The main characteristics of the types of external environment of an organization - abstract. Maslow's stages of motivation are: Control-oriented behavior is

Definition 1

External environment of the organization is a set of factors, conditions and forces that influence the organization from the outside and thereby change both the market situation and the behavior of the organization. These are objective conditions beyond the control of the organization. External environment in market economy very important in the daily operation of the company.

The external environment is a supplier of resources to the organization. With resources, an organization can realize its potential. The exchange between the external environment and the organization occurs constantly, due to which the organization survives in the market. But the amount of resources in the external environment is limited; other organizations also apply for them, hence competition arises. The possibility that an organization will not obtain the necessary resources from the external environment always exists. This negatively affects the organization's performance and weakens its potential. That is why there is a need for strategic management, which allows for such interaction with the external environment that the organization’s potential is maintained at a level sufficient to achieve its goals. This allows the organization to survive in the long term. Studying the environment allows you to change the internal structure, adapt to changing conditions, and thereby contribute to the effective operation of the organization, its fight against competitors and influence on the consumer. Companies often change their behavior if consumer needs or tastes change, or new production technologies emerge. Without knowledge of the environment in which an enterprise operates, it is impossible to function successfully, much less make a profit.

Scheme of the organization’s work in the external environment

An organization is an open system that allows elements from the external environment to pass through itself and releases its products or services into the external environment. The external environment consists of many factors that influence the organization directly or indirectly. All factors of influence of the external environment are divided into direct (external environment of direct influence, or microenvironment) and indirect (external environment of indirect influence, or macroenvironment). Schematically, the process of an organization’s existence in the market is presented in the figure (elements are taken into account internal environment that transform resources into products, as well as factors of direct and indirect influence of the external environment).

Picture 1.

For every organization general composition elements of the external environment are generally constant, but can be supplemented. The external environment is a complex of all these factors, which can be supplemented by others, depending on the specifics of the industry (for example, for high-tech production, it is necessary to add the impact of new developments and scientific discoveries, for environmentally hazardous production it is necessary to add the ecology of the region, emission standards, etc. to the scheme.

Characteristics of the organization's external environment

The external environment is characterized by four main features:

1. Interconnectedness of factors. The sign shows the influence of various environmental factors on each other during the operation of the organization. For example, if they grow customs duties– prices for imported goods rise, rising prices for electricity or gas also lead to higher prices, etc. Thus, if one environmental factor changes, the rest also change, along with the behavior of the organization. Conversely, the behavior of an organization can shape the external environment (for example, the formation of large conglomerates affects the behavior of competitors, the economy as a whole, etc.).

2. Complexity. The number of factors that influence an organization and its behavior can be large. If an organization has many competitors, it organizes deliveries using complex schemes from many suppliers, or it pursues a policy of introducing technological innovations into its work process, then the position of such an organization in the market is more difficult than that of other organizations.

3. Mobility. A characteristic showing the speed with which changes occur in the external environment. Many studies show that the rate of change in the environment of modern organizations is increasing. But there are organizations with a particularly mobile external environment (space industry, production of high-tech products, computers, telephones and communications, biotechnology). The mobility of the external environment may be higher for some departments of the organization than for others (for example, the mobility of the environment for the R&D department is high, for production departments it is often low, etc.). Considering complex composition external environment and different mobility for departments, the organization must collect a lot of information about the external environment in order to make effective management decisions.

4. Uncertainty. The characteristic reflects the amount of information that the organization has on each specific environmental factor, as well as the level of reliability of the information. Lack of information or inaccurate information makes the environment more uncertain. The higher the uncertainty of the external environment, the more difficult it is to make management decisions.

Introduction

1. Characteristics of the external environment.
2. Environment of direct and indirect influence
3. a brief description of enterprises
4. Analysis of the external environment of the enterprise LLC "LMZ - STEMA"

Conclusion

Bibliography

Introduction.

Determining external environmental factors and the degree of their impact on the organization did not play a significant role in Russian socio-economic and political history. This is because during the seven decades preceding the ongoing market transition, entrepreneurial activity was prohibited by law and suppressed by communist ideology.

In general, during the years of the USSR this did not need to be done, since our country was an almost closed system. All enterprises worked only according to the State Planning Committee, which was “dropped” from above.

But now this topic is more than relevant, since after Russia’s transition to market relations, a large number of enterprises began to form. And the main task of these organizations was to survive in the environment that we have in our country. This environment has become very fluid and uncertain. And now, in order to survive, organizations have to pay attention and take into account all environmental factors. But to our managers and leaders Russian companies difficult to cope with this task. This is explained by the fact that the history of modern entrepreneurship and transition period The Russian economy has the shortest lifespan compared to the stable situation in other countries (for example, the USA).

Currently, we have begun to come closely to the problem of the survival of organizations in the external environment and mitigating the impact of environmental factors.

Another problem is the shortage scientific works for managers aimed directly at the Russian economy with its peculiarities. And therefore our managers have to turn to the works of foreign colleagues.

1. Characteristics of the external environment, role, significance.

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

However, the set of these factors and the assessment of their impact on economic activity are different, not only among the authors of scientific publications on management issues, but also among each company. Typically, in the management process, a company itself determines which factors and to what extent can affect the results of its activities in the current period and on future prospects, the conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions. Moreover, first of all, external environmental factors that influence the state of the company’s internal environment are identified and taken into account.

The external environment of the organization 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 limitless. And they are claimed by many other organizations located in the same environment. 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 would allow it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.

And so, 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, its potential and development trends, and the external environment, its development trends and the place occupied by the organization in it .

Many environmental factors can influence an organization. Previously, managers focused primarily on economic and technical circumstances, but changes in people's attitudes, social values, political forces and the scope of legal responsibilities have forced them to expand the range of external influences that need to be taken into account.

Main characteristics of the external environment:

1. Interconnectedness of factors: the force with which a change in one factor affects other factors.

2. Complexity: number and variety of factors, in a meaningful way influencing the organization.

3. Mobility: the relative rate of change in the environment.

4. Uncertainty: the relative amount of information about the environment and confidence in its accuracy.

Interrelation of environmental factors is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause changes in others. For example, in the 1970s, the decline in oil supplies, primarily due to the political structure and goals of other countries, had a profound impact on the overall health of the US economy.

The rise in prices for refined petroleum products led to a general increase in prices for everything. This same change became the catalyst for a series of government actions, such as attempts to regulate the temperature in public places, fuel distribution, the establishment of fuel efficiency standards, and the establishment of a large federal project to overcome energy dependence on other countries.

The fact of interconnectedness is especially significant for the global market, since the world is rapidly turning into a single market. External factors can no longer be considered in isolation; they are interconnected and change rapidly. Experts even introduced the concept of “chaotic change” (hyperturbulence) to describe the external environment of the 1980s, which was characterized by even faster changes and greater interconnectedness compared to the previous period. Going forward, the pace of change will continue to accelerate and the survival of an organization will be critically linked to the organization's level of knowledge about its environment.

Under complexity of the external environment understands the number of factors to which the organization must respond, as well as the level of variability of each factor.

An organization that is under direct pressure from government regulations, union bargaining, vested interests, multiple competitors, and rapid technological change is in a more complex environment than, for example, an organization concerned with the actions of only a few suppliers, a few competitors, and no unions. and slow changes in technology. In terms of the diversity of factors, an organization that uses numerous and different technologies that are undergoing more rapid development will be in more complex conditions than an organization that is not affected by all this. A less complex environment requires a less complex organizational structure, and such organizations also have to deal with a small number of parameters necessary for decision making.

Mobility of the medium is the speed at which changes occur in the organization's environment. The environment of modern organizations is changing at an increasing speed. The external environment is especially mobile, for example, in the pharmaceutical, chemical and electronics industries, while in mechanical engineering, the production of spare parts for cars, and in the confectionery industry, the rate of change is much lower.
In addition, the mobility of the external environment may be higher for some parts of the organization and lower for others. For example, the research and development department may be faced with a highly fluid environment, while the production department is immersed in a relatively slow-changing environment. Given the complexity of operating in a highly mobile environment, an organization or its units must rely on more diverse information to make decisions. effective solutions relative to its internal variables. This makes decision making more difficult.

Environmental uncertainty is a function of the amount of information an organization (or person) has about a particular factor, and also a function of the confidence in that information. If there is little information or there is doubt about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to believe that it is highly reliable. Dependence on the opinions of foreign experts or analytical materials presented on foreign language, exacerbates uncertainty. The more uncertain the external environment, the more difficult it is to make effective decisions.

2. Environment of direct and indirect influence.

ENVIRONMENT OF DIRECT INFLUENCE.

The characteristics of interconnectedness, complexity, fluidity and uncertainty describe both direct and indirect impact factors. The characteristics of the environment are different, but at the same time related to its factors. This relationship will become apparent when considering the key factors in the direct impact environment: suppliers, laws and government agencies, consumers and competitors.

1. Suppliers.

From the point of view of a systems approach, an organization is a mechanism for transforming incoming elements into outgoing ones. The main types of inputs are materials, equipment, energy, capital and labor. The dependency between an organization and the network of suppliers that provide the input of specified resources is an example of the impact of the environment on the operations and success of the organization.

