Any organization is located and functions in the environment. The internal environment of the organization is the source of its vitality... It contains the potential that allows an organization to function, and therefore, exist and survive in a certain period of time. But the internal environment can also be a source of problems and even death of the organization in the event that it does not provide the necessary functioning of the organization. The external environment is the 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 many other organizations in the same environment apply 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 challenge of strategic management is to ensure that the interaction of the organization with the environment that would allow 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 strategy of the organization's behavior and to implement this strategy in life, management must have an in-depth understanding of both the internal and external environment. At the same time, the internal environment is studied in order to reveal the strengths and weaknesses of the organization, and the external environment is studied by strategic management, primarily in order to reveal the threats and opportunities that the organization must take into account when defining its goals and in achieving them.
Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the organization, subjects and environmental factors: industries, markets, suppliers and a set of global environmental factors that the organization cannot directly influence.
Environmental analysis serves as a tool for policymakers to control factors external to the organization in order to anticipate potential threats and new opportunities. Analysis of the external environment allows an organization to timely predict the emergence of threats and opportunities, develop situational plans in case of unforeseen circumstances, develop a strategy that will allow the organization to achieve its goals and turn potential threats into profitable opportunities.
Threats and opportunities can manifest themselves in seven areas of the external environment, respectively, they group the factors that are analyzed. The study of these groups of factors allows you to get a complete picture of the emerging trends in the development of the external environment of the organization.
1. When analyzing economic factors, the rates of inflation (deflation), the tax rate, the international balance of payments, the level of employment of the population in general and in the industry, and the solvency of enterprises are considered.
2. When analyzing political factors, one should follow the agreements on tariffs and trade between countries, protectionist customs policies directed against third countries, regulations of local authorities and the central government, the level of development of legal regulation of the economy, the attitude of the state and leading politicians to antimonopoly legislation, credit policy of local authorities, restrictions on obtaining loans and hiring labor.
3. Market factors include numerous characteristics that have a direct impact on the performance of an organization. Their analysis allows the firm's management to refine its strategy and strengthen the organization's position in the market. It examines the change in demographic conditions, the level of income of the population and their distribution, the life cycles of various types of goods and services, the level of competition in the industry, the market share of an organization, the capacity of the market or its protection by the government.
4. The management of the organization is obliged to constantly monitor the technological environment in order not to miss the moment when changes appear in it that pose a threat to the very existence of the organization. This is especially important because changes in the technological environment can put an organization in a hopeless position in a competitive environment. The analysis of the technological environment should take into account changes in production technology (it is especially important not to miss the moment of starting the creation of fundamentally new technologies), construction materials, application computing technology for the design of new goods and services, in management, changes in the technology of collection, processing and transmission of information, in communications.
5. Analysis of the factors of competition involves constant control by the management of the organization over the actions of competitors. The essence of the analysis can be reduced to the search for answers to the following questions: what drives the competitor? what is he doing? what can you do? In the analysis of competitors, four diagnostic zones are distinguished: the analysis of the future goals of competitors, an assessment of their current strategy, an assessment of the premises relative to competitors and the prospects for the development of the industry, the study of the strengths and weaknesses competitors. Monitoring the activities of competitors allows the management of organizations to constantly be prepared for potential threats.
6. Social factors external environments include changing social values, attitudes, attitudes, expectations and mores. In conditions of economic instability, it is in the social environment that many problems are born that pose a great threat to the organization.In order to effectively cope with these problems, the organization as a social system itself must change, adapting to the external environment. In our country, a number of factors of the social environment have acquired particular importance. These include heightened national feelings, the attitude of the bulk of the population towards entrepreneurship, the role of women and ethnic minorities in society, the development of a movement to protect consumer rights, a change in the role of managers in production and their social attitudes, and a change in social values.
7. Analysis of international factors acquired essential for domestic organizations after the abolition of the state monopoly on foreign trade. Many large and medium-sized organizations are active or intend to operate in the international market. Therefore, management must monitor the situation that is developing in this vast segment. It is necessary to monitor the policies of the governments of other countries that provide for efforts to protect or expand the national market as a whole or individual industries. Taking into account environmental factors, the organization's strategy can be aimed at seeking protection from the government against foreign competitors, strengthening the internal market, or expanding international activity.
An analysis of the external environment, carried out through the study of the considered groups of factors, makes it easier for the management of the organization to receive answers to questions of interest to him: what changes in the external environment affect the current strategy of the organization? what factors represent great opportunities to achieve corporate goals? It is recommended to end the analysis of the external environment by drawing up a list of external hazards and opportunities that the organization faces in this environment. This list can be presented in different ways, but, as a rule, it should include weighting factors to rank them according to the degree of impact on the organization and the assessment of impact. For clarity and facilitation of the work of managers planning the strategy of the company, all factors can be placed in two columns: one is the factors of opportunities, the other is the factors of threats arranged in decreasing order of importance.
The internal environment of an organization is that part of the overall environment that is within the organization. It has a constant and most direct impact on the functioning of the organization. The internal environment has several sections, the state of which together determines the potential and the capabilities that the organization has. The personnel cut of the internal environment covers such processes as: interaction between managers and workers; recruitment, training and promotion of personnel; assessment of work results and incentives; creating and maintaining relationships between employees, etc. The organizational section includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; hierarchy of subordination. The production cut includes: product manufacturing; supply and warehouse management; maintenance of the technological park; research and development.
The marketing cut of the internal environment of the organization covers the following parties that are associated with the sale of products: product strategy, pricing strategy; product promotion strategy on the market; selection of sales markets and distribution systems. Financial cut includes processes related to collateral effective use and cash flow in the organization: maintaining the proper level of liquidity and ensuring profitability; creation of investment opportunities, etc.
The internal environment is, as it were, completely imbued with organizational culture, which should also be subjected to the most serious study. The study of the internal environment is aimed at understanding how: the strengths and weaknesses of the organization. Strengths serve as the foundation upon which the organization builds in competitive struggle and which it should strive to expand and strengthen. Weaknesses are a matter of close scrutiny by management, which must do whatever it takes to get rid of them. The method used to diagnose internal problems is called a management survey. It is based on a comprehensive study of various functional areas of the organization and, depending on the task at hand, can be methodologically simple or more complex. For strategic planning purposes, it is recommended that the survey include five functional areas - marketing, finance (accounting), manufacturing, personnel, and organizational culture and image of the organization.
The specialized literature describes in detail the methods of researching marketing problems, finance, production, etc. Here we will consider only the indicators that are used to study the functional areas of the organization, and some of their features. When analyzing the marketing function, seven critical elements of research are highlighted.
