What is the external environment of the firm. Internal and external environment of organizations. The external environment of the enterprise

Any enterprise is located and operates in a certain environment, and each of its actions is possible only if the environment allows it. The enterprise is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival, since the external environment serves as a source of production resources necessary for the formation and maintenance of production potential. Environmental factors are uncontrollable by the enterprise and its services. Under the influence of events occurring outside the enterprise, in the external environment, managers have to change the internal organizational structure, adapting it to the changed conditions.

The external environment of the enterprise - these are all conditions and factors that arise independently of the activities of the enterprise and have a significant impact on it. External factors are usually divided into two groups: direct impact factors (the immediate environment) and indirect impact factors (macro environment).

To direct impact factors include factors that have a direct impact on the activities of the enterprise: resource suppliers, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is a joint-stock company).

In the conditions of Russia's transitional economy, it is the state that largely determines the efficiency of enterprises, primarily the creation of a civilized market and the rules of the game in this market.

The main functions of the state:

ü creation of a legal basis for the life of the country, including the development, adoption and organization of the implementation of economic legislation;

ü Ensuring law and order in the country and its national security;

ü Stabilization of the economy (primarily reducing unemployment and inflation);

ü providing social protection and social guarantees;

the protection of competition.

Factors of indirect influence do not have a direct effect on the activities of the enterprise, but taking them into account is necessary to develop the right strategy.

The most significant indirect impact factors include:

ü political factors - the main directions of the state policy and methods of its implementation, possible changes in the legislative and regulatory framework, international agreements concluded by the government in the field of tariffs and trade, etc.;

ü economic forces – the rate of inflation or deflation, the level of employment labor resources, international balance of payments, interest and tax rates, the value and dynamics of the gross domestic product, labor productivity, etc. These parameters have a different impact on different enterprises: what one organization sees as an economic threat, another sees as an opportunity. For example, the stabilization of purchase prices for agricultural products is seen as a threat for its producers, and as a benefit for processing enterprises;

ü social factors external environment - the attitude of the population to work and quality of life; customs and traditions existing in society; values shared by people; the mentality of society; level of education, etc.;

ü technological factors, the analysis of which makes it possible to foresee the opportunities associated with the development of science and technology, timely adjust to the production and sale of a technologically promising product, and predict the moment of abandoning the technology used.

The analysis of the external environment of the enterprise is hampered by the fact that the main characteristics of the external environment are its uncertainty, complexity, mobility, as well as the interconnectedness of its factors. The environment of modern enterprises is changing at an ever-increasing rate, which imposes ever-increasing demands on the analysis of the external environment and the development of a strategy that would take into account all the opportunities and threats of the external environment to the maximum extent.

Internal environment enterprise determines the technical and organizational conditions of the enterprise and is the result of management decisions. The purpose of the analysis of the internal environment of the enterprise is to identify weak and strengths its activities, since in order to take advantage of external opportunities, the enterprise must have a certain internal potential. At the same time, it is necessary to know the weak points that can aggravate the external threat and danger.

The internal environment of organizations includes the following main elements: production, finance, marketing, personnel management, organizational structure.

Importance of internal environment analysis explained by the following circumstances:

ü information about the internal environment is necessary in order to determine the internal capabilities, the potential that an enterprise can count on in competition to achieve its goals;

ü analysis of the internal environment allows you to better understand the goals and objectives of the organization.

The main elements of the internal environment of the enterprise are:

ü production (in foreign economic literature - operations management): volume, structure, production rates; product range; availability of raw materials and materials, the level of stocks, the speed of their use; the available fleet of equipment and the degree of its use, reserve capacities; production ecology; quality control; patents, trademarks, etc.;

ü personnel: structure, qualifications, number of employees, labor productivity, staff turnover, labor costs, interests and needs of employees;

ü management organization: organizational structure, management methods, level of management, qualifications, abilities and interests senior management, prestige and image of the enterprise;

ü marketing, covering all processes related to production planning and product sales, including: manufactured goods, market share, distribution and marketing channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing;

ü finance is a kind of mirror, which reflects all the production and economic activities of the enterprise. The financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level;

ü the culture and image of the enterprise are weakly formalized factors that create the image of the enterprise; high image of the enterprise allows to attract employees highly qualified, encourage consumers to buy goods, etc.

conclusions

1. The main link in the economy is an enterprise - an independent economic entity created to produce products for the purpose of making a profit and meeting social needs. An enterprise is characterized by a number of features, has its own goals and objectives, which are determined primarily by the state of the internal and external environment.
2. The entire set of enterprises operating in the economy can be classified according to a number of criteria (by sectoral affiliation, production structure, resources and products, by organizational, legal and technological features).
3. The efficiency of the enterprise is largely determined by its structure - the composition and ratio of its internal links. In the economy, there are three types of production structure (technological, subject and mixed), as well as several of its types. The parameters of the production structure depend on the range and characteristics of products, the scale of production, the level of specialization and cooperation.
4. The production process at the enterprise involves the combination of living labor with the means of production. The condition for the optimal organization of the production process is its rational distribution in jobs and in time. The organization of the production process is closely related to the type of production.
5. The enterprise operates in an external environment, the factors of which are uncontrollable by the enterprise. An analysis of the external environment is necessary to develop an enterprise development strategy that takes into account the complexity, uncertainty and mobility of the environment.

Course work

External and internal environment of the enterprise

Introduction

Any organization is located and operates in the environment. Each action of all organizations without exception is possible only if the environment allows its implementation. The internal environment of an organization is the source of its lifeblood. It contains the potential that enables the organization to function, and therefore, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization.

The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such an interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

The relevance of the topic is due to the fact that the modern environment of enterprises is characterized by an extremely high degree of complexity, dynamism and uncertainty. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. Moreover, in an ever-increasing number of cases, it is a condition for survival and development. In order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding of both the internal environment of the organization, its potential and development trends, and the external environment, its development trends and the place occupied by the organization in it. At the same time, both the internal environment and the external environment are studied by strategic management in the first place in order to reveal those threats and opportunities that the organization must take into account when defining its goals and achieving them.

1. The concept of the environment and its importance for the successful operation of the enterprise in the market

.1 Characteristics of the internal environment of the enterprise

legal department internal

As the internal environment of the enterprise, it is customary to consider all intra-company components that form it into a single system and are subject to some specific control action on the part of the company's employees (managers and performers).

Internal variables are situational factors within an organization. Since organizations are systems created by people, internal variables are mainly the result of managerial decisions.

The main variables in an organization that require management attention are goals, structure, tasks, technology, and people.

Goals is a specific end state or desired outcome that a particular group seeks to achieve by working together.

Goals have the property of being long-term constant and a certain level objectivity. Only clear, well-defined goals, the totality of which has a systemic character, lead to effective results.

The organization always has at least one common goal, which all members of the workforce strive to achieve. In practice, there are very few organizations that have only one goal. Organizations that have several interrelated goals are called complex organizations. It is important that the goals set by the labor collective are realistic and achievable.

As the basis of its planned or ongoing activities, the company, represented by management, “lays” (defines) the main goal, the achievement of which is simply impossible from a number of subgoals, each of which, in turn, consists of subgoals of the next level (sublevel), etc., which ultimately make up the "goal tree".

As a result of the formation and formulation of the entire system of the “tree of goals”, the “main goal” should be obtained as a result of the final activity of the firm (organization), a set of sublevels up to the very “lowest”, which should represent specific tasks that ensure the achievement of immediate (neighboring) tasks for subgoals (n-1). "n" means total number sublevels in the goal tree.

The structure of the organization reflects the allocation of individual divisions that has developed in the organization, the connections between these divisions and the unification of divisions into a single whole.

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

In the process of analyzing the internal environment, it is necessary to identify correspondences between the structure of the organization and the strategy analyzed by it, between which there is certain connection. A. Chandler found that a change in strategy will later lead to a certain change in the structure and identified several important assumptions:

§ Organizations with limited markets for products and simple operations tend to form a linear functional structure and are centralized in matters of strategy.

§ As the organization develops, there is a tendency to decentralize its structural units.

