External and internal environment of the organization

Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation.

External environment of the organization- the set of conditions in which the organization’s activities take place. It includes elements such as customers, competitors, government agencies, suppliers, financial organizations and sources of labor resources relevant to the organization's operations. It is the source that supplies 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 opportunity to survive. But the resources of the external environment are not unlimited. And many other organizations located in the same environment are applying for them. 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 that the organization interacts with its environment in a way that allows it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.

In order to determine the organization's behavior strategy and implement this strategy, 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 primarily in order to reveal those threats And possibilities that an organization must take into account when defining its goals and achieving them.

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

Macro environment creates general conditions for the organization's environment. In most cases, the macroenvironment is not specific to an individual organization. However, the degree of influence of the state of the macroenvironment on different organizations varies. This is due both to differences in the areas of activity of organizations and to differences in the internal potential of organizations.

Studying economic components of the macroenvironment allows us to understand how resources are formed and distributed. It involves the analysis of such characteristics as the size of the gross national product, inflation rate, unemployment rate, interest rate, labor productivity, taxation standards, balance of payments, savings rate, etc. When studying the economic component, it is important to pay attention to factors such as general level economic development, extracted natural resources, climate, type and level of development of competitive relations, population structure, level of education labor force and magnitude wages.

Analysis legal regulation , which involves the study of laws and other regulations that establish legal norms and the framework of relations, gives the organization the opportunity to determine for itself the acceptable boundaries of action in relations with other subjects of law and acceptable methods of defending its interests. The study of legal regulation should not be reduced only to the study of the content of legal acts. It is important to pay attention to such aspects legal environment, such as the effectiveness of the legal system, established traditions in this area, the procedural side of the practical implementation of legislation.

Political the macroenvironment component must be studied first in order to have a clear understanding of the intentions of the authorities state power regarding the development of society and the means by which the state intends to implement its policies. The study of the political component should focus on finding out what programs various party structures are trying to implement, what lobbying groups exist in government bodies, what attitude the government has in relation to various sectors of the economy and regions of the country, what changes in legislation and legal regulation possible as a result of the adoption of new laws and new forms regulating economic processes. At the same time, it is important to understand the following basic characteristics of the subsystem: what political ideology determines the government’s policy, how stable the government is, how capable it is of pursuing its policies, what is the degree of public discontent and how strong are the opposition political structures in order to use this discontent to capture power.

Studying social components of the macroenvironment is aimed at understanding the impact on business of such social phenomena and processes as: people’s attitude to work and quality of life, customs and beliefs existing in society, values ​​shared by people, demographic structures of society, population growth, level of education, mobility of people , i.e. readiness to change place of residence, etc. The importance of the social component is very important, since it is all-pervasive, influencing both other components of the macroenvironment and the internal environment of the organization. Social processes change relatively slowly. However, if certain social changes occur, they lead to many very significant changes in the environment of the organization. Therefore, the organization must seriously monitor possible social changes.

Analysis technological components allows you to timely see the opportunities that the development of science and technology opens up for the production of new products, for improving manufactured products and for modernizing the technology of manufacturing and marketing products. The progress of science and technology brings with it enormous opportunities and equally enormous threats for firms. Many organizations are unable to see the new prospects that are opening up because technical capabilities to implement fundamental changes are primarily created outside the industry in which they operate. By being late with modernization, they lose their market share, which can lead to extremely negative consequences for them.

In order for an organization to effectively study the state of the components of the macroenvironment, a special system for monitoring the external environment must be created. This system should carry out both special observations related to certain individual events, and regular (usually once a year) observations of the state of external factors important for the organization. Observations can be carried out in many different ways. The most common monitoring methods are:

· participation in professional conferences;

· analysis of the organization’s experience;

· studying the opinions of employees of the organization;

· holding intra-organizational meetings and discussions.

The study of the components of the macroenvironment should not end only with a statement of the state in which they were previously or in what state they are now. It is also necessary to reveal those trends that are characteristic of changes in the state of individual important factors and try to predict the direction of development of these factors in order to anticipate what threats the organization may expect and what opportunities may open up to it in the future.

The macroenvironment analysis system gives the necessary effect if it is supported by internal management and gives it necessary information, if it is closely related to the planning system in the organization and, finally, if the work of analysts working in this system is combined with the work of specialists on strategic issues who are able to trace the connection between data on the state of the macroenvironment and the strategic objectives of the organization and evaluate this information with from the point of view of threats and additional opportunities for implementing the organization's strategy.