1. Market share and competitiveness. The market share as a percentage of its total capacity is one of the most important indicators characterizing the successful activity of an organization, since there is a certain relationship between the market share of an organization and the effectiveness of its work (profitability). At the same time, this is an essential goal of most firms and management constantly monitors it.
2. The variety and quality of the assortment. They largely determine the sustainability of an organization. However, different approaches are possible here. One firm produces a limited assortment and, seeing its main success in ensuring the quality of products, masters 1-2 new products per year. Another company annually masters tens and hundreds of new products.
3. Market demography. Researching changes in the market and in the structure of customers is a very difficult task for the management of the organization. It is further complicated by the social stratification of society, the change in the level of income of the bulk of the population and the change in social values.
4. Market research and development. To maintain the continued competitiveness of an organization, it is necessary to conduct extensive research and development of new products and services, as well as new markets.
5. Pre-sales and after-sales customer service. Effective and good-quality after-sales service contributes to more sales, it forms and maintains customer loyalty to the company, and allows you to set higher sales prices.
6. Sales, advertising, product promotion. These indicators occupy one of the central places in the analysis of the marketing function. An organization can only expect to be successful in the marketplace if it has active and competent salespeople, aggressive, creatively organized advertising and promotion of goods and services.
7. Profit. Profit is a generalized indicator of the efficiency of a commercial organization. Therefore, constant monitoring of profits from various activities, goods and services is an important function of the marketing manager. Non-profit organization attaches paramount importance to the efficiency of its operations. For her, the effective delivery of a product or service to a client is the main element of marketing.
Finance (accounting).
The financial condition of the organization largely determines which strategy management will choose for the future. A detailed analysis of the financial condition helps to identify the existing and potential weaknesses of the organization. As a rule, the analysis of the financial condition is carried out by the methods of financial audit. This is a rather time-consuming job, requiring a lot of time and the distraction of a large number of the firm's employees. It is necessary to strive to ensure that the ongoing financial audit does not interfere with the normal functioning of the organization during this period.
Production.
The methodology for analyzing the production functional area of an organization differs significantly from the well-known methodology for assessing the organizational and technical level of production. This difference is explained primarily by the focus of the analysis on strategic management and developing market relations. Continuous analysis of production management has a very great importance for the timely adaptation of the internal structure of the organization to changes in the external environment and its survival in a competitive environment.
Some of the key questions that need to be answered when analyzing the strengths and weaknesses of a manufacturing functional area are: Can a firm produce its goods and services at a lower cost than its competitors? Does the organization have access to new materials? Does she depend on a single supplier or does she have a choice? What is the firm's equipment? Is it new and well maintained? Is the procurement system designed to reduce inventories and accelerate product sales? Does the firm have mechanisms to control incoming materials, their movement in production and outgoing products? Can an organization serve markets that its competitors cannot? Does the organization have effective system product quality control? How well organized and planned is the production process? Can you improve it?
Personnel (human resources).
When analyzing the function of human resources, it is recommended to answer a number of the following questions: How would you characterize the type of employees currently working in the organization, and what will be required of them in the future? What is the competence and training of the top management of the organization? Is there a leadership succession plan? Do we have an efficient and competitive remuneration system? Are we making effective use of management training and development? Have there been cases of leaving the organization of leading specialists in last years and why? Does the organization have a performance appraisal system in place, and when was such an appraisal last carried out? Deep Scan each of these issues separately and a comprehensive assessment of the quality of human resources will allow management to identify potential weaknesses in this functional area and take adequate measures. There are other issues that managers need to tackle in order to maintain a good internal and external state of the organization.
So, analyzing the environment is very important for developing an organization's strategy and is very difficult process, requiring careful monitoring of processes occurring in the environment, assessment of factors and establishing a connection between the factors and those strengths and weaknesses, as well as opportunities and threats that are contained in the external environment. Obviously, without knowing the environment, the organization will not be able to exist. However, it does not float surrounded, like a boat that has no rudder, oars or sail. The organization studies its environment to ensure that it is progressing successfully towards its goals. Analysis of the external and internal environment is the foundation of all subsequent actions included in the strategic management system.
S. A. Noikin
ANALYSIS AND ASSESSMENT OF THE EXTERNAL ENVIRONMENT OF THE ORGANIZATION
Annotation. The sum of a weighted estimate was obtained, indicating the degree of the organization's reaction to the present and predicted parameters-factors of the external environment. The components of the external environment, such as microenvironment and macroenvironment, and their main elements are disclosed. In order to increase the competitiveness of organizations, the need for analysis and assessment of the company's external environment when forming a development strategy is justified.
Key words: external environment, organization's competitiveness, threats, impact analysis, microenvironment, macroenvironment.
Market analysis is an important step in strategic management that allows you to determine the direction of an organization's activities or adjust an already adopted policy of behavior. The development of a strategy is directly related to external analysis and assessment of parameters-factors that are outside the control area of the company's management and affect its strategy.
The main purpose of external analysis is to identify and understand the threats and opportunities that arise for the company in the current and future time, as well as to identify strategic alternatives. External analysis and evaluation are considered to be an integral part of the SWOT analysis. Opportunities are positive trends in the external environment that contribute to the development of the company and the achievement of its competitive advantages. This can be a decrease in tax collections, an increase in the income of the population and firms, etc. Threats are negative trends that lead, in the absence of an appropriate response from the organization, to a deterioration in the market position and loss of competitive advantage. Examples of such threats are a decrease in the purchasing power of consumers and companies, an increase in competition in the market for goods and services, and a tightening of government regulation. If you focus on making a profit and not taking the initiative in the competition, then this will lead the company to inevitable bankruptcy.
The external environment consists of two parts: a macro-environment and a micro-environment. The microenvironment includes many interest groups that are influenced or influenced by the main work of the organization (shareholders, local companies, competitors, consumers, lenders, etc.). V recent times thanks to the development of strategic marketing, focused not only on the study of buyers and competitors, but on all interested groups, the composition of the inner circle has increased. The macro environment is divided into elements that do not have a direct impact on the company, but affect the overall state of business processes. In the macroenvironment, four groups of factors are distinguished: political and legal, financial and economic, socio-cultural and technical. The PEST factors are given in table. 1. Each of these factors has a relationship with others and affects them and the elements of the microenvironment.
The most common methods of environmental analysis are SWOT analysis and impact analysis. SWOT analysis is predominantly qualitative in nature. The key to impact analysis is that each factor-parameter is weighted from 1 to 0 by assessing the likely impact.