§ As organizations become more differentiated in terms of strategy, they become more free to choose their structures, exercise less control, and value awareness and creativity more.

The means of solving such problems is the creation of matrix and network structures.

The internal review process should focus on whether the structure of the organization is appropriate for pursuing and implementing the strategy. The analysis of the organizational structure is, first of all, the analysis of the results of work, which are closely related to structural problems.

Tasks. A task in management is understood as a prescribed (given) work, a series of works (a set) or a part of the work that must be performed in a predetermined way within a predetermined timeframe. From a technical point of view, tasks are assigned not to a person, but to the position in which the person is. The management of the organization, creating a structure (organizational-functional) for each position, defines a number of tasks (tasks, operations, actions) for the employee, which are considered as a necessary activity to achieve the goals of the organization. It is believed that the task, performed in the prescribed manner and within the specified time, ensures the success of the organization and departments.

Traditionally, the tasks of the organization are usually divided into three categories: work with people, equipment (including raw materials and tools) and information. The frequency and set of actions performed in operations, together with time, form the technology of work processes. The tasks of managers to manage the work of departments and the organization as a whole are no exception.

Technology. According to Lewis Davies, "technology is the combination of skills, equipment, infrastructure, tools, and related technical knowledge necessary to bring about the desired transformations in materials, information, and people." That. it is clear that tasks and technology are closely interrelated.

Technology, as a factor strongly influencing organizational efficiency, requires careful study and classification. There are several ways to classify. The classification of technology by Joan Woodward is the most famous. It distinguishes three categories of technologies:

Single, small-scale or individual production, where only one product is manufactured at a time.

Mass or large-scale production is used in the manufacture of a large number of products that are identical to each other or very similar.

Continuous production uses automated equipment that runs around the clock to continuously manufacture the same product in large volumes. Examples are oil refining, the operation of power plants.

One type of technology cannot be called better than another. In one case, one type may be more acceptable, while in another, the opposite will be more suitable. People determine the ultimate suitability of a given technology when they make their consumer choice. Within an organization, people are an important deciding factor in determining relative fit. specific task and content of operations to selected technologies. No technology can be useful and no task can be accomplished without the cooperation of people, who are the fifth intrinsic variable.

People. If management and/or even individual managers do not recognize that each employee is (or should be) an individual with their own personality and specific needs, then the ability and ability of the organization to achieve its goals will be threatened. Nowadays, no one objects to the fact that management achieves the goals of the organization through other people. It has become obvious that people are a central factor in any model of managing the internal environment (an internal factor and / or the main "pain points" of the organization). Thus, in the personnel system it is necessary to deal with people, and in three components: the behavior of individuals, the behavior of people in groups and the components of the behavior of leaders, the functioning of managers, especially in the role of leaders, and the specifics of their influence on the behavior of individuals and groups.

Man in society and at work depends on the complex combination and interaction of his individual characteristics and the external environment.

The most important task of human resources activities is to ensure that the organization has the required number of personnel at the required level and that the personnel correspond to the needs of the strategy.

1.2 Characteristics of the external environment of the enterprise

The external environment is all those factors that are outside the organization and can affect it. The external environment in which organizations have to work is in constant motion, subject to change. Consumer tastes are changing, the market exchange rate of the ruble against other currencies, new laws and taxes are being introduced, market structures, new technologies revolutionize production processes, etc. The ability of an organization to respond to and cope with these changes in the external environment is one of the most important components of its success. However, this ability is a condition for the existence of planned strategic changes.

However, the set of environmental factors and the assessment of their impact on economic activity are different, and not only for the authors of scientific publications on management issues, but also for each company. Usually, the company in the process of management itself determines which factors and to what extent can affect the results of its activities in the present period and in the future.

The external environment of the organization is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. In order to ensure a long-term sustainable existence of an enterprise, it is necessary to have information about the factors of the external environment and the activities of the enterprise itself.

Today, all factors of an external nature began to be divided into components of a general, direct and indirect impact. Common impact factors include those that are the most common for all organizations: the state of the economy in a given situation and the impact of this state on specific areas of business and a given type of firm; state policy in relation to various business systems; the state of legal protection of business, specific organizations, legal and individuals; attitude of the general population towards this species business activities and specific organization; management methods that the state uses in relation to various organizations.

As a result of the impact of these groups of factors, a model of the impact of external factors was formulated (Fig. 4), grouped into four main groups: legislative and political impact; economy and competition; social and cultural character, as well as suppliers and technology. All groups are interconnected and can be characterized by certain trends of change.

In recent years, the presented model has been concretized by the components of direct and indirect impact. Factors of direct impact began to include consumers, competitors, suppliers, government agencies, financial institutions, sources of labor resources relevant to the activities (operations) of a particular organization.

The direct impact environment is a factor that directly affects the activities of the organization, which, in carrying out its operational work, experiences this direct and immediate impact from the outside.

Let's briefly consider the main factors of direct impact.

Suppliers play a special role, since organizations of any nature and complexity are most directly dependent on the network of suppliers of materials and equipment, the energy consumed, the capital and the necessary employees (labor resources) for the firm.

The network of suppliers inside and outside the country (foreign) may become more complex and expensive as a result of political acts and legal changes in the supplier country. There is no need to list examples of blockade actions in individual regions and countries by neighbors and by decision of the UN, which blocked supplies from Iraq, Iran, Yugoslavia and other countries.

It is especially dangerous for the efficiency of the company when a number of organizations in the region work with only one supplier of raw materials, materials or energy resources. In these cases, it is possible for the supplier to set monopoly prices, and it is simply impossible to find an alternative supplier. It is even more difficult when the supplier is an organization (firm) in other countries.

The materials necessary for the implementation of the production process play a decisive role in the life of the organization, and this forces them to accumulate and maintain certain reserve volumes, binding significant amounts of money for the period of storage before being included in production activities.

To grow and prosper, a company needs not only suppliers of materials, but also suppliers capital. There are several such potential investors: banks, federal and international loans for the implementation of specific programs, shareholders and specific individuals who buy shares in specific firms or special programs. As a rule, the better a company is doing, the better its ability to negotiate with suppliers on favorable conditions and get the right amount of money. Small businesses, especially venture capitals, are now experiencing great difficulty in obtaining the necessary funds.

Considerable difficulties are experienced by most organizations in providing labor resources for both performers and managers. Complex technologies and equipment require specialists of appropriate training. For example, the booming computer technology industries require highly skilled engineers and technicians, experienced programmers and systems developers. Firms feel a constant shortage of managers, especially middle and top management.

Laws and government agencies promote the development of business or may impede its development, and sometimes even prohibit it altogether. Organizations carrying out business activities are required to comply not only with national laws, regional legislative bodies, but also with the requirements of state bodies that regulate and control the implementation of business operations. National and foreign governments can be for a number of organizations the main regulators of their activities, sources of subsidies, employers and buyers. This may mean that for these organizations, the assessment of the political environment may be the most important aspect of the analysis of the external environment. Such an assessment is carried out through the detailing of political and legal factors affecting the organization. Let's highlight the most common factors for analyzing the external environment: changes in tax legislation, the alignment of political forces; business-government relations; patent law; protection legislation environment; government spending; antimonopoly law; money-credit policy; state regulation; political conditions in foreign countries, the size of state budgets; government relations with foreign countries.

Consumers are one of the cornerstones efficient business. P. Drucker argues that the sole purpose of business is to create a consumer. The classics of management argue that the existence and effective operation of an organization depend on its ability to find consumers of the results of its activities, both goods and services, in order to satisfy the needs of customers. Such organizations include all state system, whose organizations do not carry out commercial activity, i.e. do not participate in profit.

In all economically developed countries, a system has already developed in which it is the consumer who decides what goods and services are desirable for them and at what price they are ready to receive them.

In recent years, a system for the formation and expansion of such demand has been developing more and more intensively, when demand is stimulated and initiated specifically in the interests of the creators of various proposals.

And one of the most important factors of direct influence is competitors.

