All enterprises operate in a specific environment, which determines their actions, and their long-term survival depends on the ability to adapt to the expectations and requirements of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions that are outside the organization and can influence its behavior.
Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The environment of direct influence (business environment, microenvironment) includes elements that directly influence the economic process and are similarly influenced by the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.
The environment of indirect influence (macroenvironment) includes elements that influence processes occurring in the organization not directly, but indirectly, indirectly. This environment basically does not have of a specific nature in relation to a single organization and, as a rule, is beyond its control.
2. Internal environment and its variables: managers, employees, culture
The internal environment of an organization can be considered from a static point of view, highlighting the composition of its elements and structure, and from the point of view of dynamics, i.e., the processes occurring in it. To elements internal environment include goals, objectives, people, technology, information, structure, organizational culture and other components.
People occupy a special place in the internal environment of an organization. The results of the organization ultimately depend on their abilities, education, qualifications, experience, motivation and dedication. The realization that an organization is, first of all, the people working in it, that they are the main resource of the organization, changes the attitude towards the staff. Managers pay great attention to selecting people, introducing them into the organization, training and developing employees, and ensuring a high quality of working life.
People working in an organization, their relationships and interactions form the social subsystem of the organization. The production and technical subsystem includes a complex of machines, equipment, raw materials, materials, tools, energy, which processes incoming resources into finished product. The main characteristics of this subsystem are: the technologies used, labor productivity, production costs, product quality, and inventory volume. The financial subsystem carries out the movement and use Money In the organisation. In particular, maintaining liquidity and ensuring profitability, creating investment opportunities. The marketing subsystem is associated with meeting customer needs for enterprise products by studying the market, creating a sales system, organizing optimal pricing and effective advertising, as well as active influence to the market in order to create new needs to increase market share and increase profitability of sales.
3. Organizational culture, its elements and types
The internal environment is permeated by organizational culture, which is its integrated characteristic. Organizational (corporate) culture is a set of main assumptions, values, traditions, norms and patterns of behavior that are shared by members of the organization and direct their behavior to achieve their goals. It can be consciously formed by leading members of the organization or arise and develop spontaneously.
In modern enterprises, organizational culture should perform the following functions:
1) the formation of a certain image of the organization, distinguishing it from any other;
2) development of a sense of community, cohesion of all members of the organization;
3) strengthening social stability in the organization;
4) strengthening the involvement of employees in the affairs of the organization and dedication to it;
5) formation and control of patterns of behavior that are appropriate from the point of view of the given organization;
There are many approaches to identifying various attributes that characterize the content of a particular culture. Thus, F. Harris and R. Moran offer 10 meaningful characteristics.
1. Employees’ awareness of themselves and their place in the organization (in some organizations they treat employees as colleagues, professionals, experts who have the knowledge and creative potential to achieve the organization’s goals; in others they see them only as executors, from whom only precise execution of orders is required manager).
2. Communication system and language of communication (use of oral or written, vertical or horizontal communications, availability or inaccessibility of management for communication, the possibility of using jargon, profanity).
3. Appearance, clothing, presentation of oneself in the workplace (uniform, workwear, business, sports or evening styles, cosmetics, hairstyles, etc.).
4. Habits and traditions in catering (the presence or absence of cafes, canteens, buffets at the enterprise, food subsidies, the length of the lunch break, the presence of privileged, closed places).
5. Attitude to time, its use (observance of time schedule, degree of accuracy of time and encouragement for this, monochronic or polychronic use of time).
6. Relationships between people (by age, gender, nationality, status and power, intelligence, the degree of formalization of these relationships, ways to resolve conflicts).
7. Values and norms (guidelines for acceptable and unacceptable behavior in an organization, generally accepted standards of individual and group behavior that have developed over time as a result of the interaction of organization members).
8. Belief in something (belief in management, team, success, in one’s strengths, in justice, in mutual assistance, etc.).
9. The process of employee development (the presence of a system of adaptation, career guidance, continuous training, career management of employees, the degree of their awareness).
10. Work ethics and motivation (work design, attitude and responsibility in the workplace, its cleanliness, quality of work, performance evaluation, remuneration).
4. External environment of direct and indirect influence. Characteristics of the external environment
The external environment of direct influence includes the following main elements: consumers, suppliers, competitors, labor market, external owners, authorities government regulation and control, strategic alliances of the enterprise with other firms. The macro-environment of an enterprise is formed by economic, political-legal, socio-cultural, technological and international conditions.
Economic environmental conditions reflect the general economic situation in the country or region in which the enterprise operates. It helps to understand how resources are generated and distributed. To do this, first of all, the value of GDP (GNP), the rate of its growth/decline, the unemployment rate, the inflation rate, interest rates, labor productivity, tax standards, the balance of payments, the exchange rate, the value of wages etc. Changes in these macroeconomic indicators affect the standard of living of the population, the solvency of consumers, fluctuations in demand; determines investment policy, price levels, profitability, etc. Important factors in the economic environment are the monetary and fiscal policies of the state.
Sociocultural factors represent social processes and trends occurring in society. These include: existing traditions, values, habits, ethical standards, lifestyle, people’s attitudes towards work, tastes and consumer psychology. This includes the social structure of society, its demographic characteristics, such as the birth rate, average life expectancy, average age of the population, level of education, qualifications, etc. The current structure of the population determines the composition of the labor force, the level of demand, consumer preferences, selection of markets for products. At the same time, both consumers and members of organizations are increasingly diverse.