Economics, sociology, law
the impact of the factor on the strategic position of the firm. The sum equals one. Then the factor is assessed on a five-point scale: "5" - the highest, "4" - above the average, "3" - average, "2" - below the average, "1" - the smallest. The ratings are based on the specific response of the organization to this factor. As a result, the sum of a weighted estimate is calculated, indicating the degree of reaction of the organization to the present and predicted parameters-factors of the external environment. We believe that this technique has statistical significance.
Table 1
PEST analysis of macroenvironmental factors
Politics Economy
1. Government stability 2. Changes in legislation 3. State. impact on industries 4. State regulation of competition in the industry 5. Tax policy 1. General characteristics of the economic situation 2. National currency exchange rate 3. Inflation rate 4. Unemployment rate 5. Energy prices
Society Technology
1. Demographic changes 2. Changes in the structure of income 3. Attitudes towards work and rest 4. Social mobility 5. Consumer activity 1. State technical policy 2. Val. R&D trends 3. New products (update rate) 4. New patents
Matrices are of great methodological importance in strategic management. But their practical significance is minimal. With the help of the cross matrix of the French company EUROKIP, the need to track the magnitude and structure of the costs of the company, all its financial flows, was revealed. This allows the organization to react quickly to changing situations.
Analysis and assessment of the macroenvironment requires a study of the microenvironment. This is where the life of the company takes place. Aspiring businessmen and firms that have decided to expand the scope of their work, it is imperative to study the market they want to enter. Determining the attractiveness of the industry is considered to be the main task of the industry analysis. This analysis makes it possible to determine the structure and dynamics of this area of activity, characteristic opportunities and existing threats, to identify the factors of the industry's success and, as a result, to develop a strategy for the organization's behavior in the product market. When using industry analysis, the object of research is the economic industry.
In order to assess this situation, specific indicators should be used:
Market volumes;
Competition volumes (local, regional, national, global);
Competition structure (number of competitors and their market investments);
Growth of technological change and innovation;
The degree of differentiation;
Industry average profit.
Attractiveness and profit depend on the structure, which, according to M. Porter's theory, is revealed by five forces or factors of competitiveness:
1. Rivalry among identical firms (assessment of the intensity of competition, as well as the methods used by rival firms).
2. The threat of the emergence of new competitors, depending on market barriers.
3. Competition from products considered to be substitutes (taking into account the danger posed by substitute products).
4. The economic and trading capabilities of the dealers.
5. The economic and trading capabilities of consumers. The essence of this factor is in assessing the desires of buyers and their ability to dictate their terms.
In the event that the model of M. Porter's five forces is changed, then we get a program of certain actions to study the microenvironment of the firm, which consists of four stages:
Analysis of opponents;
Consumer analysis;
Supplier analysis;
Analysis of market barriers.
The main thing is to study competitors. For this purpose, competitors are divided into strategic groups. Firms in different strategic groups do not compete with each other.
The conditions of industry competition can be distinguished:
A large number of competitors, equal in scale of work and organizational potential;
The market is stable or there is a tendency to decline;
Competitors' products are very similar (the buyer's choice is determined by the factor of a lower price);
High costs of organizations;
High barriers (leaving the industry costs the firm more than continuing to work).
It is noted that increased competition among rival organizations has a positive effect on reducing the profitability of the industry, as it increases general economic costs for the media, product improvement. At this stage, both a novice businessman and the head of a functioning company should analyze the capabilities of competitors, products and their methods of working in the market. Competitor analysis is used to define market boundaries. The implementation of this analysis is directly related to the processing of a large amount of information.
When analyzing competitors, important factors are:
Identification of strengths and weaknesses;
Forecast of development strategies, as well as competitors' decisions;
Possible reactions of competitors to the strategy and actions of the firm;
Determining the influence of competitors on the firm's advantages.
Ideally, all of these factors should be analyzed. In such an analysis, the boundaries of the environment are identified with the isolation of critical points from it as the most important factors that have strategic importance... The main point should be considered the involvement of the firm's personnel in the analysis.
For example, in a company, all divisions fill out a specially designed questionnaire on a monthly basis, in which the facts noticed by experts, trends in the external environment, which, in their opinion, have an impact on the company's activities, are noted.
However, if an organization plans to launch a new product on the market, it must thoroughly study competitors' products and identify which brand characteristics are most attractive to customers. In this case, the design methodology is applied the other way around, which, according to the theory of foreign researchers, is used by 9 out of 10 European companies. According to M. Porter, good competitors follow the rules and maintain the status quo, trying to avoid aggressive price jumps.
Economics, sociology, law
In the second stage of microenvironment analysis, potential buyers are assessed. It is important to understand the structure of demand that influences supply.
Here the market expert is faced with the following questions:
Who buys or will buy the firm's products?
Who is your biggest customer? According to the Pareto rule, 20% of consumers make 8% of all purchases.
Who is the potential consumer who is not currently buying the product?
Consumer motivation. Usually, the following questions are distinguished:
What are the motives for buying and using the product?
What are the customer values?
What are the likely changes in customer motivation?
From the point of view of management, the buyer buys not a product, but the ability to satisfy his needs; prestige and fashion, safety and comfort, and a host of other factors are a kind of value. If the predicted value of the product does not satisfy the buyer, then this product will not be implemented. As for the price of the product, it is not enough to explain it by the costs incurred. The main task of the manager is to calculate the price, the correspondence of the value of the product to the buyer.
The next step in the analysis and assessment of the microenvironment is to obtain more complete information about the suppliers. The manager needs to decide what exactly is required for the current and future work: what equipment, raw materials, materials, etc. Based on this, a businessman needs to find suppliers offering the necessary goods and services. You also need to clarify their prices and conditions of activity. At the same time, the head decides the issues:
Whom is it profitable to work with?
Which supplier is strategically beneficial?
You need to choose a supplier for whom the quality of the products is in the first place. The main selection criterion is the reputation of the supplier. It is necessary to take into account the related services provided by the supplier when purchasing his goods. An example is the free loading and delivery of goods to the door, etc. Like consumers, suppliers put pressure on the industry and on the entrepreneur's firm. Suppliers influence the industry by using their ability to increase prices or decrease the quality of goods (services).
Supplier influence is significant in the following situations:
Several supplying companies dominate;
Concentration among suppliers is higher than among consumers;
Products have a high degree of differentiation (or too high a transition cost);
From supplier companies there is a threat of integration into the consumer industry.
An example of domestic practice is the production and distribution of electricity.
