4 internal and external environment of the enterprise. Internal and external environment of the enterprise

All organizations differ from each other in various aspects. However, they have characteristics common to all organizations. One of the most significant characteristics of an organization is its dependence on the external and internal environment. No organization can function in isolation, regardless of external reference points. They are largely dependent on the external environment. These are conditions and factors that arise in the environment regardless of the activities of the organization, affecting it in one way or another.
There are external and internal environmental factors.
EXTERNAL ENVIRONMENT OF THE ORGANIZATION - These are conditions and factors that arise independently of its (organization’s) activities and have a significant impact on it. In addition, they contribute to its functioning, survival and efficiency. External factors are divided into factors of direct and indirect impact.

To factors of direct impact include resource suppliers, consumers, competitors, labor resources, state, trade unions, shareholders (if the enterprise is joint stock company) that have a direct impact on the activities of the organization;
To factors of indirect impact include factors that do not directly affect the activities of the organization, but they should be taken into account to develop the right strategy. The following factors can be identified indirect impact:
1) political factors - main directions public policy and methods of its implementation; possible changes in the legislative, regulatory and technical framework; international agreements concluded by the government in the field of tariffs and trade, etc.;
2) economic forces - inflation rate; employment rate labor resources; international balance of payments; interest and tax rates; the size and dynamics of GDP; labor productivity, etc.;
3) social environmental factors - population’s attitude towards work and quality of life; customs and traditions existing in society; mentality of society; level of education, etc.;
4) technological factors - opportunities associated with the development of science and technology, which make it possible to quickly switch to the production and sale of a technologically promising product, and to predict the moment of abandonment of the technology used.
INTERNAL ENVIRONMENT OF THE ORGANIZATION - This is the environment that determines the technical and organizational conditions of the organization and is the result of management decisions. The organization analyzes the internal environment in order to identify the strengths and weaknesses of its activities. This is necessary because an organization cannot take advantage of external opportunities without having certain internal capabilities. At the same time, she needs to know her weak points, which can aggravate external threats and dangers. The internal environment of organizations includes the following main elements:
Production : volume, structure, production rates; product range; availability of raw materials and materials, level of reserves, speed of their use; available equipment fleet and the degree of its use, reserve capacity; production ecology; quality control; patents, trademarks, etc.
Staff: structure, qualifications, number of employees, labor productivity, staff turnover, labor costs, interests and needs of employees.
Management organization: organizational structure, management methods, management level, qualifications, abilities and interests of top management, prestige and image of the enterprise.
Marketing covers all processes associated with production planning and product sales, such as: manufactured goods, market share, distribution and sales channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing.
Finance - this is an indicator that allows you to see all the production and economic activities of an enterprise. Financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level.
Culture and image of the enterprise: factors that create the image of an enterprise; a high image of an enterprise allows you to attract highly qualified workers, stimulate consumers to purchase goods, etc.
THUS , internal environment of the organization is the source of her life force. It contains the potential that allows an organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization. The external environment is a source that supplies the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive. But the resources of the external environment are not unlimited. And 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. Therefore, the organization's interaction with the environment must maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.

3. Methods for studying and managing enterprise assets: fixed and working capital and their purpose.

Management of current assets of the enterprise is carried out in the following stages

I. Analysis of the current assets of the enterprise in the previous period.

The main purpose of this analysis is to determine the level of provision of an enterprise with current assets and to identify reserves for increasing the efficiency of their functioning. At the first stage of the analysis, the dynamics of the total volume of current assets used by the enterprise is considered - the rate of change in their average amount in comparison with the rate of change in the volume of product sales and the average amount of all assets; dynamics specific gravity current assets in the total assets of the enterprise. At the second stage of the analysis, the dynamics of the composition of the enterprise's current assets is considered in the context of their main types - stocks of raw materials, materials and semi-finished products; finished product inventories; current accounts receivable balances of monetary assets and their equivalents. During this stage of analysis, the rate of change in the amount of each of these types of current assets is calculated and studied in comparison with the rate of change in the volume of production and sales of products; The dynamics of the share of the main types of current assets in their total amount is considered. Analysis of the composition of an enterprise's current assets by individual types allows us to assess the level of their liquidity. At the third stage of the analysis, the turnover of individual types of current assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the turnover period of current assets. At the fourth stage of the analysis, the composition of sources of financing current assets is considered - the dynamics of their amount and share in the total volume of financial resources invested in these assets; The level of financial risk generated by the current structure of sources of financing current assets is determined. The results of the analysis make it possible to determine the overall level of efficiency in managing current assets at the enterprise and identify the main directions for its improvement in the coming period.

