Information flow - This is a set of circulating messages needed to manage and control. The information flow may exist in the form of paper and electronic documents.

Types of information flows

The modern enterprise is permeated with material flows, that is, the movement of material resources, unfinished production, finished products.

Information flows at a modern enterprise are generated by material flows and are flow of messages in speech, documented and other forms between the company's organization links and between the company and the external environment. In very general You can allocate:

1. Logistics block.

2. Strategic block.

3. Financial block.

Consider an approximate content of information flows. First denote information model One of the important areas of the enterprise is a logistics block (Figure 2.4).

Figure 2.4 - information model of the procurement management process

According to modern studies, the information model of the procurement management process is considered consisting of several components.

First block - incoming information:

1. "Inventory data" - database for available reserves.

2. "Applications of enterprises" - submitted applications for supply.

3. "Planned volume of production, services" - production program.

4. "Information on Source Sources" - Directories, databases and other sources of information on suppliers.

5. "Information on the progress of the execution of the order, contract" - information provided on the progress of concluded contracts for the supply of products.

6. "Supplied Products" - supplied under the contract products.

Second block- Outcoming:

1. "Rejected Applications" - rejected for various reasons for subdivisions (unreasonableness, impossibility of implementation, refusal of suppliers and other).

2. "Contracts, Contracts" - prisoners for supply contracts.

3. "Financial Documents" - Financial Documentation for Concorded Contracts (Advance Accounts, Accounts for Payment).

4. "Goods to the warehouse" - the receipt of goods that have passed the input control, to the warehouse.

5. "Return of goods" - Return of poor quality or non-compliant contract supplier.

6. "Updated Inventory Data" - Refined information on reserves in the database.

Control block Includes:

1. "Supply Norms" - established material consumption norms (reference books, manuals, etc.).

2. "Permissible procurement conditions" - acceptable terms of delivery (cost, time, etc.).

3. "Long-term agreements" - established long-term agreements, partnerships and other existing supply conditions.

4. Quality Standards - Mounted Quality Standards.

Divisions working with information flows are also shown in Figure 2.5. This is the "Logistics Department", "Planning and Economic Department" ("Department of Planning"), "Accounting" and "Warehouse"; In addition, ordered subdivisions submitting applications for supply (production "and others).

VII. LOGISTICS

4. Information Logistics

The importance of creating and using information systems in logistics systems

The MP control process is based on the processing of information circulating in logistics systems. A prerequisite for the agreed work of all LC links is the presence of information systems, which are similar to the central nervous system, is able to quickly and economically take the desired signal to the desired point at the right moment. One of the most important conditions for the successful functioning of production as a whole is the presence of such a system of information that would link all activities (supply, production, transport, warehousing, distribution, etc.) and manage it based on the principles of the whole. At the present level, the development of social production has become obvious that the information is independent production factorwhose potential opportunities are opened by extensive prospects for strengthening the competitiveness of firms. Information flows are those binding threads to which all elements of the logistics system are rolled.

Information Logistics organizes a data stream accompanying MP, creating and managing information systems (IP), which technically and programmatically provide transmission and processing of logistics information. Subject Studies information Logistics The features of the construction and operation of the IP, which ensure the functioning of the LANs. Purposeinformation logistics is the construction and operation of information systems providing availability : 1) the necessary information (for MP management); 2) in the right place; 3) at the right time; 4) the required content (for the decision maker); 5) with minimal cost.

With the help of information logistics and improvement on its basis of planning and management methods in companies of leading industrial countries, the process is currently occurring, the essence of which is replacement of physical stocks with reliable information.

Information flow. Types of information flows. Interrelation of information and material flows

Each MP corresponds to some information flow. Information flow (IP) -this is a flow of messages in speech, document (paper and electronic) and a different form generated by the original MP in the drugs under consideration between drugs and an external environment and intended to implement control functions. In tab. 4.1 shows one of the possible CAP classifications.

Between MP and IP, there is no unambiguous compliance, i.e. synchronicity in the time of occurrence, orientation, etc. IP may be ahead of MP (negotiation, contracting, etc.) or lagging behind it (information on obtaining delivered goods):
· ahead Information flow in counter the direction contains, as a rule, information about the order;
· ahead Information flow B. straight The direction is preliminary messages about the upcoming arrival of the cargo;
· at the same time The material stream is information in straight the direction of the quantitative and qualitative parameters of the MP;
· following for the material flow in counter The direction can be held information on the results of acceptance of cargo in quantity or quality, a variety of complaints, confirmation.