Analysis buyers , as components of the immediate environment of the organization, first of all has as its task the compilation of a profile of those who buy the product sold by the organization. Studying customers allows an organization to better understand which product will be most accepted by customers, what volume of sales the organization can expect, to what extent customers are committed to the product of this particular organization, how much the circle of potential buyers can be expanded, what awaits the product in the future, and much more. other.

By studying the buyer, the company also understands how strong his position is in relation to it in the bargaining process. If, for example, a buyer has limited ability to choose a seller for the product he needs, then his bargaining power is significantly weakened. If, on the contrary, the seller must look for a replacement for this buyer with another who would have less opportunities in choosing a seller. The buyer's bargaining power also depends, for example, on how important the quality of the purchased product is to him. There are a number of factors that determine a buyer's bargaining power. Such factors include the following:

The relationship between the degree of dependence of the buyer on the seller and the degree of dependence of the seller on the buyer;

Volume of purchases made by the buyer;

Buyer awareness level;

Availability of substitute products;

The cost to the buyer of switching to another seller;

The buyer's sensitivity to price, depending on the total cost of his purchases, his orientation towards a particular brand, the presence of certain requirements for the quality of the product, its profitability, the incentive system and the responsibility of those making the purchasing decision.

Analysis suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finances, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depend.

Suppliers of materials and components, if they have great strength, can make the organization very dependent on itself. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier is determined by the following factors:

Level of supplier specialization;

The value of the switching cost for the supplier to other clients;

The degree of specialization of the buyer in the acquisition of certain resources;

The supplier's concentration on working with specific clients;

Importance for the supplier of sales volumes.

When studying material suppliers, it is necessary to take into account the following characteristics of their activities:

Cost of the goods supplied;

Guarantee of the quality of the supplied goods;

Time schedule for delivery of goods;

Punctuality and obligatory fulfillment of the terms of delivery of goods.

Studying competitors , that is, those with whom the organization has to fight for the resources that it seeks to obtain from the external environment in order to ensure its existence, occupies a special and very important place in strategic management. This study aims to identify weak And strong sides of competitors and build your competitive strategy on this basis.

The competitive environment is formed not only by intra-industry competitors producing similar products and selling them on the same market. Subjects of the competitive environment are also those firms that can enter the market, as well as those firms that produce a substitute product. In addition to them, the organization’s competitive environment is significantly influenced by its buyers and suppliers, who, having bargaining power, can significantly weaken the organization’s position in the competitive field.

Many companies do not pay due attention to the possible threat from “newcomers” and therefore lose out in the competition to those new to their market. It is very important to remember this and create barriers in advance to the entry of potential “aliens”. Such barriers may be in-depth specialization in the production of a product, low costs due to savings from large production volumes, control over distribution channels, use local features, giving an advantage in competition, etc. However, any of these measures is effective only when it is a real barrier to the “alien.” Therefore, it is very important to know well what barriers can stop or prevent a potential “newcomer” from entering the market, and to erect precisely these barriers.

Manufacturers of substitute products have very great competitive power. The peculiarity of market transformation in the event of the appearance of a replacement product is that if it “kills” the market for the old product, then it usually cannot be restored. Therefore, in order to be able to adequately meet the challenge from firms producing a replacement product, the organization must have sufficient potential to move on to creating a new type of product.

Analysis labor market is aimed at identifying its potential in providing the organization with personnel. The organization must study the labor market both from the point of view of the availability of personnel with the required specialty and qualifications, the required level of education, the required age, gender, etc., and from the point of view of the cost of labor. An important area of ​​studying the labor market is the analysis of the policies of trade unions that have influence in this market, since in some cases they can severely limit access to the labor force necessary for the organization.

Internal environment of the organization- this is the part general environment, which is located within the organization. It has a constant and 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 capabilities that the organization has. Frame slice the internal environment covers processes such as the interaction of managers and workers; hiring, training and promotion of personnel; assessment of labor results and incentives; creating and maintaining relationships between employees, etc. Organizational cross-section includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; hierarchy of subordination. IN production cut includes product manufacturing, supply and warehousing; maintenance of technological park; carrying out research and development. Marketing slice The internal environment of the organization covers all those processes that are associated with the sale of products. This is the product strategy, the pricing strategy; product promotion strategy on the market; selection of sales markets and distribution systems. Financial profile includes processes associated with ensuring efficient use and movement cash in the organization. In particular, this is maintaining liquidity and ensuring profitability, creating investment opportunities, etc.