II. Choosing a policy for the formation of current assets of an enterprise.

Such a policy should reflect the general philosophy financial management enterprise from the standpoint of an acceptable balance between the level of profitability and risk.

III. Optimization of the volume of current assets.

At this stage, a system of measures is determined to reduce the duration of the enterprise’s production and financial cycles, which should not lead to a decrease in production volumes and sales of products. The total volume of current assets for the coming period is also determined here:

OAp = ZSp + ZGp + DZp + DAp + Pp, (4)

where OAp is the total volume of current assets of the enterprise at the end of the upcoming period under consideration;

ZSP - the amount of stocks of raw materials and supplies at the end of the upcoming period;

ZGP - the amount of finished goods inventories at the end of the upcoming period (including the recalculated volume of work in progress);

DZp - the amount of current receivables at the end of the upcoming period;

DAp - the amount of monetary assets at the end of the upcoming period;

Pp - the amount of other current assets at the end of the upcoming period.

IV. Optimization of the ratio of the constant and variable parts of current assets. The need for certain types of current assets and their amount as a whole fluctuates significantly depending on seasonal and other features of the existence of operating activities. Therefore, in the process of managing current assets, their seasonal (or other cyclical) component should be determined, which is the difference between the maximum and minimum demand for them throughout the year.

V. Ensuring the necessary liquidity of current assets is achieved by the correct ratio of the share of current assets in the form of cash, high- and medium-liquid assets.

VI. Ensuring the necessary profitability of current assets is achieved by timely use of the temporarily free balance of monetary assets to form an effective portfolio of short-term financial investments.

VII. Minimizing losses of current assets during their use. At this stage, measures are developed to reduce the risk of losses from various factors (primarily inflation and related to the possibility of non-payment of receivables).

VIII. Selection of forms and sources of financing of current assets.

At this stage, the cost of attracting various sources of financing is taken into account.

Sources of financing of current assets are indistinguishable in the process of capital circulation. The choice of appropriate sources of financing ultimately determines the relationship between the level of efficiency in the use of capital and the level of risk of the financial stability and solvency of the enterprise.

The division of current assets into own and borrowed indicates the sources of origin and forms of provision of current assets to the enterprise for permanent or temporary use.

Own current assets are formed due to equity enterprises (authorized capital, reserve capital, retained earnings, etc.), and are in permanent use. The enterprise's need for its own current assets is the object of planning and is reflected in its financial plan.

The ratio of self-sufficiency of the total value of current assets:

Ko = Coa/OA, (5)

where Ko is the coefficient of security of own assets,

SSR - own current assets,

OA - the amount of current assets, i.e. page 290 balance.

Borrowed current assets are formed on the basis of bank loans and accounts payable. All borrowed assets are provided for temporary use. One part of these assets (credits and borrowings) is paid, the other (accounts payable) is, as a rule, free.

The goals and nature of the use of certain types of current assets have significant distinctive features. Therefore, in enterprises with a large volume of current assets used, they are divided into main types.

Let's consider the features of managing certain types of current assets of an enterprise.

One of the main types of current assets is the enterprise's inventories, which include raw materials, work in progress, finished goods and other inventories.

Inventory management can be divided into two parts16:

· the first part is the preparation of reports on reserves and processing of other data related to the current control of their level.

· the second part is periodic monitoring of reserves.

Effective inventory management allows you to reduce the duration of the production and entire operating cycle, reduce the current costs of storing them, and release part of the financial resources from the current economic turnover, reinvesting them in other assets. Ensuring this efficiency is achieved through the development and implementation of special financial policy inventory management.

The inventory management policy is part of the overall policy for managing current assets of an enterprise, which consists of optimizing the overall size and structure of inventories of inventory items, minimizing the costs of their maintenance and ensuring effective control over their movement.