Main modern trends that determine the tastes and values of the population are: negative attitudes towards smoking, drinking strong alcoholic drinks, people’s desire for healthy image life, consumption of low-cholesterol products, increased purchasing power of children, etc.
The political and legal environment includes characteristics political system, government regulation of business and the basic relationship between business and government. It is important for three reasons. Firstly, the legal system establishes the norms of business relationships, rights, responsibilities, obligations of firms, including restrictions on individual species activities. From knowledge and observance passed laws depend on the correctness of the conclusion and compliance with contracts, the decision controversial issues. IN modern conditions The role of environmental protection laws, consumer rights, product safety standards, and fair trade is increasing.
Secondly, the government’s choice of priority areas for development and industries that will be supported, sentiments in the government in favor of or against entrepreneurship affect its business activity. These sentiments influence the taxation of enterprise income, the establishment of tax breaks and preferential customs duties, control of prices and wages, regulation of relationships between the administration and employees. In addition, it is important to know lobbying groups and the possibilities of their influence on the adoption of certain laws.
Thirdly, political stability is taken into account when planning the activities of enterprises, especially those having relations with other countries. In this case, it is necessary to find out the following basic characteristics of the political subsystem: political ideology, which determines government policy; how stable is the government; to what extent it is able to carry out its policies; what is the degree of public discontent; how strong are the opposition political structures; what parties, blocs, movements exist and what their programs are.
Technological factors include scientific and technological innovations that allow the enterprise to modernize old and create new products, improve and develop technological processes. Organizations must respond quickly to new developments in their industry and come up with innovations themselves. This is the only way to maintain high competitiveness.
Scientific and technological progress carries with it both enormous opportunities for firms and equally enormous threats. Many enterprises are unable to see new prospects because technical capabilities to bring about fundamental change are created outside the industry in which they operate. By being late with modernization, they lose their market share, which can lead to negative consequences. IN last decades The most significant innovations are in the computer and telecommunications industries. In addition to them, knowledge-intensive industries include: chemical and petrochemical, production of turbines and engines, machinery and equipment for light and Food Industry, nuclear energy, aerospace industry, genetic engineering, etc.
International factors indicate the degree to which a firm is involved or influenced by business from other countries. In fact, every company is influenced by international factors, even if it operates in one country. It may use raw materials or products created in other countries or face international competition in its home markets. On the Russian market in last years there is a danger of competition from foreign firms and displacement Russian manufacturers foreign ones, providing the best quality of goods, such as cars, computers, consumer electronics, and a number of food products. If a company operates internationally, then factors of the international environment influence all other elements of the enterprise's external environment.
In the international environment, new consumers, suppliers, competitors, features of government regulation, new rules, strategic alliances, etc. appear. The organization studies the characteristics of these factors, adapts to them, and in the end these factors change the organization itself.
5. Organizational responses to changes in the external environment
The external environment of direct influence (business environment) of an organization is formed in the process of its activities and changes over time. The environment changes if the product, markets, strategy, etc. change. The main factor in the business environment is the customers. These are all direct buyers and clients: trading companies, official distributors, stores, manufacturing companies, sales agents, individual buyers and clients. Consumer influence can be expressed in various forms: in establishing a certain price level, availability special requirements to quality, design, technical characteristics of products, forms of payment, etc.
Producers can influence consumers by setting lower prices, guaranteeing high quality and delivery times, offering unique products, good service. Customers are very important to a company. They are the ones who determine its success. Modern goal business - to create your consumer. Studying buyers allows you to better understand which product of the company will be in greatest demand, what sales volume it can expect, what the product expects in the future, and how much the circle of potential buyers can be expanded.
A buyer profile can be compiled using the following characteristics:
1) geographical location of the buyer;
2) demographic characteristics (age, education, field of activity);
3) socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.).
By studying the buyer, the firm must determine his bargaining power. This strength is determined by factors such as:
1) the volume of purchases made by the buyer;
2) availability of substitute goods;
3) level of buyer awareness;
4) the cost of switching to another seller;
5) price sensitivity.
Competitors are firms that sell products in the same markets or provide services that satisfy the same needs. They compete with each other for resources. And the most important of them is the buyer’s ruble. The company must know the strengths and weaknesses of the competitor and build its competitive strategy on the basis of this. The competitive environment is formed not only by intra-industry competitors producing similar products. Competitors can be firms producing a substitute product and firms re-entering the market (“newcomers”). It is necessary to create barriers to the entry of potential “newcomers” (specialization, low costs, control over distribution channels, access to cheap sources of raw materials, famous brand goods, etc.). In modern conditions, it is often not a fight with a competitor, but cooperation with it that allows you to effectively adapt to the environment and achieve your goals.
Suppliers of material and natural resources can influence an organization by creating resource dependence. This dependence gives power to suppliers and allows them to influence the cost, quality of products, production times and, in general, the efficiency of the organization. The establishment by monopolistic enterprises of unjustifiably high tariffs for electricity, gas, irregular supplies or the shutdown of these vital sources of resources in case of non-payment put many organizations on the brink of survival or bankruptcy. Therefore they try to maintain with their main suppliers mutually beneficial relationship, sometimes on a multi-year contract basis. If a company has reliable suppliers, it can save on inventory storage. It is necessary to get rid of unreliable suppliers.
Supplier analysis should show what the supplier's competitive strength is and what its drivers are. When analyzing, you should pay attention to the prices of goods and services, their quality, compliance with terms, conditions and volumes of supplies, whether the supplier is a monopolist of this type of resource, and whether it is possible to change the supplier.