The internal environment seems to be completely permeated organizational culture , which, like the sections listed above, should be subjected to the most serious study in the process of analyzing the internal environment of the organization.

An understanding of organizational culture can be obtained from the various publications in which an organization presents itself. An organization with a strong organizational culture tends to emphasize the importance of the people who work within it. Such organizations, in publications about themselves, pay great attention to explaining their corporate philosophy and promoting their values. At the same time, organizations with a weak organizational culture are characterized by the desire to talk in publications about the formal organizational and quantitative aspects of their activities.

An idea of ​​organizational culture comes from observing how employees work in their workplaces, how they communicate with each other, and what they prioritize in conversations. Also understanding organizational culture can be improved if you become familiar with how the career system in the organization is built and what criteria are used for the promotion of employees.

Understanding organizational culture is facilitated by studying whether there are stable commandments, unwritten norms of behavior, ritual events, legends, heroes, etc. in the organization, how aware all employees of the organization are about this and how seriously they take all this. If employees are knowledgeable about the history of the organization and take rules, rituals, and organizational symbols seriously and with respect, then it can be reasonably assumed that the organization has a strong organizational culture.

In order to survive in the long term, an organization must be able to predict what difficulties may arise in its path in the future, and what new opportunities may open up for it. The strengths and weaknesses of the organization's internal environment, as well as threats and opportunities, determine the conditions for the successful existence of the organization. Therefore, strategic management, when analyzing the internal environment, is interested in identifying exactly what strengths and weaknesses the individual components of the organization and the organization as a whole have.

Summarizing the above, it can be stated that environmental analysis, as it is carried out in strategic management, is aimed at identifying threats and opportunities that may arise in the external or internal environment of the organization, and the strengths and weaknesses that the organization possesses. It is to solve this problem that certain methods of environmental analysis have been developed and are used in strategic management.

Used for environmental analysis SWOT method (an acronym made up of the first letters of the English words “strength”, “weakness”, “opportunities” and “threats”) is a fairly widely recognized approach that allows for a joint study of the external and internal environment. Using the SWOT method, it is possible to establish lines of communication between the strengths and weaknesses that are inherent in the organization, and external threats and opportunities. The SWOT methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of communication between them, which can later be used to formulate the organization’s strategy.

First, taking into account the specific situation in which the organization is located, a list of its weaknesses and strengths, as well as a list of threats and opportunities, are compiled.

After a specific list of the organization's weaknesses and strengths, as well as threats and opportunities, has been compiled, the stage of establishing connections between them begins. To establish these connections, a SWOT matrix is ​​compiled, which has the following form (Fig. 3.2).

Rice. 3.2. SWOT Matrix

On the left there are two sections (strengths, weaknesses), into which all the strengths and weaknesses of the organization identified at the first stage of the analysis are respectively entered.
At the top of the matrix there are also two sections (opportunities and threats), into which all identified opportunities and threats are entered.

At the intersection of sections, four fields are formed: the “SIV” field (strength and capabilities); field “SLV” (weakness and opportunity); field SIU (power and threats); field “SLU” (weakness and threats). In each of these fields, the researcher must consider all possible pairwise combinations and highlight those that should be taken into account when developing the organization's behavioral strategy. For those pairs that have been selected from the SIV field, a strategy should be developed to use the organization's strengths in order to capitalize on the opportunities that have arisen in the external environment. For those couples who find themselves on the “SLV” field, the strategy should be structured in such a way that, due to the opportunities that have arisen, they try to overcome the weaknesses in the organization. If the couple is on the “SIU” field, then the strategy should involve using the strength of the organization to eliminate threats. Finally, for couples in the SLU field, the organization must develop a strategy that would allow it to both get rid of the weakness and try to prevent the threat looming over it.

When developing strategies, you should remember that opportunities and threats can turn into their opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it. Or, conversely, a successfully prevented threat can create an additional strength for the organization if competitors have not eliminated the same threat.

To successfully apply the SWOT methodology - analysis of the organization's environment - it is important to be able not only to identify threats and opportunities, but also to try to evaluate them from the point of view of how important it is for the organization to take into account each of the identified threats and opportunities in its behavior strategy.

