Characteristics of the external environment. The external environment of the organization, its characteristics, composition and significance. What is the principle of unity of management

Introduction ………………………………………………………………………………… 3

1. Main characteristics external environment……………………………………………4

2. Analysis of the impact on the organization of the environment of direct impact ……………………… 7

3. Analysis of the impact on the organization of the environment of indirect impact ...................... 10

Conclusion …………………………………………………………………………… ..14

References ……………………………………………………………………… .15

Introduction.

Any organization is located and functions in the environment. Every action of all organizations, without exception, is possible only if the environment allows for its implementation. The internal environment of the organization is the source of its vitality... It contains the potential that enables 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 destruction of the organization if 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. Task strategic management is to ensure such interaction of the organization with the environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thereby give it the ability to survive in the long term.

In order to determine the strategy of the organization's behavior and implement this strategy in life, management must have an in-depth understanding of both the internal environment of the organization and the external environment, its development trends and the place occupied by the organization in it. At the same time, both the internal environment and the external environment are studied by strategic management primarily in order to reveal the threats and opportunities that the organization must take into account when defining its goals and achieving them.

In this paper, we will give a brief description of the external environment and its factors.

1. The main characteristics of the external environment.

In management thought, the idea of the importance of the external environment and the need to take into account forces external to the organization appeared in the late 50s. This became one of the most important contributions of the systems approach to the science of management, as it emphasized the need for the leader to view the organization as a whole, consisting of interconnected parts, in turn connected by links with the outside world. The situational approach made it possible to expand the theory of systems by developing a concept according to which the most appropriate method in a given situation is determined by specific internal and external factors that characterize the organization and influence it accordingly.
Today's changes in the outside world have forced to pay even more attention to the external environment. Organization as an open system depends on outside world in relation to the supply of resources, energy, personnel, as well as consumers. Since the survival of the organization depends on leadership, the manager must be able to identify the significant factors in the environment that will affect his organization. He should also suggest suitable ways of responding to external influences.
Organizations like biological organisms must adapt to their environment in order to survive and remain efficient.

The first problem when considering an organization as open system is the definition of the external environment. Consideration of the external environment should be limited only to those aspects on which the success of the organization depends decisively. For example, according to Gerald Bell, the external environment of an organization includes elements such as customers, competitors, government agencies, suppliers, financial institutions, and sources of labor.

The following main characteristics of the external environment are distinguished:

· The interrelation of environmental factors- the level of force with which a change in one factor affects other factors. A change in any environmental factor can cause a change in others.

For example, in the 70s, the decline in oil supplies, primarily due to the political structure and goals of other countries, had strong impact on the general state of the US economy. The rise in prices for refined products led to a general increase in prices for everything. The same change was the catalyst for a series of government actions: attempts to regulate temperatures in public places, fuel distribution, setting standards for fuel efficiency, and establishing a major federal project to overcome energy dependence on other countries.
The fact of interconnectedness is especially significant for the global market, as the world is rapidly becoming a single market. External factors can no longer be considered in isolation, they are interrelated and change rapidly.

· Complexity of the external environment- the number of factors to which the organization is required to respond, as well as the level of variability of each factor.

An organization directly under pressure from government regulations, contracting with trade unions, interest groups, numerous competitors and fast technological changes is in a more complex environment than, for example, an organization preoccupied with the actions of only a few suppliers, a few competitors, with no unions and slowed down changes in technology. In terms of the diversity of factors in more complex conditions, there will be an organization using numerous and different technologies, undergoing more fast development than an organization that is not concerned with all this. In a less complex environment, a less complex organizational structure is needed, and such organizations also have to deal with a small number of parameters necessary for making decisions.

· Mobility of the environment- the speed with which changes occur in the environment of the organization. The environment of modern organizations is changing at an accelerating rate. The mobility of the external environment may be higher for some organizational units and lower for others. In a highly mobile environment, an organization or department must rely on more diverse information to accept effective solutions.

The external environment is especially mobile, for example, in the pharmaceutical, chemical and electronic industries, while in mechanical engineering, the production of spare parts for cars, in confectionery industry the rate of change is much lower.

In addition, the mobility of the external environment may be higher for some organizational units and lower for others. For example, a research and development department may face a highly fluid environment, while a manufacturing department is immersed in a relatively slowly changing environment.

· Uncertainty of the external environment- the relationship between the amount of information the organization has about the environment and the confidence in the accuracy of that information. The more uncertain the external environment, the more difficult it is to make effective decisions.

· Internal environment of the organization(situational factors, since the organization is a system created by people; internal factors are mainly the result management decisions).

2. Analysis of the impact on the organization of the environment of direct impact.

One way of defining the environment and making it easier to take into account its influence on the organization is to divide external factors into two main groups - the forces of direct and indirect influence.

The direct impact environment, according to one of the points of view, includes factors that directly affect the operations of the organization and are also directly influenced by the operations of the organization.

The indirect impact environment refers to factors that may not have a direct immediate impact on operations, but, nevertheless, affect them.

In this chapter we will talk about the environment of direct influence, its factors.

Suppliers.

In some cases, all organizations in a given region do business with one or virtually one supplier. For example, providing energy, when all organizations receive energy at prices set by the state. However, changes such as price increases will affect the organization to the extent that it uses energy.

Materials.

Some organizations depend on a continuous flow of materials. At the same time, in some regions, for example, in Japan, it is possible to use methods of limiting stocks, i.e. firms proceed from the fact that the production process materials must be delivered on time. Such a supply system requires the highest degree close interaction between the manufacturer and suppliers. At the same time, in other regions it may be necessary to find alternative suppliers or maintain a significant amount of inventory. However, inventories tie up money that has to be spent on materials and storage. This relationship between money and the supply of raw materials well illustrates the interconnectedness of the variables.

The success of an organization is also critically dependent on forces external to the organization and operating in the global external environment. In today's complex world to effectively perform management functions, it is necessary to understand the effect of these external variables, which are described in this chapter.

Characteristics of the external environment.