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

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

Capital. For the functioning and development of an organization, capital is needed. Potential investors may include banks, federal loan programs, shareholders, and individuals accepting the company's notes or purchasing its bonds. The better the company is doing, the higher its ability to obtain the required amount of funds.

Labor resources. For the organization to operate effectively, to implement the tasks associated with achieving its goals, it is necessary to provide it with personnel with the necessary specialties and qualifications. The development of a number of industries is currently hampered by a lack of necessary specialists. Examples include many sectors of the computer industry. Many firms were forced to look for cheap labor in other countries.

Main concern modern organization is the selection and support of talented managers. In the conducted studies, when ranking a number of factors according to the degree of importance, company managers identified first of all: attracting highly qualified senior managers and training capable managers within the company. The fact that the development of managers' skills turned out to be higher in importance than profits, customer service and the payment of acceptable dividends to shareholders is a clear sign of the importance of the influx of this category of labor resources into the organization.

2. Laws and government bodies.

Labor laws and many other laws and government agencies affect an organization. In a predominantly private economy, the interaction between
buyers and sellers of every input and every output are subject to numerous legal restrictions. Every organization has a specific legal status, whether it is a sole proprietorship, a company, a corporation or a non-profit corporation, and this is what determines how the organization can conduct its affairs and what taxes it must pay.

The state of legislation is often characterized not only by its complexity, but also by its fluidity and sometimes even uncertainty. Codes of laws on workplace safety and health, environmental protection, consumer protection, financial protection, etc. are being developed and revised almost continuously. At the same time, the amount of work required to monitor and comply with current legislation is constantly increasing.

Government bodies. Organizations are required to comply not only with federal and local laws, but also with the requirements of government regulators. These bodies enforce laws in their respective areas of competence, and also introduce their own requirements, often having the force of law.

Lawmaking local authorities management. Local government regulations also complicate matters. Local governments require businesses to acquire licenses, limit the choice of where to do business, impose taxes on businesses, and, in the case of energy, telephone and insurance systems, for example, set prices. Some local laws modify federal regulations. An organization that conducts its business on the territory of dozens of federal subjects and dozens of foreign countries, is faced with a complex and diverse system of local institutions.

3. Consumers.

Renowned management expert Peter F. Drucker argues that the only true purpose business - to create a consumer. By this we mean that the very survival and justification of the existence of an organization depends on its ability to find a consumer for the results of its activities and satisfy their needs. The importance of consumers to business is obvious. However, non-profit and government organizations also have consumers in this sense. Thus, the government of the state and its apparatus exist only to serve the needs of citizens. The fact that citizens are consumers and deserve to be treated as such is, unfortunately, sometimes not obvious in everyday interactions with the state bureaucracy, but during election campaigns citizens are viewed as consumers who need to be “bought.”

Consumers, in deciding what goods and services they want and at what price, determine almost everything about an organization's performance. Thus, the need to satisfy customer needs influences the organization’s interactions with suppliers of materials and labor. The impact of consumers on internal structural variables can be quite significant.

4. Competitors

Competitors are the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if it does not satisfy the needs of consumers as effectively as competitors do, then the enterprise will not last long. In many cases, it is competitors, not consumers, who determine what kind of output can be sold and what price can be charged.
It is important to understand that consumers are not the only object of competition between organizations. Organizations may also compete for labor resources, materials, capital and the right to use certain technical innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of relationships between managers and subordinates.

ENVIRONMENT OF INDIRECT INFLUENCE.

Indirect environmental factors generally do not affect the operations of organizations as noticeably as direct environmental factors. However, management must take them into account. The indirect impact environment is usually more complex than the direct impact environment. Management is often forced to make assumptions about such an environment, based on incomplete information, in attempting to predict possible consequences for the organization.

The main environmental factors of indirect influence include: technology, the state of the economy, sociocultural and political factors, as well as relationships with local management organizations.

1. Technology.

Technology is both an internal variable and an external factor of great importance. (One should take into account a very broad interpretation of the term technology, which denotes processes, methods, and techniques for carrying out any production, service, and even creative activities.) Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of obsolescence of the product, the how information can be collected, stored, and distributed, and what kinds of services and new products customers expect from the organization.

The rate of technology change has increased markedly in recent decades. Among the major technological innovations that deeply affected the entire society and had a strong impact on specific organizations, we can note computer, laser, microwave, semiconductor technologies, integrated communication lines, robotics, satellite communications, nuclear energy, synthetic fuel and food production, genetic engineering etc. Renowned sociologist Daniel Bell believes that miniaturization technology will be considered the most valuable innovation in the future.

It is obvious that organizations that deal directly with high-level technology, knowledge-intensive enterprises, must be able to quickly respond to new developments and propose innovations themselves. At the same time, today all organizations, in order to remain competitive, must keep up with those developments on which the effectiveness of their activities depends.

2. State of the economy.

Management must also be able to assess how the organization's operations will be affected by general changes in the economy. The state of the global economy affects the cost of all inputs and the ability of consumers to purchase certain goods and services. For example, if inflation is forecast, management may increase resource inventories and negotiate fixed wages with workers to contain rising costs. It may also decide to make a loan because the money will be worth less when payments come due.

The state of the economy can greatly affect an organization's ability to obtain capital, since when the economic situation worsens, banks tighten the conditions for obtaining loans and increase interest rates. Also, when taxes are reduced, there is an increase in the amount of money that people can spend on non-essential purposes and, thereby, contribute to business development.

A particular change in the state of the economy can have a positive impact on some organizations and a negative impact on others. Organizations that do business in many countries often consider the state of the economy to be a particularly challenging and important aspect to them. Thus, fluctuations in the dollar exchange rate relative to the currencies of other countries can cause instant enrichment or impoverishment of a company.

3. Sociocultural factors.

Every organization operates in at least one cultural environment. Therefore, sociocultural factors, and above all, life values, traditions, and attitudes, influence the organization. For example, in the value system of American society, giving a bribe to obtain a lucrative contract or political benefits, spreading rumors discrediting a competitor are considered unethical and immoral actions, even when they cannot be considered illegal. However, in some other countries this practice may be considered quite normal.

Based on special studies, it was shown that the value systems of workers also change. In general, relatively younger workers want more independence and social interaction at work. Many workers and employees strive for work that requires more flexibility, has more content, does not infringe on freedom and awakens self-respect in a person. Many modern workers do not consider that all their working life will be carried out in one organization. These attitudes become especially important for managers in relation to their main function - motivating people taking into account the goals of the organization. These factors also determined the emergence of a position on social issues of the corporation.
Sociocultural factors also influence the products or services that result from a company's activities. A good example is the clothing industry. Another example is the passion over nuclear power plants, which has had a sharply negative impact on many companies associated with it.

The way organizations conduct their business also depends on sociocultural factors. For example, public opinion can put pressure on a company that has connections with organizations, groups, and possibly countries that are condemned in society. Consumer perceptions of quality service influence the everyday practices of retail stores and restaurants. The sociocultural impact on organizations has resulted in a growing emphasis on social responsibility.

According to R. Jones, former chairman General Electric's leadership, organizations must be able to anticipate changing public expectations and serve them more effectively than competitors. This means that the corporation itself must change, consciously transforming into an organization adapted to the new environment.

4. Political factors.

Some aspects of the political environment present leaders with special meaning. One of them is the position of the administration, legislative bodies and courts regarding business. This position influences government actions such as taxation of income, establishment of tax breaks or preferential trade tariffs, requirements for labor practices, consumer protection legislation, safety standards, environmental standards, price controls and wages and so on.

Another element of the political environment are special interest groups and lobbyists. All government regulatory agencies are subject to the attention of lobbying groups representing organizations affected by the decisions of these agencies.

The factor of political stability is of great importance for companies conducting operations or having sales markets in other countries. For a foreign investor or product exporter, political changes may result in restrictions on foreign ownership rights (or even nationalization) or the imposition of special import duties. Balance of payments or problems with servicing external debt may make it difficult for the money to be exported as profit. On the other hand, policy may change in a direction favorable to investors when the need for capital inflows from abroad arises. Establishing diplomatic relations can open the way to new markets.

5. Relations with the local population.

For any organization, as an environmental factor of indirect influence, the attitude of the local population, the social environment in which the organization operates, is of paramount importance. Organizations must make concerted efforts to maintain good relations with the local community. These efforts may take the form of school funding and public organizations, charitable activities, in supporting young talents, etc.

International factors

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

International factors should also be taken into account:

Changes in exchange rates;

Political decisions of investing countries;

Decisions made by international cartels

3. Brief description of the enterprise.

Lysvensky Metallurgical Plant is one of the oldest Ural enterprises. Founded and named in 1785 “The Lysvensky blast furnace and hammer plant of His Excellency Prince Boris Grigorievich Shakhovsky, his wife Princess Varvara Alexandrovna.”

In the history of the plant centuries-old traditions quality and craftsmanship. In the 19th century, sheet iron with the corporate seal of the owners of the enterprise - a mythical unicorn - was very popular on the world market.

