Introduction

Country transition to market economy, reaching the world level requires enterprises to increase production efficiency, competitiveness of products based on the introduction of the achievements of scientific and technological progress, effective forms of management and modern methods personnel management.

In order to successfully manage an enterprise, it is necessary to clearly understand the main mechanisms and patterns by which economic activity companies to pay attention to. In other words, you need to have enough high level competencies in the economics of the enterprise.

The main objective of the enterprise in all cases is to generate income through the sale of manufactured products (work performed, services rendered) to consumers. Based on the income received, social and economic needs are satisfied labor collective and owners of the means of production.

For the successful functioning of the enterprise, an analysis must be organized economic indicators activities of the enterprise and planning its production and economic activities.

In this course work, the main economic categories and indicators are considered, which can be used to evaluate the activities of an enterprise from various angles, and the calculation of the main technical and economic indicators of the enterprise's activities is made on the basis of the proposed data.

Methodological basis for implementation term paper are study guides and materials of the periodical press on the economics of the enterprise enterprise, research of domestic and foreign scientists in the field of development of the efficiency of enterprises.

The concept of the enterprise, the goals and objectives of its activities

Before proceeding to the consideration of the essence of the enterprise, it is necessary to give a definition of the term "enterprise".

An enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective, capable of using the means of production at its disposal to produce the products (perform work, provide services) of the appropriate purpose, profile and range that consumers need (perform work, provide services).

The enterprise as an object of study is a separate production and economic unit that has the rights legal entity engaged in the production and sale of products, the performance of work, the provision of services.

The main task of the enterprise is economic activity aimed at making a profit to satisfy the interests of the owner of the enterprise.

The enterprise is the primary link in economic system states. The company produces goods, performs work, provides services; jobs are created that provide employment for the able-bodied population and consumer demand. The enterprise is the main taxpayer, replenishes the revenue side of the state and local budgets.

In the system of the national economy, the enterprise is the main link, which is determined by the following circumstances:

1. Enterprises manufacture products, perform works, services that form the material basis of the life of both a person and society as a whole. The standard of living of people and the well-being of the state depend on what products an enterprise produces, what costs it incurs for its manufacture.

2. An enterprise is a form of organizing the life of each person and society as a whole. Here the employee, realizing his creative potential, contributes to social production. Here he receives remuneration for his work, financially providing himself and his family members.

3. The enterprise acts as the main subject of production relations that develop in the process of production and sale of products between various participants.

4. An enterprise is not only economic, but also social organization, since it is based on a person or a labor collective. In work, in the team, a sense of belonging to the affairs of society is realized, each employee of the enterprise develops as a person.

5. At enterprises, the interests of society, the owner, the collective and the employee are intertwined, their contradictions are developed and resolved.

6. The enterprise, carrying out production and economic activities, has an impact on the natural environment, determining the state of the human habitat.

Thus, we can conclude that the efficient operation of enterprises is the most important condition for the welfare and prosperity of the state.

At present, the status of an enterprise, the procedure for its creation and liquidation, the conditions for the formation and use of property, economic, economic and social activity, relations of the enterprise with government bodies and local government mainly governed by national legislation.

Government authorities set the rules for the economic behavior of enterprises through a system of laws and regulations. normative documents governing and regulating their activities.

There are two main models for the functioning of business entities - directive and social market economy. The essence and features of the activities of enterprises in various conditions are as follows.

In a centralized, directive economic system, an enterprise is an economic entity that has the rights of a legal entity, which, on the basis of the use of property by the labor collective, produces and sells products, develops according to a plan, and works on the basis of economic accounting.

In a social market economy, an enterprise is an independent business entity that has the rights of a legal entity, whose activities are aimed at making a profit, are carried out at their own risk and under their property responsibility. There are three significant differences in these definitions.

The first is complete independence in a market economy and limited independence in a directive one. The second is the purpose of the activity: profitable work in the market environment and output - in centralized system government controlled. The third is the property liability of the owners of the enterprise: in a social market economy, the risk of losing property, and in a directive economy, covering losses through subsidies from the state budget.