The management of each enterprise clearly understands that if the needs of consumers are not met as effectively as competitors do, the enterprise will not stay afloat for a long time. In many cases, competitors rather than consumers determine what kind of performance can be sold and what price can be asked.

Underestimation of competitors and overestimation of markets lead even largest companies to significant losses and crises. It is important to understand that consumers are not the only object of competition for organizations. The latter may also compete for labor, materials, capital, and the right to use certain technical innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of the relationship of managers with subordinates.

The modern development of science and technology in the conditions of scientific and technological revolution has significantly intensified the competition between firms. The most important condition for the prosperity of the company is its continuous improvement and, above all, on the basis of modern achievements in science and technology. A scientific discovery or a fundamentally new product or service can take a firm to the pinnacle of success.

At the same time, it should be noted that competition sometimes pushes firms to create various types of agreements between them, from market division to cooperation between competitors.

Each of these factors contributes in some way to operational performance or counteracts the achievement of effective desired results.

The environment (factors) of indirect impact, by some parameters, specifies the above factors characteristic of the overall impact and expands their list (Fig. 1.2.3).

The indirect impact environment is more complex than the direct impact environment. As a rule, information about the indirect impact environment is more complex, less complete and less reliable. At the same time, environmental factors of indirect influence can, under certain conditions, act as potent factors of direct influence.

The uncertainty of the external environment is a consequence of the amount of information that the organization has in relation to this factor, as well as the degree (level) of confidence in its accuracy.

As environmental factors of indirect impact, it is customary to consider: technology, the state of the economy, relations with the local population, socio-cultural and political. Let's look at them briefly.

Technology is a factor of external influence when it comes to the existing, most advanced or outdated technologies common in the field of this business activity in the world and partner countries. At the same time, technology is an internal factor, in the form of a system of innovations with which goods and / or services are manufactured and sold. Thus, there are two components, two levels of technology: accepted and used by the organization as an internal factor and the most common in its field of activity in the country of residence of the organization and in other countries in this industry. New technologies are quickly associated, forming fundamentally new, with higher capabilities. During the last decade, the microminiaturization of consumer and industrial electronics has sharply increased, and the movement of information flows has accelerated.

The state of the economy determines the rate at which capital moves from production to trade and from one country to another. Any particular change in the economy has a different impact on the spheres of production and trade, various systems services, etc. It is especially important to take into account the state of the economy and the most important trends in its changes in organizations that carry out their business activities simultaneously in a number of countries. The efficiency of business activity is strongly influenced by changes in the exchange rates of the currency systems, which largely depend on the state of the economy and the most important trends in its change.

Relations with the local population are very important for the organization, since the level of efficiency of its functioning in this particular place depends on it. There are three obligatory conditions for the organization: filling the market (market niche) with an acceptable product (quality, cost), creating new jobs for the population and the required level (defined, established by local conditions) of environmental friendliness production activities. As in any area of business and mutually beneficial partnership, the most effective and long-term “works” principle is “profitably together”.

The need to maintain good relations of the organization with local communities, self-government structures and significant societies becomes clear, which is purposeful and very important work firm managers.

Any organization operates in at least one political and one cultural environment. Socio-cultural and political components significantly affect the activities of business structures and depend on the behavior of top-level managers of the organization and their relationship with the local administration, political and socio-cultural systems. Depending on the relationship with the company, its image, degree of fame and other factors, a business situation is formed.

Socio-cultural factors affect a number of other components, such as the traditions of the attitude of the main part of the population or individual groups to certain types of goods and services, the homogeneity of buyers (customers) and their number in different groups, the rate of change in the parameters of the main goods and services consumed, the attitude to certain groups of the population (women, certain groups or national minorities, etc.).

Political system and policies of state structures and government bodies, established existing pay levels various categories of the working population determine the volume of purchases by the main buyers, their attitude to local (domestic) and foreign goods, which, in turn, affects the volume of exports of goods and services.

Some of the political factors are especially important to consider for the heads of business structures. These primarily include those areas of business that are supported by the leaders of the country, administrative bodies and major parliamentary groups, which quite often correlates with the socio-cultural traditions of the country and region. As a result, certain tax incentives or preferential trade duties, legislative acts for the conditions of employment and promotion of representatives of the host country or national minorities in the labor process, legislation to protect the market of certain local goods and consumers, various standards for safety, standards for clean environment, price controls and wages and etc.

International environment. Everything previously discussed becomes much more complex for those organizations that systematically work abroad. In the course of the functioning of the organization, it is necessary to take into account the specifics of forecasting when planning, the ability to effectively organize, promptly manage and control the work of both individuals and the organization as a whole.

species play an important role international business in which the organization is involved abroad, the specifics of international and domestic impact on existing methods and forms of international business management and the main directions in its further development.

The types of international business include the export and import of goods and services.

International economic activity should take into account all international agreements and peculiarities of trade and economic law in partner countries.

International business management is carried out through ways and methods of penetrating new market spaces (regions), through exports, licensing, joint ventures, direct investment and multinational corporations. Penetration into new markets, in turn, is inextricably linked and can be based on four types of factors: cultural, economic, legislative and legal, and the level of state regulation in international relations and management activities in relation to international relations.

From the foregoing, we can conclude that the company's management must take into account the external environment as a single holistic impact due to the fact that the organization is an open system and depends on the resources used and the results of interaction with the external environment. Factors that have an immediate impact on the organization belong to the environment of direct impact, all others - to the environment of indirect impact. The organization must promptly and effectively respond to changes in the external environment, adapt to them in order to ensure survival and achieve its goals.

2. "UE "Business Initiative"": direction and specialization of activities, legal status, management structure and analysis

.1 Characteristics of the enterprise

The unitary enterprise "Business Initiative" was established in accordance with the legislation of the Republic of Belarus and registered on November 27, 2000. The main purpose of the creation of UE "Business Initiative" is to implement economic activity aimed at making a profit. Activities of UE "Business Initiative":

production plastic cards(advertising and discount, club, banking, insurance, Internet cards, passes);
production of souvenirs (key chains, mugs, badges, pens, flags, diaries) by various methods.
provision of printing services offset printing, risography, full-color digital printing, silk-screen printing, post-press services);

The number of employees is 17 people (director, commercial director, Chief Accountant, office manager, 4 printing production operators, 5 designers, 4 managers).

2.2 Analysis of the internal environment of UE "Business Initiative"

Goals of the enterprise - The main goal of the enterprise, according to the director, is to take a leading position among the salons of operational printing and obtain maximum profit. To achieve this goal, the company strives to provide individuals and legal entities with high-quality printing and advertising souvenir products. The long-term goal of the enterprise is to expand production, purchase offset equipment. This will enable the organization to new level customer service, manufacturing products in thousands of runs, which is impossible at this stage (in order to keep a complex customer who needs to manufacture both small and large runs, an enterprise has to resort to the services of third-party organizations to fulfill an offset order, acting as an intermediary, and losing a significant part of the profit).

Personnel and general management The organizational structure of the enterprise due to the small number of personnel is extremely simple.

The main manager is the director, who reports to the chief accountant, commercial director and office manager.

The commercial director reports to designers, account managers and printing production operators.

Thus, we can conclude that the organizational structure of UE "Business Initiative" is a hierarchical linear management structure, which is usually typical for small enterprises.

The organization does not have material incentives workers. There is also a problem of staff turnover, in particular among designers and account managers, due to the relatively low wages.

Despite this, it cannot be said that there is no motivation at the enterprise at all. Due to the small number of staff, managers have personal contact with all employees and are an authority for them, which should be considered a motivational factor.

It is also worth noting that the work performed by the employees of the enterprise is not monotonous and requires different skills and knowledge, which increases their self-esteem. This can be considered a moral factor that increases the productivity of workers.

The enterprise is characterized by informal relations "easily" between all employees, including managers. As a disadvantage of this state of affairs, one can point out that such relationships often lead to a lack of subordination, which can reduce the effectiveness of the organization.

Production - Due to the fact that favorable and long-term relationships have been established with suppliers of materials, the company acquires raw materials at affordable prices. Most of the organization's materials are discounted from 15 to 30%.