Many environmental factors can influence an organization. Previously, leaders focused mainly on economic and technical circumstances, however, changes in the attitudes of people, social values, political forces and the sphere legal responsibility forced to expand the range of external influences requiring consideration.
The interrelation of environmental factors
INTERCONNECTED ENVIRONMENTAL FACTORS is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause a change in others. For example, in the 1970s, the decline in oil supplies, primarily due to the political structure and goals of other countries, had a strong impact on the overall health of the US economy. The rise in prices for refined products led to a general increase in prices for everything. The same change was the catalyst for a series of government actions, such as: attempts to regulate the temperature in public places, fuel distribution, setting standards for fuel efficiency, the establishment of a large federal project to overcome energy dependence on other countries.
The fact of interconnectedness is especially significant for the global market, as the world is rapidly becoming a single market. External factors can no longer be considered in isolation, they are interrelated and change rapidly. Experts even introduced the concept of “chaotic changes” (hyperturbulence) to describe the external environment of the 1980s, which was characterized by even faster changes and stronger interconnectedness compared to the previous period. In the future, the rate of change will continue to increase and the survival of the organization will be critically related to the level of knowledge of the organization about its environment.
Complexity of the external environment
ENVIRONMENTAL DIFFICULTY refers to the number of factors that an organization must respond to, as well as the level of variability of each factor.
An organization that is directly pressured by government regulations, bargaining with trade unions, interest groups, multiple competitors and rapid technological change is in a more complex environment than, for example, an organization concerned with only a few suppliers, a few competitors without unions and technology changes are slowed down. In terms of the diversity of factors, an organization will be in a more complex environment that uses numerous and different technologies that are undergoing faster development than an organization that does not apply to all this. In a less complex environment, a less complex organizational structure is needed, and such organizations also have to deal with a small number of parameters necessary for making decisions.

Mobility of the environment
ENVIRONMENTAL MOBILITY is the rate at which changes occur in an organization's environment. The environment of modern organizations is changing at an accelerating rate. The external environment is especially mobile, for example, in the pharmaceutical, chemical and electronic industries, while in mechanical engineering, the production of spare parts for cars, in the confectionery industry, the rate of change is much lower.
In addition, the mobility of the external environment may be higher for some organizational units and lower for others. For example, a research and development department may face a highly fluid environment, while a manufacturing department is immersed in a relatively slowly changing environment. Given the complexity of functioning in a highly mobile environment, an organization or its units must rely on more diverse information in order to make effective decisions about its internal variables. This makes decision making more difficult.
Uncertainty of the external environment
ENVIRONMENTAL UNCERTAINTY is a function of the amount of information that an organization (or a person) has about a particular factor, as well as a function of confidence in this information. If there is little information or there are doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there are reasons to consider it highly reliable. Dependence on the opinions of foreign experts or analytical materials spelled out in a foreign language, exacerbates the uncertainty. The more uncertain the external environment, the more difficult it is to make effective decisions.
The main characteristics of the external environment:
1. Factor interconnection: the force with which a change in one factor affects other factors.
2. Complexity: the number and variety of factors, meaningfully affecting the organization.
3. Mobility: the relative rate of change in the environment.
4. Uncertainty: the relative amount of information about the environment and the confidence in its accuracy.

Direct exposure environment

The characteristics of interconnectedness, complexity, mobility and uncertainty describe factors of both direct and indirect impact. The characteristics of the environment are different, but at the same time are related to its factors. This relationship will become apparent when considering the main factors in the environment of direct influence: suppliers, laws and government agencies, consumers and competitors.
Suppliers
From the point of view of a systems approach, an organization is a mechanism for transforming incoming elements into outgoing ones. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between an organization and a network of providers providing input for specified resources is an example of the impact of the environment on an organization's operations and performance.
In some cases, all organizations in a given region do business with one or virtually one supplier. For example, providing energy, when all organizations receive energy at prices set by the state. However, changes such as price increases will affect the organization to the extent that it uses energy.
MATERIALS. Some organizations depend on a continuous flow of materials. At the same time, in some regions, for example, in Japan, it is possible to use methods of limiting stocks, i.e. firms proceed from the assumption that the materials required for the next stage of the production process must be delivered on time. Such a supply chain requires extremely close relationship between manufacturer and supplier. At the same time, in other regions it may be necessary to find alternative suppliers or maintain a significant amount of inventory. However, inventories tie up money that has to be spent on materials and storage. This relationship between money and the supply of raw materials well illustrates the interconnectedness of the variables.
CAPITAL. An organization needs capital to function and develop. Potential investors can include banks, federal loan programs, shareholders and individuals who accept company promissory notes or buy bonds. The better a company is doing, the higher its ability to get the right amount of funds.
LABOR RESOURCES. For the effective operation of the organization, for the implementation of tasks related to the achievement of the set goals, it is necessary to provide it with personnel of the necessary specialties and qualifications. The development of a number of industries is currently constrained by the lack of the necessary specialists. Many sectors of the computer industry can serve as an example. Many firms were forced to look for cheap labor in other countries.
The main concern of a modern organization is the selection and support of talented managers. In the conducted studies, when ranking according to the degree of importance of a number of factors, the leaders of firms identified in the first place: the attraction of highly qualified top managers and the training of capable leaders within the firm. The fact that professional development of managers was significantly higher than profit, customer service and payment of acceptable dividends to shareholders is a clear sign of the importance of the inflow of this category of labor into the organization.
Laws and government agencies
Labor laws, many other laws and government agencies affect the organization. In a predominantly private economy, interactions between
buyers and sellers of each input resource and each resulting product is subject to numerous legal restrictions... Each organization has a specific legal status as a sole proprietor, company, corporation or non-profit corporation, and this is what determines how an organization can conduct its business and what taxes it must pay.
The state of legislation is often characterized not only by its complexity, but also by fluidity, and sometimes even uncertainty. Codes of laws on safety and health in the workplace, environmental protection, consumer protection, financial protection, etc. are being developed and revised almost continuously. At the same time, the amount of work required to monitor and comply with current legislation is constantly growing.
STATE BODIES. Organizations are required to comply not only with federal and local laws, but also with the requirements of the authorities state regulation... These bodies ensure the enforcement of laws in their respective areas of their competence, as well as introduce their own requirements, often having the force of law.
LEGISLATION OF LOCAL GOVERNMENT BODIES. Local government regulations also complicate matters. Local governments require businesses to acquire licenses, restrict their choice of where to do business, tax businesses, and set prices, for example, in the energy sector, telephone systems and insurance. Some local laws modify federal regulations. An organization that conducts its business on the territory of dozens of federal subjects and dozens of foreign states is faced with a complex and varied system of local institutions.
Consumers
Renowned management expert Peter F. Drucker argues that the only true purpose of a business is to create a consumer. This means that the very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. The business value of consumers is clear. However, non-profit and government organizations also have consumers in this sense. Thus, the government of the state and its apparatus exist only to serve the needs of citizens. Unfortunately, the fact that citizens are consumers and deserve to be treated appropriately is sometimes not obvious in everyday encounters with the state bureaucracy, but during election campaigns citizens are viewed as consumers who need to be “bought”.
Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities. Thus, the need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. The impact of consumers on internal structure variables can be quite significant.
Competitors
COMPETITORS are the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if the needs of consumers are not met as effectively as competitors are doing, then the enterprise will not last long. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for.
It is important to understand that consumers are not the only competition between organizations. Organizations can also compete for labor, materials, capital, and the right to use certain technical innovations. Internal factors such as working conditions, wages and the nature of the relationship between managers and subordinates depend on the reaction to competition.

