16. Organization as an open system
An organization is 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 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.
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 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 in order to successfully solve it. External factors are divided into factors of direct impact and indirect impact.
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 management functions between specialists in finance, production, sales, etc.
Organization is an open system
Input – Transformation – Output
RESOURCES -PRODUCTION -PRODUCTS
Materials -Technology -Products
Capital - Organization - Products
People - Procedures - Services
Information - Offers
Thus, the organization is an open system, since it receives resources from the external environment, transforms them and gives the result of its activities to the external environment in the form of a product or service.
Tools of this approach: system, system effect, subsystems, internal and external environment, system analysis etc.
17. Management structure of the organization. Forms of organization of the management system
The organizational structure of management ensures the implementation of general and specific management functions, maintains appropriate vertical and horizontal connections and separation of management elements. Vertical division is determined by the number of management levels, as well as their subordination and directive relationships. Horizontal division is carried out according to industry characteristics.
The organizational structure of the management apparatus is a form of division of labor for production management. Each division and position is created to perform a specific set of management functions or jobs. To perform the functions of the unit, their officials are vested with certain rights to manage resources and are responsible for performing the functions assigned to the unit. Scheme organizational structure management reflects the static position of units and positions and the nature of the connection between them.
Depending on the nature of the connections, several main forms (types) of organizational management structures are distinguished: linear (each manager provides leadership to lower-level units for all types of activities); functional (implements a close connection between administrative management and the implementation of functional management); linear-functional (line managers are single-managers, and they are assisted by functional bodies; line managers of lower levels are not administratively subordinate to functional managers of higher levels of management); matrix (characterized by the fact that the contractor may have two or more managers (one is linear, the other is the head of a program or direction); divisional (divisions or branches are distinguished either by area of activity or geographically); multiple (combines various structures at different levels of management, for example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix).
Organizational structure, connection method various parts organization into a single entity. Most known types structures are:
Simple structures are usually found at the initial stage life cycle organizations or in organizations with a professional rather than managerial orientation towards independent specialists.
o Entrepreneurial: dominance of one or a few people (group at the center). Caused by the form of ownership, the greater importance of specialized experience, or the need for activity under strict control. Moderate size, simple technology, one dominant technical field of activity.
o Independent: simple organizational form to support the independent activities of specialists, with weak coordination.
· Hierarchical (bureaucratic) types of structures: such management structures, prevailing in many Russian enterprises, are built in accordance with management principles formulated at the beginning of the twentieth century (M. Weber, A. Fayol)
o Linear organizational structure: the basis of linear structures is the so-called “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services is formed that permeates the entire organization from top to bottom. The results of the work of each service are assessed by indicators characterizing the fulfillment of their goals and objectives.
o Linear-staff organizational structure: this type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.
o Divisional (divisional) management structure: the emergence of such structures is due to a sharp increase in the size of enterprises, diversification of their activities (versatility), and increasing complexity technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide a certain independence to their production divisions, leaving the development strategy, research and development, financial and investment policy and so on. This type of structure attempts to combine centralized coordination and control of activities with decentralized control.
· Organic types of structures: the main property of organic type management structures is their ability to change their form, adapting to changing conditions.
o Brigade (cross-functional) structure: the basis of this management structure is the organization of work into working groups (teams), in many ways the exact opposite of the hierarchical type of structure. The main principles of this management organization are:
§ autonomous operation working groups (teams);
§ self-acceptance decisions by working groups and horizontal coordination of activities;
§ replacement of rigid bureaucratic management ties with flexible ties;
§ Involving employees from different departments to develop and solve problems.
These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, technical, economic and management services, which form isolated systems with their own goals and interests.
· Project management structure: the main principle of constructing a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and ending. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure disintegrates; its components, including employees, move into new project or quit (if they worked on a contract basis).
· Matrix (program-targeted) management structure: such a structure is a network structure built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the manager of the project or target program , which is endowed with the necessary powers to carry out the management process. With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the immediate heads of divisions, departments, and services remains. The matrix type of structure has many modifications
Organization as an open system.
Plan
IN 1. Formation of open and closed system within the framework of general systems theory.
AT 2. Specifics of the organization as a target social system.
AT 3. The problem of entry and entry stability.
AT 4. Dependence of the internal environment and internal processes of the organization on the state of the external environment. Equifinality.
IN 1. Formation of open and closed system models within the framework of general systems theory.
Systems theory was first applied in the exact sciences and technology. The application of systems theory to management in the late 1950s was the most important contribution of the school of management science. A systematic approach is not a set of guidelines or principles for managers - it is way of thinking in relation to organization and management. To understand how a systems approach helps a manager better understand an organization and achieve goals more effectively, let's first define what it is. system.
A SYSTEM is a certain integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole.