The labor market consists of people who have the necessary qualifications, are able to realize the goals of the company and want to work in it. In a modern organization this is the main resource. IN this group includes everyone with whom the company interacts to provide itself with the necessary human resources: recruitment agencies, employment Service, educational establishments, labor exchanges, retraining and retraining systems, trade unions. Studying the labor market allows you to obtain information about the availability of labor (required specialty, qualifications, age, work experience, personal qualities), able to work with the company.
The external environment of an organization is characterized by the following features: complexity, mobility, uncertainty and the interconnectedness of all factors.
Uncertainty is the main characteristic of the external environment, which in turn depends on its complexity and mobility. Uncertainty refers to the incompleteness or inaccuracy of information about environmental factors, which results in the difficulty of determining its needs and changes. The higher the level of uncertainty, the more difficult it is to make effective decisions, the higher the risk. Therefore, the firm tries to reduce the level of uncertainty in its environment. To do this, two types of strategies can be used - adapting the firm to changes in the environment and influences, changing the environment itself to make it more compatible with the goals and needs of the organization.
Adaptation of the organization is implemented through the following tools.
1. Creation information system, which allows you to receive information about changes that have occurred with the main counterparties of the enterprise; reduce uncertainty at inputs and outputs and protect and realize the interests of the enterprise in the environment. Activities for collecting information are carried out by such services as supply, marketing, strategic planning, and logistics. The creation of these departments requires large financial investments from the enterprise, but this activity can also be carried out with the involvement of consulting firms specializing in this type of work.
2. Forecasting trends in the development of the external environment and strategic planning of enterprises’ activities prepare the enterprise for possible changes in the market situation and unfavorable environmental influences. Strategic planning formulates the goals and strategy of the enterprise, which ensures consistency between the enterprise and its environment.
3. Mergers, acquisition of new enterprises, formation of strategic alliances with other enterprises, including former competitors. The use of this tool provides the enterprise with full-fledged partners for creating promising, stable, integrated production, supply and sales, investment and innovation structures. This reduces environmental uncertainty by creating a zone of stability; prepares the enterprise for difficult to predict changes in the situation; limits the possibilities of opportunistic behavior of partners; reduces transaction costs; allows you to find a new place for the enterprise in the environment; ensures its flexibility and adaptability, creates the preconditions for influencing the external environment and leads to the formation of synergistic effects. The synergistic effect arises as a result of increased subordination, coordination and integration into the network of partner enterprises.
4. Flexible organizational structures, the significance of which as a tool for adapting an enterprise to the environment is that the structure determines the nature and quantity of information and communication links both within the enterprise and between it and its counterparties. A flexible adaptive structure allows an enterprise to effectively respond to changes occurring in the external environment and carry out internal transformations thanks to such features as the ability to quickly implement changes and focus on human potential as the main resource of the enterprise. Flexible organizational structures orient the enterprise towards the development of new products, new markets and new technologies. They make it possible to ensure partnership and cooperation between all participants in the economic activities of the enterprise, as well as with consumers of its products and suppliers of resources.
5. Partnerships between the management of an enterprise and its personnel ensure the interaction of economic agents within the enterprise, the integration of the internal environment and the maintenance of internal integrity.
The enterprise not only submits to existing economic relations, but also shapes them itself, shapes the environment in which it operates. An enterprise's influence on the environment is possible when it integrates a sufficient amount of resources and has high socio-economic potential. An enterprise will prefer to influence the environment when the next adaptation to changes in the external environment will be assessed by it as a more expensive process than changing the environment itself. The tools of an enterprise’s influence on the environment are listed below:
1. Advertising, which creates new needs, changes the operating environment of an enterprise through signals about the quality of goods, erecting barriers to entry into the market of competing enterprises, and forming trusting relationships with consumers and suppliers.
2. “Public Relations” establish and maintain a system of communications with the company’s counterparties in order to build a reputation, a favorable public opinion about the enterprise and its product, which strengthens trusting partnerships in the network of agents and counterparties interacting with the enterprise.
3. Permanent and stable connections with suppliers and consumers on the basis of long-term contracts change the external environment by limiting the reactions of partners to changing situations, increasing mutual obligations and trust, on the basis of which coordination and integration between them is enhanced. All this contributes to the formation of a stable network of interacting enterprises, which structures the external environment and allows it to be controlled.
4. Thanks to lobbying the interests of the enterprise in parliament, government, including local government, and other government structures, the enterprise becomes a participant, and sometimes an equal partner of the government in the formation of the legal framework and sectoral, microeconomic and macroeconomic policies. To gain the opportunity to lobby, enterprises organize vertical or horizontal structures (unions and associations of producers of one type of product) financial industrial groups, which, in addition to economic power, also acquire political power, the possibility of pressure and equal cooperation with the government and the Central Bank of Russia.
5. Professional associations are voluntary associations of various enterprises, created for the purpose of providing assistance, support, assistance, protection and lobbying of their interests. Associations are usually created to achieve non-profit goals. The need for their formation is due to the fact that the market involves the interaction of firms producing one product. The activities of associations are aimed at establishing interaction, coordinating enterprises that are members of the association, providing information, marketing services, increasing the professional level of management personnel, protecting rights and interests in legislative, executive, law enforcement agencies, informing the public, influencing public opinion. First of all, this is organizational, methodological and consulting assistance, legal protection.