Indirect impact environment

Indirect environmental factors usually do not affect the operations of organizations as noticeably as direct impact environmental factors. However, management should take them into account. The indirect environment is usually more complex than the direct environment. Management is often forced to rely on assumptions about such an environment, based on incomplete information, in an attempt to predict the possible consequences for the organization.
The main environmental factors of indirect impact include: technology, the state of the economy, socio-cultural and political factors, as well as relationships with local governing organizations.
Technology
TECHNOLOGY is both an internal variable and an external factor of great importance. (Consideration should be given to the very broad interpretation of the term technology, which denotes both processes, methods, and techniques for performing any production, service, and even creative activities.) Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of obsolescence of the product, and how information can be collected, stored, and distributed; and what kind of services and new products consumers expect from the organization.
The rate of change in technology has increased markedly in recent decades. Of the major technological innovations that have deeply affected the entire society and had strong influence for specific organizations, one can note computer, laser, microwave, semiconductor technologies, integrated communication lines, robotics, satellite communications, nuclear power, synthetic fuel and food, genetic engineering, etc. The famous sociologist Daniel Bell believes that the technology of miniaturization will be considered the most valuable innovation in the future.
Obviously, organizations dealing directly with high-level technology, knowledge-intensive enterprises, must be able to quickly respond to new developments and propose innovations themselves. At the same time, all organizations today, in order to remain competitive, must keep pace with those developments on which the effectiveness of their activities depends.
The state of the economy
Management should also be able to assess how general changes in the state of the economy will affect the operations of the organization. The state of the global economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. For example, if inflation is forecast, management may want to increase resource inventories and negotiate fixed wages with workers to contain rising costs. It may also decide to make a loan, as the money will be cheaper when the payments are due.
The state of the economy can greatly affect the ability of an organization to receive capital, since when the economic situation deteriorates, banks tighten the conditions for obtaining a loan and raise interest rates. Also, when taxes are reduced, there is an increase in the mass of money that people can spend on non-essential purposes and, thereby, contribute to the development of business.
A particular change in the state of the economy can have a positive impact on some and negative impact on other organizations. Organizations doing business in many countries often find the state of the economy to be a particularly difficult and important aspect for them. So, fluctuations in the dollar rate relative to the currencies of other countries can cause instant enrichment or impoverishment of the company.
Socio-cultural factors
Any organization operates in at least one cultural environment. Therefore, socio-cultural factors, and above all, life values, traditions, attitudes, affect the organization. For example, in the value system of American society, giving a bribe to obtain a lucrative contract or political gain, spreading rumors that defame a competitor are considered unethical and immoral actions, even when they cannot be considered illegal. However, in some other countries this practice may be considered quite normal.
On the basis of special studies, it has been shown that the value attitudes of workers are also changing. In general, relatively young workers want more independence and social interaction at work. Many workers and employees strive for work that requires more flexibility, has more content, does not infringe on freedom and awakens self-respect in a person. Many modern workers do not believe that all their working life will be held in one organization. These attitudes become especially important for managers in relation to their main function - to motivate people, taking into account the goals of the organization. These factors also led to the emergence of a position on public affairs of the corporation.
Sociocultural factors also affect the products or services that result from a company's operations. A good example can serve as the production of clothing. Another example is passions about nuclear power plants, which have dramatically affected many associated firms.
The ways in which organizations conduct their affairs also depend on socio-cultural factors. For example, public opinion can put pressure on a firm that has links with publicly condemned organizations, groups, and possibly countries. Everyday store practice depends on consumers' perceptions of quality service. retail and restaurants. The result of the sociocultural impact on organizations has been a growing focus on social responsibility.
According to R. Jones, former chairman of General Electric's board, organizations must be able to anticipate changing societal expectations and serve them more efficiently than competitors. This means that the corporation itself must change, consciously transforming into an organization adapted to the new environment.
Political factors
Certain aspects of the political environment are of particular importance to leaders. One of them is the position of the administration, legislatures and courts in relation to business. This position influences government actions such as taxation of income, establishment of tax breaks or preferential trade duties, requirements for labor practices, consumer protection legislation, safety standards, environmental standards, price and wage controls, etc. NS.
Another element of the political environment is special interest groups and lobbyists. All regulatory agencies are the focus of lobbying groups representing organizations affected by the decisions of these agencies.
The factor of political stability is of great importance for companies conducting operations or having sales markets in other countries. For a foreign investor or for the export of products, political changes can lead to restrictions on property rights for foreigners (or even nationalization) or the imposition of special import duties. Balance payments or problems with servicing external debt can make it difficult to get money exported as profit. On the other hand, the policy can change in the direction favorable to investors when there is a need for capital inflows from abroad. Establishing diplomatic relations can open the way to new markets.
Relations with the local population
For any organization, as a factor of the environment of indirect influence, the attitude of the local population to it, the social environment in which the organization operates, is of paramount importance. Organizations must make a dedicated effort to maintain good relationship with the local community. These efforts can be expressed in the form of funding schools and public organizations, charitable activities, supporting young talents, etc.
International factors
The external environment of organizations operating on international level, is characterized by increased complexity. This is due to the unique set of factors that characterize each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, level of technological development differ in different countries... In carrying out the functions of planning, organizing, stimulating and controlling these differences must be taken into account.
International factors should also be taken into account:
Change in exchange rates;
Investor Countries' Political Decisions Affecting Behavior organization, can ...

External Wednesday organization (5)

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In the field of research external Wednesday organization is giving the main attention to studying only ... the area of management. All these specifications external Wednesday organization talk about high dynamics and ... natural resources, climate, type of and the level of development of competitive ...

External Wednesday organization, her specifications, composition and meaning

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Innovative miniaturization technology. Today's innovations type point microelements and memory on ..., and identify the main elements of direct and indirect impact external Wednesday organization; define the content and characterization the role of forecasting ...

External Wednesday organization, its features and influence

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Concept external Wednesday organization and the main factors ... external Wednesday, give them characterization... The object of the research is external Wednesday organization, subject - analysis various factors external Wednesday ... type... Chapter 4 Analysis Methods external Wednesday ...

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Introduction

1 ... Definition of the concept of "external environment of the organization"

2 ... Characteristics of the external environment

3 ... The importance of environmental factors

Conclusion

Bibliography

Vconducting

Any organization exists and functions in conjunction with many factors. These factors affect the organization in different ways and have a significant impact on the organization's capabilities, prospects and strategy. The set of interaction factors is considered in management as an organization's environment.