In the face of competition and the lack of substitute products, the electricity supply company dictates its terms to the market. Competitive pressure from suppliers is virtually non-existent for the supply of common commodities offered by many companies with sufficient capacity to fulfill current orders. In this situation, several suppliers are selected and the order is distributed among them, thereby provoking them to compete with each other. The competitive pressure of suppliers is not very high even if there are substitute products on the market, the transition to which is not associated with high costs.
Penza Bulletin state university № 3 (11), 2015
For example, AMD Corporation is a leading supplier of PC processors. It is the processor that accounts for a significant part of the cost of a computer - up to 30%. PC makers purchasing AMD products are interested in the lowest possible prices for their products, therefore, they are trying to get a processor that would be equal in quality to Intel, AMD's main rival. However, partner companies are very dependent on the main supplier until such time as they do not reach the scale of production that justifies vertical integration. Then the balance of power will change not in favor of the partner. The stronger the threat of vertical integration of suppliers, the faster companies negotiate with suppliers on the best conditions for themselves.
The next stage of analysis and assessment is to establish market barriers. Barriers to market entry are barriers that must be overcome in order to compete successfully. Barriers are as follows:
1. The impossibility of saving on volume. The factor scares away beginners, as it forces them to either immediately produce a huge volume of products, or to accept higher costs per unit of product, and therefore a low profit.
2. Unfavorable position in terms of general business costs or resources, regardless of the size of the beginning entrepreneur. Companies that have been on the market for a long time have an advantage in terms of costs and resources in the form of well-functioning relationships with product suppliers, favorable prices, ownership of patents and innovations.
3. Lack of learning outcomes. Reducing the cost of goods is achieved through the learning effect.
4. Lack of access to innovations and know-how of companies operating in the market. Entering some markets is directly related to the availability of technologically sophisticated equipment and know-how that a novice entrepreneur does not have. For example, AMD has significantly increased its competitive position in the fight against more strong companies retail.
5. Lack of the required volume of financial investments. The more investment is required to successfully enter the market, the less likely there are competitors.
6. Inaccessibility of sales channels. With consumer goods, an aspiring entrepreneur is fighting for access to distribution channels, the opportunity to create his own retail network.
7. Tariffs and international trade restrictions. Governments set up all sorts of barriers, such as anti-dumping legislation, sanctions, quotas, to make it difficult for foreign companies to enter their market and protect local manufacturers. For example, the Indian government requires that 90% of the auto parts sold in India be locally made.
Let's give one more example. The pharmaceutical industry is the most profitable direction, but access to it is very difficult, since the activity is protected by patents and large investments are required to conduct scientific research... One more obstacle to the market attracts attention - substitute goods. Rivalry on the part of substitute products lies in their availability, the willingness of buyers to switch to these products. Availability of replacement products for low prices creates a competitive advantage by creating a price boundary in the industry, exceeding which is fraught with switching buyers to substitutes and reducing sales volumes. As a rule, the lower the price of substitute products, better quality, the lower the switching costs for buyers, the more they influence the competition in the industry. Having received information about the past stages, the entrepreneur needs to understand the driving forces of competition - the primary and secondary reasons for changes in the industry.
The conclusion from the conducted industry analysis for the head is the identification and further forecast of the main factors of success in the industry. The main factors
Economics, sociology, law
Success (HFCs) - the elements responsible for the success of the organization. HFCs include: product properties, the strategy on the basis of which buyers choose a brand or a contractor; resources and probabilities that provide the company with leadership in the competition; highly professional skill, efficiency, measures taken to achieve competitive advantage. All companies in the industry must prioritize HFCs: they depend on them financial well-being and the competitiveness of the company. Table 2. Shown are approximate HFCs for two directions.
table 2
Elements that ensure the company's success
Success factors
In technology
Research quality Innovation in production process Development of nanomaterials Mastering modern technologies Using AMD
In production
Low cost of goods Product quality
Intensive use of fixed assets Favorable location of the organization High labor productivity Inflow of qualified personnel Production of goods to order
Bibliography
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Noykin Sergey Anatol "evich
postgraduate student,
Penza State University
Email: [email protected]
UDC 338.2 Noikin, S. A.
Analysis and assessment of the organization's external environment / S. A. Noikin // Bulletin of the Penza State University. - 2015. - No. 3 (11). - S. 44-49.
Analysis of the external environment involves the study of two of its components: the macroenvironment and the immediate environment.
The analysis of the macroenvironment includes the study of the impact on the firm of such environmental components as the state of the economy, legal regulation, political processes, natural environment and resources, social and cultural components of society, scientific and technological level, infrastructure, etc.
The immediate environment is analyzed according to the following main components: buyers, suppliers, competitors, labor market, financial institutions, etc.
Analysis and assessment of the internal structure of the enterprise.
Analysis of the internal environment allows you to determine the internal capabilities and potential that the firm can count on in the competitive struggle in the process of achieving its goals.
The analysis carried out in strategic planning is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the firm, the strengths and weaknesses that the firm possesses. To analyze the external and internal environment in strategic planning, the following methods are used: the SWOT method, the Thompson and Stickland matrix, the Boston Advisory Group matrix, etc.
5. Development and analysis of strategic alternatives.
This process is considered to be at the heart of strategic planning, as it is here that decisions are made about how the firm will achieve its goals and implement the corporate mission. When developing a strategy, a firm is usually faced with three questions: which activities to stop, which to continue, to which business to move?
In a market economy, there are three directions of strategy formation:
Achieve Leadership in Cost Minimization
production;
Specialization in the production of a certain type of product (service);
Fixation of a certain market segment and concentration
efforts of the firm in this segment.
Choosing a strategy.
To make effective strategic choices, leaders top level must have a clear, shared vision of the firm's development. Therefore, the strategic choice must be definite and unambiguous. At this stage, out of all the considered strategies, one should be chosen that best meets the needs of the firm.
Types and elements of the strategy.
There are two opposite views on understanding the essence of strategy.
The first interpretation stems from the concept of central planning. It provides for the development of a system of goals characterizing the results of production and economic activity to be achieved over a long period of time. After that, an action plan is drawn up, the implementation of which should ensure the achievement of the set goals. In this sense, strategy means a plan to achieve a specific long-term goal, and strategy development is about finding a goal and drawing up a long-term plan. This understanding of the strategy is based on the fact that all changes in the external environment and internal structure of the enterprise are deterministic, manageable and amenable to complete control by the firm's management apparatus.