Possible is the presence of several SP, accompanying MP.

Table 4.1.

Classification of information flows

Sign of classification
Attitude to LS and its links	Internal, external, horizontal, vertical, entrance, weekends
Type of information carriers	On paper, magnetic media, optical, digital, electronic
Periodical use	Regular, periodic, operational
Assigning information	Directive (managing), regulatory, accounting and analytical, auxiliary
Degree of openness	Open, closed, secret
Data transfer method	Courier, mail, telephone, telegraph, television, email, fax, by telecommunication networks
Information Exchange Mode	"ON-LINE", "OFF LINE"
Direction relative to MP	In the forward direction with MP, in the counter direction with MP
Synchronicity with mp	Advanced, simultaneous, subsequent

Information system. Types of information systems on the micro level

Information system - This is a certainly organized set of interrelated computing equipment and softwareallowing you to solve certain functional problems, for example, in logistics - MP management tasks. The most frequent IP are divided into two subsystems: functional and providing. Functional subsystemit consists of a set of solved tasks grouped by the sign of common goal. Obespanching subsystem Includes the following items: technical provision, i.e., a set of technical means that ensure the processing and transmission of information flows; info provision that includes various reference books, classifiers, codifiers, formalized data descriptions; mathematical support, i.e. the set of methods for solving functional problems.

The micro levels distinguish the following three types of IP:

1) Planned IP are created on the administrative level of management to make long-term solutions: the creation and optimization of the links of the logistics chain; production planning; general management reserves; Management of reserves and others.

2) Disposure or dispatching is created at the level of the management of the warehouse or workshop to ensure the well-established work of the LAN, for decision-making on the medium and long term: disposal of intra-store or intra-water transport; Selection of goods on orders and their acquisition; accounting of shipped goods; Detailed management of stocks.

3) Executive IP are created at the level of administrative or operational management to execute everyday ages in real time: control of MP; operational management of production service; Movement management, etc.

The planned information systems solve problems that bind drugs with cumulative MP. At the same time, it is subject to end-to-end planning in the "Sales-Production-Supply" chain, which allows you to create an effective production organization system built on the requirements of the market, with the issuance of the necessary requirements for the system of material and technical support of the enterprise. These planned systems "bind" the logistics system into the external environment, to the cumulative material flow.

Dispovative and executive systems detail the planned plans and ensure their execution in separate production sites, in warehouses, as well as specific workplaces.

Vertical and horizontal integration of information systems

In accordance with the Logistics concept, information systems related to different groups are integrated into a single IP. There are vertical and horizontal integration. Vertical integration the relationship between planned, dispositive and executive systems by vertical information flows is considered. Schematic scheme Vertical information flows linking planned, disposplement and executive systems are shown in Fig. 4.1.

Horizontal integration the relationship between individual tasks complexes in dispositative and actuators through horizontal information flows is considered.

Fig. 4.1. Schematic diagram of vertical information flows in microloistic systems

Chapter 2. Management of information flows of industrial enterprises based on document management optimization

2.1. Information flows of the enterprise: Structure and features of construction

In general, the information field of the enterprise can be divided into its own and external. Own The information field combines information that is emerging within the enterprise. Such information should be attributed to 1:

Accounting data and other mandatory reporting for the current and past periods;

Primary documents of accounting, trade and operational accounting;

Orders and orders of the head and managers of all units (written and oral);

Data internal document management (paper and electronic);

The results of their own analysis of financial and economic activities;

Other data (for example, the results of the survey of employees of the enterprise).

It is important to note that the quality of its own information field of the enterprise mainly depends on the position of the enterprise itself (first of all, management). A clear organizational management structure, a rational distribution of functional duties among staff, reliable and convenient accounting on the basis of modern automated systems, a well-thought-out scheme of document management contribute to the improvement and development of the information field, which, in turn, leads to improving the quality of managerial decisions. On the contrary, disregard for collecting, processing and analyzing internal information is fraught with severe problems when managing business processes in the enterprise. Nevertheless, optimization of the internal information field of the enterprise's task is quite simple with respect to the external field.