The commercial director constantly monitors the availability of materials in the warehouse and, in case of approaching the established reserve, forms requests to suppliers for replenishment of stocks. The enterprise is located The entire enterprise is located in four office-type rooms, one of which is adapted for storing supplies (20 sq. m.), two are occupied by an office (25 and 17 sq. m.), and the fourth is actually industrial premises, the size of which is 40 sq.m.

UE "Business Initiative" owns the following equipment:

§ 11 personal computers

§ 2 HP 1200 laser printers.

§ Scanner Umax Powerlook III

§ 3 Full color digital cameras: Xerox DocuColor 12, Fiery XP12 and Canon CP 660

§ Risograph GR 3750

§ Two-color tampon TIC

§ Plotter EnCad NOVAJET Pro and Omega "New Star"

§ Roll laminator PHOTONEX LCH-235

§ Batch laminator Lamiart-PRO

§ Thermal binder OMA Thermal

§ Creasing machine Fastbind

§ 2 corner rounders

§ 3 Guillotine cutters

§ DataCard Printer

§ Thermal Image Transfer Equipment The MagicTouch

That. UE "Business Initiative" has a powerful production base for the production of printing and advertising souvenir products.

To date, the main disadvantage of UE "Business Initiative" is the lack of its own offset equipment. Thanks to this equipment, the company can produce full-color products (catalogs, magazines, books) in large quantities. In order to keep a complex customer who needs to produce both small and large print runs, an enterprise has to resort to the services of third-party organizations to fulfill an offset order, acting as an intermediary, and losing a significant part of the profit (because for placing an order in large printing houses, the company has only a small percentage) than this equipment would be owned by the company.

Technologies - The management of UE "Business Initiative" constantly monitors the emergence of new technologies in the manufacture of printed products, for this purpose the director constantly subscribes to specialized magazines and attends thematic exhibitions and seminars. To date, we can say that the organization "keeps up" with those developments on which its successful activities depend.

Marketing - UE "Business Initiative" conducts a moderate advertising company, namely: places advertisements in newspapers, on the radio, distributes advertising booklets to potential and regular customers.

The competitive advantages of UE "Business Initiative" can be considered the production of small-circulation printing and souvenir products in a short time (from 1 hour) on high-quality and high-performance equipment, free development of the original layout, as well as comprehensive information support from the staff.

Analysis of environmental factors UE "Business Initiative"

Competitors - The printing services market is growing every year, both large printing houses and printing enterprises, as well as small ones organized mainly individual entrepreneurs operational mini-printing houses. Large enterprises have a huge fleet of offset equipment, and so on. render their services to clients placing thousands of copies, and also act as contractors for small printing shops that do not want to lose their customers due to the lack of offset equipment. Small mini-printing houses have a small amount of equipment, provide an incomplete range of services, their services are usually expensive. Among the relatively large number of existing firms engaged in such activities, there are several main competitors that provide a similar range of services to UE "Business Initiative". These are: ALC "Printservice", LLC "Artlex", AGIS company.

Comparison of competitors is given in table 1.

Table 1. Main competitors of UE "Business Initiative"

ODO "Printservice" LLC "Artlex" Company AGISUE "Business Initiative" Quality of services Excellent Excellent Good Excellent Printing Services:Digital full-color printing++++Risography++++Pad printing+--+Silk-screen printing+--+Offset full-color printing+---Full-color large-format printing++++Plotter cutting++++Production of plastic cards+--+ Post-press services:Lamination++++Thermal foil stamping+--+Foiling++++Plastic binding++++Iron spring binding++-+Collection+--+Creases++-+Corner rounding++-+Punching+- -+Folding+-+ Souvenir production- flocking method++++- MagicTouch method++++- laser engraving method++-+- decal method---+- glass matting method GLASSMOZ---+Sale of office and banking equipment---+Production of seals and stamps-++ -

As can be seen from the table, the most strong competitor ALC “Printservice” acts.

Suppliers - The company "Business Initiative" has established long-term and friendly relations with the main suppliers of raw materials and consumables for the manufacture of printing and souvenir products. The firm's suppliers are shown in table 2.

Table 2. Main suppliers of UE "Business Initiative"

Name of the companySupplied materialsLocationConditions for the purchase of materialsDeliveryOOO "Regent-art"Plastic cardsg. Moscow, st. Baumanskaya, 8-15% regardless of the size of the lot By courier to the border with RBOOO "Masterprint" Consumables for printers printing on plastic cardsg. Moscow, st. Izmailovskaya, 22, of. 35% up to 1000 c.u. e. 10% - for an amount over 1000 c.u. e. 15% - for an amount over 3000 c.u. e. Self-delivery, or delivery by courier to the border with RBOOO "Bely Terem" Consumables for risograph, digital printing machines. Minsk, st. Stoletova, 75, of. 10155% regardless of the size of the lotDelivery by courier service for orders over 1000 c.u. e.ODO "Chameleon"Paper, cardboard, film for lamination, plastic springs for binding, consumables for badges and calendars. Gomel, st. Malaychuk, 1210% regardless of the size of the lotself-pickupDiktum Unitary EnterpriseConsumables for The MagicTouch machine. Minsk, Pobediteley Ave., 86, k. Gomel, st. Sovetskaya, 3910% for software 5% for componentsDelivery and installation free of chargeLLC "Business Gifts"Souvenir products Moscow, st. Semenovskaya, 3515% - according to the Business Gifts catalog 5% - according to the Exclusive catalogDelivery to the border with the Republic of Belarus According to the table, we can conclude that UE "Business Initiative" has regular suppliers, enjoys significant discounts, respectively, cooperation takes place on very favorable terms for the "Business Initiative". During its existence, the company has never resorted to the services of other suppliers, it has timely and fully paid for products. In turn, suppliers fulfill orders on time, without delay, with the exception of Regent-Art LLC (Moscow), which sometimes delay the delivery of plastic cards up to 2 weeks, due to the lack of necessary commodity items in the warehouse, which in turn sometimes leads to downtime in processing orders for the production of plastic cards. But since "Regent-art" is the exclusive supplier of these products and offers the maximum possible discounts, so it does not make sense to change the supplier accordingly.

Consumers - As for consumers, here we can say that the main consumers of UE "Business Initiative" are primarily legal entities all forms of management (94%), the remaining 6% - individuals.

Most often, consumers place orders for business cards, calendars, letterhead products, plastic cards, technical data sheets and catalogues.

UE "Business Initiative" cooperates with such large clients as LLC "NTS-auto", JSC "Belagroprombank", UE "Medtekhnika", M&M Belarus, battery company "Onyx", JSC "Belasko", company "Valis", ALC "Continent and K”, ODO “RDM”, ODO “VilorTrans”, JV “Becker-system”, etc.

To attract new consumers, the company widely uses a system of discounts, as well as to encourage the client as a gift for an order whose amount exceeds 100 USD. f. gives a discount card of the Belarusian discount club "Business Initiative".

In order for customers to appreciate the quality of the services provided, the company's office has a lot of demonstration stands with examples of work performed. A manager and a designer work with each client individually. Clients are very positive about the fact that the development of the original layout is free of charge, in the presence of the customer, taking into account all his requirements.

.3 Modern methods of analysis of the external and internal environment

The study of the control environment is carried out using a number of modern methods of analysis. These include, in particular, the methods of STEP - (or PEST-) and SWOT - (less often - SNW) analysis. Based on the results of the study, answers to the following strategic questions can be obtained:

Ø What is the current position of the organization? Where might the organization be in the future? What obstacles can arise and what favors the organization on the way to its goals? What opportunities need to be implemented in order to achieve the goals? How to manage the implementation of the strategy?

According to the results of STEP- and SWOT-analysis, options for the strategic development of a controlled system - a company, an organization, a society - are formed.

SWOT analysisIn order to get a clear assessment of the strength of the enterprise and the situation on the market, there is a SWOT analysis. SWOT analysis is the identification of strengths and weaknesses enterprise, as well as the opportunities and threats emanating from its internal environment.