On a nationwide scale, the following apply: public associations commodity producers: Coordination Council of Domestic Producers, Russian Union of Industrialists and Entrepreneurs (employers), Agro-Industrial Union of Russia. The Association of Financial and Industrial Groups, the League for Assistance to Defense Enterprises, the Union of Oil and Gas Equipment Manufacturers, the Association of Oil Refiners and Petrochemists, the Union of Gold Miners, the Association of Small and Medium Enterprises, the Union of Entrepreneurs of Textile and Light Industry, etc. operate at the industry and regional levels.
The functioning and development of each organization is carried out in the environment (internal and external). Any action of an organization is possible only if the environment allows its implementation. The state and activity of an organization at any given time is the result of the action of its internal factors and the influences of the external environment.
The internal environment of an organization is the source of its vitality. It contains the potential that enables an organization to function, and therefore to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.
During the transition to a market economy, the internal environment of the organization must change and adapt to the market.
The internal environment of an organization is a set, a combination of the following main components (Fig. 4.2):
- structure;
- intra-organizational processes;
- technology;
- personnel;
- organizational culture.
The structure of the organization reflects the existing division of individual divisions in the organization, the connections between these divisions and the unification of divisions into a single whole.
Technology including technical means and how they are combined and used to obtain the final product created by the organization is the subject of the closest attention from management. Management must address issues of technology and its most effective use. Recently, due to the emergence of more and more advanced technologies, the corresponding management tasks have become quite complex and significant, since their solution can lead to serious and very positive consequences for the organization in the long term. At the same time, they can lead to negative processes in the internal life of the organization, destroy its organizational structure, and demotivate employees.
Personnel are the backbone of any organization. Without people there is no organization. An organization lives and functions only because there are people in it. People in an organization create its product, they shape the culture of the organization, its indoor climate, what the organization is depends on them. Because of this, people in an organization are the “number one thing” for management.
Organizational culture, being an all-pervading component of the organization, has strong influence both on her inner life and on her position in the external environment. Organizational culture consists of the following components:
- philosophy that sets the meaning of the organization’s existence and its attitude towards employees and clients;
- the prevailing values on which the organization is based and which relate to the goals of its existence or to the means of achieving these goals;
- norms of behavior shared by employees of the organization and defining the principles of relationships in the organization;
- the rules by which the “game” is played in the organization;
- the climate that exists in the organization and is manifested in what kind of atmosphere exists in the organization and how members of the organization interact with outsiders;
- behavioral rituals expressed in the organization of certain ceremonies, in the use of certain expressions, signs, etc.
The bearers of organizational culture are the employees of the organization, and it is developed and shaped to a large extent by management and, in particular, senior management. Organizational culture can play a huge role in mobilizing all the resources of an organization to achieve its goals. But it can also be a powerful brake on the path to achieving goals, especially if this requires changes.
Therefore, management should pay great attention to solving issues of formation, maintenance and development of organizational culture.
The internal life of an organization consists of large quantity various activities, sub-processes and processes. Depending on the type of organization, its size and type of activity, some processes and actions may occupy a leading place in it, while others may be either absent or carried out in a small volume. However, despite the wide variety of actions and processes, five groups of functional processes can be distinguished that cover the activities of any organization and which are the object of management control. They are:
- production,
- marketing,
- finances,
- work with personnel,
- accounting (accounting and analysis of economic activities). Management manages the functional processes occurring in the organization, forms and changes, when necessary, the internal environment of the organization.
An organization in conditions of market relations is an open system capable of interacting with its external environment in various aspects - informational, material, etc.
The external environment is a source that supplies the organization with the resources necessary to maintain its functioning and internal potential at the proper level. At the same time, the organization, in turn, must transfer the results of its activities to the external environment as compensation for this. Thus, the organization is in a state of constant interchange with the external environment. As soon as ties with it are severed, the organization dies. The interaction of an organization with the external environment ensures the possibility of existence, the vital activity of the organization, its internal potential at the proper level, as well as its stability, i.e. the ability to eliminate emerging deviations and achieve set goals after disturbing influences exerted on it.
The organization must receive the necessary optimal amount of quality information from the external environment. The desire not to spend a lot of effort and money on collecting and processing information is fraught with the danger of incomplete consideration of important development indicators, and this, in turn, limits the ability to timely solve problems in the field of organizational policy. An excessive amount of information increases the cost of obtaining information and creates difficulties in processing it.
The external environment of an organization can be characterized in various ways. Thus, German scientists use the concepts of “complexity” and “dynamics” when characterizing the external environment.
It is advisable to express the complexity of the external environment by the number and variety of characteristics that must be taken into account in the process of managing an organization.
The dynamics of the external environment, which can be expressed by the variability of its characteristics. The main characteristics with which you can assess the variability of the external environment are: frequency, magnitude and regularity of changes in its factors.
If complexity and dynamics are combined into the corresponding continuum of “simple-complex” and “static-dynamic”, then four types of external environment can be distinguished.
A simple static external environment is an environment with little need for harmonization; for the most part leads to the creation of bureaucratic organizational structures.
A simple dynamic external environment is an environment with a small number and variety of external influences that must be taken into account when forming an organization. Change requires more organic and less decentralized leadership.
Complex static external environment - an environment with a large number and variety of important factors that have little variability; leads to the creation of bureaucratic structures with decentralized leadership.
A complex, dynamic external environment is an environment that places the most stringent demands on the form of an organization. It corresponds to such forms and models of organization that are called adaptive and which are accompanied by decentralized leadership.