The development of an inventory management policy covers a number of sequentially performed works, the main ones of which are the following:

1. analysis of inventory inventories in the previous period;

2. determining the goals of stock formation;

3. optimization of the size of the main groups of current stocks;

4. justification of inventory accounting policy;

5. building effective systems for monitoring the movement of inventories at the enterprise;

The fixed assets of an industrial enterprise (association) are a set of material assets created social work, participating in the production process for a long time in an unchanged natural form and transferring their value to the manufactured products in parts as they wear out.

Despite the fact that non-production fixed assets do not have any direct impact on the volume of production or the growth of labor productivity, a constant increase in these funds is associated with an improvement in the well-being of the enterprise’s workers, an increase in the material and cultural standard of their lives, which ultimately affects result of the enterprise's activities. Fixed assets are the most important and predominant part of all funds in industry (meaning fixed and circulating assets, as well as circulating funds). They determine the production capacity of enterprises, characterize their technical equipment, and are directly related to labor productivity, mechanization, production automation, production costs, profits and profitability levels.

Course work

External and internal environment of the enterprise

Introduction

Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation. The internal environment of an organization is the source of its lifeblood. It contains the potential that enables an organization to function, and therefore to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.

The external environment is the source that supplies the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive. But the resources of the external environment are not unlimited. And 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 allows it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.

The relevance of the topic is due to the fact that the modern enterprise environment is characterized by an extremely high degree of complexity, dynamism and uncertainty. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. Moreover, in an increasing number of cases, it is a condition for survival and development. 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. At the same time, both the internal environment and the external environment are studied by strategic management primarily in order to reveal those threats and opportunities that the organization must take into account when defining its goals and achieving them.

1. The concept of the environment and its importance for the successful operation of an enterprise in the market

.1 Characteristics of the internal environment of the enterprise

legal management internal

As the internal environment of an enterprise, it is customary to consider all intra-company components that form it into a single system and are amenable to some specific control influence from the company’s employees (managers and performers).

Internal variables are situational factors within an organization. Since organizations are human-created systems, internal variables are primarily the result of management decisions.

The main variables in an organization that require management's attention are goals, structure, objectives, technology and people.

Goals is a specific end state or desired result that a specific group strives to achieve by working together.

Goals have the property of being long-term constant and a certain level of objectivity. Only clear, clearly formulated goals, the totality of which is systemic in nature, lead to effective results.

An organization always has at least one common goal that all members of the workforce strive to achieve. In practice, it is very rare to find organizations that have only one goal. Organizations that have multiple interrelated goals are called complex organizations. It is important that the intended labor collective the goals were realistic and achievable.

As the basis for its planned or ongoing activities, the company, represented by its management, “lays” (determines) the main goal, the achievement of which is simply impossible from a number of subgoals, each of which, in turn, consists of subgoals of the next level (sublevel), etc., which ultimately make up the “goal tree”.

As a result of the formation and formulation of the entire “tree of goals” system, a “main goal” should be obtained as the result of the final activity of the company (organization), a set of sublevels down to the very “lowest”, which should represent specific tasks that ensure the achievement of immediate (neighboring) tasks subgoals (n-1). “n” refers to the total number of sublevels in the “goal tree”.

The structure of the organization reflects the existing division of individual divisions in the organization, the connections between these divisions and the unification of divisions into a single whole.

The structure of an organization is a logical relationship between management levels and functional areas, built in a form that allows the organization's goals to be most effectively achieved.

In the process of analyzing the internal environment, it is necessary to identify correspondences between the structure of the organization and the strategy it analyzes, between which there is a certain connection. A. Chandler discovered that a change in strategy would later lead to certain change structure and highlighted several important assumptions:

§ Organizations with limited markets for products and simple operations tend to form a linear-functional structure and are centralized in matters of strategy.

§ As the organization develops, there is a tendency towards decentralization of its structural divisions.

§ As organizations become more strategically differentiated, they become more free to choose their structures, use less rigid control, and place a greater value on awareness and creativity.

The means to solve such problems is the creation of matrix and network structures.

The internal review process should focus on whether the organization's structure is suitable for pursuing and implementing the strategy. Analysis of organizational structure is, first of all, an analysis of performance results, which are closely related to structural problems.

