External and internal environment of the organization

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

External environment of the organization- the set of conditions in which the organization’s activities take place. It includes elements such as customers, competitors, government agencies, suppliers, financial institutions and sources labor resources, relevant to the organization's operations. It is the source that supplies the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive. But the resources of the external environment are not unlimited. And many other organizations located in the same environment are applying for them. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure that the organization interacts with its environment in a way that allows it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.

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

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

Macro environment creates General terms environment of the organization. In most cases, the macroenvironment is not of a specific nature in relation to a single organization. However, the degree of influence of the state of the macroenvironment on different organizations varies. This is due both to differences in the areas of activity of organizations and to differences in the internal potential of organizations.

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

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

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

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

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

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

· participation in professional conferences;

· analysis of the organization’s experience;

· studying the opinions of employees of the organization;

· holding intra-organizational meetings and discussions.

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

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

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

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

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

Volume of purchases made by the buyer;

Buyer awareness level;

Availability of substitute products;

The cost to the buyer of switching to another seller;

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

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

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

Level of supplier specialization;

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

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

The supplier's concentration on working with specific clients;

Importance for the supplier of sales volumes.

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

The cost of the goods supplied;

Guarantee of the quality of the supplied goods;

Time schedule for delivery of goods;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Rice. 3.2. SWOT Matrix

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

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

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

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

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

Rice. 3.3. Opportunity Matrix

A similar matrix is ​​compiled to assess threats (Figure 3.4). Possible consequences for the organization, which could result from the implementation of the threat (destruction, critical condition, serious condition, “minor” bruises), are postponed at the top. On the side is the probability that the threat will be realized (high probability, medium probability, low probability).

Rice. 3.4. Threat Matrix

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

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

In management, the business environment is understood as the presence of conditions and factors that affect the functioning of the company and require management decisions aimed at eliminating them or adapting to them

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Internal environment of the organization is an organic combination of such components as technology, personnel, structure, intra-organizational processes, organizational culture. The organization's management is responsible for shaping the internal environment and managing the processes occurring in it.

Technology includes technical means and technological processes. Any manufacturer of products (goods, works, services), including design, consulting and audit organizations, are interested in using advanced technologies. The issue of technology is often key to ensuring the effectiveness of an organization and the competitiveness of its products.

Staff(personnel) forms the basis of any organization. In order for the created products to meet market requirements, management organizes the formation of the composition, knowledge, abilities, skills and culture of personnel for the purposes of the organization.

Organization structure -- this is the composition and system of interaction of its constituent subsystems, distinguished according to the criteria of production and management processes. The structure reflects the division of managerial labor that has developed in the organization, the hierarchy of management and communications; it connects all elements of the organization that are in constant interaction into a single organism.

Intraorganizational processes. The internal environment of an organization consists of large quantity various actions combined into processes and subprocesses. Highlight process: A) of a general nature, b) functional.

General intra-organizational processes-- This communications, making decisions And coordination.

In the process of communication, information is exchanged, the effectiveness of which depends on the forms of communication used technical means and restrictive procedures establishing who, where, when, with what frequency, in what form and for what purposes exchanges information. The communication system must ensure optimal information exchange.

Any actions and management functions are based on decisions made. The decision-making process is organized in different ways: the right to make decisions is assigned to highest level; management, delegation of rights to lower levels of the hierarchy is practiced; decisions are widely discussed and agreed upon in advance.

To coordinate means to give things and actions the necessary proportions. The coordination process can be carried out through two types of procedures: 1) direct management of actions in the form of instructions, orders and proposals; 2) a system of norms, rules and procedures governing activities.

Quantity and significance functional processes depends on the goals, objectives, type of activity of the organization and its size. Main groups of functional processes covering the activities of any organization are as follows: marketing, production, finance, work with personnel (personnel), accounting and analysis of information about the organization’s work (accounting).

Organizational culture consists of organizational design and stable positive norms, ideas, principles and beliefs that are shared by the majority of employees. It manifests itself in all components of the organization’s activities and gives stability to the behavior of the organization and its employees. Forming and maintaining culture is a continuous process that requires persistence and consistency from its management.

The state of the internal environment of the organization, in comparison with the external environment, is assessed by management according to two main criteria:

A) strengths (advantages) of the organization(for example, highly qualified workers, advanced technologies, protected patents, organic type of management system, etc.);

b) weaknesses of the organization(for example, worn-out equipment, outdated work methods, poorly trained personnel, backward technologies, ineffective communication systems, etc.).

Management activities involve developing strengths and eliminating weaknesses.

Management methods

Management methods are methods of managerial influence on the object of management (a person, a group or an organization as a whole) to achieve set goals. They are divided into three main groups: organizational and administrative, economic And socio-psychological.

Organizational and administrative methods of management. The techniques and methods of influence of the subject of management on the object of management characteristic of this group are based on the strength and authority of power.

Organizational Impact carried out through a system for organizing workplaces and regulating the activities of the organization and its personnel through internal regulatory documents which include: the charter of the organization, collective agreement between the administration and the team, provisions on the organizational structure and structural divisions, rules internal regulations, job descriptions employees.

Administrative influences aimed at achieving set goals through direct administrative influence, the means of which can be orders, instructions, directions, instructions, target planning, labor regulation, coordination of work and control over execution.