Environmental factors influence all elements and processes within organizations, while at the same time they are largely relevant to the operations of organizations. All factors can be divided into two main groups.
The first consists of factors in the general external environment (macroenvironment) of organizations that are not directly related to a specific organization. The impact of these factors is more or less the same for many organizations. The main factors are:
- the state of the state’s economy;
- sociocultural factors;
- natural-geographical conditions;
- legislative system;
- credit and financial policy;
- level of development of equipment and technologies;
- world market, etc.
The second group includes factors in the immediate (business) environment of organizations that are directly related and interact with them. This:
- consumers;
- competitors;
- suppliers;
- business partners;
- bodies of the state regulatory system;
- sources of “power pressure” on organizations;
- trade unions, etc.
It should be noted that in the portfolio of any company there is always a central core of business partners-customers, who, with special management of relations with them, bring the greatest commercial success. These are those customers who perform particularly important functions for the supplier company and whom the supplier defines as its key customers.
Many of the factors in the immediate environment are probabilistic in nature and to a certain extent depend on organizations. However, there are factors that influence organizations regardless of their wishes. These are government and local authorities regulation and criminal structures.
The influence of external environmental factors on the activities of organizations is very complex, ambiguous and changeable. Moreover, these factors are in a state of close mutual influence; a change in one of them leads to changes in the others.
In modern Russian conditions, the external environment of organizations - economic entities as a whole is characterized primarily by the following:
- unpredictability;
- rapid changes;
- significant uncertainty;
- complex structure;
- some aggressiveness.
Domestic organizations are influenced by a number of unfavorable external factors. Thus, data from a survey of heads of industrial organizations in Russia, conducted by the Center for Economic Research under the Government of the Russian Federation1, revealed the main factors limiting the growth of production in basic industrial organizations in Russia.
In addition, our research has shown that in Russian conditions there are also the following the most important factors that impede the normal operation of organizations - business entities are:
- state and local government bodies, regulatory authorities;
- criminal structures.
Significant obstacle to normal operation modern organizations- economic entities are also created by an insufficient amount of business information and chronic asymmetry of the information space1. The latter is as follows: different agents on the market and within firms, participants in transactions have unequal access to information, are informed to varying degrees, which leads to opportunistic behavior in the “buyer-seller”, “principal-agent” relationship, and makes it extremely difficult to form transactions on purchase and delivery of goods increases economic risk. The decisions made in these conditions by firms and managers are based on “routines” rather than “rationality”, and this requires the use in business relations not so much of rigidity and unambiguity, but of mutual “compromise”, flexibility and multivariance.
A modern organization must be able to effectively respond and adapt to changes in the external environment in order to ensure survival and achieve its goals. To do this, the organization's management, first of all its top level, must reduce the uncertainty of the organization's position in the environment, develop its adaptability to changes in the external environment, develop and implement a policy for the organization's interaction with environmental factors. Wherein effective interaction with the environment involves influencing both processes within the organization and external environmental factors.
The fact is that self-organizing systems with their “diffuse” permeable boundaries are characterized by boundary areas of influence. Around such systems a unique space is formed in which these systems can adapt the environment to themselves. Companies can and do use this for their own purposes. Yes, highly organized joint stock companies create “subsidiary” companies around themselves, influence politics, economics, and public life; powerful scientific organizations create “scientific” zones around themselves - enterprises engaged in development research and implementation, scientific societies, publishing houses, etc.
The internal environment includes those conditions for the production and sale of products (services) that can be regulated by the organization in the process of intra-company planning and management. This is the main difference between the internal environment and the external environment (the factors of the latter must be taken into account in the work of the organization, but it is not capable of influencing their change).
Internal environmental factors include the structure of the organization, its goals and objectives, production technology and people - with their abilities,
needs, qualifications. All internal factors are interconnected (Fig. 3.4). Changing one of them affects all others to a certain extent.
Rice. 3.4.
The manager must clearly understand the degree of influence of each internal factor on the success of the business and change it, if necessary, in the right direction. Therefore, internal environmental factors require constant attention of the organization's management.
Let us briefly consider their main characteristics. As can be seen from Fig. 3.4, at the center of the entire set of internal factors are goals organizations. And not by chance, since goals are a specific final state or desired result that the team of a given organization strives for by working together. During planning, the organization's management develops goals and communicates them to the team. This process is a powerful mechanism for coordinating the actions of all team members because it makes it possible for them to know what they need to achieve. The orientation determined by goals permeates all subsequent decisions of the organization's management.
Based on the goals of the organization, they are developed for each of the divisions. At the same time, the goals of the latter should make a specific contribution to the development of the enterprise and not conflict with the objectives of other departments.
The most important element of the internal environment is organization structure, which is understood as the logical relationship of management levels and functional areas, built in such a form that allows the organization’s goals to be most effectively achieved.
The challenge is to create an organizational structure that not only allows the organization to continually adapt to change, but also actively facilitates this process. This means that the structure follows the organization's strategy (and therefore market demands) and not the other way around. To make such an adaptation process possible, an organizational structure is needed that is fully compatible with environmental conditions.
The construction of the structure is based on the division of labor. Dividing the entire work into components is called horizontal division of labor. This makes it possible to produce much more output than if the same number of people worked independently. The degree of horizontal division of labor varies across different enterprises; it depends on the scale and complexity of production. The larger and more complex the organization, the higher the degree of division of labor, and vice versa.