Tasks. A task in management is understood as a prescribed (given) work, a series of works (set) or a part of work that must be completed in a predetermined way within a predetermined time frame. From a technical point of view, tasks are prescribed not by the individual, but by the position in which the person belongs. The management of the organization, creating a structure (organizational and functional) for each position, determines for the employee a number of tasks (tasks, operations, actions), which are considered as necessary activities to achieve the goals of the organization. It is believed that a task completed in a prescribed manner and within a given time frame ensures the success of the organization and its units.

Traditionally, the tasks of an organization are usually divided into three categories: working with people, technology (including raw materials and tools) and with information. The frequency and totality of actions performed in operations, together with time, form the technology of work processes. The tasks of managers in managing the work of departments and the organization as a whole are no exception.

Technologies. As defined by Lewis Davies, “technology is the combination of skills, equipment, infrastructure, tools and related technical knowledge necessary to bring about desired changes in materials, information and people.” That. It is clear that tasks and technology are closely interrelated.

Technology, as a factor that greatly influences organizational effectiveness, requires careful study and classification. There are several ways of classification. Joan Woodward's classification of technology is the most famous. It will highlight three categories of technologies:

Single-piece, small-scale or individual production, where only one product is manufactured at a time.

Mass or large-scale production is used to make a large number of products that are identical or very similar to each other.

Continuous manufacturing uses automated equipment that runs around the clock to continuously produce the same product in large volumes. Examples - oil refining, operation of power plants.

One type of technology cannot be said to be better than another. In one case, one type may be more acceptable, while in another, the opposite type is more suitable. People determine the ultimate suitability of a given technology when they make their consumer choices. Within an organization, people are an important deciding factor in determining the relative suitability of a given task and the content of operations to selected technologies. No technology can be useful and no task can be accomplished without the cooperation of people, who are the fifth internal variable.

People. If management and/or even individual managers do not recognize that each employee is (or should be) an individual with his own personality and specific needs, then the organization's ability and ability to achieve its goals will be compromised. Nowadays, no one objects to the fact that management achieves the goals of the organization through other people. It has become obvious that people are a central factor in any model of managing the internal environment (internal factors and / or the main “pain points” of the organization). Thus, in the personnel system it is necessary to deal with people, and in three components: the behavior of individuals, the behavior of people in groups and the components of the behavior of managers, the functioning of managers, especially in the role of leaders, and the specifics of their influence on the behavior of individuals and groups.

A person in society and at work depends on a complex combination and interaction of his individual characteristics and the external environment.

The most important task of human resources activities is to ensure that the organization has the required number of personnel required level and that staff meet the needs of the strategy.

1.2 Characteristics of the external environment of the enterprise

The external environment is all those factors that are outside the organization and can influence it. The external environment in which an organization has to operate is in constant motion and subject to change. Consumer tastes are changing, the market exchange rate of the ruble against other currencies is changing, new laws and taxes are being introduced, market structures, new technologies are revolutionizing production processes, etc. An organization's ability to respond and cope with these environmental changes is one of the most important components of its success. At the same time, this ability is a condition for the existence of planned strategic changes.

However, the set of environmental 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 present period and in the future.

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. To ensure a long-term sustainable existence of an enterprise, it is necessary to have information about environmental factors and the activities of the enterprise itself.

Today, all external factors have begun to be divided into components of general, direct and indirect impact. General impact factors usually include those that are most common to all organizations: the state of the economy in a given situation and the impact of this state on specific areas of business and a given type of company; state policy in relation to various business systems; the state of legal protection of businesses, specific organizations, legal entities and individuals; attitude of the general population to this species business activity and specific organization; management methods that the state uses in relation to various organizations.

As a result of the influence of these groups of factors, a model of the influence of external factors was formulated (Fig. 4), grouped into four main groups: legislative and political influence; economics and competition; social and cultural, as well as suppliers and technology. All groups are interconnected and can be characterized by certain trends of change.

In recent years, the presented model has been specified with components of direct and indirect impact. Factors of direct impact began to include consumers, competitors, suppliers, government agencies, financial organizations, sources of labor resources relevant to the activities (operations) of a particular organization.

The environment of direct influence is a factor that directly affects the activities of the organization, which, while carrying out its operational work, experiences this direct and immediate influence from the outside.

Let us briefly consider the main factors of direct impact.