The period of transformation of the administrative-command economic model into a social market system is called the transition economy.

In a transitional economy, an enterprise is affected by both market factors and directive methods of regulation, which has a negative impact on the efficiency of its work.

To study the production and economic activities of the enterprise, it is necessary to dwell on such concepts as the internal and external environment of the enterprise. The internal environment of the enterprise is people, means of production, information and money. The result of the interaction of the components of the internal environment is the finished product (work performed, services rendered) (Fig. 1).

Fig.1. Internal environment of the enterprise

The external environment, which directly determines the efficiency of the enterprise, is primarily consumers of products, suppliers of production components, as well as government bodies and the population living in the vicinity of the enterprise (Fig. 2).

Fig.2. The external environment of the enterprise

The most important task of the enterprise in all cases is to generate income through the sale of manufactured products (work performed, services rendered) to consumers. Based on the income received, the social and economic needs of the labor collective and the owners of the means of production are satisfied.

Regardless of the form of ownership, the enterprise operates, as a rule, on the principles of full cost accounting, self-sufficiency and self-financing. It independently concludes contracts with consumers of products, including receiving state orders, and also concludes contracts and makes settlements with suppliers of the necessary production resources.

The main functions of the enterprise include:

production of products for industrial and personal consumption;

sale and delivery of products to the consumer;

after-sales service of products;

material and technical support of production at the enterprise;

management and organization of work of personnel at the enterprise;

comprehensive development and growth of production volumes at the enterprise;

entrepreneurship;

payment of taxes, performance of mandatory and voluntary contributions and payments to the budget and other financial bodies;

compliance with applicable standards, regulations, state laws.

The functions of the enterprise are specified and refined depending on:

enterprise size;

industry affiliation;

degrees of specialization and cooperation;

availability of social infrastructure;

forms of ownership.

Enterprises differ from each other in terms of production volume, organizational structure, degree of specialization, type of production processes, and a number of other features.

Enterprises may consist of a number of structural units and structural divisions, performing certain stages of the production process (main workshops, sections) or preparing conditions for the manufacture of products ( auxiliary shops). In a number of industries (coal, sugar, alcohol, etc.) the main manufacturing process not subdivided by department. Such enterprises have a non-workshop structure and are divided into sections. Most of them do not have a shop division and small enterprises.

Enterprises in a market economy can be classified according to various criteria.

According to the forms of ownership, enterprises are public and private. If there is a share of state and private property in the authorized capital of a business entity, then such an enterprise has a mixed form of ownership. Communal and republican are varieties state form property. There is the property of public and religious organizations. Enterprises with such forms of ownership have the main goal not to make a profit and increase capital, but to perform the statutory functions of creative unions, confessions and other similar structures. In some legislative acts of the post-Soviet republics, there are such formulations of the ownership of an enterprise: collective, joint, shared, public, national. Such interpretations of ownership are highly controversial.

According to the forms of management, enterprises act as an open and closed joint-stock company, a company with limited liability, additional liability company, unitary enterprise, rental enterprise, cooperative, general partnership and limited partnership, and others. Features of the functioning of the leased enterprise are indicated in the lease agreement between the tenant and the lessor-owner. The cooperative provides for the participation in the joint work of the members of the cooperative. A partnership with full liability to third parties is rare. The most common forms of business are a joint-stock company (JSC) and a limited liability company or partnership (LLC). The procedure for the formation of property, distribution of profits and liability between the participants of the company is established in the charter. Compensation for damages to third parties in case of bankruptcy is carried out within the limits equity. The sequence of satisfaction of creditors' claims is regulated by national legislation. The main difference between joint stock company and a limited liability company is that the joint-stock company by the amount authorized capital issues shares, issues them to their owners, maintains a register of shareholders, and in an LLC, the share contribution of owners is established as a percentage.