Based on the horizontal division of labor, divisions of the organization, performing specific specific tasks. They are usually called departments or services.
Because the work of people in an organization is broken down into its component parts, someone must coordinate it in order for it to be successful. For this purpose it is carried out vertical division of labor.
Thus, in the organization there are two internal organic forms of division of labor. The first is the division of labor into components that make up parts general activities, i.e. horizontal division of labor. The second is called the vertical division of labor, and it separates the work of coordinating people's actions from the actions themselves.
Another area of division of labor in an organization is the formulation of tasks. Task - it is a prescribed job, a series of jobs, or a piece of work that must be completed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are not assigned to the employee, but to positions. Based on management's decision about the structure, each position includes a number of tasks that are viewed as essential contributions to achieving the organization's goals. It is believed that if a task is completed in a prescribed manner and within a predetermined time frame, the organization will perform successfully.
The most important internal variable is technology. Technology can be defined as the combination of skills, equipment, tools and related technical knowledge needed to effect desired changes in materials, information or people.
Tasks and technology are closely related. Completing a task involves using a specific technology as a means of converting an input material into an output form. Essentially, technology is a method that allows you to convert source materials (raw materials) into the desired output product.
No technology can be useful and no task can be accomplished without the cooperation of a team. Management achieves the organization's intended goals through other people. Hence, People are a central factor for success. Understand and manage people
This variable is very difficult. Human behavior in society is the result of a complex combination of individual characteristics of the individual and his environment.
- Gribov V.D., Vesnin V.R. Management theory. M.: INFRA-M, 2014. pp. 169–171.
What is an organization
Organization - a group of people whose activities are coordinated to achieve common goals.
The group must meet the following requirements:
- the presence of at least two people who consider themselves part of the group;
- the presence of a goal that is accepted as common to all members of the organization;
- having group members who work together to achieve common goals.
Organizations can be formal or informal. Formal organizations - these are organizations that are officially registered and operate on the basis of existing legislation and established regulations.
Informal organizations - organizations that operate outside the framework of legislation, while groups arise spontaneously, but people interact with each other quite regularly. Informal organizations exist in every formal organization. General characteristics of the organization:
Organizational resources. These include: the organization's personnel, capital, materials, technology, information, which make up the organization's internal environment. The goal of every organization involves the transformation of various resources to achieve a set goal.
Dependence of the organization on the external environment. The organization is completely dependent on the surrounding world, that is, the external environment, both in relation to resources and in relation to its clients or consumers. The external environment includes economic conditions in a given country, government regulations, labor unions, competing organizations, consumers, as well as public attitudes, technology and technology in general.
Division of labor in the organization. There are horizontal and vertical division of labor. Horizontal division of labor is the division into parallel functioning units within an organization. Complex large organizations achieve horizontal division by creating divisions that perform specific specific tasks and achieve specific specific goals. Such units are often called departments or services. Vertical division of labor is the coordination of the work of the constituent parts of an organization: departments, services, various divisions. The activity of coordinating the work of other people is the essence of management.
The need for management in an organization. For an organization to achieve its goals, the tasks of its departments must be coordinated through vertical division of labor, therefore management is an essential activity for the organization. In this regard, the organization must appoint managers and determine the range of their duties and responsibilities.
Organization as an open system
An organization interacts with the external environment, must adapt to changes in it in order to function normally, and as such must be considered an “open system”. An open system depends on energy, information, materials that come from the external environment. Any organization is an open system, as it always depends on the external environment.
From the point of view of the systems approach, an organization as an open system is a mechanism for transforming input information or resources into final products (in accordance with its goals). The main types of input resources: materials, equipment, capital, labor. The situational approach made it possible to expand systems theory by developing the concept according to which the decision in any situation is determined by external and internal factors and circumstances. Thus, before making a decision, the manager must necessarily analyze all the available factors affecting this problem 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 a 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 a recession is predicted in the economy, then it is necessary to reduce inventories of finished products in order to overcome sales difficulties, in addition, one should 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 carrying out 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 conduct 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.
[M.H. Mescon, M. Albert, F. Khedouri. Fundamentals of Management.]
Entrepreneurial activity- according to the legislation of the Russian Federation - independent, carried out at their own risk, activity of citizens and their associations, aimed at systematically obtaining profit from the use of property, sale of goods, performance of work or provision of services by persons registered in this capacity in the manner prescribed by law. In the Russian Federation, regulation of business activities is based on civil law.
The entrepreneur implements his functions, rights and responsibilities directly or with the help of managers. An entrepreneur, in whose business employees subordinate to him participate, performs all the functions of a manager. Entrepreneurship precedes management. In other words, first the business is organized, then its management.
First of all, you should define the concept of “organization”. We can highlight the main significant features organizations:
- the presence of two or more people who consider themselves members of the same group;
- the presence of a common joint activities these people;
- the presence of certain mechanisms or systems for coordinating activities;
- the presence of at least one common goal shared and accepted by the absolute majority (in the group).
By combining these characteristics, we can obtain a practical definition of an organization:
An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.
In the domestic literature, a typology of organizations based on industry characteristics has become widespread:
industrial and economic,
financial,
administrative and managerial,
research,
educational, therapeutic,
sociocultural, etc.
In addition, it seems possible to typologize organizations:
public
organizations with mixed ownership;
by scale of activity:
large, medium and small;
by legal status:
limited liability company (LLC),
open and closed joint stock companies (OJSC and CJSC),
municipal and federal unitary enterprises(MUP and FSUE), etc.;
by property:
state,
by funding sources:
budget,
off-budget
organizations with mixed financing.