The fact is that your own field is formed at the expense of internal sources of information that can be easily checked for completeness and accuracy. In the case of an external field, this is not guaranteed. The number of varieties of external information and its sources is very much, so we restrict ourselves to the list of main:

Laws, decrees, orders and other regulatory documents of the federal level;

Regulatory acts of the industry, regional and local level (often contradictory);

Comments on the above regulatory acts (press, other media, databases, Internet);

Data on the state of the industry (media, Internet, the results of registered research);

Data on the state of the global economy (media, databases, Internet);

Information from customers (feedback);

Conclusions of consultants and experts, the results of external (custom) marketing research and audits.

Briefly list the main problems arising when creating an external information field.

Partial information. In some cases, the source gives not all information, but some part of it. At the same time, it is not clear where and how to find the missing information.

Unreliability of information. Part of the information (especially in some media and the Internet) seems to be dubious, and in some cases and false. However, other sources may not be, and then you have to either take into account such information or to give up it.

Contribuability of information. Some sources contradict others, and it is impossible to definitely determine a reliable source.

Information redundancy. The information is too detailed, and a considerable effort is needed to highlight the part of the business.

The heterogeneity of the information. Information from different sources enters various form (on paper, orally, e-mail, in the form of graphs and tables, in the form of Internet files of different encodings, etc.). It is rather difficult to organize the unification of such information for further storage and processing on a single technology.

As can be seen even from this short list of problems, the formation and maintenance of the enterprise information field in good condition is a very difficult task. Nevertheless, it is necessary to solve it, since the price of a serious management error is immeasurably higher.

It will cope with the external and internal flow of information so that the manager can make effective decisions and successfully conduct the company's affairs - this is the purpose of the information management system (IUE).

In most cases, information management systems of companies are most often used enough to be used only as a means of automating certain processes, for collecting and processing a variety of information and solving other local tasks, suspiciously intersecting with the overall line of development of the company.

Fundamentally new comprehensive corporate creation concept information system (KIS) Unlike most of the existing MEES to date, it should be focused on solving the company's strategic objectives, including a decrease in the cost of budget and product costs, improving the efficiency of management and ensuring its investment attractiveness, the management of existing sales markets and Mastering new activities. Thus, it can be said that this corporate system is the platform based on a new, advanced business model of a business company is a profitable and high-profitable business, and the company has access to a new level of competitiveness.

It is proposed to consider distinguishing features of IUS and KIS (Figure 2.1.).

Thus, information management systems most often sufficiently used only as a means of automating certain processes, for collecting and processing a variety of information and solving other local tasks, sufficiently gluing intersecting with the overall line of development of the company.

Unlike the JUS, among the components of the KIS, ensuring the effective activity of the company as a whole, - one system Management of the company, automated control systems of techno-logical processes, network and telecommunication complexes of the telemetry information transmission system, Systems of life support, Internet and intranet solutions.

The corporate information system is strictly as a single complex of software and technical and organizational solutions covering all production, technological, financial and economic processes and combine all enterprise units into a single information space.

A circle specific taskssolved as a result of creating a co-temporal information system, includes:

Association into a single information space of the majority of territorially remote from each other objects and divisions of the company;

High-speed transmission over communication channels of any types of information flows;

Support activities of all divisions and objects of the enterprise;

Automation of all technological and business processes of the company, operational control and management of pro-production processes, transportation and sales, mutual settlements with consivers and suppliers, personnel management, etc.;

Powerful means of processing and analyzing the obtained in-formation, the calculation of the planned and actual cost of pro-duke;

Ensuring the required level of safety and protection information resources Enterprises.

Figure 2.1. - The process of transformation of the information management system of the enterprise to the corporate information system

The main result of the implementation of the corporate information system should be the creation of an effective and efficient management mechanism, covering business processes - financial and production, technological, marketing, sales, etc. As a result, the Corporation extends to a qualitatively new level of management and planning of its activities.

It increases yield at the expense:

Establishing payment discipline and clear control over the calculations, receivables and payables and fellows on them;

Effective management of all types of resources and creating a flexible system of their strategic and operational planning.

