and discussions
It is proposed to consider the result of this study as an approach to solving the problem of streamlining an expensive managerial resource in the structure of a modern industrial enterprise.
Rather objectively, such a problem was considered by a group of Russian managers who investigated the structure, factors, and results of activities of the management of enterprises in the coal industry of Russia [10]. An assessment of the current status of activity of enterprise management has shown that more than 50% of the time is spent on useless work. The work is acknowledged as useless in case, when it does not bring benefits, does not improve the process, when you have to redo something or put in order the process, site, workshop with the additional cost of resources for the implementation of past, outstanding works.
By A. A i behe , he ca e f his problem are the following: -duplication of single responsibility by managers at different levels of the structure, starting with top managers. Top managers duplicate the responsibility of their subordinate managers, and vice versa -managers of a lower level duplicate the responsibility of their leaders; -lack of knowledge about the operational situation due to distance from the flow, i.e. from the control object. Moreover, the greater the distance, the higher the position the manager occupies. Distance i ff e b he a age c i e . -the lack of the ability to apply advanced management methods that provide effective management technologies. The dominant method of work of managers is the meeting and other types of collegial activity [1].
The study of the manager's position led us to the conclusion that, within the framework of the existing structure and management approaches, the manager cannot carry out fullfledged effective activity.
Researchers have proposed a number of solutions to this problem related to overcoming the existing state of management activities. Lengnick-Hall proposed to improve the c ec i a d e a i hi f e e i he chai eade -b di a e a d hi ba i the value of their actions should be increased [14].
Dyakova G. believes that the responsibility of the energy manager is to increase the efficiency of energy source use and reduce energy consumption in the energy flow. As a part of improving the energy management system, an algorithm for the development of key indicators has been proposed. The human potential will be measured with those indicators [3].
Using a dynamic model of the potential for innovative development of the enterprise, Bondarenko S. considered the synergetic management, on the basis of which the synergetic effects are managed. Synergetic benchmarking and its effects were proposed as a management tool [2].
Verstina N. confirmed the lack of efficacy of using the total resource potential of the enterprise. The need for the development of integrated resource management tools is ide ified. The ed a age e a e ba ed he a ache f b i di g management, which are aimed at the maximum concentration of enterprise resources [16].
Duro H., Sandra L., Dusan L. noted that the concentration of creative resources and clusters are one of the most important forms of the fundamental process of smart enterprises, that strive to achieve sustainable competitive ability. Innovations in production and business processes, including the entire supply chain, during launching both new and improved products and services, are in the focus of attention of heads of intellectual enterprises [5].
Earlier, the author had already considered the topic of concentration of the potential of executives for actions to improve the enterprise management system by introducing the e ec i e f a age e b e [20]. In this study, the author proposed an approach to solving the problem, which consists in eliminating the overlapping responsibilities of managers at the hierarchical levels of the administrative structure. It is possible that such an approach will be accompanied by a transformation of the structure.
It seems that the approach will be implemented through: -separation of responsibilities of flow managers, -involvement of the manager in the stream. By restricting the manager to the objects of his responsibility (materials, information, resources, finances) by the flow framework, the problem of excessive managerial resources will be removed. The manager's activity will become identical to the flow.
For example, in relation to social flows, i.e. to the working with people, it is important for managers to provide sufficient training that will allow them to gain social competence and which will give them the possibility to select confidently the right management tools in the flow of human resources. For such a responsibility of managers, a behaviour matrix (Geiger matrix) could be very useful [8]. The Geiger matrix allows one to determine the level of unity in the relationship of people at four social levels (individual, group, intergroup and system). The use of this tool will allow the manager to get the opportunity of deep involvement in social flows and increase his social competence.
A di i c i e fea e f he a age ac i i i be he e e ce f a a age f by analogy with the availability of labour facilities (machine, model, project, etc.) for a specialist (designer, technologist, economist, etc.), which he directly uses in his work. Moreover, the specialist uses a certain set of professional tools and methods for work performance. From the outside, it looks like working with drawings, diagrams, at a computer, i h a a a , e c. [1]. The a h a ach i e b i ging closer the nature of the a age k he a e f k i he fe i a fie d . Certainly, i i ece a ake a e h d gica d f he a h a ach he realization of the management potential at the enterprise.

Conclusion
The activities of a modern manager in an industrial enterprise proceeds under conditions, which are changing rapidly. The high rate of changes in production and in the priorities of owners, risks of a different nature and market factors they all place increased demands on the personal and professional characteristics of managers, on the set of their competencies, managerial skills and behavioural progress [6].
The author did not set the task of giving the enterprise management new forms of activity that would provide the business administration with confidence in the economic success of their activity.
Nevertheless, a potential has been defined, that includes the managerial aspects of management activities. The management environment has established the flows generated by the enterprise. An approach is proposed for solving the problem of streamlining costly managerial resources in the structure of a modern industrial enterprise.
Thus, the author demonstrated the point of view that the expected economic success could brought closer by the reform of the managerial resource that has historically developed in the administrative structure of the enterprise.