Cars, computers, televisions are all examples of systems. They are made up of many parts, each of which works in conjunction with the others to create a whole that has its own specific properties. These parts interdependent. If one of them is missing or does not function correctly, then the entire system will not function correctly. For example, the TV will not work if the setting is not set correctly. All biological organisms are systems. Your life depends on the proper functioning of many interdependent organs that together make up the unique being that you are.
All organizations are systems. Since people are, in a general sense, components of organizations (social components), along with technology, which together are used to perform work, they are called sociotechnical systems. Just like in a biological organism, in an organization its parts are interdependent. It doesn't matter how hard RCA's national sales manager works to attract new VCR buyers if the designs developed by the engineering department are flawed, the people on RCA's assembly lines refuse to assemble the equipment, or the company doesn't can pay for the supply of components.
Just as a doctor will collect information about your breathing, metabolism, heart rate, eating habits and other vital signs before diagnosing and prescribing medication, a good leader must collect information about all the essential elements of the organization. to diagnose problems and take corrective action.
OPEN AND CLOSED SYSTEMS.
There are two main types of systems: closed and open. A closed system has rigid, fixed boundaries; its actions are relatively independent of the environment surrounding the system. A clock is a familiar example of a closed system. The interdependent parts of the watch move continuously and very precisely once the watch is wound or the battery is inserted. And as long as the watch has a source of stored energy, its system is independent of the environment.
Open system characterized by interaction with the external environment. Energy, information, materials are objects of exchange with the external environment through the permeable boundaries of the system. Such a system is not self-sustaining; it depends on energy, information and materials coming from outside. In addition, an open system has the ability fit to changes in the external environment and must do this in order to continue its functioning.
Managers are primarily concerned with open systems because all organizations are open systems. The survival of any organization depends on the outside world. Even for a monastery to operate for a long time, it is necessary for people to come and food to arrive, and contact to be maintained with the church that founded it. The approaches developed by the early schools of management could not suit all situations because they assumed, at least implicitly, that organizations are closed systems. They did not actively consider the environment as an important variable in management.
SUBSYSTEMS.
Large components of complex systems, such as an organization, a person, or a machine, are often systems themselves. These parts are called subsystems. The concept of a subsystem is an important concept in management. By dividing an organization into departments, which is discussed in subsequent chapters, management intentionally creates subsystems within the organization. Systems such as departments, departments, and various levels of management each play an important role in the organization as a whole, just like the subsystems of your body such as circulation, digestion, nervous system, and skeleton. The social and technical components of an organization are considered subsystems.
Subsystems can, in turn, consist of smaller subsystems. Since they are all interdependent, the malfunction of even the smallest subsystem can affect the system as a whole. A corroded battery cable does not supply current to the vehicle's electrical system, resulting in the entire vehicle being unable to operate. Likewise, the work of every department and every employee in an organization is very important to the success of the organization as a whole.
Understanding that organizations are complex open systems consisting of several interdependent subsystems helps explain why each of the schools of management has proven to be practical only to a limited extent. Each school sought to focus on one subsystem of the organization. The behaviorist school was mainly concerned with the social subsystem. Schools of scientific management and management science - mainly with technical subsystems. Consequently, they often failed to correctly identify all the major components of the organization. Neither school seriously considered the impact of the environment on the organization. More recent research shows that this is a very important aspect of organizational performance. There is now a widespread view that external forces can be the main determinants of an organization's success, determining which tools in the management arsenal are appropriate and most likely to be successful.
MODEL OF ORGANIZATION AS AN OPEN SYSTEM.
The figure is a simplified representation of the organization as an open system. As inputs, the organization receives information, capital, human resources and materials from the environment. These components are called inputs. During the transformation process, the organization processes these inputs, converting them into products or services. These products and services are exits organizations that it brings into the environment. If the management organization is effective, then during the transformation process an added value of inputs is generated. As a result, many possible additional outputs appear, such as profit, increased market share, increased sales (in business), implementation of social responsibility, employee satisfaction, organizational growth, etc.
Variables and systems approach
Since this is a fairly new approach, we cannot yet fully assess the true impact of this school on management theory and practice. However, it can already be said that its influence is great and seems to be growing in the future. According to Professors Rosenzweig and Kast, systems theory provided the management discipline with a framework for integrating concepts developed and proposed by earlier schools. Many of these earlier ideas, although they may not be considered entirely correct, are of great value. On a systematic basis, it will probably be possible to synthesize new knowledge and theories that will be developed and appear in the future.
However, systems theory itself does not tell managers which elements of the organization as a system are especially important. It only says that an organization consists of numerous interdependent subsystems and is an open system that interacts with the external environment. This theory does not specifically identify the major variables that influence the management function. Nor does it determine what is in environment influences management and how the environment influences the organization's performance. Obviously, managers must know what the variables of the organization as a system are in order to apply systems theory to the management process. This identification of variables and their impact on organizational performance is the main contribution of the situational approach, which is a logical extension of systems theory.