The role of management in the organization
Can an organization do without management? Hardly! Even if the organization is very small and simple, at least elements of management will be needed for its successful functioning.
Management is necessary for an organization to achieve success.
Success is when an organization operates profitably, i.e. brings profit in an amount sufficient for its reproduction and maintenance in a competitive state.
The successes and failures of an organization are usually associated with successes and failures in management. In Western practice, it is generally accepted that if an enterprise is unprofitable, the new owner will prefer, first of all, to change the management, but not the workers.
Internal environment of the organization
In most cases, management deals with organizations that are open systems and consist of many interdependent parts. Let's consider the most significant internal variables of the organization.
The main internal variables traditionally include: structure, tasks, technology and people.
In general, the entire organization consists of several levels of management and various units that are interconnected. This is usually called organization structure. All divisions of an organization can be classified into one or another functional area. Functional area refers to the work performed for the organization as a whole: marketing, production, finance, etc.
Task is a prescribed job that must be completed in a prescribed manner and within a specified time frame. Every position in an organization includes a number of tasks that must be completed to achieve the organization's goals. Tasks are traditionally divided into three categories:
tasks for working with people;
tasks for working with machines, raw materials, tools, etc.;
tasks for working with information.
In an age of rapid growth in innovation and innovation, tasks are becoming more and more detailed and specialized. Each individual task can be quite complex and in-depth. In this regard, the importance of managerial coordination of actions in solving such problems increases.
The next internal variable is technology. The concept of technology goes beyond such a common understanding as production technology. Technology is a principle, a procedure for organizing a process for the optimal use of various types of resources (labor, material, temporary money). Technology is a method that enables some kind of transformation. This may relate to the field of sales - how to most optimally sell a manufactured product, or to the field of information collection - how to most competently and at a lower cost collect the information necessary for enterprise management, etc. Recently, information technology has become a key factor in obtaining sustainable competitive advantage when doing business.
People are the central link in any management system. There are three main aspects of the human variable in an organization:
behavior of individuals;
behavior of people in groups;
the nature of the leader's behavior.
Understanding and managing the human variable in an organization is the most complex part of the entire management process and depends on many factors. Let's list some of them:
Human abilities. According to them, people are most clearly divided within the organization. Human abilities refer to the characteristics that are most easily amenable to change, such as training.
Needs. Every person has not only material, but also psychological needs (for respect, recognition, etc.). From a management point of view, the organization must strive to ensure that satisfying the employee’s needs leads to the realization of the organization’s goals.
Perception, or how people react to events around them. This factor is important for developing various types of incentives for employees.
Values, or general beliefs about what is good or bad. Values are ingrained in a person from childhood and are formed throughout his entire activity. Shared values help leaders unite employees to achieve the organization's goals.
The influence of the environment on personality. Today, many psychologists say that human behavior depends on the situation. It has been observed that in one situation a person behaves honestly, but in another he does not. These facts point to the importance of creating a work environment that supports the type of behavior desired by the organization.
In addition to the listed factors, a person in an organization is influenced by groups And managerial leadership. Every person strives to belong to a group. He accepts the norms of behavior of this group depending on how much he values his belonging to it. An organization can be considered as a kind of formal group of people, and at the same time, in any organization there are many informal groups that are formed not only on professional grounds.
In addition, in any formal or informal group there are leaders. Leadership is the means by which a leader influences the behavior of people and causes them to behave in a certain way.
External environment of the organization
Being open systems, organizations are highly dependent on changes in the external environment. An organization that does not understand its environment and its boundaries is doomed to destruction. In the external environment of business, like Darwinian theories, the most severe natural selection: only those who have sufficient flexibility (variability) and are able to learn - to consolidate in their genetic structure the traits necessary for survival (Darwinian heredity) survive.
An organization can survive and become effective only if it can adapt to its external environment.
From the point of view of the intensity of interaction between the organization and its environment, three groups can be divided into three groups:
Local environment(direct impact environment) are factors that directly affect the operations of the organization and are directly influenced by the operations of the organization (definition by Elvar Elbing). Objects of the local environment traditionally include consumers, suppliers, competitors, laws and government agencies, and trade unions.
Global environment(medium of indirect influence) - the most general forces, events and trends not directly related to the operating activities of the organization, but in general, shaping the context of the business: sociocultural, technological, trade forces, economic, environmental, political and legal.
International environment(the business environment of multinational companies) - when a company goes beyond the borders of its country of origin and begins to develop foreign markets, international business factors come into play, which most often include unique features culture, economy, government and other regulation, as well as the political situation.
Governance structures
Managment structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a single whole.
(Organization management: Encyclical words.-M., 2001)
To achieve the goals and perform the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of the word, the structure of a system is a set of connections and relationships between its elements. In its turn, organizational system management is a set of units and positions connected by relationships and subordination. When creating a management structure, the manager must take into account, to the maximum possible extent, the specifics of the enterprise’s activities and the features of its interaction with the external environment.
The process of creating an organizational management structure usually includes three main stages:
determination of the type of organizational structure (direct subordination, functional, matrix, etc.);
allocation of structural divisions (management apparatus, independent divisions, target programs, etc.);
delegation and transfer of authority and responsibility to lower levels (management-subordination relationships, centralization-decentralization relationships, organizational mechanisms of coordination and control, regulation of the activities of departments, development of regulations on structural divisions and positions).