The problem of the relationship between organization and environment in science began to be considered for the first time in the works of A. Bogdanov and L. von Bertalanffy in the first half of the twentieth century. However, in management, the importance of the external environment for organizations was realized only in the 50s in the context of the increasing dynamism of its factors and the growth of crisis phenomena in the economy. This served Starting point for the intensive use of a systematic approach in the theory and practice of management, from the standpoint of which any organization began to be considered as an integrity, consisting of interconnected parts, in turn, entangled with connections with the outside world. Further development of this concept led to the emergence of a situational approach, according to which the choice of a control method depends on a specific situation, characterized to a large extent by certain external variables.

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 organization interacts 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 put this strategy into practice, management must have an in-depth understanding not only of the internal environment of the organization, its potential and development trends, but also of the external environment, its development trends and the place occupied by the organization in it. At the same time, 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 their subsequent achievement.

Initially, the external environment of the organization was considered as given conditions of activity, beyond the control of management. Currently, the priority is the point of view that, in order to survive and develop in modern conditions, any organization must not only adapt to the external environment by adapting its internal structure and behavior in the market. It must actively shape the external conditions of its activities, constantly identifying threats and potential opportunities in the external environment.

The purpose of this test is to reveal the concept and significance of the factors of the external environment of the organization.

Test tasks:

1. Expand the concept of "external environment of the organization."

2. Describe the characteristics of the external environment.

3. Describe the importance of factors in the external environment of the organization.

1 . Definition of the concept of "external environment of the organization"

In management theory, there is such a concept as the "business environment", which refers to the presence of conditions and factors that affect the functioning of the organization and require acceptance or adaptation to them. It is customary to consider the environment of any organization as consisting of two spheres: internal and external.

The external environment is a set of active economic entities, economic, social and natural conditions, national and interstate institutional structures and others external conditions and factors acting in the environment of the enterprise and affecting various areas of its activity. The external environment is due to external factors of influence.

External factors of influence - conditions that the organization cannot change, but must constantly take into account in its work: consumers, government, economic conditions etc.

The state of the external environment is of key importance, since the external environment in relation to the organization is an objective environment, that is, it exists independently, which leads to the need to take it into account in its activities. In this regard, the effectiveness and efficiency of the organization depends on the correctness of taking into account all aspects of the external environment.

The external environment is understood as all conditions and factors that arise in the environment, regardless of the activities of a particular organization, but that have or may have an impact on its functioning and therefore require management decisions.

However, a set of these factors and an assessment of their impact on economic activity are different for each organization. Usually, an enterprise in the management process itself determines which factors, and to what extent, can affect the results of its activities in the current period and in future perspective... Conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions. Moreover, first of all, the factors of the external environment that affect the state of the internal environment of the company are identified and taken into account.

One of the ways to define the environment and to make it easier to take into account its influence on the organization is to divide external factors into two main groups: microenvironment (direct impact environment) and macroenvironment (indirect impact environment).

The direct impact environment is also called the direct business environment of the organization. This environment is formed by such environmental subjects that directly affect the activities of a particular organization. We include the following entities, which will be discussed by us below: suppliers, consumers, competitors, laws and government agencies.

2 . Characteristics of the external environment

Many environmental factors can influence an organization. Previously, managers focused primarily on economic and technical circumstances, but changing attitudes of people, social values, political forces and the scope of legal responsibility forced to expand the range of external influences requiring consideration.

The interconnectedness of environmental factors is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause a change in others. For example, in the 1970s, the decline in oil supplies, primarily due to the political structure and goals of other countries, had a strong impact on the overall health of the US economy. The rise in prices for refined products led to a general increase in prices for everything. The same change was the catalyst for a series of government actions, such as: attempts to regulate the temperature in public places, fuel distribution, setting standards for fuel efficiency, the establishment of a large federal project to overcome energy dependence on other countries. The fact of interconnectedness is especially significant for the global market, as the world is rapidly becoming a single market. External factors can no longer be considered in isolation, they are interrelated and change rapidly. Experts even introduced the concept of “chaotic changes” (hyperturbulence) to describe the external environment of the 1980s, which was characterized by even faster changes and stronger interconnectedness compared to the previous period. In the future, the pace of change will continue to increase and the survival of the organization will be critically related to the level of knowledge of the organization about its environment.

The complexity of the external environment refers to the number of factors that an organization must respond to, as well as the level of variability of each factor.

An organization that is directly pressured by government regulations, bargaining with trade unions, interest groups, multiple competitors and rapid technological change is in a more complex environment than, for example, an organization concerned with only a few suppliers, a few competitors without unions and technology changes are slowed down. In terms of the diversity of factors, an organization will be in a more complex environment that uses numerous and different technologies that are undergoing faster development than an organization that does not apply to all this. In a less complex environment, a less complex organizational structure is needed, and such organizations also have to deal with a small number of parameters necessary for making decisions.

The fluidity of the environment is the speed with which changes occur in the organization's environment. The environment of modern organizations is changing at an accelerating rate. The external environment is especially mobile, for example, in the pharmaceutical, chemical and electronic industries, while in mechanical engineering, the production of spare parts for cars, in the confectionery industry, the rate of change is much slower. In addition, the mobility of the external environment may be higher for some organizational units and lower for others. For example, a research and development department may face a highly fluid environment, while a manufacturing department is immersed in a relatively slowly changing environment. Given the complexity of functioning in a highly mobile environment, an organization or its units must rely on more diverse information in order to make effective decisions about its internal variables. This makes decision making more difficult.

Uncertainty of the external environment is a function of the amount of information that an organization (or a person) has about a specific factor, as well as a function of confidence in this information. If there is little information or there are doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there are reasons to consider it highly reliable. Dependence on the opinions of foreign experts or analytical materials presented in a foreign language exacerbates uncertainty. The more uncertain the external environment, the more difficult it is to make effective decisions. The main characteristics of the external environment: 1. Interconnection of factors: the force with which a change in one factor affects other factors. 2. Complexity: The number and variety of factors that significantly affect the organization. 3. Mobility: relative speed changes in the environment. 4. Uncertainty: the relative amount of information about the environment and the confidence in its accuracy.

3 . The importance of environmental factors

From the point of view of a systems approach, an organization is a mechanism for transforming incoming elements into outgoing ones. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between an organization and a network of providers providing input for specified resources is an example of the impact of the environment on an organization's operations and performance. In some cases, all organizations in a given region do business with one or virtually one supplier. For example, providing energy, when all organizations receive energy at prices set by the state. However, changes such as price increases will affect the organization to the extent that it uses energy.