AT 2. Specifics of the organization as a target social system.
The structure of an organization is a way of interconnecting all heterogeneous and differently oriented elements of the organizational system. More adequate to the specifics of the organization as a target social system and widespread is the definition of social organization as a method of distributing and connecting heterogeneous types of activities, coordination and control, as well as a method of distributing power and competence in an organization.
Like any other structure, the S.O. fixes the morphological profile of the functioning of the organization, ensures the stability of relationships and predictability of the behavior of people in it. However, unlike biological, technical, physical systems, in which the rigidity and stability of the structure are guaranteed by the material nature of objects, S.O. is formed on the basis of reproducible patterns of interaction and activity, and its emergence is closely related to the processes of institutionalization (see Patterns of interaction and activity). Sociologists consider the component that gives structure stability and predictability to people’s behavior. social norms, which are usually interpreted as a system of social standards and rules that define the behavior and activities of workers. Norms are characterized by varying degrees of rigidity and formalization (see: Organization; Formal (official) organization; Informal organization).
The concept of SO is usually used in organization theory as a synonym for the concept of “formal structure of an organization” (see Formal (official) organization). Based on this understanding, S.O. is a formalized and rigidly structured way of regulation and reproduction business relations, based on documented and legally formalized norms, rules and standards governing the activities of employees and business interaction. It is focused on achieving corporate goals. Many experts highlight as its specificity: conscious character; role in suppressing conflict between departments and overcoming group egoism, regulating business communications, making and implementing management decisions, etc. The main function of the S.O. is to ensure a reduction in the uncertainty of relations in the business sphere, as well as the necessary level of social order in the organization , which creates the preconditions for purposeful collective activity.
It was precisely the target orientation and rational-instrumental nature of SO that was emphasized by Charles Barnard, who argued that the organization is a system of “conscious coordination of activities” and has a scalar structure (see Scalar principle of the structure of organizations). This was also kept in mind by other researchers (M. Albert, M. Mescon and F. Khedouri), who defined the organizational structure as a system of “logical relationships, levels of management and functional areas” and considered it as a tool for achieving goals.
The secret of success is
ready to take advantage of favorable opportunities,
when they appear.
The company is open holistic system, it is connected by numerous threads with the internal and external environment (Fig. 1.1), changes in which have a control effect on the company’s activities with its own goals. The more complex and large-scale the company, the more management has to pay attention to analyzing and assessing the environment and taking into account its impact on the quality of its own management.
Figure 1.1 - External environment of the company.
Thus, important element management and planning in the company is the analysis and assessment of the external environment, in particular monitoring of business markets. The threats that lie in wait for a company in the process of doing business, and the opportunities that are provided to it - all this is present precisely in the external environment, of which the company is a part and which interacts with it.
In the external environment, the company is threatened by competitors, unscrupulous suppliers, changing legislation, social disasters and many other “surprises”. In addition, clients are waiting for the company, whether there are or are not sufficient resources to conduct the business.
Analysis of external aspects helps to develop strategic decisions that provide algorithms for the company’s interaction with the environment in the short-term and long term, which will allow maintaining its potential at the level necessary to achieve the vector of the company’s goals, helps to reveal threats and opportunities.
The external environment is usually divided into two parts:
macro environment-microenvironmentIf it is difficult to significantly influence the macroenvironment of a company or control its processes, then the dynamics of the microenvironment may directly depend on the choice of the company's strategy.
Open systems, however, have some specific features, which those who study company management systems need to know. One of these features exists border, separating the company from its environment; - changes in the environment affect one or more aspects of the company, and vice versa, changes in the company affect the environment.
Without a boundary, there is no company, and the boundary or boundaries define where the company begins and ends. Boundaries can be physical or have psychological content through symbols such as names, dress codes, and rituals. The concept of boundaries is required for a deeper understanding of the company. So the boundaries of the company should be “drawn” where the influence of the company’s management systems ends, i.e. on those aspects of the environment that the company can no longer purposefully manage at its own discretion.
The company must reflect the external environment. Its construction is based on prerequisites of an economic, scientific, technical, political, social or ethical nature. In this sense, a company cannot be static. She must quickly learn about all changes in the environment, imagine their significance, choose the best response to achieve her goals, and respond effectively to environmental influences.
In order to consider a company as an open system, it is useful to return to the concept complete control function , which was discussed in Chap. III r. 1 “Goal setting.” The steps of the complete control function are presented in Table 1.1. Column 1 is the numbering of the stages of the complete function. Column 2 - content of each stage. Column 3 - parameters that need to be monitored during the full function control process.