Ø Strengths (Strengths) - the advantages of the organization;

Ø Weaknesses - shortcomings of the organization;

Ø Opportunities - environmental factors, the use of which will create an advantage for the organization in the market;

Ø Threats - factors that can potentially worsen the position of the organization in the market.

Ø Determine the main direction of development of the enterprise (its mission)

Ø Weigh the forces and assess the market situation in order to understand whether it is possible to move in the indicated direction and how best to do it (SWOT analysis);

Ø Set goals for the enterprise, taking into account its real capabilities (determination of the strategic goals of the enterprise)

Conducting a SWOT analysis comes down to filling out a SWOT analysis matrix. In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

The strengths of an enterprise are something in which it excels or some feature that provides additional opportunities. The strength may lie in the existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality products, brand awareness, etc.

Weaknesses of an enterprise are the absence of something important for the functioning of the enterprise or something that is not yet possible in comparison with other companies and puts the enterprise in an unfavorable position. As an example of weaknesses, one can cite a too narrow range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market opportunities are favorable circumstances that a business can take advantage of. As an example of market opportunities, one can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc. It should be noted that the opportunities in terms of SWOT analysis are not all the opportunities that exist in the market, but only those that can be used.

Market threats are events, the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

The same factor can be both a threat and an opportunity for different enterprises. For example, for a store that sells expensive products, the growth of household income may be an opportunity, as it will lead to an increase in the number of customers. At the same time, the same factor can become a threat for a discount store, as its customers, with rising salaries, can move to competitors offering a higher level of service.

Step 1. Determining the strengths and weaknesses of the enterprise.

In order to determine the strengths and weaknesses of the enterprise, it is necessary:

Ø Make a list of parameters by which the company will be evaluated;

Ø For each parameter, determine what is strong point enterprises, and that - weak;

Ø From the entire list, select the most important strengths and weaknesses of the enterprise and enter them into the SWOT analysis matrix

The second step of the SWOT analysis is the market assessment. This stage allows you to assess the situation outside the enterprise - to see opportunities and threats. The methodology for determining market opportunities and threats is almost identical to the methodology for determining the strengths and weaknesses of an enterprise:

Ø Drawing up a list of parameters for assessing the market situation;

Ø Determining the opportunities and threats of the enterprise for each parameter;

Ø Choosing from the entire list of the most important opportunities and threats and building a SWOT analysis matrix

It is necessary to select the most important from the entire list of opportunities and threats, and enter them in the appropriate cells of the SWOT analysis matrix

By filling in such a matrix, you can see the result:

§ the main directions of the enterprise development are determined

§ the main problems of the enterprise are formulated, which must be resolved as soon as possible for the successful development of the business.

PEST-analysis It is convenient to analyze the behavior of the external environment and, accordingly, design the future strategy of the organization, if it is adequate to assess the impact on the organization of a complex consisting of at least four types of macro-environment factors: social (S), technological (T), economic (E), political (P ). The initial letters of the names of these factors made up the abbreviation of this method of analyzing the external environment of the organization - STEP - (STEP-analysis), or PEST-analysis.

That. PEST analysis is a tool designed to identify aspects of the external environment that may affect a company's strategy. Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. Equally important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products.

3. Ways to improve the efficiency of the enterprise, taking into account the factors of the internal and external environment

Based on the results of the analysis of the internal and external environment of UE "Business Initiative", the following ways to improve the efficiency of the enterprise can be identified:

Changing the organizational structure of the enterprise. The commercial director has too many responsibilities, so the management is not very effective. It is necessary to introduce the position of a general manager who would control and coordinate the work of account managers, and also include in staffing the position of the chief operator, a person with higher education in the field of printing, who is well aware of the production process and methods of personnel management, performing the functions of coordinating and controlling the activities of operators in the production of printing products.

Creation of an effective system of remuneration. The director needs to pay special attention to the selection of personnel, the system of motivation and incentives for employees. By creating a close-knit, well-motivated team of like-minded people, you can achieve great success in business.

Creation corporate culture, the main conductor of which should be the director. It is necessary to strive for the values of the company to become an integral part not only of managers, but of all employees. The director must define a system of certain values, beliefs and principles that the company must follow and which must then be built into the policy of the organization. A corporate culture will help shape the work climate and corporate ethos that will help you achieve your goals and contribute to your success. A strong corporate culture and its close relationship with the company's strategy will be powerful levers for managing personnel in order to improve its performance.

Acquisition on lease or on credit of offset equipment. Thanks to this equipment, the company can produce full-color products in large quantities. Offset equipment can give serious competitive advantages.

Regulation of order fulfillment deadlines.

Constant introduction of new services and promotion systems to always be one step ahead of the competition.

Development of an optimal reward system for regular and new customers of the company, to strengthen the image of the company.

Having considered and analyzed the external and internal environment of the organization, it is necessary to draw the main conclusions on this topic.

Internal variables are situational factors within an organization that are mostly controllable and adjustable. The main variables of the internal environment of the organization that require the attention of management are: goals, structure, tasks, technology and people. All internal variables are interconnected. In their totality, they are considered as sociotechnical subsystems. Changing one of them affects the others to some extent.

The internal well-being of the organization depends on internal variables, and their interaction contributes to the achievement of the overall goals of the organization. However, the success of the organization also depends on the external environment of the organization, without which it is impossible to life cycle any organization. The leader must take into account the external environment. Factors that have an immediate impact on the organization belong to the direct impact environment, the remaining factors - to the indirect impact environment. Just like internal variables, environmental factors are interconnected and interact with each other. The external environment has properties of complexity and uncertainty.

The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of existence. The task of managers is to establish such interaction of the organization with the external environment, which would provide the opportunity for the organization to achieve its goals and give it the opportunity to survive in the long term.

In an unstable and complex external environment, it is necessary to constantly monitor the external environment and, based on the information collected, try to predict trends and possible situations in interaction.

Conclusion

Today, the only correct option for the behavior of a modern enterprise to achieve effective long-term functioning and successful development is a detailed examination of the external and internal environment of the enterprise, and their relationship. This requires the development and implementation complex analysis taking into account the individual characteristics of the enterprise with appropriate personnel, financial and technical support. Only under this condition can we count on the effectiveness of strategic and operational management decisions. Identification of aspects of the external environment that may affect the strategy of the company.

Improving the efficiency of the enterprise depends on:

Change in the organizational structure of the enterprise

Creation of an effective wage system

- Creation of corporate culture

- Acquisition on lease or on credit of offset equipment

Regulation of order fulfillment deadlines

Constant introduction of new services and promotion systems to always be one step ahead of the competition

- Development of an optimal reward system for regular and new clients of the company, to strengthen the image of the company

Factors within the organization that are primarily controllable and manageable. The main variables of the internal environment are: goals, structure, tasks, technology and people.

The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of existence.

It is necessary to strive for the values of the company to become an integral part for all employees.

The stability of the enterprise UE "Business Initiative" directly affects the following factors:

Close-knit team

Accumulated many years of experience

Modern high-performance equipment

Wide range of goods and services

Customer Satisfaction

Low prices with very good quality

Good business relations with consumers of products and suppliers of materials and components

Convenient location of the enterprise

These factors have a direct positive impact on the entire structure of the enterprise and success in achieving its goals.

List of sources used

1. Akimova T.A. Organization Theory: Textbook for High Schools. - M.: Unity-Dana, 2012.

Dolgov A.I. Organization Theory: tutorial for universities / A.I. Dolgov; - M.: Flinta, 2010. - 296 p.

Ivanova, T.Yu. Organization Theory [Electronic resource]: e-learning course /

T.Yu. Ivanova; IN AND. Prikhodko. - Electron. text, graphics, sound Dan. - M.: KNORUS, 2012. - 1 electron. opt. disk (CD-ROM)

Kuznetsov, Yu.V. Theory of organization: a textbook for bachelors / Yu.V. Kuznetsov, E.V. Melyakova.-M.: Yurayt Publishing House, 2012. - 365 p.

Lapygin Yu.N. Theory of organization: textbook. - M.: INFRA-M, 2011.-311 p.