In 1990, the plant was leased by the workforce from the state. In 1992, the rental plant was privatized in Otkrytoe Joint-Stock Company"Joint Stock Company Lysvensky Metallurgical Plant" with a workforce of 7,303 people, uniting 26 legally independent subsidiaries and dependent enterprises (in 1998 figures), the plant is currently undergoing a restructuring process, subsidiaries and dependent companies are again uniting into the Parent Company.

LLC "LMZ-STEMA" is one of the subsidiaries of the Joint Stock Company. The history of the emergence of the production of enamel cookware - the first enterprise in Russia for enameling products from thin sheet steel - dates back to 1913. Throughout its existence, the company has developed and improved.

Currently, LMZ-STEMA LLC is one of the largest domestic manufacturers of enameled steel cookware, as well as a manufacturer and developer of silicate enamels for coating metal surfaces, frits for the production of ceramics, aluminum, and cast iron products. Since the beginning of the 90s, the company has mastered the production of steel enameled sinks and classroom boards based on enameled steel sheets.

The purpose of the company's activities is to generate profit and increase the net assets of the company.

Location: 618900, Russia, Perm region, Lysva, st. Metallistov, 1

The average number of employees is 1614 people; including engineering and technical workers - 167 people.

The company has positive experience work on the supply of classroom whiteboards for the needs of educational institutions. More than 27 thousand offices in many cities of Russia are equipped with boards produced by LMZ-STEMA LLC.

The classroom board, produced by LMZ-STEMA LLC, with working surfaces made of rolled sheets with glass enamel coating, meets the technical characteristics of GOST 20064-86 “Classroom Boards” and SANPiN.

The surface of the board has increased performance properties:

• ease of writing with chalk, what is written is easily erased, which makes it possible to keep the boards clean without much effort;
• the ability to write with a marker (on a white surface), which allows the boards to be used in computer classes;
• contrast and image clarity;
• the possibility of using magnetic fastening of teaching aids;
• stain resistance;
• practically unlimited service life, because abrasion resistant

High quality, durable and the hygiene of the products is confirmed by ROSTEST - Moscow. LLC "LMZ-STEMA" on All-Russian competition“Only the best for children!” awarded for the high quality of classroom (school) boards with the right to label products golden quality mark “The best for children”. At the competition “All-Russian Brand (III Millennium). Quality mark of the 21st century" Moscow, the classroom board was awarded Gold quality mark.

4. Analysis of the external environment of the enterprise LLC "LMZ - STEMA".

1. 1. External environmental factors influencing market formation.

(in % of the corresponding period)

Factors of influence			2002 fact	2003 fact	2004 estimate	2005 forecast
Production volume in ferrous metallurgy
Investments in fixed assets
Increase in railway tariffs
Rising energy prices
Share of household cash expenditures on non-food products
Indexes consumer prices
Retail turnover of non-food products
Real disposable cash expenditures of the population
Consumer price index for non-food products
Quantity educational institutions
	Gymnasiums
	Colleges

2. Market characteristics.

The classroom whiteboard market is characterized as steadily growing. The annual market growth in 2004 was 5%, the board market capacity was 144,000 pieces, the share of LMZ-STEMA LLC was 4.4%. The annual increase in average market prices is 7%.

Forecast for 2005 year: growth of the classroom whiteboard market - 1.5%. Market capacity – 146,200 units, average market price growth – 7%.

Distribution of market shares in 2004:

Forecast of the share in 2005 of LMZ-STEMA LLC in the classroom whiteboard market 4.5%

Market characteristics	2004	2005 forecast	Reasons for the change in the market situation
Actual market capacity, thousand units/million rubles.		146,2	The market for classroom whiteboards is stable.
Market share of JSC AK LMZ, %
Market growth compared to the previous year, %			Increasing funding for the public education system
Prospects and market development trends	The classroom board market offers products based on enameled steel sheets and other materials from a number of manufacturers and intermediary companies that sell classroom boards of their own “screwdriver” assembly. The main manufacturers produce a wide range of boards using new technologies, and also specialize in the production of school furniture and have advantages in the comprehensive equipment of educational institutions. Main consumers: schools, universities, colleges, private gymnasiums, colleges. Most often, the provision of school (classroom) equipment occurs at the expense of the institutions’ own funds. Re-equipping classes (auditoriums) is slow due to insufficient financial resources and due to the long service life of school equipment, including blackboards. In addition, the dynamically developing computer market has a great influence on the distribution of budget funds. In some regions, the equipment of educational institutions is carried out centrally through regional and city education departments, which organize annual tenders for the supply of school equipment.
Seasonality factor	The market is subject to seasonal fluctuations, where the peak decline in demand for goods occurs in June - July, the peak of sales - at the beginning and end of school and the end calendar year(August-September, April-May, December).

3. Market segmentation.

Target (selected) segment, its characteristics	End-user requirements for classroom whiteboards	Name of product corresponding to this segment in terms of functionality and cost
Segment 1 Educational institutions with a source of funding from the budgetary sector: schools, secondary specialized institutions, universities	Quality that meets the requirements of RAO and MO (Russian Academy of Education and Ministry of Education) Long service life; Service (delivery, installation); Low price	Single-leaf classroom board; 3-leaf; lined, Green colour; white, combined
Segment 2 Educational institutions with independent sources of funding: private schools and gymnasiums, universities	High quality coating; dimensions; use of Europrofile (corners made of impact-resistant plastic); services (delivery, installation) Price-quality ratio; Possibility of writing with a marker, magnetic mounting of teaching aids, use as a projection screen.	Classroom board single-leaf, 3-leaf, 5-leaf, overall dimensions, color: green, white, combined
Segment 3 Commercial firms that use whiteboards in meeting rooms and offices.	Dimensions according to customer requirements, rotatable; use of Europrofile (corners made of impact-resistant plastic); eurodesign. Price-quality ratio; Possibility of writing with a marker.	Classroom board one; 3-leaf; rotating boards, easels; Color: white, green, combined

4. Characteristics of the competitive environment.

Manufacturers of classroom whiteboards in Russia:

1. PF "Svetoch +", Samara;
2. NPO "Rosmetall", Samara;
3. FSUE “Engineering and Technology”, Yekaterinburg;
4. LLC "LMZ-STEMA", Lysva;
5. LLC "NTZEP", Nizhny Tagil;
6. Linders DSK LLC, Moscow;
7. Vital PC LLC, Moscow;
8. Potok LLC, Ufa;
9. NIFTI, Krasnoyarsk;
10. OJSC "Siblitmash", Novosibirsk;
11. Regional center for staffing institutions of public education, Vladivostok;
12. Arsenal GRAU MO RF, Saransk;
13. LLC "Emal", Magnitogorsk.

Main competitors.

LLC PF "Svetoch +", Samara. The company was founded in 1993, in 2004 the number of employees reached 260 people, the production area is 12,000 m 2. The company produces up to 300 types of school furniture and classroom boards. It has a developed client network, including a dealer network (in 2004, the number of clients reached 1275) in 74 regions of Russia, Uzbekistan, Kazakhstan, and Tajikistan. The average monthly sales volume of enamel sheet-based classroom boards is approximately 3,000 units. Maximum participation in tenders for the supply of school equipment. For the production of boards, it uses enameled steel blanks produced by LMZ-STEMA LLC, in turn, it supplies components for rotary and partly for classroom boards to LMZ-STEMA LLC.

NPO "Rosmetall", Samara, the company was founded in 1990 for the production of school furniture and classroom boards based on enamel sheets and cork materials. In the production of boards based on enameled sheets, enameled steel blanks produced by Emal LLC, Magnitogorsk, VIZ LLC, Ekaterinburg, NTZEP LLC, N. Tagil, LMZ-STEMA LLC, as well as Belgian sheets are used for the production of dimensional boards. Average monthly sales volumes of classroom boards are approximately 3,000 pieces, including up to 2,000 pieces made from enamel sheets. The company has a dealer network in Russia, the Far East, the Baltic States, Kazakhstan, and participates in tenders in different cities.

Vital PC LLC, The warehouse is located in Moscow, the enterprise appeared on the market relatively recently, the main activity is the production of school and office furniture. Currently, in addition to furniture, they produce classroom boards based on enameled steel sheets purchased from domestic manufacturers. In the market of Moscow and the Central region, it pursues a dumping policy of development, provides a discount on boards based on volume: 3 boards - 1%; 5 boards – 2%; 7 boards – 4%; from 11 pieces or more – 5%. Provides delivery and assembly in Moscow, Moscow, Yaroslavl, Vladimir, Ryazan, Tula, Smolensk regions free of charge, subject to self-pickup of products provides an additional discount of 3%. According to competitors, the estimated monthly sales of whiteboards are 1000 - 1300 units.

Linders DSK LLC, Moscow , an enterprise for the production of furniture for offices and educational institutions, classroom boards, equipped with imported equipment. It has a wide range of products and a representative office in Belarus. According to competitors, the estimated monthly sales of whiteboards are 500 - 700 units.

