The organizations management system from the point of view of the consumer value chain

Abstract

Purpose. Creating a three-dimensional model of the organizations management system. The relevance of the research is due to the peculiarities of creating a consumer value, which is associated with the specifics of the production process. The traditional approach to the management system does not provide flexibility in solving the problem of maximum customer satisfaction, due to the fact that it does not take into account the new requirements for the value chain of finished products. Materials and methods. The methodological basis of the research is based on the results obtained in the course of monitoring production and management processes, studying the document flow, interviews with managers of various management levels, employees of stevedoring companies. Methods of analysis, synthesis, and field research (such as survey observation, and personal conversation) were applied. Research result. The features of the stevedoring company’s management system functioning at the operational, tactical and strategic levels are revealed. The necessity of applying the concept of value chain and marketing management is proved. It will increase customer s satisfaction and enhance the effectiveness of management decisions. Scientific novelty of the article. A three-dimensional model of the management system is proposed, taking into account the practical aspects of the organizations activities in the new context. The model is based on a value-oriented approach to the formation and development of the management system. On its basis, the organizations management processes are built within the framework of marketing management, which makes it possible to operate as a single mechanism, the key goal of which is to increase the value of services provided. Tools and methods of influence in this case are chosen situationally, depending on the level of management and the existing relationships in the team. In the future, the application of this model implies the need to introduce additional indicators of the system: employee value, employee satisfaction, conditions for staff involvement that meet the requirement of harmonization of the socio-psychological climate in the workforce.