Milner, B.Z. Theory of organization: textbook / B.Z. Milner. - 6th ed., revised. and additional - M.: INFRA-M, 2012. - 797 p., tables (Higher education)

Theory of organization [Electronic resource]. - Electron. data. - Nizhny Novgorod: Center for Information Technologies VVAGS, 2010. - 1 electron. opt. disk (CD-ROM)

Tretyakova, E.P. Theory of organization: textbook / E.P. Tretyakova.-M.: KN..V., Petukhova S.V. Organization Theory: Textbook - M.: Omega-L, 2011.

.Gritans, Ya.M. organizational design and restructuring (reengineering) of enterprises and holdings: economic, managerial and legal aspects: a practical guide to management and financial consulting / Ya.M. Gritans. - 2nd ed., add. - M.: Wolters Kluver, 2012. - 224 p., tables.

Factors of direct influence (the immediate environment)

factors of indirect influence (macroenvironment).

To direct impact factors include factors that have a direct impact on the activities of the enterprise: resource suppliers, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is a joint-stock company).

Factors of indirect influence do not have a direct effect on the activities of the enterprise, but taking them into account is necessary to develop the right strategy.

The most significant indirect impact factors include:

political factors- the main directions of state policy and methods of its implementation, possible changes in the legislative and regulatory framework, international agreements concluded by the government in the field of tariffs and trade, etc.;

economic forces- the rate of inflation or deflation, the level of employment of labor resources, the international balance of payments, interest and tax rates, the value and dynamics of the gross domestic product, labor productivity, etc.

social factors external environment - the attitude of the population to work and quality of life;

technological factors, the analysis of which makes it possible to foresee the opportunities associated with the development of science and technology, timely adjust to the production and sale of a technologically promising product, and predict the moment of abandoning the technology used.

Internal environment enterprise determines the technical and organizational conditions of the enterprise and is the result of management decisions. The purpose of the analysis of the internal environment of the enterprise is to identify the strengths and weaknesses of its activities, since in order to take advantage of external opportunities, the enterprise must have a certain internal potential. At the same time, it is necessary to know the weak points that can aggravate the external threat and danger.

The internal environment of organizations includes the following main elements: production, finance, marketing, personnel management, organizational structure.

The main elements of the internal environment of the enterprise are:

Production (in foreign economic literature - operations management): volume, structure, production rates; product range; availability of raw materials and materials, the level of stocks, the speed of their use; the available fleet of equipment and the degree of its use, reserve capacities; production ecology; quality control; patents, trademarks, etc.;

Personnel: structure, qualifications, number of employees, labor productivity, staff turnover, labor costs, interests and needs of employees;

Organization of management: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise;

Marketing, covering all processes related to production planning and product sales, including: manufactured goods, market share, distribution and marketing channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing;

Finance is a kind of mirror, which reflects all the production and economic activities of the enterprise. Financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level;

The culture and image of an enterprise are weakly formalized factors that create the image of an enterprise; a high image of an enterprise allows attracting highly qualified employees, encouraging consumers to buy goods, etc.

4. Fixed assets of the enterprise. Their structure and classification

Fixed assets include the means of production that are repeatedly involved in the production process, while retaining their natural form, transferring their value to the manufactured products in parts as they wear out. These include capital goods with a service life of more than 12 months.

These include machines, equipment, tools, production and household inventory, other tools of production, with the help of which the production process is carried out.

Fixed assets also include capital investments for radical land improvement (drainage, irrigation and other land reclamation works) and investments in leased fixed assets.

As part of fixed assets, land plots owned by the organization, objects of nature management (water, subsoil and other natural resources) are taken into account.

For accounting, analysis and evaluation, fixed assets are grouped according to:

functional purpose;

by industry;

By material-natural composition;

by the degree of participation in the production process

Fixed assets do not include and are not objects for depreciation:

Machinery, equipment and other similar assets listed as finished goods(products) in the warehouses of manufacturing organizations;

· assets listed as goods in the warehouses of organizations engaged in trade and procurement activities;

Assets listed as consumable items that last less than one year, regardless of their value, as low-value items

Assets handed over for installation or to be installed, which are in transit;

capital and financial investments.

Fixed assets are classified into the following groups:

1. Buildings. These include:

Production buildings and buildings occupied by workshops, workshops or installations performing production functions

Buildings occupied by batteries, tanks and pools for industrial purposes, etc.;

Mechanized laundries, buildings and structures for performing the administrative and economic functions of the organization - offices, warehouses, storerooms, etc.

2. Structures. This group includes:

Pumping stations, arches, chimneys on separate foundations, cooling towers, bunkers, etc.

3. Transmission devices that are designed to transfer electrical, thermal or mechanical energy from engine machines to working machines, as well as transfer liquid and gaseous substances from one inventory item to another. This includes: oil pipelines and gas pipelines.

4. Machinery and equipment:

5. Vehicles. These include such means that are designed to transport people, goods.

6. Tools, production and household inventory and accessories. This includes: tools - mechanized and non-mechanized general-purpose tools, as well as objects attached to machines that serve to process materials (cutting, impact, pressing and compacting tools)

7. Other types of fixed assets:

library collections, museum valuables, etc.

Costs of leased fixed assets accounted for on the lessee's balance sheet; draft animals used as means of labor (horses, oxen, camels, donkeys and other animals); etc.

Depreciation of fixed assets

Depreciation characterizes the aging process of existing fixed assets, both physically and economically. Depreciation of fixed assets is determined and accounted for by buildings and structures, transmission devices, machinery and equipment, vehicles, production and household equipment, working livestock, perennial plantings that have reached operational age, intangible assets.

Depreciation of fixed assets is determined for a full calendar year (regardless of the month in which they were purchased or built in the reporting year) in accordance with established standards. Depreciation is not carried out in excess of 100% of the value of fixed assets. Accrued depreciation in the amount of 100% of the cost of objects (items) that are suitable for further operation cannot serve as a basis for writing them off due to depreciation.

There are two types of wear - physical and moral.

Physical deterioration- this is a change in the mechanical, physical, chemical and other properties of material objects under the influence of labor processes, forces of nature and other factors. To determine the physical depreciation of fixed assets, two methods of calculation are used:

Scope of work is based on the comparability of actual and standard service life or scope of work.

I \u003d (Tf * Pf) / (Tn * Pn),

where: Tf - the number of years actually worked by the machine;

Pf - the average volume of products actually produced in a year;

Tn - standard service life, years;

Pf - annual production capacity (or standard productivity) of equipment

· according to the service life is based on data on the technical condition of the means of labor, established during the survey. The coefficient of physical depreciation can be applied to all types of fixed assets.

And \u003d Tf / Tn,

Obsolescence manifests itself in the loss of economic efficiency and expediency of using fixed assets before the expiration of the period of complete physical depreciation. Obsolescence of the first type is a decrease in the cost of machinery or equipment due to the reduction in the cost of their reproduction in modern conditions.

And \u003d (Fp - Fv) / Fp,

where: Фп - the initial cost of fixed assets, rubles;

Fv - respectively, the replacement cost of fixed assets, rub.

Obsolescence of the second type is due to the creation and introduction into production of more productive and economical types of machinery and equipment.

Wu \u003d (Sun * Pu) / Ps,

where: Vu and Vs - the replacement cost of obsolete and modern machines, rubles;

Pu and Ps - productivity (or production capacity) of outdated and modern machines, respectively, in kind. units

Partial obsolescence is a partial loss of use value and value of the machine. Its ever-increasing dimensions may serve as a reason to use this machine in other operations where it will still be quite effective.

Complete obsolescence is a complete depreciation of the machine, in which its further use is unprofitable.

External and internal environment of the enterprise

Analysis of the external environment of the enterprise
Analysis of the internal environment of the enterprise

Conclusion

List of used literature

INTRODUCTION

Any organization is located and operates in the environment. Each action of all organizations without exception is possible only if the environment allows its implementation. The internal environment contains the potential that enables the organization to function, and therefore, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization.