To assess opportunities, a method is used to position each specific opportunity on the opportunity matrix (Figure 3.3). This matrix is ​​constructed as follows: at the top is the degree of influence of the opportunity on the organization’s activities (strong influence, moderate influence, small influence); on the side is the probability that the organization will be able to take advantage of the opportunity (high probability, medium probability, low probability). The nine fields of possibilities obtained inside the matrix have different meaning for the organization. Opportunities that fall on the “BC”, “VU” and “SS” fields have great value for the organization, and they must be used. Opportunities that fall into the “SM”, “NU” and “NM” fields practically do not deserve the organization’s attention. For the opportunities that fall into the remaining fields, management must make a positive decision to pursue them if the organization has sufficient resources.

Rice. 3.3. Opportunity Matrix

A similar matrix is ​​compiled to assess threats (Figure 3.4). Deposited on top possible consequences for the organization, which the implementation of the threat may lead to (destruction, critical condition, serious condition, “minor” bruises). On the side is the probability that the threat will be realized (high probability, medium probability, low probability).

Rice. 3.4. Threat Matrix

Those threats that fall into the “VR”, “VC”, “SR” fields pose a very great threat to the organization and require immediate and mandatory elimination. Threats that fall on the “VT”, “SC” and “NR” fields must also be in the field of view senior management and be eliminated as a matter of priority. As for the threats located in the “NK”, “ST” and “VL” fields, a careful and responsible approach to eliminating them is required.

Threats that fall into the remaining fields should also not fall out of sight of the organization's management, and their development should be carefully monitored, although the task of eliminating them first is not set.

What is an organization

Organization - a group of people whose activities are coordinated to achieve common goals.

The group must meet the following requirements:

• the presence of at least two people who consider themselves part of the group;
• the presence of a goal that is accepted as common to all members of the organization;
• having group members who work together to achieve common goals.

Organizations can be formal or informal. Formal organizations- these are organizations that are officially registered and operate on the basis of existing legislation and established regulations.

Informal organizations- organizations that operate outside the framework of legislation, while groups arise spontaneously, but people interact with each other quite regularly. Informal organizations exist in every formal organization. General characteristics of the organization:

Organizational resources. These include: the organization's personnel, capital, materials, technology, information, which make up the organization's internal environment. The goal of every organization involves the transformation of various resources to achieve a set goal.

Dependence of the organization on the external environment. The organization is completely dependent on the surrounding world, that is, the external environment, both in relation to resources and in relation to its clients or consumers. The external environment includes economic conditions in a given country, government regulations, labor unions, competing organizations, consumers, as well as public attitudes, technology and technology in general.

Division of labor in the organization. There are horizontal and vertical division of labor. Horizontal division of labor is the division into parallel functioning units within an organization. Complex large organizations achieve horizontal division by creating divisions that perform specific specific tasks and achieve specific specific goals. Such units are often called departments or services. Vertical division of labor is the coordination of the work of the constituent parts of an organization: departments, services, various divisions. The activity of coordinating the work of other people is the essence of management.

The need for management in an organization. For an organization to achieve its goals, the tasks of its departments must be coordinated through vertical division of labor, therefore management is an essential activity for the organization. In this regard, the organization must appoint managers and determine the range of their duties and responsibilities.

Organization as an open system

An organization interacts with the external environment, must adapt to changes in it in order to function normally, and as such must be considered an “open system”. An open system depends on energy, information, materials that come from the external environment. Any organization is an open system, as it always depends on the external environment.

From the point of view of the systems approach, an organization as an open system is a mechanism for transforming input information or resources into final products (in accordance with its goals). The main types of input resources: materials, equipment, capital, labor. The situational approach made it possible to expand systems theory by developing the concept according to which the decision in any situation is determined by external and internal factors and circumstances. Thus, before making a decision, the manager must necessarily analyze all the available factors affecting this problem, for its successful solution.

External factors are divided into factors of direct impact and indirect impact.

External and internal environment of the organization

The direct impact environment includes factors that directly affect the organization’s activities:

a) Suppliers. Capital providers are mainly banks, shareholders and individuals. The better a given organization is doing, the more likely it is to receive a loan on preferential terms from capital providers.
b) Labor resources. Without the necessary and properly qualified specialists, it is impossible to effectively use complex machinery and equipment.
c) State laws. Organizations are required to comply not only with federal but also regional laws. State bodies ensure the enforcement of laws in their area of ​​competence.
d) Consumers. Consumers decide what products and services they want, that is, they determine the direction and opportunities for growth of the organization. IN market economy The principle applies: “The consumer is the king of the market.”
d) Competitors. Enterprise management must understand that unmet consumer needs create open market niches for competing organizations.