Enterprises are grouped by size as large, medium and small. Signs of attributing enterprises to one of the subgroups are indicated in legislative or by-laws. Small businesses with low headcount, profits, or sales have incentives over large ones in the form of tax breaks or other motivational mechanisms contributing to the development and strengthening of small business.

According to the participation of foreign capital, enterprises are divided into joint, foreign and foreign. The joint venture is located on the territory of the country, has a share in the authorized capital owned by foreign investors. A foreign enterprise is represented by national capital exported from the state as a contribution to the authorized capital of an enterprise registered in another country. A foreign enterprise has one hundred percent of the authorized capital owned by legal or natural persons of other states.

On the basis of industry, enterprises belong to the sphere of material production - industry, construction, Agriculture, communication, transport; and non-material production - healthcare, education, trade, science, culture and others. In turn, each industry is divided into sub-sectors. For example, in industry, on the basis of the nature of raw materials or destination finished product the coal industry, energy, metallurgy, mechanical engineering, chemical, light and food industry, production building materials. In mechanical engineering, machine tool building, automotive industry, tractor building, instrument making, etc. are distinguished. Industry classification can be enlarged and detailed. It is used to statistically characterize the structure of enterprises and their performance indicators.

By types of associations, enterprises are included in production, republican, regional, national or transnational companies. There are such varieties - concern, consortium, holding. The concern includes enterprises belonging to one (or several) industries. The consortium, in addition to enterprises, includes banking, financial, insurance structures. The holding is created by the owners to manage a controlling stake in subordinate enterprises. The financial-industrial group combines industrial and banking capital.

By types of splitting, subsidiaries, branches and other structures with a current account and a separate balance sheet or without them, with or without the right of a legal entity, are distinguished.

According to the purpose of the activity, enterprises are divided into commercial (focused on increasing profits and capital), non-commercial (performing other statutory tasks) or mixed.

Organizational goals, strategic planning

An important milestone when planning is the choice of goals.

The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.

Allocate the main target function, or the mission of the organization, which determines the main activities of the company.

Mission - the main main goal of the organization for which it was created.

When defining the mission of an organization, consider:

Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;

Who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.

The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.

Goals are:

1. By scale of activity: global or general; local or private.
2. By relevance: relevant (priority) and irrelevant.
3. By rank: major and minor.
4. By time factor: strategic and tactical.
5. By management functions: organization goals, planning, control and coordination.
6. By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
7. By subjects: personal and group.
8. By awareness: real and imaginary.
9. By achievability: real and fantastic.
10. By hierarchy: higher, intermediate, lower.
11. By relationships: interacting, indifferent (neutral) and competing.
12. According to the object of interaction: external and internal.

The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust accordingly. everyday life organizations.

Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.

Strategic planning includes four main types management activities:

1. Allocation of resources: allocation of available funds, highly qualified personnel, as well as technological and scientific experience available in the organization.
2. Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
3. Internal coordination of work of all departments and divisions. This step includes identifying strengths and weaknesses firms to achieve effective integration of operations within the organization.
4. Awareness organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of the following stages:

Implementation of the strategic plan, management by objectives.

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid retreat in the adoption of everyday management decisions from the main objectives of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.

effective method management is a method of management by objectives.

It consists of four stages:

1. Formulating clear and concise goals.
2. Developing the best plans to achieve these goals.
3. Control, analysis and evaluation of work results.
4. Adjustment of the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. On the this stage goal setting is required Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.

Organizational structure of the enterprise

Choice decision organizational structure accepted by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. The best structure of the organization is considered to be such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.

Types of organizational structures:

1. Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. This structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in stable external conditions, and where standard management decisions are most often sufficient.
2. Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
3. Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
4. Regional. This structure provides the best solution of problems related to the specifics of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
6. Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
7. Matrix. This is the structure that results from the imposition of the project structure on the functional one, and implies the principle of subordination (both to the functional manager and to the project manager).
8. conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work of personnel in the organization, its motivation is obligatory.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories Motivations are divided into two categories: substantive and procedural.

Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.

Control

Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field of human resources (recruitment); material resources(selection of suppliers of raw materials); financial resources(formation of the company's budget).

Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.

The behavior of employees, focused on the presence of control, gives more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

In the process of work, the management of the enterprise makes various decisions. They concern, in particular, the range of products, the markets to which it is supposed to enter, the issues of strengthening one's position in the competition, the choice of the optimal technology, materials, etc. Activities that are aimed at solving these problems are called the business policy of the enterprise.

The firm's goal system

As you know, any enterprise is created for profit. However, this is not the only desire of the owner of the company. In addition to the desire to earn income, there must be strategic goals firms. These include:

1. Conquest or retention of the most extensive sales sector for your product.
2. Improving the quality of products.
3. Achieving a leading position in the field of technological support.
4. Maximum use of financial, raw materials and labor resources.
5. Increasing the profitability of operations.
6. Achieve maximum possible employment.

Task Implementation Plan

The main goals of the company are achieved in stages. The work plan of the enterprise includes the following stages:

Mission Statement

The company must clearly represent the tasks that will be solved in the course of work. The goals of the company's activity should correspond to the goods (services) supplied to consumers, existing technologies. This takes into account the influence of external factors. The mission statement should contain a description of the company's culture, a characteristic of the working atmosphere.

Mission Importance

Individual leaders do not worry about its selection and formulation. If you ask some of them what the firms are about, the answer will be obvious - to maximize profits. Meanwhile, the choice of making profit as the mission of the enterprise is unsuccessful. important for any company. However, obtaining it is solely internal task enterprises. The firm is, in its essence, an open structure. It can only survive if it satisfies specific external needs. To make a profit, a company needs to analyze the state of the environment in which it operates. That is why the company's goals are determined by external factors. To select an appropriate mission, management needs to answer 2 questions: "Who are the company's customers?" and "What customer needs is the company able to meet?". Any entity that uses the benefits created by the firm will act as a consumer.

Nuances

The need to formulate the goals of the company has been recognized for a long time. G. Ford, creating the enterprise, chose as a mission to provide cheap transport to people. Making profit is a rather narrow goal of the firm. Its choice limits the manager's ability to consider acceptable alternatives in the decision-making process. This, in turn, may lead to key factors may be ignored. Accordingly, subsequent decisions may contribute to a decrease in performance.

Difficulty of choice

Many non-profit structures have a fairly large client base. In this regard, it is quite difficult for them to formulate their mission. In this case, you can pay attention to the institutions under the Government. Thus, it is believed that the Ministry of Commerce provides assistance to entities involved in the field of implementation. In practice, in addition to solving the tasks of supporting entrepreneurship, this institution should also meet the needs of the public and the Government itself. Despite the difficulties, a non-profit organization needs to formulate an appropriate mission for itself, taking into account the needs of clients. Leaders of small companies should clearly represent the goals of the company in the market. Here the danger lies in choosing too difficult a mission. For example, a giant like IBM not only can, but should strive to meet the needs of a large information community. However, a newcomer to the industry will be limited to providing software or hardware to process a small amount of data.

Tasks

They are in line with the purpose of the firm. The tasks are to achieve the indicators that are planned for a specific period. Their volume will be determined taking into account the interests of the owner of the company, the amount of capital, external and internal factors. The owner of the enterprise has the right to set tasks for the personnel. It doesn't matter what his status is. It can be a private individual, a shareholder or a government agency.

Task List

It may include various items, depending on the specifics of the enterprise. The tasks of the company include:

As you can see, making a profit is included in the list of tasks of the enterprise, not goals. This once again proves that income generation cannot be a key area of ​​work.

Formation of the company's goal

It is carried out in accordance with a number of principles. The goals of the firm should:

1. Be realistic and achievable.
2. Be clear and unambiguous.
3. Have specific deadlines.
4. Motivate work in the right direction.
5. focused on a specific effect.
6. Be available for correction and verification.