Some organizations depend on a continuous flow of materials. At the same time, in some regions, for example, in Japan, it is possible to use methods of limiting stocks, i.e. firms proceed from the assumption that the materials required for the next stage of the production process must be delivered on time. Such a supply chain requires extremely close relationship between manufacturer and supplier. At the same time, in other regions it may be necessary to find alternative suppliers or maintain a significant amount of inventory. However, inventories tie up money that has to be spent on materials and storage. This relationship between money and the supply of raw materials well illustrates the interconnectedness of the variables.

An organization needs capital to function and develop. Potential investors can include banks, federal loan programs, shareholders and individuals who accept company promissory notes or buy bonds. The better a company is doing, the higher its ability to get the right amount of funds.

For the effective operation of the organization, for the implementation of tasks related to the achievement of the set goals, it is necessary to provide it with personnel of the necessary specialties and qualifications. The development of a number of industries is currently constrained by the lack of the necessary specialists. Many sectors of the computer industry can serve as an example. Many firms were forced to look for cheap labor in other countries.

The main concern of a modern organization is the selection and support of talented managers. In the conducted studies, when ranking according to the degree of importance of a number of factors, the leaders of firms identified in the first place: the attraction of highly qualified top managers and the training of capable leaders within the firm. The fact that professional development of managers was significantly higher than profit, customer service and payment of acceptable dividends to shareholders is a clear sign of the importance of the inflow of this category of labor into the organization.

Labor laws, many other laws and government agencies affect the organization. In a predominantly private economy, the interaction between buyers and sellers of every input and every output is subject to numerous legal constraints. Each organization has a specific legal status, being a sole proprietor, company, corporation or non-profit corporation, and this determines how the organization can conduct its business and what taxes it must pay. The state of legislation is often characterized not only by its complexity, but also by fluidity, and sometimes even uncertainty. Codes of laws on safety and health protection in the workplace, on the protection of environment, on the protection of consumer interests, on financial protection, etc. At the same time, the amount of work required to monitor and comply with current legislation is constantly growing.

Organizations are required to comply not only with federal and local laws, but also with the requirements of government regulatory agencies. These bodies ensure the enforcement of laws in their respective areas of their competence, as well as introduce their own requirements, often having the force of law.

Local government regulations also complicate matters. Local governments require businesses to acquire licenses, restrict their choice of where to do business, tax businesses, and set prices, for example, in the energy sector, telephone systems and insurance. Some local laws modify federal regulations. An organization that conducts its business on the territory of dozens of federal subjects and dozens of foreign states is faced with a complex and varied system of local institutions.

The existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. The business value of consumers is clear. However, non-profit and government organizations also have consumers in this sense. Thus, the government of the state and its apparatus exist only to serve the needs of citizens. Unfortunately, the fact that citizens are consumers and deserve to be treated appropriately is sometimes not obvious in everyday encounters with the state bureaucracy, but during election campaigns citizens are viewed as consumers who need to be “bought”. Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities. Thus, the need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. The impact of consumers on internal structure variables can be quite significant.

Competitors are the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if the needs of consumers are not met as effectively as competitors are doing, then the enterprise will not last long. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for. It is important to understand that consumers are not the only competition between organizations. Organizations can also compete for labor, materials, capital, and the right to use certain technical innovations. Internal factors such as working conditions, wages and the nature of the relationship between managers and subordinates depend on the reaction to competition.

The main environmental factors of indirect impact include: technology, the state of the economy, socio-cultural and political factors, as well as relationships with local governing organizations.

Technology is both an intrinsic variable and an extrinsic factor of great importance... (Consideration should be given to the very broad interpretation of the term technology, which denotes both processes, methods, and techniques for performing any production, service, and even creative activities.) Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of obsolescence of the product, and how information can be collected, stored, and distributed; and what kind of services and new products consumers expect from the organization. The rate of change in technology has increased markedly in recent decades. Among the major technological innovations that deeply affected the entire society and had a strong impact on specific organizations, one can mention computer, laser, microwave, semiconductor technologies, integrated communication lines, robotics, satellite communications, nuclear energy, synthetic fuel and food production, genetic engineering. etc. Obviously, organizations dealing directly with high-level technology, knowledge-intensive enterprises, must be able to quickly respond to new developments and propose innovations themselves. At the same time, all organizations today, in order to remain competitive, must keep pace with those developments on which the effectiveness of their activities depends.

Any organization operates in at least one cultural environment. Therefore, socio-cultural factors, and, above all, life values, traditions, attitudes, affect the organization. For example, in the value system of American society, giving a bribe to obtain a lucrative contract or political gain, spreading rumors that defame a competitor are considered unethical and immoral actions, even when they cannot be considered illegal. However, in some other countries this practice may be considered quite normal. On the basis of special studies, it has been shown that the value attitudes of workers are also changing. In general, relatively young professionals want more independence and social interaction at work. Many workers and employees strive for work that requires more flexibility, has more content, does not infringe on freedom and awakens self-respect in a person. Many modern workers do not believe that they will spend their entire working life in one organization. These attitudes become especially important for managers in relation to their main function - to motivate people, taking into account the goals of the organization. These factors also led to the emergence of a position on public affairs of the corporation. Sociocultural factors also affect the products or services that result from a company's operations. Clothing manufacturing is a good example. Another example is passions about nuclear power plants, which have dramatically affected many associated firms. The ways in which organizations conduct their affairs also depend on socio-cultural factors. For example, public opinion can put pressure on a firm that has links with publicly condemned organizations, groups, and possibly countries. Consumers' perceptions of quality service affect the day-to-day practices of retail stores and restaurants. The result of the sociocultural impact on organizations has been a growing focus on social responsibility. According to R. Jones, former CEO of General Electric, organizations need to be able to anticipate and serve society's changing expectations more effectively than competitors. This means that the corporation itself must change, consciously transforming into an organization adapted to the new environment.

Certain aspects of the political environment are of particular importance to leaders. One of them is the position of the administration, legislatures and courts in relation to business. This position influences government actions such as taxation of income, establishment of tax breaks or preferential trade duties, requirements for labor practices, consumer protection legislation, safety standards, environmental standards, price and wage controls, etc. NS. Another element of the political environment is special interest groups and lobbyists. All regulatory agencies are the focus of lobbying groups representing organizations affected by the decisions of these agencies. For any organization, as a factor of the environment of indirect influence, the attitude of the local population to it, the social environment in which the organization operates, is of paramount importance. Organizations must make a dedicated effort to maintain good relationships with the local community. These efforts can take the form of funding for schools and public organizations, charitable activities, in support of young talents, etc.

The external environment of organizations operating at the international level is characterized by increased complexity. This is due to the unique set of factors that characterize each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, level of technological development differ from country to country. In carrying out the functions of planning, organizing, stimulating and controlling these differences must be taken into account.

Conclusion

The success of an organization is also critically dependent on forces external to the organization and operating in the global external environment. In today's complex world, it is essential to understand the effects of these external variables in order to effectively perform management functions.