Name main competitors	Average price 2004 (annual) rub.*	Volume of sales nat. vyr. / thousand roubles.*		Share market, %		Productive capacity, pcs/year	Competitive strategy
		2004	2005 forecast, pcs/thousand rub.	2004	2005 forecast
OJSC "AK LMZ" Lysva, Volga district		6363	6550				Increasing market share due to competitive prices and commercial partnership with LLC PF "Svetoch+".
LLC PF "Svetoch+", Samara, Volga district		36000	37200				Maintaining market leadership
NPO "Rosmetall", Samara Volga district		25000	26700				Increasing market share by expanding the range
Vital PC LLC, Moscow, Central District		15000	15800				Increasing market share through low prices and consumer incentives

* - average price, sales volume - including VAT

Price analysis

Name

color

LLC "LMZ-STEMA"

PF "Svetoch +"

Linders DSK LLC

NPO "Rosmetall"

LLC "Leader"

LLC "Emal"

Classroom board with one working surface

white green

Three-leaf classroom board with 5 working surfaces

combined combined white green combined

Classroom board with 7 work surfaces

combined

The price increase took place in February (JSC Emalposuda, reorganized into LLC Leader, N-Tagil; LLC LMZ-STEMA; LLC Emal, Magnitogorsk); in May-June (Linders DSK LLC, Moscow; Leader LLC; PF Svetoch + LLC, NPO Rosmetall, Samara); in October-November (LLC PF “Svetoch +”; NPO “Rosmetall”, Samara). Price comparison: prices of LMZ-STEMA LLC differed from the prices of PF Svetoch + on average by (– 4; +3%); NPO Rosmetall: (+1; +12%); Linders DSK LLC: (+ 9; + 12%); Leader LLC: (-16; - 5%).

In the board market, there are mainly one-time orders of products, sales revival occurs in August-September, the peak of the decline in demand occurs in May-July. In general, the situation remained stable throughout the year; there were no significant changes in the board market.

Item no.	Name of competitor organization	Competitive advantages	Competitive gaps
	Svetoch + LLC, Samara	market share	use of enamel sheet produced by LLC "LMZ - STEMA"
		trademark
		production of school furniture
		range
		promotion
		export supplies
		production of component materials
		sales promotion
	NPO "Rosmetall" Samara		package
		range
		availability of lined boards
		promotion
		production of school furniture
		lighter weight of classroom boards
		geographical location
		developed distribution channels
		market share
		use of imported enamel sheets for the production of VIP-class boards
		complete set with related items (chalk, lamps, markers, magnets)
	Linders DSK LLC Moscow	market share	lack of regular suppliers of enamel sheets
		range
		aluminum frame
		promotion
		geographical location
		production of school furniture
		advanced technologies in production (laser ruling)
		promotion of sales channels
	PC "Vital" Moscow		lack of regular suppliers of enamel sheets
		availability of lined boards
		production of boards from different materials
		geographical location
		market share
		promotion of sales channels
		services (delivery)
		production of school furniture

5. Position of LMZ-STEMA LLC in the classroom whiteboard market

Regional distribution of the classroom board .

(the dynamics of regional distribution are indicated in the appendix).

An analysis of the dynamics of the regional distribution of sales of classroom boards for 2003 - 2004 shows that the main share of sales volumes falls on the Volga Federal District.

1. Maintain the company's position in sales of classroom boards in the Volga Federal District, strengthen its position in the Far Eastern Federal District and Southern Federal District, through enhanced promotion of products, maintaining a competitive price level, improving the consumer properties of products, providing additional services (related products, delivery).

Sales dynamics over 4 years.

6. Functional strategies by product group

To achieve the goal: to take an equal leading position with the Svetoch + company, the company must follow a differentiation strategy

Product strategy

Ensuring technological quality in accordance with specifications and consumer requirements: Segment No. 1; 2; 3

pricing strategy

Segment No. 1; 2 The price is at the price level of the main competitors LLC “Svetoch +”, NPO “Rosmetall”, LLC “Vital PK” using volume discounts.

Segment #3 Increasing prices by creating additional consumer properties of market novelty according to consumer requirements.

distribution strategy

Increase the efficiency of sales activities using marketing communications in terms of developing distribution channels (sales channel incentive system; organization of a dealership system; warehouse network, network of sales intermediaries in large centers);

Segment No. 1; 3 Wholesale buyers, end consumers

Segment #2 Wholesale buyers, end consumers, Regional (city) educational institutions

Participation in tenders for the supply of school equipment.

Geographic distribution strategies:

Maintain the LLC's position in sales of classroom boards in the Volga Federal District, strengthen its position in the Far Eastern Federal District and Southern Federal District, through enhanced promotion of products, maintaining a competitive price level, improving the consumer properties of products, providing additional services (related products, delivery).

promotion strategy

1. 6. Program of activities to achieve the set goals.

Conclusion.

Analysis of the external environment is very important for developing an organization's strategy and a very complex process that requires influential monitoring of processes in the environment, assessment of factors and the establishment of connections between factors and those strengths and weaknesses, as well as opportunities and threats that exist in the external environment.

All environmental factors are in a state of strong mutual influence. A change in one of the factors necessarily leads to a change in other factors. Therefore, their study and analysis should be carried out not separately, but systematically, tracking not only the actual changes in one factor, but also the condition of how these changes will affect other factors.

Also, the degree of influence of individual factors on different organizations is different. In particular, the degree of influence manifests itself differently depending on the size of the organization and industries. In addition, the organization must make a list of those external factors that are potential threats to the organization. It is also necessary to have a list of those external factors, changes in which can open additional features for the organization.

In order for an organization to effectively study the state of factors, it must be created special system monitoring the external environment. This system should carry out both special observations related to some special events, and regular observations of the state of external factors important for the organization.

It is obvious that without knowing the environment, the organization cannot exist. However, it does not float surrounded like a boat without a rudder, oars or sail. An organization examines its environment to ensure its successful progress toward its goals.

1. Take part or visit exhibitions of school equipment;
2. Distribute commercial offers and advertising brochures to Education Departments, universities, colleges and private gymnasiums;
3. Through the Company's representative offices in local and regional authorities, lobby the interests of its manufacturers to limit the distribution channels of competitors in Perm region;
4. Limit the sales markets of the main competitor “Svetoch +” in the Ural region on the basis of contractual relations;
5. In conditions of dependence on suppliers of component materials, consider the possibility of in-house production of profiles, corners, trays, rotary racks, etc.
6. Create a dealer network through sales promotion activities;
7. Expand the product range of classroom whiteboards through the acquisition and use of imported profiles, increasing sizes and modifications, as well as introducing equipment for laser ruling of boards;
8. To improve the service, purchase and offer the consumer related products: magnetic buttons, chalk, lamp to illuminate the board, etc.
9. Delivery within the Perm region is free of charge.

Bibliography.

1. Meskon M., Albert M., Khedouri F. Fundamentals of Management. M. 1998.
2. Kuznetsov Yu.V., Podlesnykh V.N. Fundamentals of Management: Textbook. St. Petersburg 1998.
3. Vikhansky O.S., Naumov A.I. Management. M.1999.
4. Thompson A.A., Strickland A.J. Strategic management. M. 1998.
5. Gerchikova I.N. Management: Textbook. - 2nd ed., revised. and additional - M.: Banks and exchanges, UNITY, 1995.
6. Organisation management. Tutorial. Rumyantseva Z.P., Salomatin N.A., Akberdin R.Z., etc. - M.: INFRA-M. - 1996.
7. Ladanov I.D. "Practical Management", M. 1995
8. Weil P. “The Art of Management”, M. Lawyer, 1994
9. A.V. Young fellow “Management (strategy, structure, personnel)”, Moscow: Publishing House graduate School Economics, 1997

Main characteristics external environment that must be taken into account when making organizational decisions are presented in Fig. 22.

Complexity The external environment as a system is characterized by the presence of many elements, each of which is a subsystem, as well as the relationships between these elements.

The complexity of the external environment manifests itself in a number of ways.

Simple are environments that have relatively few elements, and the existing elements are very similar to each other and easy to understand.

Complex a complex environment implies: 1) the presence of a large number of factors, 2) each of which may differ significantly from the others, and 3) the relationship between them is very difficult to identify and analyze.

In a specific situation, the functioning of an organization is influenced by a large number of conditions and factors. They are of different nature. TO technical Factors include available technologies and materials. Social conditions and factors include social norms, values, preferences, etc. Organizational factors are the organizational structures used, types of economic relations. Economic, legal, political, cultural and historical factors and conditions can also be distinguished.

Figure 22. - Main characteristics of the external environment

The activities of the organization are influenced by international environment, especially if the organization has international operations. For example, it is necessary to take into account the customs and tax laws of the exporting or importing country, quality requirements, certification rules, etc.

Complexity external environment is manifested not only in the large number and diversity of its elements, but also in their interrelations. Here we can distinguish two levels of relationships. Firstly, this relationships between elements of one factor. An example could be the relationships between specific suppliers, between competitors, between elements of the legislative framework, and between government bodies regulating the activities of the organization. Secondly, this relationships between various factors external environment. For example, political instability impedes the inflow of investment, and consequently, technological renewal slows down, the supply of resources becomes difficult, etc. The complexity of the external environment has different effects on various internal variables of the organization, which is especially evident in the complex structure of the organization.

The second important characteristic the external environment is its dynamism. Accordingly, a distinction is made between static and dynamic environments. It is clear that such a distinction is rather arbitrary. Static external environment remains stable and unchanged over a period of time. Dynamic external environment is subject to certain changes that are sometimes very difficult to foresee.