Any enterprise in the development of its business policy performs an analysis of the environment. During it, critical important elements that can affect the company's ability to implement tasks and achieve planned goals.

External factors

They are consumers, suppliers, population and government agencies. State external environment has a direct impact on the performance of the firm. For example, consumer demand will affect production volumes. The higher it is, the more quantity manufactured products. The external environment includes the work and general areas. The first consists of elements with which the enterprise has direct contact. For every company working environment may be the same to some extent, depending on general direction business policy and industry affiliation. Consumers, competitors, suppliers form the immediate environment. Everything else belongs to the general environment. It is formed from political, social, technological, economic factors. The general environment affects the company's strategy, the choice of development directions. At the same time, the enterprise takes into account the impact of the working environment on its capabilities.

Internal factors

They are staff, production means, financial and informational resources. The result of the interaction of these factors is expressed in finished products(services rendered, works performed). The internal environment includes departments, elements, services directly involved in production activities. Changing the composition of these components affects the direction of the enterprise. Together, internal and external factors form the organizational environment of the company.

Conclusion

To implement the tasks at the enterprise, a strategy is formulated. It includes various means or ways to achieve goals. The development of a set of alternative options is carried out based on the results complex analysis the work of the enterprise, competitors, customer needs. is an integral element. The development of tasks can be carried out for different periods. They can be short term or long term. The strategy must be flexible. This is especially true in modern conditions. When setting goals, the enterprise should soberly assess its resources and capabilities. Companies often take on more than they can handle. As a result, not only the reputation of the enterprise suffers. Ill-considered steps that do not correspond to the specifics and capabilities of the target company often lead to large debts to counterparties, bankruptcy. In order to avoid such problems, it is necessary to approach the choice of your mission with full responsibility.

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The organization environment consists of various elements that constantly interact with each other. The degree of manageability of the company will be determined by the level of knowledge about the opportunities that open up in the external environment, the threats lurking in it, and the ability to realize these opportunities and counter threats with the help of the organization's potential, i.e. readiness of its internal environment.

Under internal environment of the organization is understood as the totality of all internal factors of the organization that determine the processes of its life. The internal environment of the company is considered as universal, regardless of organizational form companies.

The main variables within the organization itself that require management attention are goals, structure, tasks, technology, and people.

Goals. An organization is a group of people with common conscious goals. Organization can be seen as a means to an end that enables people to do collectively what they could not do individually. Goals are specific end states or desired outcomes that a group seeks to achieve by working together. During the planning process, management develops goals and communicates them to the members of the organization.

An organization can have a variety of goals. Organizations that do business are focused on creating certain goods or services within specific constraints - in terms of costs and profits.

Organization structure- this is a logical relationship between levels of management and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.

Tasks A prescribed job, a series of jobs, or a piece of work that must be done in a predetermined manner within a predetermined timeframe. From a technical point of view, tasks are assigned not to the employee, but to his position. It is believed that if the task is performed in a given way and in such time as prescribed, the organization will operate successfully. The tasks of the organization are traditionally divided into three categories: work with people, objects and information.

Technology- a means of transforming raw materials - whether people, information or physical materials - into the desired products and services. Tasks and technology are closely related. Completing the task involves using a particular technology as a means of converting the input material into the output form.

People. And the organization, and management, and subordinates are nothing but groups of people. People are central to any management model. There are three main aspects of the human variable in the situational approach to management: the behavior of individuals, the behavior of people in groups, the nature of the leader's behavior, the manager's functioning as a leader, and his influence on the behavior of individuals in groups. Human behavior is the result of a combination of individual characteristics of the individual and the external environment.

Factors affecting individual behavior and success:

1) Mental and physical needs

2) Performance

3) Needs

4) Values ​​and attitudes

5) Values ​​and claims

All internal variables are interconnected (Fig. 1.1). In their totality, they are considered as sociotechnical subsystems. Changing one of them affects the others to some extent.

Rice. 1.1. Relationship of internal variables

External environment includes all the forces and organizations that the firm faces in its day-to-day and strategic activities.