The indirect impact environment consists of factors that do not have a direct and immediate impact on the activities of the organization:

a) The state of the country's economy. The management of an organization, especially when entering the international market, must take into account the economic situation in the country to which it supplies its goods or with which the organization has business relations. The state of the global economy affects the cost of resources and the ability of buyers to purchase goods and services. If the economy is forecast to decline, then it is necessary to reduce inventories finished products In order to overcome sales difficulties, you should also take into account an increase or decrease in the interest rate on loans, possible fluctuations in the exchange rate of the dollar or other hard currencies.

b) Scientific and technological progress. Technical innovations increase labor productivity, improve product quality, and also expand the possible areas of application of products. The emergence of such high technologies as computer, laser, microwave, semiconductor, as well as the use of atomic energy, synthetic materials, miniaturization of instruments and production equipment have a significant impact on the development and activities of the organization.
c) Sociocultural factors. These are, first of all, life values ​​and traditions, customs, attitudes, which have a significant impact on the activities of the organization.
d) Political factors. These include: the economic policy of the administrative bodies of the state, i.e. taxation system, preferential trade duties, consumer protection legislation, product safety standards and environmental standards. For an organization carrying out international activities, the political stability of a given state is essential, as well as the establishment on its part of special duties on the import of goods, export quotas, etc.
e) Relations with the local population. The nature of the relationship with the local community is very important for accounting and planning in any organization. Thus, each community has its own specific laws and regulations regarding business and business relations with other organizations and institutions. Sometimes to maintain good relations with the community it is necessary to finance and support it social programs, as well as charitable activities in many areas.

Mobility of the environment is the speed at which changes occur in environment organizations. In some industries, such as pharmaceuticals, electronics, chemicals, space, etc., changes occur relatively quickly. In other industries, the processes of environmental change are slower.

Organization structure

The structure of an organization is an element of its internal environment.

Organizational structure - the relationship between management levels and functional areas of the organization for the most effective achievement of goals.

Scheme of the company's organizational structure:

The structure of an organization is closely related to its specific division of labor and the requirements for building a control system in the organization.

Any organization has a division of labor, but not just a random distribution of work among all personnel of the organization, but a specialized division of labor. It means assigning a specific job to the person who can best perform it in the organization, that is, to a specialist. An example would be the division of management functions between specialists in finance, production, sales, etc.

The sphere of control includes the totality of persons subordinate to a specific manager. Depending on the number of these persons, wide and narrow spheres of control are distinguished. With a wide sphere of control, the organization has a flat management structure, and with a narrow sphere of control, it has a multi-level structure.

External environment - is a set of active economic entities, economic, social and natural conditions, national and interstate structures and others external conditions and factors operating in the environment of the enterprise and influencing various areas his activities.

The first consists of factors of the general external environment(macroenvironment) of organizations. The impact of these factors is more or less the same for many organizations. The main factors are:
-state of the state’s economy;
- sociocultural factors;
- natural-geographical conditions;
- legislative system;
- credit and financial policy;
- level of development of equipment and technologies;
- world market, etc.

The second group includes factors of direct(business) environment of organizations that are directly related and interact with them. This:
- consumers;
- competitors;
- suppliers;
- business partners;
- bodies of the state regulatory system;
- sources of “power pressure” on organizations;
- trade unions, etc.

Internal environment of the organization- this is that part of the general environment that is located within the organization. It has a constant and direct impact on the functioning of the organization.

The internal environment is analyzed by the following factors:

Personnel of the company, their potential, qualifications, interests, etc.; - management organization; - production, including organizational, operational, technical and technological characteristics and scientific research and development; - company finances; - marketing; - organizational culture.

Interaction of internal and external environment: elements of the organization's environment do not experience unilateral influence, but are in conditions of active interaction. The external environment is: on the one hand, a source that supplies the organization with the resources necessary to maintain its internal potential at the proper level, on the other hand, it is a consumer of the organization’s products, and therefore a source of profit.

All internal factors are interconnected. Taken together, they are considered as sociotechnical subsystems (people are the social component; goals, objectives, structures and technologies are technical components). Changing one of them affects all the others to some extent. At the same time, “improving one variable may not necessarily lead to an increase in the efficiency of the organization if these changes have a negative impact on another variable(s).