For example, consider a workwear manufacturer that has long-term contracts to supply its products to several large enterprises, and manufacturer fashionable clothes. First manufacturer has one or two clients and produces a large number of its products, which very rarely undergo any changes. There is a constant demand for these products. The company producing such products operates in conditions simple and static external environment.

In contrast to the first manufacturer fashion manufacturer deals with a very large number of customers who can order clothes from many similar companies. Thus, this manufacturer's clientele will obviously be constantly changing. In addition, the range of products in this case is constantly changing depending on changes in fashion and styles. The second company operates in complex and dynamic external environment. This difference has significant and multifaceted implications for decision-making processes. In the second company important role decisions in the field of marketing, design, and service will play a role. The time for making decisions will be strictly limited. In the first company, the main decisions will be in the field of production. The most important task here is to ensure the rhythmic operation of the equipment and its efficient loading. This will reduce production costs and ensure timely fulfillment of orders.

The dynamism of the external environment manifests itself in a number of ways. In accordance with the process approach to management, the influence of the external environment on the organization is a process. Its content is changes in the external environment itself, which are characterized by the speed of transformation. They affect the legislative framework of economic activity, resource markets and the state of the competitive environment. The external environment of modern organizations is characterized by accelerating the pace of change under the influence of science, strengthening the internationalization of economic activities. The economy is becoming a sphere of technological application of scientific achievements.

Unevenness of changes in the external environment is manifested in different rates of change in this environment in specific industries and in individual elements of the external environment. For example, for organizations operating in knowledge-intensive industries (production of computer systems, biotechnology, telecommunications development, etc.), the external environment changes faster than in the furniture industry. Quite quickly in a transition economy, the legislative framework and the structure of government bodies regulating the activities of organizations change.

The dynamism of the external environment leads to an increase in its influence on the activities of organizations, especially those with an international status (carrying out operations in foreign markets, including foreign branches, etc.). The unevenness of changes in individual internal variables of the organization under the influence of the external environment is increasing.

Third characteristic external environment - its uncertainty. To take into account the complexity and dynamism of the external environment when developing management decisions, information is needed. However, the reliability of such information at the time of decision-making is always limited. The organization's ability to obtain and clarify information for a specific situation is also limited. Under the influence of the growing complexity of the external environment and its dynamism, the need for information increases, and the possibility of obtaining it for a specific rapidly changing situation is reduced. It leads to increased uncertainty in the external environment.

Most often, uncertainty when making a decision manifests itself in the form lack or excess of information. On the one hand, it is very difficult to carefully describe possible options, factors that cannot be controlled, to have data on the dynamics of the process that allow the decision-maker to predict the likelihood of the occurrence of certain environmental conditions and the possible consequences of decisions made. It is even more difficult to provide only the information that is truly necessary. On the other hand, some decisions may be driven by chance when very little is known about the alternatives and possible consequences of the decision. Thus, the level of information available is an important factor in the decision-making process. Information plays a central role in many phases of the decision-making process.

ENVIRONMENT OF DIRECT INFLUENCE

Basic elements of the direct impact environment are presented in Fig. 23. These are resource providers; consumers of products and services; competitors; government bodies and regulations that directly affect the activities of the organization.

The external environment of direct influence is specific external environment of a particular organization. It includes those elements of the external environment with which the organization interacts constantly or on a more or less regular basis.

For example, a large supermarket is in daily contact with elements of the external environment such as customers, suppliers and competitors. Less often, but also directly, the supermarket is in contact with such elements as the police, local governments, sanitary services and services involved in product certification. He will also have direct contact with such an element of the external environment as the local labor market. Supermarkets owe their existence and success to the changes that are taking place in social environment: improved quality of life, widespread use of automobiles, changes in income, etc.

Figure 23. - Main elements of the direct impact environment

Managers are aware of most elements of their organization's specific external environment. It is the source of greatest influence on the day-to-day decisions made by managers.

Any organization operates in a certain specific external environment and, as a result, faces a number of influences. Direct impact environmental analysis includes consideration of its individual elements and their interaction.

Suppliers ensure satisfaction of the organization's needs for various resources. Main types of resources: material, labor, financial, information. Security material resources includes the supply of raw materials and semi-finished products, components and assemblies, equipment, energy in accordance with the volumes and structure of needs, on time, subject to other consumer conditions. Providing financial resources includes the provision of the necessary resources in reasonable amounts and structure, relationships with investors, financial and commercial structures, the budget, and individuals.

For a modern organization, the importance of providing management with quality information is increasing. This may be information about sales markets, competitors' plans, priorities public policy, new product developments.

A special place is occupied by providing the organization with labor resources that correspond to it in quantity, structure, level of general and professional training, and age. The most significant here is the attraction of highly qualified senior managers, as well as the training of capable managers, including within the organization.

Consumers purchase manufactured goods or services. Depending on the volume of demand, small and large consumers are distinguished. Taking into account the latest requests is a necessary condition successful activities organizations. Depending on the attitude towards consumers, we can talk about different strategies of the organization: sell already produced products; produce products that the consumer needs; form your consumer, convincing him of the need to purchase the products that will be produced.

The state – its bodies and regulations – also directly impact the organization, and therefore belong to the environment of direct impact. These are tax and sanitary inspections, statistical authorities, etc.

As a result of the organization’s interaction with suppliers and consumers, a system of economic relations– one of the most important characteristics of the direct impact environment.

Another characteristic is state of the market environment. Here, first of all, the nature of the environment is determined - monopoly (pure, natural), oligopoly or monopolistic competition.

Competitors can fight for various objects (Fig. 24).

Objects of competition there may also be resources: labor, material and financial, scientific and technical developments, etc. Is it worth helping a competitor? During the crisis of the Chrysler Corporation, help came from a more powerful competitor, General Motors. What was the reason? Chrysler has a developed dealer network, primarily in the United States. And in the event of the collapse of the company, this network could be acquired by the dynamically developing foreign competitors of General Motors, which this company did not want to allow.

Government influence carried out through legislation and the activities of government bodies. Regulated by law labor Relations between employees and employers, tax, customs relations, labor protection, production conditions for certain types of products, protection of consumer rights, environmental load on the environment, etc.

Figure 24. - Objects of competition

State bodies, according to the nature of the functions they perform, can be divided into supervisory and regulating ones. In this case, various ways and methods of influencing organizations are used - issuing licenses, setting tax rates and quotas, regulating price levels and tariffs, determining construction sites, etc.

ENVIRONMENT OF INDIRECT INFLUENCE

Many of the basic elements of the external environment are common to most organizations at a given time. An economic downturn, for example, can have a devastating impact not only on the performance of a single industry, but also on the functioning of entire economic systems. These common factors shape the main external environment of the organization, within which organizations operate, and therefore managers, or the environment of indirect influence (Fig. 25).

Environmental factors of indirect influence have a more complex structure and multifaceted nature. They are influenced by the organization to a lesser extent than direct environmental factors. Information about the indirect impact environment is often incomplete. As the impact of this environment on the competitiveness of an organization increases, it is necessary to rely on subjective assessments rather than on analytical data.

Figure 25. - Main environmental factors of indirect impact

Technologies as an environmental factor of indirect influence, they characterize the general level of productive forces. This is the most dynamic factor in this environment. The level and pace of technology change varies widely across industries. However, the most knowledge-intensive industries and industries - computer technology, telecommunications systems, production of synthetic materials - have a significant and growing impact on other organizations and the efficiency of their activities. The labor-intensive and capital-intensive stages of production development have been replaced by high-tech technologies that allow saving traditional resources.

Inflation rates, unemployment, tax rates and bank loans, forms and scales state support business, etc. directly affect the organization’s relationships with suppliers and consumers, and the behavior of competitors. For example, the establishment of tax benefits contributes to the influx of capital, and therefore facilitates the satisfaction of the need for financial resources. The forecast of rising inflation encourages increasing inventories and obtaining loans. The increasing demand for material and financial resources also makes their acquisition more difficult.

State of the economy as an environmental factor of indirect impact, it includes a number of characteristics (Fig. 26).

Figure 26. - Main characteristics of the state of the economy

General characteristics economic systems - population size, availability and use of resources, type of government, monetary system, currency position, sectoral structure of the economy, parameters of the domestic market, volume, structure and geography of exports and imports, etc.

General terms development of entrepreneurship: characteristics of economic stability, presence of market and technical infrastructure, legislative framework, investment climate, conditions for the formation of new market entities, forms and scale of state regulation of the economy.

Specific condition stage of economic development - assessment of economic conditions, level and rate of inflation, phases of the economic cycle.

Sociocultural factors are manifested in social values ​​and attitudes, priorities, national traditions that influence the activities of the organization. Every country has ideas about ethical business practices, required service quality standards, and acceptable levels of environmental impact. Typical examples of such factors that must be taken into account by the organization are: the tradition of lifetime employment in Japan; the “green” movement and the demand for products made from natural fur; perceptions that women are risk-averse and their reluctance to advance to senior management positions.