Cost reduction occurs due to:

Optimization of accounting and tax policies, the introduction of an even mechanism for calculating and paying taxes;

The possibilities of operational redistribution of material flows.

At the same time, investment attractiveness increases through the use of generally accepted world standards of accounting and complete "transparency" of financial and economic flows for investors and creditors, as well as the quality and efficiency of the RA-bots of each enterprise unit. The latter is due to:

Creating a single information space for technological and business systems, creating a single base of enterprise knowledge;

Introduction of intracorporate standards and use of a single information processing technology at all levels of management;

The introduction of electronic document management systems, which will be able to rationally organize internal and external in-formation flows;

Organizations of clear personal control over the execution of orders, orders.

The formation of a single information field of the company is based on obtaining information from different sources. Therefore, to ensure its effective use, a number of principles that guarantee the result of information support should be taken into account. When organizing in-formational support, it is necessary to proceed from a number of OS-new provisions (principles).

The principle of interaction. Under it is understood as the main guidelines that mediate the goal, the content and forms of business cooperation in the enterprise.

The principle of legality. Under it is understood by the ubiquitous, unconditional and accurate fulfillment of all officials and divisions of the current legislation.

The principle of parity (equality) of the parties and the division of their competence.

Principle of confidentiality. The value and confidentiality of the majority of information used in inforing interaction, implies the need for non-smoking of state, service and commercial secrets, other information protected by law, ensuring completeness and up-to-coverage of data.

The principle of compensation. The question of compensation is ogov-rich in separate contracts or in relevant normative acts.

The principle of information compatibility. Without implementation information technologies An effective interaction between units is impossible. When processing huge MAC-Sivov a variety of information technical meansperforming this task, must "understand" each other, which is achieved due to general principles information compatibility. This principle should be based on the development of all complex information systems associated with the need for their interaction.

The corporate information system for managing a medium or large company must be inherent in the following signs:

High functionality;

Modular architecture;

High performance;

High flexibility in accordance with the requirements of the customer;

Flexible configuration of the workplace;

Centralized delimitation of powers of users;

Full compliance with regulatory and legislative acts;

Orientation on affordable technical and software environments.

The functional structure of the information system of the company is presented in Figure 2.2.

Figure 2.2. - the internal structure of the information system of the industrial enterprise

As part of the "Operational Accounting" subsystem, the following functions are implemented:

a) Sales: conducting contracts for the supply of products; Forming orders for shipment of products; transmission of data in a condo of financial accounting; establishing a connection with customs decrees (GTD); print orders and insurance receipts; Fortification of product shipments; maintaining a "credit line" of the client;

b) warehouses of raw materials and materials: registration of receipt and race documents; Registration of invoices for internal re-enforcement; registration of commercial overhead; accounting for low-value and high-free objects; data formation for the settlement sectors with suppliers and contractors, the formation of reporting on the movement of the TMC;

c) Railway transportation accounting system: Accounting for personal accounts; Accounting for Iron Doro-Gi Services; monitoring expected tests and money on my way; Formation of reporting documentation and others.

In the Financial Management subsystem, the following types of work are being implemented:

a) debtors / lenders: calculations with debtors for shipped products; conducting mutual operations; carrying out bill operations; accounting of export contracts; analysis of de-bitors and payables;

b) banking operations: registration of bank documents; Accounting balances on accounts; Operations for the sale / coupling currency;

c) planning and financial analysis: compilation of the company's consolidated budget and control of its execution; Detailed analysis of the financial condition of the company; monetary accounting in the company's revenue;

d) Accounting: automatic formation of a provo-dock in the main book on the basis of primary documents, flexible on-construction plan of accounting accounts, the formation of all accounting postings in the system, the formation of an accounting balance.

The following functions are implemented in the Production Subsystem:

a) Calculation of the planned cost of products Flexible configuration of the production program, the calculation of the need for semi-finished products, the formation of a consolidated and deployed calculation, calculation of commercial cost, analysis of profitableness, comparative analysis cost,

b) the calculation and analysis of production costs, the form-mating and analysis of the production cost of products under cost articles, the cost analysis of 1 ruble of commodity pro-duktion, a comparative analysis of the planned and actual allegation;

c) Warehouse of finished products, accounting for the receipt of products to the warehouse, accounting of the consumption of finished products, formation of reports on the movement of finished products.