The use of administrative methods requires a clear distribution of rights and responsibilities in the organization. We emphasize characteristics these management methods:

· direct impact on the control object;

· the mandatory nature of compliance with norms, rules, instructions, instructions, orders by management objects;

· establishing responsibility for failure to comply and the use of coercive measures.

Economic methods of management. IN this group includes a set of measures, means and instruments based on action economic laws and factors. They influence people, groups and organizations through their material interests, becoming interested in the final quantitative and qualitative results of labor.

The role of economic regulators can be: wages, pricing, taxation, property, loans and rates on them, preferences, etc. The mechanism of their influence is manifested through the system economic indicators, including income, profitability, profit, dividends, material incentives.

Economic incentives can create prerequisites for the development of new products, improving their quality, increasing production volumes, rational use material resources, optimal combination of personal interests with the interests of the organization and society.

Social and psychological methods of management. This group combines methods of implementing managerial influences on people, based on the use of the laws of sociology and psychology, and therefore the methods used can be divided into sociological and psychological subgroups. The objects of influence of these methods are groups of people and individuals.

Based on the scale and methods of influence, these methods are divided into two main groups: sociological And psychological. This division is quite arbitrary, since a person does not live in isolation, but is in constant interaction with his environment.

Sociological methods aimed at groups of people and their interaction in the production process ( external world person). They allow you to determine the purpose and place of employees in the team, identify leaders and opportunities to support them, connect people’s motivation with the final results of their work, and ensure effective communications and conflict resolution in teams.

Psychological methods influence a specific personality (the inner world of a person). Their main difference is their appeal to inner world a person, his personality, intelligence, feelings, behavioral characteristics, in order to direct the internal potential of a person to solve the problems of the organization.

Related information.

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

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

1. A goal is a specific end state or desired result that a group of people working together strives to achieve. In the course of work, management develops goals and communicates them to the employees of the organization, and this process is of great importance because it allows members of the organization to know what they should strive for. Common goals They unite the team and give awareness to all work. Organizations have a variety of purposes, and their nature largely depends on the type of organization.

• Commercial organizations. Goals similar organizations must reflect the commercial result in the form of profit (profitability), income, labor productivity, etc.
• Non-profit organizations (associations, foundations). By definition, the activities of these organizations are not aimed at making a profit. Their purpose is mainly determined by their social orientation, so the goals can be formulated as protection of rights, development of a scientific direction, support of the culture of the region, etc.
• State (municipal) organizations. For these organizations, making a profit is not the dominant goal. The goals of supporting the existence and development of the state (region) often prevail. Organizations develop within the established budget (country, region, district). Therefore, the goals are determined by the territorial authorities and can be formulated as the development of secondary education, ensuring the commissioning of new hospital complexes, supporting public catering, etc.: It should be noted that making a profit as such can be of great importance, but the money earned is invested in significant state objects.

The goals of the departments are also the object of attention of managers.

2. In general, the entire organization consists of several levels of management and various units that are interconnected. This is usually called the structure of the organization. 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. Obviously, marketing can be carried out by several departments and even, for example, a production department if it develops new product for the consumer. When considering structure as a component of the internal environment, two issues are usually focused on: division of labor and control.

The division of labor is carried out not on the principle of using any free worker for a specific job, but on the basis of considerations of attracting a specialist in a given field. Thus, when organizing a new marketing department, it is inappropriate to use released engineers or technicians without their appropriate retraining. The advantage of specialized distribution of labor is obvious, and how specifically to implement the division of labor in an organization is a question that is among the most significant management decisions. There is a horizontal and vertical division of labor. Horizontal - division of labor at specialized levels, for example, supply manager, sales manager, human resources manager, etc. Vertical distribution of labor (scope of management) is carried out on the principle of having work to coordinate the execution of a task. This distribution results in a management hierarchy or number of management levels. Hierarchy permeates the entire organization, going down to the level of non-managerial personnel.

The number of persons subordinate to one manager is called the sphere of control. In an organization, each manager has his own sphere of control. Organizations with a flat structure have fewer layers of management and a wider span of control than comparable organizations with a multi-level structure.

3. A 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.

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

Two classifications of technology are usually considered: the Woodward classification and the Thompson classification.

Woodward classification:

• single, small-scale or individual production;
• mass or large-scale production;
• continuous production. Thompson classification:
• multi-link technologies, characterized by a series of interrelated tasks that are performed sequentially;
• mediation technologies characterized by meetings of groups of people. For example, sellers connect product manufacturers with consumers (in this case we are dealing with sales technology);
• intensive technology, characterized by the use of special techniques to change the state of a material (for example, intensification of production).

5. 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:

1. 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.
2. 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.
3. Perception, or how people react to events around them. This factor is important for developing various types of incentives for employees.
4. Values, or shared 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.
5. 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 these factors, groups and managerial leadership influence a person in an organization. Every person strives to belong to a group. He accepts the norms of behavior of this group depending on how much he values ​​his belonging to it. An organization can be considered as a formal group people, and at the same time, in any organization there are many informal groups that are formed not only on professional grounds.

Moreover, 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.

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 organization structure, 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 management of the organization.

Let us briefly consider their main characteristics. As can be seen from Fig. 3.4, in the center of the entire aggregate 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.