Suppliers play a special role, since organizations of any nature and complexity are most directly dependent on the network of suppliers of materials and equipment, energy consumed, capital and the necessary employees (labor resources) for the company.

The network of domestic and international (foreign) suppliers may become more complex and expensive as a result of policy and legal changes in the supplying country. There is no need to list examples of blockade actions in individual regions and countries by neighbors and by UN decision, which blocked supplies from Iraq, Iran, Yugoslavia and other countries.

It is especially dangerous for the efficiency of a company when a number of organizations in the region work with only one supplier of raw materials, materials or energy resources. In these cases, it is possible for the supplier to set monopoly prices, and it is simply impossible to find an alternative supplier. It is even more difficult when the supplier is organizations (firms) in other countries.

The materials necessary for the production process play a decisive role in the life of the organization, and this forces them to accumulate and maintain certain reserve volumes, tying up significant sums of money for the period of storage until inclusion in production activities.

For growth and prosperity, a company needs not only suppliers of materials, but also suppliers capital. There are several such potential investors: banks, federal and international loans for the implementation of specific programs, shareholders and specific individuals buying shares of specific companies or special programs. As a rule, the better the company is doing, the higher its ability to negotiate favorable terms with suppliers and obtain the required amount of funds. Small enterprises, especially venture ones, today experience great difficulties in obtaining the necessary funds.

Most organizations experience considerable difficulties in providing labor resources for both performers and managers. Complex technologies and equipment require specialists with appropriate training. For example, booming computer technology industries require highly skilled engineers and technicians, experienced programmers and system developers. Firms feel a constant shortage of managers, especially middle and senior management.

Laws and government bodies promote the development of business or can hinder its development, and sometimes even prohibit it altogether. Organizations carrying out business activities are required to comply not only with national laws and regional legislative bodies, but also with the requirements of government bodies that regulate and supervise business operations. National and foreign governments can be the main regulators of their activities, sources of subsidies, employers and customers for a number of organizations. This may mean that for these organizations, assessing the political environment may be the most important aspect of environmental analysis. This assessment is carried out through detailing the political and legal factors affecting the organization. Let us highlight the most common factors for analyzing the external environment: changes in tax legislation, the balance of political forces; business-government relations; patent law; environmental legislation; government spending; antimonopoly legislation; money-credit policy; government regulation; political conditions in foreign countries, the size of state budgets; government relations with foreign countries.

Consumers are one of the “cornerstones” of effective business. P. Drucker claims that the only goal of business is to create a consumer. Management classics argue that the existence and efficient operation An organization depends on its ability to find consumers for the results of its activities, both goods and services, in order to satisfy customer needs. Such organizations include the entire state system, whose organizations do not carry out commercial activities, i.e. do not participate in making profits.

In all economically developed countries, a system has already developed in which it is the consumer who decides what goods and services they want and at what price they are willing to receive them.

In recent years, a system for the formation and expansion of such demand has been developing more and more intensively, when demand is stimulated and initiated specifically in the interests of the creators of various offers.

And one more important factor of direct impact is competitors.

The management of each enterprise clearly understands that if it does not satisfy the needs of consumers as effectively as competitors do, the enterprise will not stay afloat for long. In many cases, it is competitors, not consumers, who determine what kind of output can be sold and what price can be charged.

Underestimation of competitors and overestimation of markets even lead to largest companies to significant losses and crises. It is important to understand that consumers are not single object rivalry between organizations. The latter 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.

The modern development of science and technology in the conditions of scientific and technological revolution has significantly intensified the competition between firms. The most important condition for the prosperity of a company is its constant improvement and, above all, on the basis of modern achievements of science and technology. A scientific discovery or a fundamentally new product or service can lift a company to the pinnacle of success.

At the same time, it should be noted that competition sometimes pushes firms to create agreements of various types between them, from market division to cooperation between competitors.

Each of these factors provides certain assistance to operational activities or counteracts the achievement of effective desired results.

The environment (factors) of indirect impact according to some parameters specifies the above factors characteristic of the general impact and expands their list (Fig. 1.2.3).

The environment of indirect influence is more complex than the environment of direct influence. As a rule, information about the environment of indirect influence is more complex and less complete and reliable. At the same time, environmental factors of indirect influence can, under certain conditions, act as strong factors of direct influence.