Researchers in the early schools of government paid little attention to factors outside the organization. They focused primarily on those aspects that were supposed to ensure the successful functioning of the organization.

So, school scientific management focused mainly on the tasks and technology of management, the school of administrative management - on creating a structure that ensures the achievement of the goals of the organization, the school of human relations - on people in the organization.

V a certain sense each school did the right thing by focusing on internal issues as they were relatively more important to the effectiveness and survival of the organization. but modern organizations you have to adapt to changes in the external environment and accordingly carry out changes within yourself.

In management thought, the idea of the importance of the external environment and the need to take into account forces external to the organization appeared in the late 50s.

This became one of the most important contributions of the systems approach to the science of management, as it emphasized the need for the leader to view the organization as a whole, consisting of interconnected parts, in turn connected by links with the outside world.

The situational approach made it possible to expand the theory of systems by developing a concept according to which the most appropriate method in a given situation is determined by specific internal and external factors that characterize the organization and influence it accordingly.

Today's changes in the outside world have forced to pay even more attention to the external environment. An organization as an open system depends on the outside world for the supply of resources, energy, personnel, and consumers.

Since the survival of the organization depends on leadership, the manager must be able to identify the significant factors in the environment that will affect his organization. He should also suggest suitable ways of responding to external influences. Organizations, like biological organisms, must adapt to their environment in order to survive and remain effective.

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1. What character traits should such a manager archetype as "administrator" have?
be sociable and be able to inspire people for maximum dedication
have an analytical mind
be extremely objective and rely on facts and logic
methodical work, forecasting the future

2. Real impact when managing by goals have leaders
middle levels
lower level
upper, middle and lower level
top level

3. How to treat the accumulation of information about the problem
the more information the better
an excess of information is as harmful as a lack of it
getting as much information about the problem as possible is the manager's responsibility
excessive amount of information is the key to success

4. Basic control functions
planning, control
planning, organization, motivation, control
organization, motivation
organization, motivation, control

5. The limit of the use of automation is
the limitations of our knowledge
qualification level of service personnel
impossibility of excluding unforeseen situations
imperfection of technology

6. What is the "Socio-technical system" of an organization with high technology production?
general computerization of production
social development
professional growth of employees
integration of personnel and technology, delegation of responsibility for the final result

7. The main difference between an open system and a closed one is
lack of orderly interaction between individual subsystems
the presence of interaction of individual subsystems with the outside world
the closure of the elements of the system to themselves
the presence of interaction with the external environment

8. The basic rule when determining the level of salary is:
statutory minimum level
certain staffing table bid
the level of payment in competing firms
an absolutely accurate and objective definition of the nature of the invested labor and an exploratory comprehensive and impartial assessment of it

9. Determine the main characteristics of the external environment for the organization
all of the above
interconnectedness of factors, complexity
complexity and mobility
interconnectedness and uncertainty

10. Which of the following methods of distribution of responsibilities in the organization is adopted on a functional basis?
branches of the enterprise were created in five cities
departments for production, marketing, personnel, financial issues were created
workshops were created at the enterprise for the production of cookies, chocolates, caramel
departments created in the enterprise, equal in number

11. What type of management structure does the following situation refer to: “The construction of a pipeline includes a number of technological operations: preparatory work, earthworks (trenching), welding (pipe welding), insulation and laying of the pipeline in a trench, etc.? The management of the production of each type of work is entrusted to the head of a special construction department. Information about each process goes to the manager of the construction trust, and from him to the head of the department?
matrix control system
functional control system
linear control system
no system fits

12. What does the economic mechanism of management consist of?
all of the above
in-house management, production management
personnel management, production management
in-house management, personnel management

13. Of the listed managers: 1. General Director and members of the Management Board. 2. Heads of independent bodies. 3. Shop managers. The top management level includes:
1, 2
2
1, 2, 3
1

14. What does “make a decision” mean?
go over all possible alternatives
enumerate several alternatives that provide the most effective opportunities for solving the problem
order a possible alternative
order the implementation of a specific plan

15. The linear organization of management allows you to formulate a management structure, which is:
flexible
self-regulatory
stable and durable
all of the above

In what situations, according to Fiedler, is a relationship-oriented leadership style best suited? moderately favorable

In what cases they turn to qualitative methods of forecasting ? Lack of information obtained by quantitative forecasting methods

Which work design model uses a team approach? sociotechnical scheme

An example of multi-tier technology (Thompson's classification) might be: mass production assembly line

The furniture manufacturing company employs 90 people. To CEO 12 people are accountable. One of the Deputy Generals is his wife - Commercial Director. CFO went on vacation. It is replaced by Chief Accountant... The control rate (control rate) of the General is: 12

Mostly depend on national culture the following management concepts: labor motivation, attitude to power

In what type of structure is the principle of one-man command violated? matrix

In management theory, management functions include: control, planning, organization.

What is the principle of unity of management? Full and absolute responsibility for the activities of the entire enterprise should be borne by one person

What are the features of cybernetization in relation to automation? Inclusion in the algorithm stage of using intelligence, i.e. the ability to solve non-formalized tasks and find a way out in unforeseen situations.

What is the main difference between preliminary, current and final control? During implementation

What is the peculiarity of the matrix structure? the matrix cell submits simultaneously to the head of the functional and product divisions

What are the limitations of quantitative decision-making methods? the difficulty of translating the parameters necessary for making a decision into measurable indicators.

In what, according to Berchord, the cause of the occurrence is not formal organization? The need for protection from formal organization

The external environment of direct impact on the organization - these are all listed

Performance of work under duress or through economic incentives is: extrinsic motivation

The highest achievement of the school of scientific management is the development of: analysis of work steps

For what purposes is brainstorming used in decision-making? Identifying alternatives

For any businessman, the defining feature is that he: works for profit

In order to be effective, control must be: economical

Why is the matrix of A. Thompson and A. Strickland used in strategic management? to select a strategy option

Why is delegation of authority to other managers carried out? For optimal solving a complex problem

What are the components of management? All of the above

Of the listed managers: 1.Gen.dir-r, 2. Hands-whether independent bodies, 3. Hands-whether workshops. The top echelon includes 1

From the listed items: 1.Analysis of the survey of the level of wages; 2. Conditions in the labor market; 3. The productivity and profitability of the organization. The wage structure is determined using: 1, 2, 3.

From the listed points: 1. Development of clear, concise goals; 2. Development of goals from the bottom up; 3. A realistic plan, ways of its implementation, control and evaluation of results and control; 4. Correction of the adopted plans, evaluation of results and control - to the main stages of management 1, 3, 4.