Some social attitudes change with age. Relatively young workers strive for independence at work and willingly accept responsibility. At an older age, the desire to maintain one’s status, the desire for social security, etc. come to the fore. This influence of environmental factors must be taken into account in motivation systems.

Political factors determine the general political situation in the country, its level of stability and predictability. A high level of political risk leads to a slowdown in scientific and technological renewal of production, obsolescence of the structure, and a decrease in the competitiveness of national enterprises.

However, even in a relatively stable situation, clashes occur between various economic entities and political forces and lobbying groups representing their interests. In the transitional economy of Russia, this is a clash of three complexes - military-industrial, fuel and energy and agricultural. Currently, the struggle is in the area of ​​privatization of former state property, as well as over the distribution of budget funds. It is clear that the solution to these problems, on the one hand, is determined by political factors, and on the other, influences them.

Local government policy has a significant impact on employment in the region and the location of enterprises, their impact on the environment, the extraction and use of natural resources, the creation of industrial, technical and social infrastructure.

For example, the number of development sites is always limited. Currently local authorities are more interested in allocating them for the construction of production facilities rather than housing. One of the reasons for this is that employees pay income tax at the place of work.

Environmental factors of indirect influence differ significantly in various countries. This must be taken into account by organizations involved in international business (Fig. 27).

It is clear that the measure of the influence of environmental factors of indirect influence on the organization’s implementation various types international business will be significantly different. This influence is most significant when creating joint ventures, less when making capital investments, especially portfolio investments, and even less when issuing licenses.

The influence of specific environmental factors of indirect influence will also be different. A general prerequisite for effective international business is the political situation in the country where the organization operates. International business is significantly influenced by the state of the economy and the development of technology. In some cases, for example when exporting certain consumer goods, sociocultural factors can play a decisive role. When locating new production facilities, it is necessary to seek support from local authorities.

Figure 27. - Types of international business

An important external environmental factor that has an increasing impact on the international operations of enterprises is activities of international organizations. The structures of the European Union have the most multifaceted impact on the economic activities of organizations. An example here would be the Single Harmonized Competition Policy. The main directions of such a policy, competition rules within the EU have been determined, legislative regulation of the procedures for creating and registering companies, their activities, accounting and financial reporting, etc. has been agreed upon. An important result of this work was the adoption of the Charter of the European Union.

Another example of international regulation of the activities of organizations is the General Agreement on Tariffs and Trade (GATT), concluded in 1947 between 23 states (including the United States). Each of these states agreed to provide the others with equal and non-discriminatory trade treatment, reduce tariffs through multilateral agreements, and eventually eliminate import quotas.

Significant changes in the external environment of indirect influence will obviously continue to occur in the future. Such changes are sometimes regarded by managers as less significant for the organization than those short-term problems that arise from the specific external environment of the organization. This is due to a number of reasons:

1. Short-term problems require prompt settlement. They can take so much energy that there is little left for long-term problems. We by nature often associate urgency with importance.

2. Trends in the external environment of indirect influence difficult to identify. They are less definite and material than tendencies of a specific external environment.

Many organizations, especially smaller ones, may not have the necessary resources to create a channel in the main external environment - even when it is truly needed.

The success of an organization also critically depends on forces external to the organization and operating in the global external environment. In today's complex world for effective implementation management functions need to understand the effects of these external variables, which are described in this chapter.

Characteristics of the external environment.

Many environmental factors can influence an organization. Previously, managers focused primarily on economic and technical circumstances, but changes in people's attitudes, social values, political forces and the scope of legal responsibilities have forced them to expand the range of external influences that need to be taken into account.
Interconnectedness of environmental factors
INTERCONNECTION OF EXTERNAL ENVIRONMENTAL FACTORS is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause changes in others. For example, in the 1970s, the decline in oil supplies, primarily due to the political structure and goals of other countries, had a profound impact on the overall health of the US economy. The rise in prices for refined petroleum products led to a general increase in prices for everything. This same change became the catalyst for a series of government actions, such as attempts to regulate the temperature in public places, fuel distribution, the establishment of fuel efficiency standards, and the establishment of a large federal project to overcome energy dependence on other countries.
The fact of interconnectedness is especially significant for the global market, since the world is rapidly turning into a single market. External factors can no longer be considered in isolation; they are interconnected and change rapidly. Experts even introduced the concept of “chaotic change” (hyperturbulence) to describe the external environment of the 1980s, which was characterized by even faster changes and greater interconnectedness compared to the previous period. Going forward, the pace of change will continue to accelerate and the survival of an organization will be critically linked to the organization's level of knowledge about its environment.
Complexity of the external environment
THE COMPLEXITY OF THE EXTERNAL ENVIRONMENT refers to the number of factors to which the organization must respond, as well as the level of variability of each factor.
An organization that is under direct pressure from government regulations, union bargaining, vested interests, multiple competitors, and rapid technological change is in a more complex environment than, for example, an organization concerned with the actions of only a few suppliers, a few competitors, and no unions. and slow changes in technology. In terms of the diversity of factors, an organization that uses numerous and different technologies that are undergoing more rapid development will be in more complex conditions than an organization that is not affected by all this. A less complex environment requires a less complex organizational structure, and such organizations also have to deal with a small number of parameters necessary for decision making.

Mobility of the medium
ENVIRONMENTAL FLUIDITY is the speed with which changes occur in the organization's environment. The environment of modern organizations is changing at an increasing speed. The external environment is especially mobile, for example, in the pharmaceutical, chemical and electronics industries, while in mechanical engineering, the production of spare parts for cars, and in the confectionery industry, the rate of change is much lower.
In addition, the mobility of the external environment may be higher for some parts of the organization and lower for others. For example, the research and development department may be faced with a highly fluid environment, while the production department is immersed in a relatively slow-changing environment. Given the complexity of operating in a highly fluid environment, an organization or its units must rely on a greater variety of information to make effective decisions regarding its internal variables. This makes decision making more difficult.
Environmental uncertainty
UNCERTAINTY IN THE EXTERNAL ENVIRONMENT is a function of the amount of information an organization (or person) has about a particular factor, as well as a function of the confidence in this information. If there is little information or there is doubt about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to believe that it is highly reliable. Dependence on the opinions of foreign experts or analytical materials presented in a foreign language increases uncertainty. The more uncertain the external environment, the more difficult it is to make effective decisions.
Main characteristics of the external environment:
1. Interconnectedness of factors: the force with which a change in one factor affects other factors.
2. Complexity: the number and variety of factors that significantly influence the organization.
3. Mobility: the relative rate of change in the environment.
4. Uncertainty: the relative amount of information about the environment and confidence in its accuracy.

Direct exposure environment

The characteristics of interconnectedness, complexity, fluidity and uncertainty describe both direct and indirect impact factors. The characteristics of the environment are different, but at the same time related to its factors. This relationship will become apparent when considering the key factors in the direct impact environment: suppliers, laws and government agencies, consumers and competitors.
Suppliers
From the point of view of a systems approach, an organization is a mechanism for transforming incoming elements into outgoing ones. The main types of inputs are materials, equipment, energy, capital and labor. The dependency between an organization and the network of suppliers that provide the input of specified resources is an example of the impact of the environment on the operations and success of the organization.
In some cases, all organizations in a particular region do business with one or almost the same supplier. For example, energy provision, when all organizations receive energy at prices set by the state. However, changes such as price increases will affect the organization to the extent that it consumes energy.
MATERIALS. Some organizations depend on a continuous flow of materials. At the same time, in some regions, for example, in Japan, it is possible to use inventory limitation methods, i.e. Firms assume that the materials needed for the next stage of the production process must be delivered on time. Such a supply system requires extremely close interaction between the manufacturer and suppliers. At the same time, in other regions it may be necessary to find alternative suppliers or maintain a significant amount of inventory. However, inventories tie up money that has to be spent on materials and storage. This relationship between money and the supply of input materials illustrates well the interconnectedness of variables.
CAPITAL. For the functioning and development of an organization, capital is needed. Potential investors may include banks, federal loan programs, shareholders, and individuals accepting the company's notes or purchasing its bonds. The better the company is doing, the higher its ability to obtain the required amount of funds.
LABOR RESOURCES. For the organization to operate effectively, to implement the tasks associated with achieving its goals, it is necessary to provide it with personnel with the necessary specialties and qualifications. The development of a number of industries is currently hampered by a lack of necessary specialists. Examples include many sectors of the computer industry. Many firms were forced to look for cheap labor in other countries.
The main concern of a modern organization is the selection and support of talented managers. In the conducted studies, when ranking a number of factors according to the degree of importance, company managers identified first of all: attracting highly qualified senior managers and training capable managers within the company. The fact that the development of managers' skills turned out to be higher in importance than profits, customer service and the payment of acceptable dividends to shareholders is a clear sign of the importance of the influx of this category of labor resources into the organization.
Laws and government bodies
Labor laws and many other laws and government agencies affect an organization. In a predominantly private economy, the interaction between
buyers and sellers of every input and every output are subject to numerous legal restrictions. Every organization has a specific legal status, whether it is a sole proprietorship, a company, a corporation or a non-profit corporation, and this is what determines how the organization can conduct its affairs and what taxes it must pay.
The state of legislation is often characterized not only by its complexity, but also by its fluidity and sometimes even uncertainty. Codes of laws on workplace safety and health, environmental protection, consumer protection, financial protection, etc. are being developed and revised almost continuously. At the same time, the amount of work required to monitor and comply with current legislation is constantly increasing.
GOVERNMENT BODIES. Organizations are required to comply not only with federal and local laws, but also with the requirements of government regulators. These bodies enforce laws in their respective areas of competence, and also introduce their own requirements, often having the force of law.
LEGISLATION OF LOCAL GOVERNMENT BODIES. Local government regulations also complicate matters. Local governments require businesses to acquire licenses, limit the choice of where to do business, impose taxes on businesses, and, in the case of energy, telephone and insurance systems, for example, set prices. Some local laws modify federal regulations. An organization that conducts its business on the territory of dozens of federal subjects and dozens of foreign states is faced with a complex and diverse system of local regulations.
Consumers
Renowned management expert Peter F. Drucker argues that the only true purpose of business is to create customers. By this we mean that the very survival and justification of the existence of an organization depends on its ability to find a consumer for the results of its activities and satisfy their needs. The importance of consumers to business is obvious. However, non-profit and government organizations also have consumers in this sense. Thus, the government of the state and its apparatus exist only to serve the needs of citizens. The fact that citizens are consumers and deserve to be treated as such is, unfortunately, sometimes not obvious in everyday interactions with the state bureaucracy, but during election campaigns citizens are viewed as consumers who need to be “bought.”
Consumers, in deciding what goods and services they want and at what price, determine almost everything about an organization's performance. Thus, the need to satisfy customer needs influences the organization’s interactions with suppliers of materials and labor. The impact of consumers on internal structural variables can be quite significant.
Competitors
COMPETITORS are the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if it does not satisfy the needs of consumers as effectively as competitors do, then the enterprise will not last long. In many cases, it is competitors, not consumers, who determine what kind of output can be sold and what price can be charged.
It is important to understand that consumers are not the only object of competition between organizations. Organizations may also compete for labor, materials, capital, and the right to use certain technological innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of relationships between managers and subordinates.