19. Objectives, content and procedure for developing a plan for cost, profit and profitability.

Purpose of cost planning is the optimization of the current costs of the enterprise, ensuring the necessary growth rates of profits and profitability, based on rational use monetary, labor and material resources.

Initial data for cost planning are: production and sales plan, material and technical support plan, labor plan, price lists, planned volume of work to prepare the production, development and implementation of new equipment.

Cost plan:

1. Calculation and analytical, i.e. according to the main technical and economic factors. Provides for the calculation of cost reduction according to the main technical and economic factors.

2. Balance sheet (normative - balance sheet) - direct accounting method in which the planned cost of all products and services provided for in the production program is calculated, and an estimate of production costs is drawn up. Used in developing current cost plans,

Technical and economic factors:

Reduced material consumption rates and prices;

Increased labor productivity, and therefore increased wages;

Increase in production volume, and therefore reduction in management costs.

Changes in material consumption standards.

M – reduction in material consumption rates;

C – price change;

D M – the share of material costs in the cost price.

Increased labor productivity.

, Where

W – wage growth;

P – growth of labor productivity;

DZ – the share of wages in the cost price.

Growth in production volume.

, Where

U – change in management expenses;

V – change in production volume;

D U – share of management expenses.

[M.H. Mescon, M. Albert, F. Khedouri. Fundamentals of Management.]

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

The entrepreneur implements his functions, rights and responsibilities 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, you should 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 common, joint activities of these people;
• the presence of certain mechanisms or systems for coordinating activities;
• presence of at least one common goal, shared and accepted by the absolute majority (in the group).

By combining these characteristics, we can obtain a practical definition of an organization:

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

In the domestic literature, a typology of organizations based on industry characteristics has become widespread:

industrial and economic,

financial,

administrative and managerial,

research,

educational, therapeutic,

sociocultural, etc.

In addition, it seems possible to typologize organizations:

by scale of activity:

large, medium and small;

by legal status:

limited liability company (LLC),

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

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

by property:

state,

• public

  organizations with mixed ownership;

by funding sources:

budget,

off-budget

mixed finance organizations.

The role of management in the organization

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

Management is necessary for an organization to achieve success.

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

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

Internal environment of the organization

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

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

In general, the entire organization consists of several levels of management and various units that are interconnected. This is usually called organization structure. All divisions of an organization can be classified into one or another functional area. Functional area refers to the work performed for the organization as a whole: marketing, production, finance, etc.

Task is a prescribed job that must be completed in a prescribed manner and within a specified time frame. Every position in an organization includes a number of tasks that must be completed to achieve the organization's goals. Tasks are traditionally divided into three categories:

tasks for working with people;

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

tasks for working with information.

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 increases.

The next internal variable is technology. The concept of technology goes beyond such a common understanding as production technology. Technology is a principle, a procedure for organizing a process for the optimal use of various types of resources (labor, material, temporary money). Technology is a method that enables some kind of transformation. This may relate to the field of sales - how to most optimally sell a manufactured product, or to the field of information collection - how to most competently and at a lower cost collect the information necessary for managing an enterprise, etc. lately it is information technology that has become a key factor in obtaining sustainable competitive advantage when doing business.

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

behavior of individuals;

behavior of people in groups;

the nature of the leader's behavior.

Understanding and managing the human variable in an organization is the most complex part of the entire management process and depends on many factors. Let's list some of them:
Human abilities. According to them, people are most clearly divided within the organization. Human abilities refer to the characteristics that are most easily amenable to change, such as training.
Needs. Every person has not only material, but also psychological needs (for respect, recognition, etc.). From a management point of view, the organization must strive to ensure that satisfying the employee’s needs leads to the realization of the organization’s goals.
Perception, or how people react to events around them. This factor is important for the development various kinds incentives for the employee.
Values, or general beliefs about what is good or bad. Values ​​are ingrained in a person from childhood and are formed throughout his entire activity. Shared values ​​help leaders unite employees to achieve the organization's goals.
The influence of the environment on personality. Today, many psychologists say that human behavior depends on the situation. It has been observed that in one situation a person behaves honestly, but in another he does 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 the listed factors, a person in an organization is influenced by groups And managerial leadership. Every person strives 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 considered as a formal group people, and at the same time, in any organization there are many informal groups formed not only on professional grounds.