Table 1.1. Full control function.
| Item no. | Contents of the stages of the complete control function | Contents of control by stages of the complete control function |
| 1 | Identification of the environmental factor that causes subjective need for management. Management starts here. | Has a real factor been identified, or has someone's nonsense or illusion been elevated to the role of an objective factor? — The feasibility of this stage of the full function presupposes the preliminary accumulation of a certain minimum of information about the environment with which the company interacts, since otherwise it is not able to recognize the influencing factors in their full spectrum. |
| 2 | Formation of a skill (stereotype) for recognizing an environmental factor for the future and disseminating it in the company’s culture. | Essentially, these are questions of metrological consistency of identifying a factor. — It is necessary to identify and analyze a list of parameters characterizing the presence of a factor that requires management, and decide on a measurement system for each of the parameters. |
| 3 | Goal setting in relation to the identified factor. At its essence, goal setting is the formation of a vector of management goals in relation to a given factor and the inclusion of this vector of goals in the general vector of the company’s goals. | Analysis of goals, metrological consistency of each of them. Analysis of the structure of the goal vector for the absence of defects in it (mutually exclusive goals, violation of the order of goals by priority, repetition of the same goals at different priorities, etc.). |
| 4 | Formation of a management concept based on solving the problem of predictability of company behavior under the influence of: the external environment, own changes in the company and management. | Has the problem of forming a strategy been solved and how has it been solved in relation to the impact of the factor identified in paragraph 1 and the possibilities of achieving the set goals in relation to it? |
| 5 | Implementation of the management concept in life - the organization of new or reorganization of existing management structures in the company. | Company management in practice this is the distribution of personal sole responsibility for different stages of activity between different people, the distribution between them of powers and heterogeneous resources necessary for them to carry out their functions. |
| 6 | Control (monitoring) of the activities of structures in the process of management carried out by them, and coordination of the interaction of different structures. | Strictly speaking, this is control over the activities of the company and the activities of structures and officials, heading each of them personally. |
| 7 | Improving the current concept if necessary. | Similar to steps 1-4 of the full function. |
| 8 | Elimination of existing structures and release of used resources when no longer needed or maintaining them in working order until the next use. | In the event of liquidation, the first question is: who is the recipient and custodian of the results of the activities? and further employment of released personnel and sale of equipment that has become unnecessary. If it is maintained in working condition, questions arise about maintaining staff at the proper professional level, supplying new equipment, etc. |
Points “1” and “8” are always present in the complete control function. The intermediate ones between them can be combined or more deeply detailed, presenting them as a successive sequence of some smaller “stages” in accordance with the needs of the company’s practice.
Analysis of the complete management function leads us to the conclusion that the internal environment of a company, like the company itself, is essentially a reaction to the environment. The future of the company, its safety and the stability of its position in the market will depend on how well the company organized the work at stages 1 and 2 of the complete management function. Since it is environmental factors that determine goal setting and, as a consequence, the company’s attraction of the necessary resources. In the event of an error, the expenditure of resources will never pay for itself.
Direct and feedbacks:
- from the company and the environment surrounding the company into the company's management system - feedbacks;
- and from the management system to the company and environment - direct connections.
Direct connections are divided into internal And external:
- localized within the company and its management system - internal direct connections;
- leaving the management system and the company to the external environment - external direct connections.
Similarly on external And internal are divided and feedbacks:
- those that provide information about the state of the environment and the company’s position in it—external feedback;
- and those through which information is received about the state of the elements of the object and its control system are internal feedbacks.
All companies, no matter how large or small, face internal and external factors that create uncertainty about whether they will be able to achieve their goals. The effect of this uncertainty is “risk” and it is inherent in all activities.
Fourth stage complete control function involves solving the problem of predictability of company behavior, influenced various factors. Solving these types of problems requires organizing work in the company, including those related to risk analysis, in particular risks that arise in the external environment and may affect the achievement of the company’s goals.
From the above it is clear that the activities of the main areas of the company are intertwined and depend on each other and on the external environment. Thus, we can say that the management of a company is determined by two factors: the peculiarity production process and the nature of the external environment.
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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.
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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. External environment includes economic conditions in a given country, government regulations, trade unions, competing organizations, consumers, as well as public opinion, 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 coordination of work components organizations: 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 in order to successfully solve it.
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 greater the chance of obtaining 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. Customers 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 organization’s activities:
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 appearance of such high technology, such 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: economic policy administrative bodies of the state, i.e. taxation system, preferential trade duties, consumer protection legislation, product safety standards and environmental standards. For an organization engaged in international activities, political stability is essential of this state, as well as the installation on his 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 its social programs, as well as charitable activities in many areas.
Environmental fluidity is the speed at which changes occur in an organization's environment. 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.
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