In the "Fixed Tools" subsystem, functions are implemented:

(a) Accounting for fixed assets, preparation of documentation on the mortgage, disposal and movement of fixed assets, the calculation of depreciation deductions; Accounting for the movement of fixed assets, the formation of the age structure of equipment, etc.;

b) Implementation and other disposal of fixed assets, preparation of invoices, accounting of revenue from the implementation of fixed assets, reporting.

The "System Administrator" subsystem is implemented:

a) access control is a flexible setting of powers of user in the subsystem, the organization of user groups, restricting access to the data of individual divisions;

b) data integrity; system of specialized pro-gram tools aimed at maintaining the logical and physical integrity of these system; operational monitoring of user action; Static control of active users;

c) error monitoring registration system errors; con-trol occurrence, analysis of the cause; saving the context of the developer errors;

d) printed reporting management;

e) system parameters configuration: setting up on "Vla-Delta system"; Setup to the specifics of accounting and organization of economic activity, setting up system system parameters; Setting data placement.

Internal management of information flows of the enterprise is based on the concept of document management.

The success of management activities is largely assessed by how quickly and qualitatively the processing of all necessary documentation, the movement of which is carried out by certain routes from the placement or receipt to the organization to be sent to interested organizations or deposit in archive. This movement of documents is named document flow 1. It must be organized in such a way so that there are no delays and clusters of documents in the workplace. For this purpose, in organizations it is necessary to develop the routes of documents and establish the specific timing of their stay from each performer, to monitor their passage on all workplaces. The procedure for the movement of documents can be represented as follows (Figure 2.3).

Figure 2.3. - scheme of movement of documents at the enterprise

The correct organization of work with the documents depends on how clearly the functions and duties between employees of the enterprise are discharged. The exact knowledge of their duties increases the responsibility of each employee and eliminates the duplication of operations when working with documents.

In accordance with the purpose of creating documents are divided into:

Dispensers (order, indication);

Organizational (position, charter, instruction, protocol);

Information and reference (referral, reporting explanatory note, act, service letter, telegram, telephone message, faxogram, travel rack accounting);

Personal (autobiography, statement, power of attorney).

Three groups of documents can be distinguished in the management documentation:

Internal (created in the organization and not overlooking it) - administrative, reference and information documentation;

Incoming (entering the organization). These include documents of higher governing bodies (decisions, decisions, orders, instructions, guidance and methodological letters), documents of other organizations (letters, decisions, acts), the appeal of citizens, etc.;

Outgoing (sent to other organizations) - letters, scheduled reporting documentation.

Documents are distributed to the Organization in accordance with FUN-KZTSI units and performers. These functions are enshrined in the provisions on the structural units and in official instructions of the performers.

Processing incoming documents.

Incoming documents (i.e., the entire correspondence entered into orientation by mail, telegraph, fax or any other way) must pass forwarding processing. An expedition employee primarily checks the correctness of the delivery of correspondence, its preservation (the absence of damage to the packaging, the completeness of the materials sent, etc.). All envelopes are opened, except personal correspondence. Envelopes are destroyed, with the exception of cases when the envelope contains the "confidential" or "urgent", as well as if the sender's address, the dates of sending and receipts are affected by only on the envelope. Expeditionary processing of documents should be implemented on the day of their receipt to the organization.

Then incoming documents are sorted by registered and non-registered. Not all incoming documents are subject to registration. The organization itself determines the list of unregistered documents. As a rule, congratulatory letters, catalogs, printed publications (brochures, magazines), meetings, etc.

On registered documents, the registration stamp is affixed, containing the name of the organization, the date of arrival of the document, its number.

Incoming documents are pre-treated in the can-cellar, where they are distributed to flows:

Leaders of the organization - for compulsory considering;

Structural divisions - for execution. Documents that are performed by several divisions are multiplied and transmitted simultaneously to all performers.

The head of the organization, having considered the document, determines the Islemaker, gives it clear and specific instructions and establishes the real deadlines. These guidelines are drawn up in the form of a cut-lucion on the document itself. Information about the performer and the execution date of the document are recorded by the secretary referential to the registration magazine and serve as a basis for taking a document to control.