Indirect Impact Environment

Indirect environmental factors generally do not affect the operations of organizations as noticeably as direct environmental factors. However, management must take them into account. The indirect impact environment is usually more complex than the direct impact environment. Management is often forced to make assumptions about such an environment, based on incomplete information, in attempting to predict possible consequences for the organization.
The main environmental factors of indirect influence include: technology, the state of the economy, sociocultural and political factors, as well as relationships with local management organizations.
Technology
TECHNOLOGY is both an internal variable and an external factor of great importance. (One should take into account a very broad interpretation of the term technology, which denotes processes, methods, and techniques for carrying out any production, service, and even creative activities.) Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of obsolescence of the product, the how information can be collected, stored, and distributed, and what kinds of services and new products customers expect from the organization.
The rate of technology change has increased markedly in recent decades. Among the major technological innovations that deeply affected the entire society and had a strong impact on specific organizations, we can note computer, laser, microwave, semiconductor technologies, integrated communication lines, robotics, satellite communications, nuclear energy, synthetic fuel and food production, genetic engineering etc. Renowned sociologist Daniel Bell believes that miniaturization technology will be considered the most valuable innovation in the future.
It is obvious that organizations that deal directly with high-level technology, knowledge-intensive enterprises, must be able to quickly respond to new developments and propose innovations themselves. At the same time, today all organizations, in order to remain competitive, must keep up with those developments on which the effectiveness of their activities depends.
State of the economy
Management must also be able to assess how the organization's operations will be affected by general changes in the economy. The state of the global economy affects the cost of all inputs and the ability of consumers to purchase certain goods and services. For example, if inflation is forecast, management may increase resource inventories and negotiate fixed wages with workers to contain rising costs. It may also decide to make a loan because the money will be worth less when payments come due.
The state of the economy can greatly affect an organization's ability to obtain capital, since when the economic situation worsens, banks tighten the conditions for obtaining loans and increase interest rates. Also, when taxes are reduced, there is an increase in the amount of money that people can spend on non-essential purposes and, thereby, contribute to business development.
A particular change in the state of the economy can have a positive impact on some organizations and a negative impact on others. Organizations that do business in many countries often consider the state of the economy to be a particularly challenging and important aspect to them. Thus, fluctuations in the dollar exchange rate relative to the currencies of other countries can cause instant enrichment or impoverishment of a company.
Socio-cultural factors
Every organization operates in at least one cultural environment. Therefore, sociocultural factors, and above all, life values, traditions, and attitudes, influence the organization. For example, in the value system of American society, giving a bribe to obtain a lucrative contract or political benefits, spreading rumors discrediting a competitor are considered unethical and immoral actions, even when they cannot be considered illegal. However, in some other countries this practice may be considered quite normal.
Based on special studies, it was shown that the value systems of workers also change. In general, relatively younger workers want more independence and social interaction at work. Many workers and employees strive for work that requires more flexibility, has more content, does not infringe on freedom and awakens self-respect in a person. Many modern workers do not believe that they will spend their entire working life in one organization. These attitudes become especially important for managers in relation to their main function - motivating people taking into account the goals of the organization. These factors also determined the emergence of a position on social issues of the corporation.
Sociocultural factors also influence the products or services that result from a company's activities. A good example is the clothing industry. Another example is the passion over nuclear power plants, which has had a sharply negative impact on many companies associated with it.
The way organizations conduct their business also depends on sociocultural factors. For example, public opinion can put pressure on a company that has connections with organizations, groups, and possibly countries that are condemned in society. Consumer perceptions of quality service influence the everyday practices of retail stores and restaurants. The sociocultural impact on organizations has resulted in a growing emphasis on social responsibility.
As R. Jones, former chairman of General Electric, noted, organizations must be able to anticipate changing public expectations and serve them more effectively than competitors. This means that the corporation itself must change, consciously transforming into an organization adapted to the new environment.
Political factors
Certain aspects of the political environment are of particular importance to leaders. One of them is the position of the administration, legislative bodies and courts regarding business. This position influences such government actions as taxation of income, establishment of tax breaks or preferential trade tariffs, requirements for labor practices, consumer protection legislation, safety standards, environmental standards, price and wage controls, etc. P.
Another element of the political environment are special interest groups and lobbyists. All government regulatory agencies are subject to the attention of lobbying groups representing organizations affected by the decisions of these agencies.
The factor of political stability is of great importance for companies conducting operations or having sales markets in other countries. For a foreign investor or product exporter, political changes may result in restrictions on foreign ownership rights (or even nationalization) or the imposition of special import duties. Balance of payments or problems with servicing external debt may make it difficult for the money to be exported as profit. On the other hand, policy may change in a direction favorable to investors when the need for capital inflows from abroad arises. Establishing diplomatic relations can open the way to new markets.
Relations with the local population
For any organization, as an environmental factor of indirect influence, the attitude of the local population, the social environment in which the organization operates, is of paramount importance. Organizations must make a deliberate effort to maintain good relationships with the local community. These efforts can be expressed in the form of funding schools and public organizations, charitable activities, supporting young talents, etc.
International factors
The external environment of organizations operating internationally is highly complex. This is due to a unique set of factors that characterize each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, and level of technological development differ in different countries. When carrying out the functions of planning, organizing, stimulating and controlling, these differences must be taken into account.
International factors should also be taken into account:
Changes in exchange rates;
Political decisions of investing countries affecting behavior organizations,may...

External Wednesday organizations (5)

Task >> Management

In the field of research external environment organizations devotes basic attention to studying only... the field of management. All these characteristics external environment organizations talk about high dynamics and... Natural resources, climate, type and the level of development of competitive...

External Wednesday organizations, her characteristics, composition and meaning

Abstract >> Management

Innovation of miniaturization technology. Today's innovations type point microelements and memory on..., and identify basic elements of direct and indirect impact external environment organizations; determine the content and characteristics the role of forecasting...

External Wednesday organizations, its features and influence

Coursework >> Management

Concept external environment organizations And basic factors... external environment, give them characteristics. The object of the study is external Wednesday organizations, subject - analysis of various factors external environment ... type. Chapter 4. Methods of analysis external environment ...

In what situations is Fiedler's relationship-oriented leadership style best suited? moderately favorable

In what cases are qualitative forecasting methods used? ? Lack of information obtained by quantitative forecasting methods

Which work design model uses a team approach? sociotechnical diagram

An example of multi-link technology (Thompson classification) may be: mass production assembly line

The furniture manufacturing company employs 90 people. There are 12 people reporting to the General Director. One of the Deputy Generals is his wife, Commercial Director. Financial Director went on vacation. Replaces him Chief Accountant. The control norm (controllability norm) of the General is: 12

Most dependent on national culture the following management concepts: work motivation, attitude to authority

In what type of structure is the principle of unity of command violated? matrix

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

What is the principle of unity of control? One person must bear full and absolute responsibility for the activities of the entire enterprise.

What are the features of cybernation relative to automation? Inclusion in the algorithm stage of using intelligence, i.e. ability to solve informal problems and find a way out in unforeseen situations.