Of these: 1. Provides management with the information they need to plan for the future; 2. Comparison of actually obtained and required results; 3. Promotes staff motivation. Features include 1, 2, 3

What does the economic mechanism of management consist of? All of the above

Avoidance is the best way to manage conflict: No

The information criterion for the effectiveness of interpersonal communication is: the closeness of the meaning of the received message to the meaning of the message sent

Does the Porter-Lawler motivation model use the “fairness” factor? Yes

What kind of communication can be attributed to the order from the head of the shop to the head of the section? downstream communication

Which decision-making model does the choice of a satisfactory course of action relate to? limited rationality

What kind of reference strategies does the creation of your own sales system refer to? integrated growth strategy

What school of management does G. Emerson belong to? School of Science Management

According to G. Minzberg, what type of manager roles does the role of “fixer of problems” refer to? decision-making roles

What type of communication networks is the wheel option? centralized

What type of management structure does the following situation refer to: "The construction of a pipeline includes a number of technological operations: preparatory work, earthworks (trenching), welding (pipe welding), insulation and laying of the pipeline in a trench, etc.? the type of work is entrusted to the head of a special construction department Information about each process goes to the manager of the construction trust, and from him to the head of the department? linear control system

To what type of products in the BCG matrix can the pruning strategy be applied? "dog"

The classification by the type of interaction of the organization with the external environment includes: organic

The classification by the type of interaction between the organization and the person includes: corporate

The classification by the type of interaction between units in an organization includes: matrix

The competence of the personnel service includes the following functions: staff training, identification of needs for staff development

Organizational documents do not include: sales announcements

The functions of the operational management level do not include: organization structure design

The functions of the strategic management level do not include: accounting for raw materials

What is the name of the leadership style in the theory of P. Hersey and K. Blanchard to subordinates who are willing but unable to work? "sell"

How should you treat the accumulation of information about the problem? An excess of information is as harmful as a lack of it.

What character traits should such a manager archetype as "administrator" have? be extremely objective and rely on facts and logic

Which of the following communication roles performs the messaging function of an organization? Messenger

Which of the following theories of motivation does not apply to meaningful theories: Porter Lawler's model

Which of the human needs is the main one according to McClelland's theory of motivation? Success

Which feedback is more important in terms of improving communication efficiency? negative

Which sequence of priorities will enable the firm to succeed: people-products-profit

What is not part of the 7-S concept of Peters and Waterman? situation

What McGregor's managerial ability leads to success? Predicting human behavior.

Which structure is more centralized? linear-functional

What function is not inherent in the process approach to management according to Fayol? Independence of managers' judgment in certain areas (programs)

Which of the forms of power according to R. French and B. Raven can exist only in the system of formal subordination? legal authority

What historical circumstances influenced the formation of management? industrial Revolution

What are the criteria underlying the Vroom-Yetton leadership theory? making decisions

What can be the functional consequences of conflicts in the organization? more effective decision making in the organization

Which organizational structures are more adaptable to market changes? Grocery, network

What are the main factors involved in V. Vrum's motivation model: the expectation of the possibility of a result, the expectation of a possible reward from this result and the expectation of the value of the reward

What variables are not included in the model of V. Vroom's theory of expectations? fairness of remuneration; role perception

What are the aspects of the human variable in a situational approach to management? All of the above

What are the structural ways to resolve conflicts? integration mechanisms

What features are not characteristic of a mechanistic type of organization? Ambitious responsibility

What features are not typical for strategic management? building detailed plans based on ideas about the stability of the environment; priority attention to internal processes in the organization

What elements form the environment of direct influence? Competitors, suppliers

How should organizational culture change when the scale of control in the organization is reduced? it will become more democratic

How can influence through fear be used with skilled workers? Intimidating with the possibility of infringement of pride

How can the needs in Alderfer's theory be satisfied? from low-level needs to higher-level needs

What are the main features of such a manager archetype as "Leader"? Ability to communicate with people, the ability to recognize the potential of each person and interest him in the full use of this potential

What is the most important management function? Create conditions for the further functioning of the enterprise

What is the reason for checking the result the decision? If the decision is good, you will know what to do in a similar situation, if it is bad, you will know what not to do.

What is the optimal number of subordinates? 7-12 people

What are the reasons for the need for control in the organization? uncertainty of the external and internal environment; prevention of crisis situations; maintaining success

Which person should you choose as your new employee in most cases? The person with the best qualifications for the actual job in the position held

Which definition is more suitable for the concept of "strategy"? flexible long term plan actions of the company in order to achieve competitive advantages

What condition prevents the emergence of a formal organization of people (according to Barnad)? Striving for freedom of action

What kind of authority will be most acceptable in a highly qualified research group? An expert

What kind of planning is used in manufacturing systems with continuous technological processes? Linear flow diagram

Which informal forecasting method provides the most valuable information? Industrial espionage

Which of the following methods of distribution of responsibilities in the organization is adopted on a functional basis? Departments for production, marketing, personnel, financial issues created

Which approach does not apply to famous schools in management new economic policy

Which of the leadership styles according to R. Lakert is maximally focused on relationships? participatory

What decision making method can be considered informal? brainstorm

What method of resolving interpersonal conflicts in the Blake-Mowton model is maximally focused on solving a problem? compromise

What coordination mechanism in the G. Mintzberg model is used in the divisional structure? direct

What is the meaning of the word "risk" when making decisions? The level of certainty with which the outcome can be predicted

What leadership style does McGregor's "X" theory reflect? authoritarian

What type of relationship is not typical for the corporate culture of the organization? Combination of competition and cooperation in the activities of employees

Which scientist was the first to highlight the role of the division of labor in the formation of a modern economy and organization? A. Smith

What element of the organizational configuration of G. Minzberg is associated with the development of standards and norms? technostructure

Which element is one of the connecting processes in the process approach? making decisions

What type of organization, according to W. Ouchi, is characterized by a non-specialized career? Japanese

What type of relationship does the relationship between the foreman and the head of the shop correspond to? Linear relationship

What is the main task set and solved by the representatives of the school of scientific management? defining the functions and principles of effective management

The quality of products or services is determined by: consumer reaction.

The classical (administrative) school in management set as its goal creation of universal management principles

A key factor in any management model is people

When an employee receives additional remuneration for overfulfillment of the norm, these are: stimulation

The ultimate goal of management is: ensuring the profitability of the company

The corporate culture is based on: beliefs and values shared by most members of the organization

Who was the founder of the Administrative School? A. Fayol

Linear management organization enables the formulation of a management structure that is stable and solid

Linear programming is used for: optimal allocation of limited resources.