The document with the manager's resolution is transferred to the Contractor and is in his work until the final decision of the issue. COG-yes work on the document is completed, on the document is the mark of its execution and direction in the case. After that, the document, together with a copy of the answer, is transferred to the Secretary-Refer-Rent for the binder.

Processing outgoing documents.

Outgoing are the documents sent from the organization. Their processing includes the following steps:

Drawing up draft document by the Contractor;

Coordination of the draft document;

Verification of the designation of the draft document;

Signing the document by the head;

Document registration;

Sending a document to the addressee;

Stitching of the second instance (copies) of the document in the case.

The draft document is drawn up by the Contractor and is agreed with interested officials or structural sub-divisions. Before the transmission of the prepared document on the signature, the Contractor must check the content of the document and attachment to it, the correctness of the document, the presence of the necessary details. Outgoing documents are issued in two copies, with the exception of faxes and telephones, which are in one instance.

The prepared draft document is submitted to the signature to the head of the organization. After signing by the head of two copies, the document is registered in the log of proceedings of proceedings.

Expeditionary processing of outgoing documents includes Sorrow, packaging, design postal shipment And for delivery in the division of communication.

Internal documents - These are documents that are prepared, are issued and executed within the institution itself. Their under-cooking and design are carried out in accordance with the general practitioners of the design of outgoing documents and include the following steps.

Reporting consists of numerous generalized, detailed and special references, which are informational support for logistics operations. The movement of the information flow, connecting all these components between them, occurs according to communication channels.

Logistic information flows are characterized by:

· Inhomogeneity (information used in logistic systems, is highly heterogeneous). It should be noted that under homogeneity in linear programming and, in particular, in the transport task it means unlimited possibility of transporting products from any point of departure to any destination.

In relation to the process of motion of information within the logistics system, homogeneity requires an unlimited possibility of transmitting any document to any structural division of the management apparatus;

· Multiplicity of units - information providers;

· The multiplicity of divisions - consumers of information;

· The complexity and difficulty of practical disorder of information routes;

· The multiplicity of the number of transmissions of the documentation units for each route;

· Multivariance of information flow optimization.

Methodically important from the point of view of logistics is to determine the interaction of material and information flows. It has always been believed that the material flow generates information, i.e., the primacy of the material flow was postulated. However, modern information technologies changed the sequence of interaction of material and information flows, and currently distinguish between their interaction.

1. The information flow is ahead of material. In this case, the information flow comes to achieve material flows (direct direction) or it contains information about the order (counter direction).

2. Information accompanies material stream, moves simultaneously with it. This flow includes information about the quantitative and qualitative parameters of material flows, which makes it possible to correctly and quickly assess their condition and make the necessary regulatory solutions.

3. The information flow is lagging behind the material flows. In this case, information serves only to evaluate the results.

Any logistics company, and not only needs advertising. Small-format advertising is perfect for developing companies, with a small advertising budget. In order for the name of the company, a store or organization, it is enough to face the eye of a potential consumer, there is nothing better than reminding him of his existence in the walls of his home.

Logistics companies are very closely connected with the consumer market - this is a cargo transportation, delivery of food and industrial goods, warehouses, including wholesale, small-winding, and this small business and, accordingly, advertising is very relevant not only on large stands, but also advertising on the entrances, leaflets in mailboxes etc.

Modern conditions are specific to a significant increase in the number of information flows within the organization due to the constant growths and complications of their structure. Improving the efficiency of information flow management in the organization in modern economic conditions is very important, since it is directly affected by the performance of work, both employees and the organization as a whole.

A huge amount of certain unit communications implemented and create information flows of the organization. Under the flow of information implies a directional movement of data from sources up to consumers. Data regulation in information flows has the goal to eliminate data repetition, reduce the paths of its passage, apply the appropriate transmission configuration and ensure optimal interchange data in the organization.

The grounds for high-quality data streams are considered to ensure the implementation of the selection conditions for the appropriate data transfer form and the selection of suitable technological processes Information transfer. Effective management of information flows in practice is possible to consider as an important circumstance of success in achieving important goals for organizations. But on this time There is no general approach to regulating information flows.