The second interpretation considers the strategy as the trajectory of the firm's movement in the prospective period, which determines the direction of development, the scope of activity, the system of relationships between the firm and other business entities and leads the firm to its goals. This understanding of the strategy excludes determinism in environment, and the strategy itself provides for the freedom of choice of participants in economic activity, taking into account the changing situation.
A distinction should be made between corporate and functional strategies. Corporate business strategy refers to the firm as a whole, while functional serves to designate a specific function of the firm within the overall strategy.
With all the variety of different options for strategies There are four strategic alternatives:
Strategy concentrated growth;
Integrated Growth Strategy;
Diversified growth strategy;
Reduction strategy.
TO concentrated (limited) growth strategies refers to those strategies that are associated with changes in the product and (or) the market and do not affect the industry, technology, position of the firm within the industry. Specific types of strategies in this group are product development strategy, market position strengthening strategy, market development strategy.
Integrated growth strategy is realized through an annual significant increase in the rate of increase in sales compared to the previous period. There are two main types of integrated growth strategies: a reverse vertical integration strategy and a prior vertical integration strategy. The first aims to grow the firm through the acquisition or control of suppliers. The second is expressed in the acquisition, creation or establishment of control over business entities located between the firm and the end users of its products.
Diversified growth strategies are implemented in the event that firms cannot develop in the market with a product in this industry. The main strategies of this group are as follows:
Concentric diversification strategy - the production of new products based on the existing business;
Horizontal diversification strategy - growth in the existing market through the development of new products that require technology that is different from the one used;
Conglomerate diversification strategy - the company expands through the production of products that are technologically unrelated to traditionally produced products that are sold in new markets.
Reduction strategy justified in cases where restructuring is needed after a long period of growth or in connection with the need to improve efficiency during periods of recession. There are four types of reduction strategies: elimination strategy; quick success strategy; cost reduction strategy, reduction strategy.
It should be noted that an enterprise can apply several strategies at the same time. Moreover, they can be implemented both in parallel and sequentially.
3. Technology planning strategy.
The strategy planning process includes the following steps:
Assessment of the current strategy;
analysis of the product portfolio;
Choosing a strategy;
Evaluation of the chosen strategy;
Development of a strategic plan;
Development of a system of business plans.
Let's take a look at these steps.
Assessment of the current strategy.
It should give an idea of the state of the firm, what strategies it implements and how effective they are. In the process of analysis, it is necessary to answer the following questions:
What is the structure of the needs that generate demand in this industry?
What product characteristics contribute to market success?
What are the barriers to entry and exit in the industry?
What are the key success factors in the industry?
On the basis of the above criteria, it is necessary to conduct a comparative analysis of the industries and markets in which the company operates in order to assess the risk, their potential profitability and to identify how the existing business strategy in the company corresponds to the capabilities and specifics of management in these industries.
Analysis of the product portfolio.
It provides a visual representation of how the individual parts of the business are related to each other. Product analysis complements and refines the insights gained from evaluating the current strategy. There are several stages of the analysis algorithm: selection of levels of analysis; selection of objects of analysis; determination of indicators used in the analysis of a product portfolio; collection, systematization and analysis of data; comprehensive assessment of the existing product portfolio of the enterprise.
Choosing a strategy.
It is carried out on the basis of three components: the key success factors that characterize the strategy; the results of the analysis of the product portfolio; alternative strategies. Among the key factors that characterize the success of the applied strategy, one can single out: the advantages of the firm and the industry in which the firm operates; the goals of the firm; interests and attitudes towards the strategy of the owner and senior management; financial resources; the qualifications of the managerial staff; the firm's obligations; the degree of the firm's dependence on the external environment; time factor, etc.
Evaluation of the chosen strategy.
It is carried out in the form of an analysis of how decisive factors were taken into account in its formation. The analysis allows you to determine whether the chosen strategy will lead to the achievement of the firm's goals. If the strategy is consistent with the objectives, additional analysis is carried out to establish:
Compliance of the strategy with the state and requirements of the environment
environment (market dynamics, life cycle products, competitive barriers and competitive advantages and other factors);
Compliance with the potential and capabilities of the firm (other
strategies that are already being implemented by the firm, the structure of the firm,
potential);
Acceptability of the risk inherent in the strategy (realistic assumptions, negative consequences, how justified the risk is).
5. Development of a strategic plan.
The adopted strategy serves as the basis for drawing up a strategic plan for the firm. Depending on the combinations of the chosen strategies, the strategic plan can be offensive or defensive. The offensive plan assumes the business development of the enterprise. It is created by large firms with high potential and involves the development of new products, entry into new markets, significant investments in the expansion of economic activities, etc. The defensive plan is aimed at maintaining the positions achieved in the market and contains measures to prevent the negative consequences of the market and the bankruptcy of the enterprise.
Unlike tactical and operational plans, the strategic plan is not rigidly structured. Each company approaches the selection of its sections and indicators with own positions... Nevertheless, in recent years, there has been a generally accepted hypothetical structure of the strategic plan, which makes it possible to judge how the firm and its structural divisions manage their resources.
The strategic plan may include the following sections: corporate mission; products (services); competition; markets; resources; business "portfolio"; innovation, investment
6. Development of a system of business plans.
The business plan is part of strategic plan. In practice, a business plan often replaces a strategic plan. The differences between strategic and business planning are as follows. First, unlike a strategic plan, a business plan does not contain the entire complex of general goals of the firm, but only some of them, the implementation of which requires a certain amount of investment. Secondly, unlike strategic plans, business plans have clearly defined time boundaries due to the timing of the planned event.
With the help of a business plan, each activity of the strategic plan that requires investment resources for its implementation should be justified.
METHODOLOGY OF TACTICAL PLANNING
Tactical planning occupies an intermediate position between long-term strategic and short-term (operational-calendar).
Tactical planning is a means of implementing strategic plans. If the main goal of a strategic plan is to determine what the company wants to achieve in the long term, then tactical planning should answer the question of how the company can achieve this state. The implementation of the tactical plan is associated with less risk, since its solutions are more detailed, relate to the internal problems of the enterprise and have a smaller time gap (lag).
Decisions in tactical planning are more specific, targeted, they are always tied to the performance indicators of the structural divisions of the enterprise.
The tactical plan as a whole fulfills three main functions overlapping each other: forecasting, coordination and control. A well-designed plan, of course, should contain the goals that need to be achieved in the planning period, which cannot be done without forecasting.
The next function of tactical planning is coordination of actions. The plan, by establishing certain proportions between resources and activities, creates good foundation to coordinate the efforts of all participants in the enterprise. Coordination, in turn, requires the integration of all sections of the tactical plan.