Any enterprise, regardless of its legal form, must have management

Management - this is science

Management is science studying: management of intellectual, financial, raw materials and material resources

Management is mainly concerned with systems: open

What components are traditionally divided into the tasks of the organization? Working with people, working with people and information, and working with subject and people

What market is the differentiation strategy focused on? mass

What, first of all, the quality control system should be based on in a modern enterprise: to assess the quality of products by workers during the production process

The most common source of conflict when changing rules and operating procedures is: the way management communicates new rules

One of the most important functions of corporate culture is: maintaining social stability in the organization

One of the main functions of management is: planning

Define the main characteristics of the external environment for the organization all of the above

Identify the milestones in building an organization? Determination of the nature of the work. Distribution of work between individual management positions. Classification of management positions, building on this basis of logical management groups.

Define the principles underlying management? All listed

The organizational structure is control system that determines the composition, interaction and subordination of its elements

Organizational change meets the greatest resistance due to: wrong sequence of actions

Organization is a group of people whose activities are deliberately coordinated to achieve a common goal

The main difference between an open system and a closed one is in the presence of interaction with the external environment

The main characteristic of an organization as an open system is: ability to adapt methods of doing business to the changing conditions of the external environment

Main control functions: planning, organization, motivation, control

The main thing in the management by goals is setting goals from the top down the chain of command

The main difference between a team and a regular working group is: the presence of a synergistic effect

The basic rule in determining wage levels is an absolutely accurate and objective determination of the nature of the labor invested and an exploratory comprehensive and impartial assessment of it.

The main components of the communication model are: source, message, channel, recipient

What factor does the type of production system depend on? From Regional Employment Programs

The hallmark of a formal organization is : deliberate coordination of the actions of two or more persons

The father of scientific management "is often called: F. Taylor - he tried to substantiate the daily rate of the worker by the methods of timekeeping and the study of his labor movements

Partispativeness is involving employees in analyzing problems and solving them

Action planning is creating the next link between setting a goal and a program for its implementation

Control-oriented behavior is actions of subordinates aimed at what management wants to see when checking their activities

Why exactly the United States became the birthplace of modern government all listed

Why are methods of direct coercion and fear of punishment being gradually replaced by methods of social coercion? The mechanism of coercion has ceased to ensure the development of production

The rule is guarantee the implementation of specific actions in specific ways and a specific single situation

Management practice has arisen: together with the unification of people in organized groups, for example, tribes

Preliminary control of the organization's financial resources is budget

The limit to the use of automation is impossibility of excluding unforeseen situations

When forming the organizational structure, adherence to the principle of one-man management is mandatory: No

When establishing governance structures, the following should be taken into account: number levels of management. The degree of formality of their interaction. The degree of centralism. Complexity of the organizational structure

An example of influencing through reasonable faith is patient relationship with the attending physician

The principle of the "Zeta" theory is a priority for increasing labor productivity - participation of both management and employees in making decisions concerning their work

When starting to perform this or that work, a person with a certain degree of probability expects that the efforts expended by him will bring the necessary result, which, with one degree or another, must be noticed by the manager and appropriately rewarded. " Vroom expectation theory

A procedure is a sequence of actions to be taken in a specific situation that tends to be repeated.

The delegation of authority process involves the transfer of authority from a senior manager to subordinate managers to carry out special assignments. What is the situation inherent in this process? Powers are transferred to a subordinate leader, and all responsibility continues to be borne by the senior leader.

The process of encouraging oneself and others to act to achieve personal goals or the goals of the organization is: motivation

The decision-making process begins with: identify the problem

The development of the principles of scientific management in the United States was facilitated by: formation of large industries and enterprises

Leaders have real influence in managing by goals: top level

The head of a research organization relies primarily on following forms power (prioritize sources: 1 is highest priority, 5 is lowest priority): expert power - charisma - benchmark power - reward-based power - coercive power

Routine technologies require increased operational control: Yes

The most difficult and costly control element is measurement of results

An organization's control system usually consists of preliminary, current and final.

Setting up a store selling shelves, chairs, tables and nightstands at a furniture manufacturing company is strategy: vertical integration;

Workplace stress requires : regulation.

Maslow's stages of motivation are the need for development and recognition, a social need and a need for security, basic needs

The essence of delegation is: transferring power down and accepting it by a lower-level manager

Tactics are short-term strategy

The theory of bureaucracy by Max Weber substantiates the effectiveness of the distribution of powers in an organization by the type: "Christmas trees"

Small batch or one-to-one production technology is commonly used in companies such as Boeing

Continuous production technology is usually used in the production of products such as: oil refining, pig iron smelting

K. Levin's three-phase change management model (defrost - movement - new freeze) suggests the need to create a feeling of discomfort in workers: when "defrosting" the situation

The middle manager should have the most developed: human skills

Indicate what is typical for the Japanese company "Sony" in the relationship between managers and subordinates: lack of differentiated attitude towards people

The success of Japanese corporations in competing with American companies is mainly due to : using the peculiarities of the national character of the Japanese when organizing business processes

Factors affecting individual behavior and performance are all of the above

What is the function of the uncertainty of the external environment? lack of information for decision making

The functions of the strategic management of the president of the firm are not subject to delegation : No

Celt, which can be used as standards for control, is distinguished by the following: time frame, specific criterion

The aim of the classical school of management was creation of a universal management principle

The purpose of the control is: providing guidance with information to adjust the plan

The purpose of planning the organization's activities is determination of goals, forces and means

More frequent rotation in Japan

What is dangerous excessive number subordinates? Loss of team manageability

How do the mission and goals of the organization differ? degree of specification

What characterizes the compromise when making a decision? Reducing benefits in one area in order to reduce unwanted consequences in another

What should be contained in the document "Distribution of duties"? All listed

What are called "socio-technical systems"? People involved in production processes

What is not included in Maslow's pyramid of needs ? need for power

What does “principle of exclusion” mean? it is necessary to control exceptional situations in exceptional cases

What does a "centralized diversification" strategy mean? when a company manufactures a new product based on the same technology

What does it mean to "make a decision"? Give orders for the implementation of a specific plan

What is meant by the concept of "coding"? the choice of the way of designating the content of information

What did A. Fayol understand by one-man management? one subordinate should obey only one to the head

What creates a semantic barrier? the difference in life experience, education, values, attitudes between the sender and the recipient of information

What, according to the theory of F. Herzberg, is a motivating factor? The content of the work

What is "urge"? Feeling of lack of something, with a certain focus and focused on achieving a goal (desire to do something)

What is the "Socio-technical system" of an organization with high production technology: integration of personnel and technology, delegation of responsibility for the final result.

What is "noise" in the communication process? anything that can affect the distortion of information

What is the primary need for the successful work of an employee in a new place? Social adaptation.

Is management production labor? Yes, since this type of activity is inevitable with a high level of specialization of production and is intended to ensure the integrity of the working organism

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