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

What is special about the matrix structure? The matrix cell reports simultaneously to the head of the functional and product departments

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

What, according to Berchord, is the reason for the occurrence of formal organization? Need for protection from formal organization

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

Performing work under duress or through economic incentives is: extrinsic motivation

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

For what purposes is brainstorming used in the decision-making process? Identifying Alternatives

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

To be effective control it should be: economical

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

Why do you delegate your powers to other managers? For optimal solving a complex problem

What are the components of management? All of the above

Of the listed managers: 1. General director, 2. Heads of independent bodies, 3. Heads of workshops. Senior management includes 1

From the listed points: 1.Analysis of the wage level survey; 2. Conditions on the labor market; 3.Productivity and profitability of the organization. The salary structure is determined using: 1, 2, 3.

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

From the listed points: 1. Provides management with the information necessary for future planning; 2. Comparison of actually obtained and required results; 3.Promotes staff motivation. Features include 1, 2, 3

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

Avoidance is the optimal way to manage conflict: No

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

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

What type of communication can be classified as an order from the workshop manager to the site manager? downward communication

Which decision-making model refers to the choice of a satisfactory course of action? bounded rationality

What type of reference strategy is the creation of your own product sales system? integrated growth strategy

Which school of management does G. Emerson belong to? school of scientific management

According to G. Mintzberg, what type of manager roles does the role of “problem solver” belong to? decision-making roles

What type of communication networks does the “wheel” option belong to? centralized

What type of management structure does the following situation belong to: “The construction of a pipeline includes a number of technological operations: preparatory work, excavation work (trenching), welding work (welding pipes into a thread), insulation and laying of the pipeline in a trench, etc.? Production management for each type of work is entrusted to the head of the special construction department. Information about each process is received by the manager of the construction trust, and from him to the head of the department? linear control system

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

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

Classification according to the type of interaction between an organization and a person includes: corporate

The classification according to the type of interaction between departments in the organization includes: matrix

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

Organizational documents do not include: announcements about the start of sales

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

The functions of the strategic management level do not include: raw material inventory accounting

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

How should we react to the accumulation of information about the problem? Too much information is just as harmful as too little information

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

Which of the following communication roles performs the function of conveying messages in an organization? Svyaznoy

Which of the following theories of motivation is not a substantive theory? Porter Lawler model

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

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

What sequence of priorities will allow the company to succeed: people-products-profit

Which component is not included in the 7-S concept of Peters and Waterman? situation

What ability of a manager, according to McGregor, leads to success? Predicting human behavior.

Which structure is more centralized? linear-functional

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

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

What historical circumstances influenced the development of management? industrial Revolution

What criteria underlie the Vroom-Yetton leadership theory? making decisions

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

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

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

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

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

What are the structural ways to resolve conflicts? integration mechanisms

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

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

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

How should organizational culture change when the scope of control in an organization decreases? it will become more democratic

How can influence through fear be used against skilled workers? Intimidating with the possibility of hurting one's self-esteem

How can the needs in K. Alderfer's theory be satisfied? depending on needs low level to higher level needs

What main features should such a managerial archetype as a “Leader” have? The ability to communicate with people, the ability to recognize the potential of each person and interest him in fully using this potential

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

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

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

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

Which person should you choose as your new hire in most cases? The person best qualified to perform the actual work of the position held.

Which definition best suits the concept of “strategy”? a flexible long-term plan of action for the company in order to achieve competitive advantages

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

What type of authority would be most acceptable in a research group of highly qualified specialists? Expert

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

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

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

Which approach does not belong to well-known schools of management? new economic policy

Which leadership style according to R. Leikert is most relationship-oriented? participative

Which decision-making method can be considered informal? brainstorm

Which method of resolving interpersonal conflicts in the Blake-Mouton model is most focused on solving the problem? compromise

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

What is the meaning of the word “risk” when making decisions? Level of certainty with which the outcome can be predicted

What leadership style does McGregor's Theory X reflect? authoritarian

What type of relationship is not typical for corporate culture organizations? The combination of competition and cooperation in the activities of workers

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

What element of G. Mintzberg's organizational configuration is associated with the development of standards and regulations? technostructure

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

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

What type of relationship corresponds to the relationship between the foreman and the workshop manager? Linear relationships

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

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

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

The key factor in any management model is People

When an employee receives additional remuneration for exceeding the norm, this is: stimulation

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

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

Who was the founder of the administrative school? A. Fayol

Linear management organization allows you to formulate a management structure that is stable and durable

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

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

Management - it's science

Management is science that studies: management of intellectual, financial, raw and material resources

Management is mainly concerned with systems: open

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

What market is the differentiation strategy aimed at? mass

What should a quality control system in a modern enterprise primarily rely on: to assess product quality by workers during the production process

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

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

One of the main functions of management is: planning

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

Determine the main stages of building an organization? Determining the nature of the work. Distribution of work between individual management positions. Classification of management positions, construction of logical management groups on this basis.

Define the principles underlying management? All listed

Organizational structure is management system that determines the composition, interaction and subordination of its elements

Organizational change encounters the greatest resistance due to: incorrect sequence of actions

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

Main difference open system from closed is there is interaction with the external environment

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

Main control functions: planning, organization, motivation, control

The main thing in management by objectives is development of goals from top to bottom along the chain of command

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

The basic rule when determining salary levels is an absolutely accurate and objective determination of the nature of the labor invested and a comprehensive and impartial assessment of it.

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

What factor does not determine the type of production system? From regional employment programs

A distinctive feature of a formal organization is : conscious coordination of the actions of two or more persons

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

Partisanship is involving employees in problem analysis and solutions

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

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

Why the United States became the birthplace of modern management all listed

Why are methods of direct coercion and fear of punishment gradually replaced by methods of social coercion? The coercive mechanism no longer ensures the development of production

The rule is guarantee of performing specific actions in specific ways and in a specific individual situation

Management practice arose: together with the grouping of people into organized groups, such as tribes

Preliminary control of the organization's financial resources is budget

The limit of automation use is impossibility of eliminating unforeseen situations

When forming an organizational structure, compliance with the principle of unity of command is mandatory: No

When forming management structures, the following must be taken into account: quantity management levels. The degree of formality of their interaction. Degree of centralism. Complexity of organizational structure

An example of influence through reasonable faith is relationship between the patient and the attending physician

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

When starting to perform this or that work, a person expects with a certain degree of probability that the efforts he expended will bring the necessary result, which also, with a varying degree of probability, should be noticed by the manager and rewarded accordingly." This provision answers: Vroom's expectancy theory

A procedure is a sequence of actions that should be taken in a specific situation that tends to repeat itself

The process of delegation of authority involves the transfer of authority from a senior manager to subordinate managers to perform special tasks. What situation is typical for this process? Powers are transferred to a subordinate manager, and the senior manager continues to bear all responsibility.

The process of motivating oneself and others to take action to achieve personal or organizational goals is: motivation

The decision-making process begins with: identifying the problem

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

Managers have real influence when managing by objectives: top level

The head of a research organization relies primarily on following forms power (arrange sources in order of priority: 1 – highest priority, 5 – lowest priority): expert power - charisma - standard power - power based on reward - power based on coercion

Routine technologies require strengthening operational control: Yes

The most difficult and expensive element of control is measurement of results

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

Creating a store selling shelves, chairs, tables and bedside tables in a furniture manufacturing enterprise is strategy: vertical integration;

Stress in the workplace requires : regulation.

The stages of motivation according to Maslow are the need for development and recognition, social need and the need for security, basic needs

The essence of delegation is: transfer of power downwards and acceptance by a lower-level manager

Tactics is short term strategy

Max Weber's theory of bureaucracy substantiates the effectiveness of the distribution of powers in an organization according to the type: "Christmas trees"

Small-scale or single-piece production technology is usually used in companies such as "Boeing"

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

K. Lewin's three-phase model of change management (unfreezing - movement - new freezing) assumes the need to create a feeling of discomfort in employees: when the situation “unfreezes”

A middle manager should have the most developed: human skills

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

The success of Japanese corporations in competition with American companies are mainly due : using the characteristics of the national character of the Japanese when organizing business processes

Factors influencing individual behavior and success of activities are all of the above

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

The functions of strategic management of the president of the company cannot be delegated : No

Celts that can be used as standards for control are distinguished by the following: time frame, specific criterion

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

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

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

More often they resort to rotation in Japan

What is the danger of having too many subordinates? Loss of team control

How are the mission and goals of the organization different? degree of specification

What is a compromise when making a decision? Reducing benefits in one area to reduce undesirable consequences in another

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

What are called "sociotechnical systems"? People involved in production processes

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

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

What does a “centered diversification” strategy mean? when a firm produces a new product based on the same technology

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

What is meant by the term “coding”? choosing a way to indicate information content

What did A. Fayol understand by unity of command? one subordinate must obey only one to the manager

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

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

What is "motivation"? A feeling of lack of something, having a certain direction and focused on achieving a goal (desire to do something)

What is the “Sociotechnical System” of an organization with high technology production: integration of personnel and technology, delegation of responsibility for the final result.

What is “noise” in the communication process? everything that can affect the distortion of information

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

Is production labor management? Yes, since this type of activity is inevitable when high level specialization of production and is designed to ensure the integrity of the working body