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

External environment of the organization

Being 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 destruction. In the external environment of business, like Darwinian theories, the most severe natural selection occurs: only those who have sufficient flexibility (variability) and are able to learn - to consolidate in their genetic structure the traits necessary for survival (Darwinian heredity) - survive.

An organization can survive and become effective only if it can adapt to its external environment.

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

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

Global environment(medium of indirect influence) - the most general forces, events and trends not directly related to the operating activities of the organization, but in general, shaping the context of the business: sociocultural, technological, trade forces, economic, environmental, political and legal.

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

Governance structures

Management structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a single whole.
(Organization management: Encyclical words.-M., 2001)

To achieve the goals and perform 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 turn, the organizational management system is a set of departments and positions, connected by relationship and submission. When creating a management structure, the manager must take into account, to the maximum possible extent, the specifics of the enterprise’s activities 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 divisions (management apparatus, independent divisions, target programs, etc.);

delegation and transfer to lower levels of authority and responsibility (management-subordination relationships, centralization-decentralization relationships, organizational mechanisms of coordination and control, regulation of the activities of departments, 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 interrelation of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with establishing a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and volume of work they perform, the rights and responsibilities of each employee.

From the point of view of management quality and efficiency, 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 staff structure, a linear-staff organizational structure, a divisional management structure;

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

Let's look at them in more detail.

Hierarchical type of management structures. On modern enterprises The most common is a hierarchical management structure. Such management structures were built in accordance with the management principles 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 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 that follows from the previous one is that the powers and responsibilities of management employees correspond to their place in the hierarchy.

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

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

5. The principle arising from the previous one is the impersonality of employees performing their functions.

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

An 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. Managers- persons performing the main function and exercising general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in analyzing information and preparing 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.

The management structure of various enterprises has much in common. This allows the manager, within certain limits, to use so-called standard structures.

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

linear

functional

divisional

matrix

Linear management structure

At the head of each division is a manager, vested with full powers, who is solely responsible for the work of subordinate units. Its decisions, transmitted along the chain from top to bottom, are mandatory for implementation by all lower levels. The manager himself, in turn, is subordinate to a superior manager.

The principle of unity of command assumes that subordinates carry out the orders of only one leader. Higher authority does not have the right to give orders to any performers without bypassing their immediate supervisor.

The main feature of a linear operating system is the presence of exclusively linear connections, which determines all its pros and cons:

Pros:

a very clear system of relationships like “boss - subordinate”;

explicit responsibility;

quick response to direct orders;

simplicity of building the structure itself;

high degree of “transparency” of the activities of all structural units.

Cons:

lack of support services;

lack of ability to quickly resolve issues arising between different 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 direct and reverse functional connections between various structural units are introduced into the linear management structure, then it will turn into a functional one. The presence of functional connections in this structure allows different departments to control each other's work. Plus, it becomes possible to actively include various service services in the operating system.

For example, the Service for ensuring the operability of 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 individual management functions. Functional units have the right to give instructions and orders to lower units. 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:

removing most of the load from top level management;

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

reducing the need for general specialists;

as a consequence of the previous plus - improvement in the quality of products;

it becomes possible to create headquarters substructures.

Cons:

significant complication of connections within the enterprise;

appearance large quantity new information channels;

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

difficulty coordinating the activities of the organization;

the emergence of a tendency towards excessive centralization.

Divisional management structure

A division is a large structural subdivision of an enterprise that 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 registered as separate legal entities, in fact being components one whole.

This organizational structure has the following pros and cons:

Pros:

presence of trends towards decentralization;

high degree of independence of divisions;

unloading of managers of the basic management level;

high degree of survival in the modern market;

development of entrepreneurial skills among division managers.

Cons:

emergence of duplicating functions in divisions:

weakening of connections between employees of different divisions;

partial loss of control over the activities of divisions;

lack of a uniform approach to managing different divisions General Director enterprises.

Matrix management structure

In an enterprise with a matrix OSU, work is constantly 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 leader is appointed who leads it from beginning to end. From the specialized units, the necessary employees are allocated for his work, who, upon completion of the tasks assigned to them, return back to their structural units.

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

Pros:

the ability to quickly focus on the needs of your clients;

reducing costs for the development and testing of innovations;

significant reduction in time for introducing various innovations;

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

Cons:

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

the danger of conflicts between project managers and heads of departments from which they obtain specialists to implement their projects;

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

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