If different sections of the tactical plan are developed by the same group of people, which occurs in enterprises with a centralized planning system, there are no fundamental difficulties with the integration of plans. In this case, the question is how well it happens. In decentralized enterprises, managers are involved to varying degrees in the planning process and the process of drawing up a plan is more complex and has a multi-stage form. In this situation, the coordination of plans covering different functions is a more complex problem, for which different means and methods are used.
Finally, essential function tactical plan is to ensure effective control... How accurately the targets of the plan are implemented depends on how control over its implementation is established. The system of reporting on the implementation of the plan, methods for assessing and measuring the results of the activities of all structural divisions of the enterprise should allow organizing management of deviations. This enables senior management to pay attention only to exceptional events or situations that cause deviations from the normal course of production. This saves time for addressing priority strategic issues. Of course, in this case, it is necessary that the relevant information on the progress of the tactical plan be received at each level of management, so that each manager receives all the information necessary within his sphere of responsibility. Audit streams don't have to be choreographed. Modern data processing systems can be easily programmed to perform such a task, which greatly simplifies the control procedure.
The composition of the sections and indicators of the tactical plan depends on the specifics and industry affiliation of the enterprise, the management methods that have developed on it, traditions, management culture, the state of the economy, market conditions, etc.
In an extended version, the tactical plan contains the following sections:
Economic efficiency of production;
Norms and standards;
Production and sale of products;
Material and technical support of production;
Personnel and wages;
Production costs, profits and profitability;
Innovation (technical and organizational development of the enterprise);
Investment and capital construction;
Nature conservation and rational use natural resources;
Social development of the team;
Foundations special purpose;
Financial plan.
Figure 5.1. depicts sections of the tactical plan and information links between them, shown by arrows. The basis of the tactical plan is the strategic plan and the portfolio of orders of the enterprise, formed for the planned period. On the basis of the strategic plan, an innovation plan is developed, and on the basis of a portfolio of orders, a plan for the production and sale of products. The plan for the production and sale of products is the main one in the structure of the tactical plan.... It establishes the capabilities of the enterprise for the production and sale of products in the planned period. The tasks of this plan determine the indicators of the remaining sections of the tactical plan: a plan for costs, profits and profitability; logistics plan; plan for personnel and remuneration.
An important place in the structure of the plan is given to the plan of innovations, which reflects the scientific, technical, organizational and economic policy of the enterprise in the planning period. The activities of the innovation plan serve as a means of justifying the plan for investment and capital construction of the enterprise. The innovation plan is organically linked to the investment plan.
Fig 5.1. The structure of the tactical plan of the enterprise
This relationship is two-way: the activities of the innovation plan determine the required volume of investments and the directions of their use, and the availability of investment resources is a limitation in the selection of innovative projects.
The volume of investment resources that an enterprise can have in the planning period is justified in the plan for special purpose funds (development fund). It also calculates the amount of funds allocated for consumption, social development, environmental protection measures, and the creation of insurance reserves.
Based on the activities of the innovation plan, a system of norms and standards for the use of material, labor and financial resources is formed, with the help of which the reality of all plans is achieved. The innovation plan serves as a means of justifying the production capacity of the enterprise necessary for calculating production program enterprises, since the measures of the innovation plan provide for the introduction of additional capacity through new construction, expansion, technical re-equipment, reconstruction and modernization of fixed assets.
The final in the structure of the tactical plan is the financial plan. It defines the ultimate goals of the enterprise and is linked to all other sections of the enterprise plan.
Consider the content of the tactical plan.
The relationship of the enterprise with the external environment is very dynamic, and in the practice of its work there are no moments when this environment is static. Therefore, the situation at the enterprise is constantly changing. Hence, each enterprise needs to assess what changes in the external environment await it in the future.
Environmental analysis is the process by which management identifies, evaluates and controls factors external to the organization in order to determine opportunities and threats to its activities.
Micro - indoor environment;
Meso - immediate environment;
Macro - environment mediated;
Mega is a global scale.
The last three levels make up the external environment of the enterprise.
We will focus on the meso and macro redistribution of an individual business entity; losing sight of the mega-herd.
Structuring a strategic enterprise allows us to single out the following objects of analysis: the products of the enterprise, the market where the enterprise operates, consumers and competitors. Let us dwell on each of them in detail, using as an example the economic activity of OJSC Molochnik.
In turn, the macroenvironment consists of a much larger number of factors (Table 6.1).
Table 6.1. Composition of macroenvironment factors
|
Group no. |
Group of factors |
Composition of factors |
|
Economic environment |
Stability of the national currency |
|
|
Balance of payments |
||
|
Employment rate |
||
|
Household cash income and distribution |
||
|
Availability and availability of credit funds |
||
|
The ratio of supply and demand in the industry market |
||
|
Capital interest rate |
||
|
Political environment |
Political stability |
|
|
Customs, tax and other legislation |
||
|
System of tax incentives and incentives |
||
|
Currency regulation |
||
|
Environmental Protection |
||
|
Market factors |
Demographic changes in regions and state |
|
|
Product life cycle |
||
|
The level of competition in the industry |
||
|
Technological factors |
R&D allocation level |
|
|
Depreciation of fixed assets |
||
|
Assessment of the level of technology development |
||
|
Competitiveness of technology in the foreign market |
||
|
Geographic environment |
Geographic differences in the structure of income distribution |
|
|
Climatic conditions in the regions |
||
|
Availability of raw materials |
||
|
Rise in energy prices |
||
|
Transport conditions |
||
|
Openness of international markets |
||
|
Socio-cultural environment |
Changing social attitudes towards cultural values |
|
|
Attitude social groups to entrepreneurship |
||
|
New opportunities in product manufacturing |
||
|
International factors |
International competition |
|
|
International investment |
||
|
The system of state regulation of foreign economic activity |
||
|
Measures of other states to protect the internal market |
Ideally, it would be desirable to analyze and evaluate all factors of the macroenvironment at the stage of strategic planning. But this is quite difficult to do. Therefore, it is necessary to limit their composition. As practice shows, the threats and opportunities faced by the organization, as a rule, can be represented by the following groups of factors: economic, political, technological, competitive, market, geographic, socio-cultural and international environment. These factors have various influences on the activities of the company. They can act which interacts with each other or separately.
Assessment Strategic Enterprise
After determining the factors of the macroenvironment, enterprises move on to the next one.