In order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding of both the internal environment of the organization and the external environment, its development trends and the place occupied by the organization in it. At the same time, both the internal environment and the external environment are studied by strategic management in the first place in order to reveal those threats and capabilities that an organization should consider when setting its goals and achieving them.

1.External and internal environment of the enterprise

1.1. Analysis of the external environment of the enterprise

The external environment in strategic management is considered as a combination of two relatively independent subsystems: microenvironment and macroenvironment.

Microenvironment - an environment of direct influence on the enterprise, which is created by suppliers of material and technical resources, consumers of products (services) of the enterprise, trade and marketing intermediaries, competitors, government agencies, financial and credit institutions, insurance companies and other contact audiences.

Suppliers are various business entities that provide the enterprise with the material, technical and energy resources necessary for the production of specific goods or services.

The main customers of enterprises are consumers of products (services) in different client markets: consumer markets, manufacturers, resellers who purchase goods and services for their subsequent resale at a profit for themselves, government agencies (wholesale buyers of products for government needs).

Marketing intermediaries are firms that help a business promote, market, and distribute its products to customers. These include resellers, firms - specialists in the organization of goods distribution, agencies for the provision of marketing services and financial institutions.

Competitors - rivals of the enterprise in the struggle for more favorable conditions for the production and sale of goods, for obtaining the highest profit.

For the production of competitive products, enterprises need to constantly study their competitors, develop and follow a certain market strategy and tactics.

Contact audiences are organizations that show real or potential interest in the enterprise or influence its ability to achieve its goals. These are financial circles (banks, investment companies, stock exchange, shareholders), media, various state institutions of representative and executive power, population and citizens of action groups (public organizations).

In the macro-environment of the enterprise, there are significantly more factors than in the micro-environment:

natural factors;

demographic factors;

Scientific and technical factors;

Economic factors;

environmental factors;

political factors;

international factors.

1.2. Analysis of the internal environment of the enterprise

Internal environment organization is that part of the overall environment that is within the organization. It has a permanent and most direct impact on the functioning of the organization. The internal environment has several sections, each of which includes a set of key processes and elements of the organization, the state of which together determines the potential and the opportunities that the organization has. personnel a slice of the internal environment covers such processes as the interaction of managers and workers; recruitment, training and promotion of personnel; evaluation of labor results and stimulation; creating and maintaining relationships between employees, etc. Organizational the slice includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; dominance hierarchy. AT industrial the cut includes the manufacture of the product, supply and warehousing; technological park maintenance; implementation of research and development. Marketing a slice of the internal environment of the organization covers all those processes that are associated with the sale of products. This is a product strategy, a pricing strategy; strategy for promoting the product on the market; choice of markets and distribution systems. Financial cut includes the processes involved in ensuring the efficient use and flow of cash in an organization. In particular, this is maintaining liquidity and ensuring profitability, creating investment opportunities, etc.

CONCLUSION

As follows from the above, the analysis of the environment is very important for the development of an organization's strategy and a very complex process that requires careful monitoring of the processes occurring in the environment, assessing the factors and establishing a connection between the factors and those strengths and weaknesses, as well as the opportunities and threats that lie in external environment. Obviously, without knowing the environment, the organization cannot exist. However, she does not float in the environment, like a boat that does not have a rudder, oars and sails. The organization studies the environment in order to ensure its successful progress towards its goals. Therefore, in the structure of the strategic management process, the analysis of the environment is followed by the establishment of the mission of the organization and its goals.

List of used literature

1. O.S. Vikhansky, A.I. Naumov, Management: person, strategy, organization, process, M., 1995

2. Yakushina O.A., Fundamentals of psychology, M .: Infra M, 1997

3. Shmalen G. Fundamentals and problems of enterprise economics: Per. with him. / Ed. prof. A.G. Porshneva, 2002 - 512s.

4. Economics of a commercial enterprise: Textbook for trade universities./Grebnev A.I., Bazhenov Yu.K., Gabrielyan O.A., Gorina G.A. - M.: Economics, 1996. -238s.

5. Enterprise Economics: Textbook / Ed. prof. O.I.Volkova. - M.: IN-FRA-M, 2003. -520s.

6. Economics of organizations. / Ed. Khudokormova A.G. - M.: INFRA-M, 2003- 160s

[M.H. Mescon, M.Albert, F.Hedouri. Fundamentals of management.]

Entrepreneurial activity- according to the legislation of the Russian Federation - independent, carried out at their own risk, activities of citizens and their associations, aimed at systematic profit from the use of property, the sale of goods, the performance of work or the provision of services by persons registered in this capacity in the manner prescribed by law. In the Russian Federation, regulation entrepreneurial activity based on civil law.

The entrepreneur implements his functions, rights and obligations directly or with the help of managers. An entrepreneur, in whose business employees subordinate to him participate, performs all the functions of a manager. Entrepreneurship precedes management. In other words, first the business is organized, then its management.

First of all, it is necessary to define the concept of "organization". The main significant features of the organization can be identified:

the presence of two or more people who consider themselves members of the same group;
the presence of a common joint activities these people;
the presence of certain mechanisms or systems for coordinating activities;
the presence of at least one common goal, shared and accepted by the absolute majority (in the group).

By combining these characteristics, you can get a practical definition of the organization:

An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

In the domestic literature, the typology of organizations by industry has become widespread:

industrial and economic,

financial,

administrative and managerial,

research,

educational, medical,

sociocultural, etc.

In addition, it seems possible to typify organizations:

by scale of activity:

large, medium and small;

by legal status:

society with limited liability(OOO),

open and closed joint stock companies (JSC and CJSC),

municipal and federal unitary enterprises(MUP and FSUE), etc.;

according to ownership:

state,

public

organizations with mixed ownership;

by funding sources:

budget,

off-budget

organizations with mixed funding.

The role of management in the organization

Can an organization do without management? Hardly! Even if the organization is very small, simple, for its successful functioning, at least elements of management will be needed.

Management is essential for an organization to be successful.

Success is when an organization operates cost-effectively, i.e. brings profit in the amount sufficient for its reproduction and maintenance in a competitive state.

The successes and failures of an organization are usually associated with the successes and failures of management. In the practice of the West, it is generally accepted that if an enterprise is operating unprofitably, then the new owner will prefer, first of all, to change the management, but not the workers.

Internal environment of the organization

In most cases, management deals with organizations that are open systems and consist of many interdependent parts. Consider the most significant internal variables of the organization.

The main internal variables traditionally include: structure, tasks, technologies and people.

In general, the entire organization consists of several levels of management and various departments that are interconnected. This is called organizational structure. All departments of the organization can be attributed to one or another functional area. The functional area refers to the work done for the organization as a whole: marketing, manufacturing, finance, etc.

A task It is a prescribed work that must be done in a prescribed manner and within a specified period of time. Each position in the organization includes a number of tasks that must be performed in order to achieve the goals of the organization. Tasks are traditionally divided into three categories:

tasks for working with people;

tasks for working with machines, raw materials, tools, etc.;

information handling tasks.

In an age of rapid growth in innovation and innovation, tasks are becoming more and more detailed and specialized. Each individual task can be quite complex and in-depth. In this regard, the importance of managerial coordination of actions in solving such problems is increasing.

The next internal variable is technology. The concept of technology goes beyond such a conventional understanding as production technology. Technology is a principle, a procedure for organizing a process for the optimal use of various kinds of resources (labor, material, temporary money). Technology is a way that allows for some kind of transformation. This may refer to the field of sales - how to sell the manufactured goods in the most optimal way, or to the field of information collection - how to collect the information necessary for managing an enterprise in the most competent and cost-effective way, etc. Recently, it is Information Technology have become a key factor in obtaining a sustainable competitive advantage when doing business.

People are the central link in any control system. There are three main aspects of the human variable in an organization:

the behavior of individuals;

behavior of people in groups;

the behavior of the leader.