You can form the following typology of information flows:

1 By speed encoding and transferring notification:

a) fast;

b) slow;

2 by appointment

a) public;

b) special;

c) secret;

3 by meaning

a) full;

b) useful;

c) relevant;

d) outdated;

a) unidirectional;

c) branched;

5, depending on the side of the occurrence

a) streams created by the sender of information;

b) flows arising from the recipient of information;

6 by functional areas

a) warehouse;

b) financial;

c) personnel;

d) marketing;

e) technological;

e) administrative

A special role in the management system is played by the "barriers" of the effective formation and application of information flows.

Barriers of the formation and use of information flows are a hindrance that impede the best flow of information processes (collection, processing, accumulation, storage, search, distribution and distribution of data) in the organization. The characteristic of the "barriers" is presented in Figure 1. There are a number of "barriers" to the movement of information flows, which thoroughly restrain the receipt of significant data to the head of the organization. Similar "barriers" are fully characteristic of production organizations.

Figure 1. Characteristics of "Barriers"

1 Coordination and Structural Imperfection

4 ways to process information flows

5 Effective classic administration settings for their employees

6 anti-heaven-proof

But considering the peculiarities of the modern economic environment, the role of information and communication technologies, the development of a digital economy, etc. It is also necessary to allocate the following specific and significant barriers:

1 Infrastructure barrier is in contradictory functioning of that information networkwhich supplies persons who accept managerial solutions new information on the state of affairs in the organization;

2 imbalance of the interests of the governing link and the interests of employees in the process of implementing management decisions;

3 Technical barrier - loss and distortion of business information due to failures or insufficient use of necessary equipment;

4 Technological barrier - loss and distortion of business information due to non-use of the necessary information processing technologies.

Figure 2 shows the location of the Barriers in the organization.

Figure 2. Types of information flows and "barriers" associated with their formation

In Figure 2, the imbalance of interest may arise between the Director General and the Sales Division. The misunderstandings may arise between the accounting and the bank, the sales department and the warehouse. Technical barriers may arise in any department of the organization. To overcome the technical "barrier", you can use such tools as additional training of employees to work with existing information technologies (if the available software is not fully used); Conduct additional preventive maintenance of technology in order to avoid failures in work. The imbalance of the interests of the governing link and the interests of employees can be solved by conducting additional corporate seminars, trainings, work with a corporate psychologist can also help solve the incomprehension of each other's sides. Managers managers should be able to correctly convey to employees, which requires what purpose is the organization, making decisions on this or that matter.

The above "barriers" in a huge share are associated with the management of the organization and belong to internal circumstances. Thus, it is possible to distinguish that the favorable result of the work of the manager is depending on the deadline for the provided data, which it applies to planning, analyzing, monitoring and implementing management and timely acceptance of management.

One of the main and efficient ways to develop an organization is to form a sufficiently convenient information system that promotes the adoption of operational and reliable management regulations. The component of such a development is fully able to determine the information "barriers", as well as work on them, to reduce their impact on the quality of the organization's activities. In this regard, its restructuring and formation of the electronic administration can be considered a significant component of transformation of the management system. The restructuring of the organization management system is a change in the management system of the Organization using the latest information technologies in order to increase the performance of information flows. The fundamental goal of the restructuring of the management system is the formation of the electronic administration of the organization. A tangible role in modern works on economic informatics is captured by the theory of electronic office. It is based on the ideas of elastic embedding of advanced processing technologies in the activities of classical offices (organizations of organizations of organizations). The final purpose of the implementation of the concept of an electronic office is considered to reduce the minimum number of intra-corporate losses of the management process due to the transition from classical (paper) provision of documents to their electronic analogues.

Thus, during the use of the latest information technologies, in order to form an electronic office of an organization, it is necessary to focus on solving two issues: the movement of information flows in the system of management of the organization, selection and overcoming standard "barriers" of their effective development and application in the organization's management system. Paying interest to the main characteristics of information flows, the manager can count on an increase in the performance of data transfer in the organization. In this case, information flows acquire system-forming abilities. Any local task for increasing the performance of data transmission as the ruling will make merge with work in the outside environment.

The most important part of the organization's activities is to develop a system of methods (tools) of management or overcoming (liquidation) of "barriers" related to the formation and management of information flows, as the elimination of "barriers" or their effective management directly affects the adoption of management decisions, which in turn It affects the competitiveness and effectiveness of the organization's activities.

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