1. Determination of "critical points" and boundaries of the analysis of the external environment.
2. Gathering information necessary for conducting research.
3. Determination of the methodological research tools.
4. Conducting research.
5. Generalization of the results obtained.
Let us demonstrate the application of the above methodology using the example of JSC Molochnik. Let's start with the analysis of the Strategic Enterprise, namely: the study of the product and its properties.
Investigation of the product and its properties There are initial and an important milestone analysis. Product marketing is not about selling an enterprise's products, but about knowing what to produce.
When people buy a product, they are actually buying the benefits that the product provides them. Therefore, the goal of the enterprise should be products with one or more significant differences that customers notice and appreciate. This means that buyers need to perceive your product as having advantages and is more cost-effective than your competitor's product. One of the most effective ways achieving this goal is the assignment of a trademark (brand) to the product.
Over time, the needs and requirements of the buyer will certainly change. Therefore, the enterprise should constantly improve its products, develop new products and withdraw uncompetitive types of products.
However, the research of the company's product is not limited only to the product policy developed at the enterprise. It is advisable to develop a product dossier in order to strategically assess the benefits of an enterprise's products. This document is a brief description of the features of the creation, manufacture and sale of products on the market and allows managers to immediately establish the advantages and disadvantages of products, manufactured products.
After reading general structure of the organizational environment, the firm must distinguish from the totality of its elements those that are most important to it, i.e. critical points. Already on initial stage the firm must define the limits of the analysis of the environment. That is, to characterize the factors of the external environment, it is first necessary to select them on the basis of a logical analysis or an expert survey of the leaders and specialists of the organization, for which, first, the most complete list of these factors should be given, and then their selection should be made. For example, the full set of direct impact factors included: suppliers, consumers, tax authorities, Customs, social insurance and security authorities, banks, competitors, labor exchange. After the selection, the following are left: suppliers, consumers, tax authorities, competitors. After considering the factors of direct impact, it is advisable to analyze the factors of indirect impact in the same order: give a full set of factors, logically or expertly select the most significant and characterize them. Currently, the most significant, as a rule, are: the level of inflation and inflation expectations, the degree of political stability (instability), scientific and technological progress in the industry. The characteristics of these factors are given in qualitative or quantitative form. A quantitative characteristic can be given to the rate of inflation and its impact on profitability and production costs.
There are several common methods for analyzing and assessing the external environment. Among them, one of the acceptable for Russian conditions, in our opinion, is the "5 * 5" method for determining the most significant elements of the external environment, which was proposed in 1984 by M. Mescon.
One of the interesting methods assessment of the external environment, which allows you to choose the appropriate type of strategic management, is the "scale" of I. Ansoff. When establishing the level of instability, they first determine which of the conditions of activity will be the least stable in the coming years (5-7 years). According to most researchers, such factors and conditions for Russian enterprises are political and economic conditions. According to the parameters of I. Ansoff, these conditions can be assessed at the level of 3.5 - 4 points, i.e. as unexpected, completely new, occurring faster than firms have time to adapt, often completely unpredictable, but nevertheless, when using elements of strategic management, they can be assessed as partially predictable from weak signals. It is these conditions of the external environment that are characteristic of the economic situation in Russia at the beginning of this century.
Analysis of the external environment involves the interpretation of statistical indicators and data from various external or internal studies. Information is usually considered at two levels. First, it analyzes data characterizing the state of the "macroenvironment" (environmental factors of indirect impact that are outside the control of the organization, but have a serious impact on its activities). Secondly, information about the microenvironment of the organization (the operating external environment of direct influence, about consumers, about suppliers and competitors) is investigated. Organizations have the ability to control microenvironmental factors to a certain extent. The analysis of microenvironment information and data at the macro level is recognized to answer the following questions:
How is the external environment changing?
How are these changes affecting the organization, its customers and markets?
What adjustments should be made to the organization's strategy, taking into account the opportunities and threats of the external environment?
PEST (political / legal, economic, socio-cultural and technological) analysis is a very popular method for studying events occurring in the macro-environment. Its first step is the identification of the main external factors affecting the organization's activities. Examples of some of them are shown in Fig. 14.2. Macro-environment factors have different, changing over time (depending on the size, shape and stage of growth of the organization) impact on business strategy. The causes and consequences of these changes need to be considered in relation to their impact on competitive positioning.
PEST analysis is designed to facilitate management's assessment of the impact of environmental factors on strategy, it draws attention to dynamic nature external environment and emphasizes the need for periodic revision of plans.
A static analysis of environmental factors must be supplemented with a dynamic one, which makes it possible to identify trends in its development and determine the level of possible changes.
M. Porter offers several tools for analyzing the competitive environment, in particular, a five-factor model for studying the structure of the industry:
- entry barriers. They prevent new organizations from entering the market;
Figure 14.2. Identification of macroenvironmental factors - PEST analysis
Barriers include high costs of entering the industry (significant investments in fixed assets, usually in the construction of organizations and equipment), difficulties in accessing distribution channels, significant influence of the experience curve, legislation or government regulation (for example, monopoly in the field of utilities, subsidies to support the steel industry) and unique characteristics goods or services.
- the relative power of buyers. It is small when: the market is characterized by a relatively small number of both buyers and alternative sources of supply; the cost of the purchased goods is insignificant in the total cost of production of the product; there is no threat of unification of buyers in the face of high, from their point of view, prices of goods from supplier companies;
- the relative power of suppliers. It is insignificant when: the proposal is fragmented; the costs of switching buyers to other suppliers are low; the threat of unification of suppliers who do not receive the desired price is small; the purchasing organization purchases a significant part of the supplier's products, which in this case is interested in establishing long-term relationships with the client, and not in immediate benefit;
- the threat of substitutes. It can undermine the attractiveness of the industry, in particular by limiting key variables such as the price of a product;
In some cases it comes direct imitations of the company's goods or services. Methods to counter the threat of substitute products are differentiation (notoriety trade mark, for example) or reducing costs. On the other hand, the emergence of alternative goods and services is conditioned by the continuity of technological development (for example, telecommunications). Consequently, the risk of obsolescence of goods or services is unavoidable. There is also the possibility that the buyer organization will find substitutes for the goods or services of suppliers in new markets.
- the level of industry competition. A high level of competition is usually observed: in industries in which the forces of rivals are approximately equal; in slow growing markets; in industries with high fixed costs or entry costs (in many industries); insignificant opportunities for differentiation (and, consequently, a high probability of consumers switching from one supplier to another). M. Porter defines the degree of competitive rivalry as the main force that determines the profitability of a company, since the constant companion of intense competition is low profit.