Understanding and managing the human variable in an organization is the most complex part of the entire management process and depends on many factors. We list some of them:
human abilities. According to them, people are most clearly divided within the organization. A person's abilities are among the characteristics that are most easily modifiable, such as by training.
Needs. Each person has not only material, but also psychological needs (for respect, recognition, etc.). From the point of view of management, the organization should strive to ensure that the satisfaction of the needs of the employee would lead to the realization of the goals of the organization.
Perception or how people react to the events around them. This factor is important for the development of various kinds of incentives for the employee.
Values, or shared beliefs about what is good or bad. Values are instilled in a person from childhood and are formed throughout the entire activity. Shared values help leaders bring people together to achieve the goals of the organization.
The influence of the environment on the personality. Today, many psychologists say that human behavior depends on the situation. It has been observed that in one situation a person behaves honestly, and in another - not. These facts point to the importance of creating a work environment that supports the type of behavior desired by the organization.

In addition to these factors, a person in an organization is affected by groups and managerial leadership. Every person wants to belong to a group. He accepts the norms of behavior of this group, depending on how much he values his belonging to it. An organization can be viewed as a kind of formal group of people, and at the same time, in any organization there are many informal groups that are formed not only on a professional basis.

In addition, in any formal or informal group there are leaders. Leadership is the means by which a leader influences people's behavior and makes them behave in a certain way.

External environment of the organization

As open systems, organizations are highly dependent on changes in the external environment. An organization that does not understand its environment and its boundaries is doomed to death. In the external environment of business, like Darwinian theories, the most severe natural selection takes place: only those who have sufficient flexibility (variability) and are able to learn survive - to fix the traits necessary for survival in their genetic structure (Darwinian inheritance).

The organization is able to survive and become effective only if it can adapt to the external environment.

From the point of view of the intensity of interaction between the organization and its environment, three groups can be conventionally distinguished:

Local environment(direct impact environment) - these are factors that directly affect the operations of the organization and are directly influenced by the operations of the organization (definition by Elvar Elbing). The objects of the local environment traditionally include consumers, suppliers, competitors, laws and government agencies, and trade unions.

Global environment(environment of indirect influence) - the most general forces, events and trends not directly related to operating activities organizations, however, in general, form the context of business: socio-cultural, technological, forces of trade, economic, environmental, political and legal.

International environment(business environment of multinational companies) - when a company goes beyond its country of origin and begins to develop foreign markets, international business factors come into play, which most often include unique features of culture, economy, state and other regulation, as well as political environment.

Governance structures

Managment structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a whole.
(Management of the organization: Encycl. slov.-M., 2001)

To achieve the goals and fulfill the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of the word, the structure of a system is a set of connections and relationships between its elements. In its turn, organizational system management is a set of units and positions connected by relationships and subordination. When creating a management structure, the manager should, to the maximum extent possible, take into account the specifics of the enterprise and the features of its interaction with the external environment.

The process of creating an organizational management structure usually includes three main stages:

determination of the type of organizational structure (direct subordination, functional, matrix, etc.);

allocation of structural subdivisions (administration apparatus, independent subdivisions, targeted programs, etc.);

delegation and transfer to lower levels of authority and responsibility (management-subordination relations, centralization-decentralization relations, organizational mechanisms for coordination and control, regulation of the activities of divisions, development of regulations on structural divisions and positions).

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interconnection of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with the establishment of a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and scope of the work they perform, the rights and obligations of each employee.

From the point of view of quality and efficiency of management, the following main types of enterprise management structures are distinguished:

hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a headquarters structure, a linear-staff organizational structure, a divisional management structure;

organic type, including a brigade, or cross-functional, management structure; project structure management; matrix management structure.

Let's consider them in more detail.

Hierarchical type of control structures. In modern enterprises, the most common hierarchical management structure. Such management structures were built in accordance with the principles of management formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of the six principles.

1. The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.

2. The principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from the previous one.

3. The principle of division of labor into separate functions and specialization of workers according to the functions performed.

4. The principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks.

5. The principle that follows from the previous one is the impersonality of the performance by employees of their functions.

6. The principle of qualified selection, according to which hiring and dismissal from work are carried out in strict accordance with qualification requirements.

The organizational structure, built in accordance with these principles, is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Leaders- persons performing the main function and carrying out general leadership enterprise, its services and divisions. Specialists- persons performing the main function and engaged in the analysis of information and the preparation of decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function, for example, work on the preparation and execution of documentation, economic activities.

There is much in common in the management structure of various enterprises. This enables the manager, within certain limits, to use the so-called typical structures.

Depending on the nature of the connections between the various departments, the following types of organizational management structures are distinguished:

linear

functional

divisional

matrix

Linear control structure

At the head of each division is a head endowed with all powers, solely responsible for the work of subordinate units. Its decisions, passed down the chain from top to bottom, are binding on all lower links. The leader, in turn, is subordinate to a higher leader.

The principle of unity of command assumes that subordinates carry out the orders of only one leader. The higher body does not have the right to give orders to any executors, bypassing their immediate supervisor.

The main feature of a linear OSU is the presence of exclusively linear relationships, which determines all its pluses and minuses:

Pros:

a very clear system of relationships such as "boss - subordinate";

express responsibility;

quick response to direct orders;

ease of construction of the structure itself;

a high degree of "transparency" of the activities of all structural units.

Minuses:

lack of support services;

the inability to quickly resolve issues that arise between various structural divisions;

high dependence on the personal qualities of managers at any level.

The linear structure is used by small and medium-sized firms with simple production.

Functional management structure

If in linear structure management to introduce direct and reverse functional links between various structural units, then it will turn into a functional one. The presence of functional links in this structure allows different departments to control each other's work. Plus, it becomes possible to actively include various service services in the OSU.

For example, Health Service production equipment, the Technical Control Service, etc. Informal connections also appear at the level of structural blocks.

With a functional structure, general management is carried out by the line manager through the heads of functional bodies. At the same time, managers specialize in certain managerial functions. Functional divisions have the right to give instructions and instructions to subordinate divisions. Compliance with the instructions of the functional body within its competence is mandatory for production units.

This organizational structure has its advantages and disadvantages:

Pros:

removal of most of the load from the highest level of management;

stimulating the development of informal ties at the level of structural blocks;

reducing the need for generalists;

as a consequence of the previous plus - improving the quality of products;

it becomes possible to create headquarters substructures.

Minuses:

significant complication of communications within the enterprise;

the emergence of a large number of new information channels;

the emergence of the possibility of transferring responsibility for failures to employees of other departments;

difficulty in coordinating the activities of the organization;

a trend towards over-centralization.

Divisional management structure

A division is a large structural subdivision of an enterprise, which has great independence due to the inclusion of all necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the company, even legally formalized as separate legal entities, in fact, being components of one whole.

This organizational structure has the following pros and cons:

pros:

tendencies towards decentralization;

high degree of independence of divisions;

unloading managers of the base level of management;

high degree of survival in today's market;

development of entrepreneurial skills in managing divisions.

Minuses:

emergence of duplicating functions in divisions:

weakening of ties between employees of different divisions;

partial loss of control over the activities of divisions;

lack of the same approach to managing different divisions CEO enterprises.

Matrix control structure

At an enterprise with a matrix OSU, work is constantly being carried out in several directions simultaneously. An example of a matrix organizational structure is a project organization that functions as follows: at startup new program A responsible manager is appointed who leads it from beginning to end. From the specialized divisions, the necessary employees are allocated to him for work, who, upon completion of the implementation of the tasks assigned to them, return back to their structural divisions.

The matrix organizational structure consists of the main basic structures of the "circle" type. Such structures are rarely permanent, but are mainly formed within the enterprise for the rapid introduction of several innovations at the same time. They, like all previous structures, have their pros and cons:

pros:

the ability to quickly focus on the needs of their customers;

reducing the cost of developing and testing innovations;

a significant reduction in the time for the introduction of various innovations;

a kind of forge of management personnel, since almost any employee of the enterprise can be appointed project manager.

Minuses:

undermining the principle of unity of command and, as a result, the need for management to constantly monitor the balance in the management of an employee who simultaneously reports to both the project manager and his immediate supervisor from that structural unit from which he came;

the danger of conflicts between project managers and heads of departments from which they receive specialists for the implementation of their projects;

great difficulty in managing and coordinating the activities of the organization as a whole.