The leader must take into account the external environment as a whole, since the organization is open system dependent on the exchange of inputs and outputs with the outside world.

The significance of external factors varies from organization to organization and from unit to unit within the same organization. Factors that have an immediate impact on the organization are referred to as the direct impact environment; all others - to the environment of indirect influence.

All factors external environment interdependent and interact with each other. The complexity of the external environment refers to the number and variety of external factors to which the organization is forced to respond. The mobility of the environment is characterized by the speed with which changes occur in the environment. The uncertainty of the environment is a function of the amount of information available for a particular factor and the confidence in the reliability of this information.

Main environmental factors of direct impact are suppliers of materials, labor and capital, laws and authorities state regulation, consumers and competitors.

Suppliers. From point of view systems approach organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital and labor. The dependency between an organization and its supply chain is one of the most striking examples of the direct impact of the environment on the operations and success of an organization.

Laws and state regulatory bodies. Interactions between buyers and sellers are subject to numerous legal restrictions. Each organization has a certain legal status, and this determines how it can conduct its business and what taxes it must pay.

Consumers. The very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy its needs. Customers, by deciding what goods and services they want and at what price, determine almost everything related to the results of its activities for the organization.

Competitors. If you do not meet the needs of consumers as efficiently as competitors do, the enterprise will not last long. In many cases, competitors rather than consumers determine what kind of product to sell and what price to ask.

Environmental factors of indirect impact usually do not affect the organization as noticeably as direct environmental factors. However, they must be taken into account. The main environmental factors of indirect impact include technology, the state of the economy, the political environment and socio-cultural factors.

Technology is both an internal variable and external factor great importance. Technological innovations affect the efficiency with which products can be made and sold, the rate at which a product becomes obsolete, how information can be collected, stored, and distributed, and the types of services and products an organization's customers expect.

The state of the economy. Management must be able to assess how general changes in the state of the economy will affect the state of affairs of the organization.

Sociocultural factors. Every organization operates in at least one cultural environment, so attitudes life values and traditions affect the organization.

Political situation. Certain aspects of the political environment are of particular interest to management. One of them is the mood of the administration, legislative bodies and courts in relation to business. The other is special interest groups and lobbyists. Also great importance has a factor of political stability.

Organizations must be able to respond effectively and adapt to changing external environments in order to survive and achieve their goals.

To study the internal and external environment of the organization, you can conduct SWOT analysis , having developed a managerial matrix for choosing strategic alternatives (Fig. 1.2.).

When filling out the matrix, you must adhere to the following recommendations:

1) Clearly distribute all factors. When dividing factors into internal and external, it is necessary to ask the question whether we can influence it. If we can, the factor is internal; if not, it is external.

2) A factor can be both a strength and a weakness

3) The wording in the cells should be in the form of an order: “implement”, “develop”, etc.

4) The number of factors in blocks does not matter. It is necessary to choose really influencing factors.

Internal environment External environment	S- POWER S 1 ……… S 2 ………	W - WEAKNESSES W 1 ………….. W 2 ………….
O – EXTERNAL CAPABILITIES O 1 …… O 2 ……	SO field	WO field
T- EXTERNAL THREATS T 1 …… T 2 ……	ST field	WT field

Rice. 1.2. Strategic Alternatives Selection Matrix

The method of studying the internal state of the organization and the competitive environment is the managerial STEP analysis (Fig. 1.3).

Rice. 1.3. Management STEP matrix

The matrix should present only the factors that actually exist at the moment. No forward-looking proposals are allowed. Since STEP factors are environmental factors, their wording should be such that it is clear that the firm itself cannot influence this factor. Usually, increased complexity represents block "T", it should reflect the advanced directions of development of similar industries in the world.

1.4. test questions on this topic

1. Definition of an organization.

2. General characteristics organizations.

3. The main elements of the internal environment of the organization.

4. Factors of the external environment of the organization

5. Qualities of a modern manager.