The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interrelation of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with establishing a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and volume of work they perform, the rights and responsibilities of each employee.
From the point of view of management quality and efficiency, the following main types of enterprise management structures are distinguished:
hierarchical type, which includes a linear organizational structure, a functional structure, a linear-functional management structure, a staff structure, a linear-staff organizational structure, a divisional management structure;
organic type, including a brigade, or cross-functional, management structure; project management structure; matrix management structure.
Let's look at them in more detail.
Hierarchical type of management structures. In modern enterprises, a hierarchical management structure is most common. Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.
1. The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.
2. The principle that follows from the previous one is that the powers and responsibilities of management employees correspond to their place in the hierarchy.
3. The principle of division of labor into separate functions and specialization of workers according to the functions performed.
4. The principle of formalization and standardization of activities, ensuring the uniformity of employees’ performance of their duties and the coordination of various tasks.
5. The principle arising from the previous one is the impersonality of employees performing their functions.
6. The principle of qualified selection, according to which hiring and dismissal are carried out in strict accordance with qualification requirements.
An organizational structure built in accordance with these principles is called a hierarchical or bureaucratic structure.
All employees can be differentiated into three main categories: managers, specialists, performers. Managers- persons performing the main function and exercising general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in analyzing information and preparing decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function, for example, work on the preparation and execution of documentation, economic activities.
The management structure of various enterprises has much in common. This allows the manager, within certain limits, to use so-called standard structures.
Depending on the nature of the connections between different departments, the following types of organizational management structures are distinguished:
linear
functional
divisional
matrix
Linear management structure
At the head of each division is a manager, vested with full powers, who is solely responsible for the work of subordinate units. Its decisions, transmitted along the chain from top to bottom, are mandatory for implementation by all lower levels. The manager himself, in turn, is subordinate to a superior manager.
The principle of unity of command assumes that subordinates carry out the orders of only one leader. A higher authority does not have the right to give orders to any executors, bypassing their immediate supervisor.
The main feature of a linear operating system is the presence of exclusively linear connections, which determines all its pros and cons:
Pros:
a very clear system of relationships like “boss - subordinate”;
explicit responsibility;
quick response to direct orders;
simplicity of building the structure itself;
high degree of “transparency” of the activities of all structural units.
Minuses:
lack of support services;
lack of ability to quickly resolve issues arising between different structural divisions;
high dependence on the personal qualities of managers at any level.
The linear structure is used by small and medium-sized firms with simple production.
Functional management structure
If direct and reverse functional connections between various structural units, then it will turn into functional. The presence of functional connections in this structure allows different departments to control each other's work. Plus, it becomes possible to actively include various service services in the operating system.
For example, the Service for ensuring the operability of production equipment, the Technical Control Service, etc. Informal connections also appear at the level of structural blocks.
At functional structure general management is carried out by the line manager through the heads of functional bodies. At the same time, managers specialize in certain managerial functions. Functional units have the right to give instructions and orders to lower units. Compliance with the instructions of the functional body within its competence is mandatory for production units.
This organizational structure has its advantages and disadvantages:
Pros:
removing most of the load from top level management;
stimulating the development of informal connections at the level of structural blocks;
reducing the need for general specialists;
as a consequence of the previous plus - improvement in the quality of products;
it becomes possible to create headquarters substructures.
Minuses:
significant complication of connections within the enterprise;
the emergence of a large number of new information channels;
the emergence of the possibility of transferring responsibility for failures to employees of other departments;
difficulty coordinating the activities of the organization;
the emergence of a tendency towards excessive centralization.
Divisional management structure
A division is a large structural subdivision of an enterprise that has great independence due to the inclusion of all necessary services.
It should be noted that sometimes divisions take the form subsidiaries Firms are even legally registered as separate legal entities, but in fact they are components of one whole.
This organizational structure has the following pros and cons:
pros:
presence of trends towards decentralization;
high degree of independence of divisions;
unloading of managers of the basic management level;
high degree of survival in the modern market;
development of entrepreneurial skills among division managers.
Minuses:
emergence of duplicating functions in divisions:
weakening of connections between employees of different divisions;
partial loss of control over the activities of divisions;
lack of a uniform approach to the management of various divisions by the General Director of the enterprise.
Matrix management structure
In an enterprise with a matrix OSU, work is constantly carried out in several directions simultaneously. An example of a matrix organizational structure is project organization, which functions as follows: when a new program is launched, a Responsible Manager is appointed who leads it from start to finish. From the specialized units, the necessary employees are allocated for his work, who, upon completion of the tasks assigned to them, return back to their structural units.
The matrix organizational structure consists of the main basic structures of the "circle" type. Such structures are rarely permanent in nature, but are mainly formed within the enterprise for the rapid implementation of several innovations at the same time. They, just like all previous structures, have their pros and cons:
pros:
the ability to quickly focus on the needs of your clients;
reducing costs for the development and testing of innovations;
significant reduction in time for introducing various innovations;
a kind of forge of management personnel, since almost any employee of the enterprise can be appointed project manager.
Minuses:
undermining the principle of unity of command and, as a consequence, the need on the part of management to constantly monitor the balance in the management of an employee who simultaneously reports to both the project manager and his immediate superior from the structural unit from which he came;
the danger of conflicts between project managers and heads of departments from which they obtain specialists to implement their projects;
great difficulty in managing and coordinating the activities of the organization as a whole.
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