So, analyzing the structure of an industry is important in many ways. By defining the nature and direction of the main forces of the competitive environment, organizations are able to take advantage of competitive advantages, resist threats and develop strategies that are adequate to the external environment. The combination of PEST analysis and industry research should ensure the identification of the main environmental factors and the study of their impact on the organization's activities, draw attention to how the adjustment of the company's strategy will affect the situation in the industry and, possibly, the external environment.
conclusions
1. An organization is a group of people whose activities are coordinated to achieve common goals.
2. Organizations transform resources to achieve end results.
3. Organizations must interact with the external environment in order to obtain resources and find customers for their products. Dependence on the external environment, which is constantly changing and outside the influence of the manager, is the main reason why there are no absolute rules in management.
4. All organizations carry out horizontal division of the pile, breaking all work into component parts. Large organizations carry out this separation by creating divisions.
5. Management is necessary to coordinate the activities of all departments and tasks of the organization.
6. Vertical division of labor, the creation of levels of management are used to differentiate and coordinate management work. Traditionally, there are three levels of management: top, middle and low.
7. To be successful, ie. to achieve its goal, the organization must survive through efficiency and effectiveness.
8. Internal variables are parts of the organization itself, situational factors within it, they are the composition and relationships of a complex system - an organization. The main internal variables of an organization, as defined by M. Mescon, are goals, structure, objectives, technology and people. Various internal variables, highlighted by different authors, can be grouped in relation to general characteristics(the presence of common goals, the transformation of resources, the dependence of the organization on the external environment, the division of labor, the formation of divisions, the need and the presence of a governing body), in relation to the main parameters of the system (input, output, transformation), divided into objective and subjective. Most famous models internal environment of the organization are "diamond" G. Leavitt and model 7-C consulting group McKinsey.
9. Goals - specific end states or desired result that the group seeks to achieve by working together. An orientation driven by goals permeates all subsequent management decisions.
10. All but the smallest organizations are divided into horizontal specialized units and vertical levels management. The structure of the organization is a logical relationship between management levels and departments, built in such a form that allows you to most effectively achieve the goals of the organization.
11. The sphere of control, i.e. the number of people who report directly to a given leader is an important aspect of the structure. The dimensions of the sphere of control determine, other things being equal, the number of levels of management in the structure.
12. A task is a job or part of it that must be completed in a certain way within a certain time frame. Tasks can be classified as working with objects, people, and information. Specializing tasks through technology has a positive effect on organizational performance.
13. Technology - a means by which production resources are converted into the final result. The impact of this variable on governance is driven by four major advances in technology — industrial revolution, standardization and mechanization, conveyor belt applications, and computerization.
14. People are central to any governance system. Leadership achieves the goals of the organization through people. Leaders are concerned with the behavior of people as individuals, as groups (collectives) and as leaders.
15. Aspects of individual behavior that matter to a leader are abilities, perceptions, needs, attitudes and expectations. The environment that management creates is often of great importance and influence on the behavior of the employee and, therefore, must be designed in such a way as to contribute to the achievement of the organization's objectives.
16. A synthesizing approach to identifying factors of the internal environment is the use of a two-level system of internal variables:
Resources (objective - financial, information, technical and technological, organizational systems, including the structure of the organization; subjective - staff skills, management style);
Processes (objective - strategies, tasks, technologies; subjective - power relations, communications);
results (objective - mission, goals; subjective - social values, culture of the organization, its image).
17. In the theory of organizations, there are four types of models that reflect the evolution of theoretical concepts that determine the essence of organizations themselves, the role and dominant functions of management, as well as the criteria used to assess the effectiveness of their activities. This is a mechanistic model of organization (it is also called a model of rational bureaucracy), a model of organization as a collective formed according to the principle of division of labor, a model of a complex hierarchical system and a model public organization, in the activities of which various groups are interested, both inside and outside its borders.
18. Under the influence of changes in the global and domestic economies, new forms of organizations and their integration appear, which include network organizations, multidimensional organizations, circular organizations, intellectual organizations, financial and industrial groups, business unions, virtual corporations.
19. Since the survival of the organization depends on management, the manager has a responsibility to identify the significant environmental factors and suggest appropriate ways to respond to external influences. This is necessary because the organization is an open system that depends on the interchange of inputs and outputs with the outside world.
20. The external environment of an organization is a set of elements that significantly affect it, but are not subject to its leadership.
21. The external environment of an organization includes elements such as customers, competitors, government agencies, suppliers, financial institutions and sources of labor resources that directly affect the activities of the organization. These elements are related to the direct exposure environment.
22. The environment of indirect impact includes such significant factors as the state of the economy, the political situation, the development of science and technology, and socio-cultural elements.
23. The state of the external environment is characterized by such indicators as the viscosity of the medium, interconnectedness, complexity, mobility and uncertainty.
24. Viscosity is understood as a quantitative measure of efforts required for purposeful movement, concentration and development in production of a unit of material, financial and information technology resources.
25. The degree of interconnectedness of factors is the level of force with which a change in one factor affects other factors.
26. The complexity of an organization's environment is determined by the number and variety of external factors that need to be responded to.
27. The mobility of the environment is characterized by the speed with which changes occur in the environment.
28. Uncertainty of the environment is a function of the amount of information available for a particular factor, the confidence and reliability of this information.
29. Organizations must be able to effectively respond and adapt to changes in the external environment in order to ensure survival and achievement of their goals. For this, it is necessary to constantly assess and analyze the state of the external environment. You can use the "5 * 5" method to determine the most significant elements of the external environment, which was proposed by A. Mescon, "scale of environmental instability" by I. Ansoff, PEST analysis techniques, M. Porter's competitive analysis, etc.
Control questions to lectures 13 and 14
1. What is an organization?
3. Identify the differences between horizontal and vertical division of labor.
4. How do organizations interact with the external environment?
5. Why is management in the organization necessary?
6. What contributes to the success of the organization?
7. Give definitions of efficiency, productivity.
8. What are the main internal variables of the organization that management should consider?
9. What are the goals, what are the goals of the organization?
10. What is the relationship between the structure of the organization and the division of labor in it?
11. Why does the scope of control have a significant impact on the structure of the organization?
12. Why are tasks developed in accordance with the division of labor in the organization?
13. What effect does task specialization have on productivity?
14. What major technological breakthroughs have had a significant impact on governance?
15. Define concepts such as "needs", "abilities", "perception", and their impact on the behavior of people.
16. What are the components of the socio-technical subsystem of the organization?
17. Why should management be aware of the relationship of internal variables?