The uncertainty of the external environment is a consequence of the amount of information that an organization has in relation to a given factor, as well as the degree (level) of confidence in its accuracy.

It is customary to consider as environmental factors of indirect impact: technology, the state of the economy, relations with the local population, socio-cultural and political. Let's look at them briefly.

Technology is a factor of external influence when we're talking about about existing, most advanced or outdated technologies common in the field of this business activity in the world and partner countries. At the same time, technology is an internal factor, in the form of a system of innovations with which goods and/or services are manufactured and sold. Thus, there are two components, two levels of technology: accepted and used by the organization as an internal factor and the most widespread in its field of activity in the country of residence of the organization and in other countries in this industry. New technologies are quickly associated, forming fundamentally new ones with higher capabilities. Over the past decade, microminiaturization of consumer and industrial electronics has sharply increased, and the movement of information flows has accelerated.

The state of the economy determines the speed of capital movement from the production sphere to the trade sphere and from one country to another. Any specific change in the economy has different impact in the spheres of production and trade, various systems services, etc. It is especially important to take into account the state of the economy and the most important trends in its changes in organizations that carry out their business activities simultaneously in a number of countries. The efficiency of business activities is strongly influenced by changes in exchange rates, which largely depend on the state of the economy and the most important trends in its change.

Relations with the local population are very important for an organization, since the level of efficiency of its functioning in a given location depends on it. There are three obligatory conditions for the organization: filling the market (market niche) with an acceptable product (quality, cost), creating new jobs for the population and the required level (defined, established by local conditions) of environmental friendliness of production activities. As in any area of ​​business and mutually beneficial partnership, the principle “beneficial together” is the most effective and lasting.

It becomes clear that the organization needs to maintain good relations with local communities, self-government structures and significant societies, which is the purposeful and very important work of the company’s managers.

Every organization operates in at least one political and one cultural environment. Socio-cultural and political components significantly influence the activities of business structures and depend on the behavior of top-level managers of the organization and their relationships with local administration, political and socio-cultural systems. Depending on the relationship with the company, its image, degree of fame and other factors, the business situation is formed.

Socio-cultural factors influence a number of other components, such as the traditions of the attitude of the main part of the population or certain groups towards certain types of goods and services, the homogeneity of buyers (clients) and their number in different groups, the rate of change in the parameters of the main consumed goods and services, attitudes to certain population groups (women, certain groups or national minorities, etc.).

Political system and politics government agencies and government agencies established existing payment levels various categories The working population is determined by the volume of purchases by the main buyers, their attitude towards local (domestic) and foreign goods, this, in turn, affects the volume of exports of goods and services.

Some political factors are especially important to consider for business leaders. These primarily include those areas of business that are supported by the country's leaders, administrative bodies and main parliamentary groups, which quite often correlates with the socio-cultural traditions of the country and region. As a result, certain tax incentives or preferential trade duties may be created, legislation regarding the conditions of employment and promotion in the labor process of representatives of the host country or national minorities, legislation to protect the market for certain local goods and consumers, various safety standards, environmental standards, control over the level of prices and wages, etc.

International environment. Everything previously discussed becomes much more complex for those organizations that systematically work abroad. In the process of functioning of an organization, it is necessary to take into account the specifics of forecasting when planning, the ability to effectively organize, promptly manage and control the work of both individuals and the organization as a whole.

A significant role is played by the types of international business in which an organization abroad participates, the specifics of international and domestic influence on existing methods and forms of management international business and the main directions in its further development.

Types of international business include exporting and importing goods and services.

International economic activity must take into account all international agreements and features of trade and economic law in partner countries.

International business management is carried out through ways and means of penetrating new market spaces (regions), through exports, licensing, joint ventures, direct investments and multinational corporations. Penetration into new markets, in turn, is inextricably linked and can be based on four types of factors: cultural, economic, legislative and level of government regulation in international relations and management activities in relation to international relations.

From all of the above, we can conclude that the company’s management must take into account the external environment as a single holistic impact due to the fact that the organization is an open system and depends on the resources used and the results of interaction with the external environment. Factors that have an immediate impact on the organization belong to the environment of direct influence, all others - to the environment of indirect influence. The organization must respond to changes in the external environment in a timely and effective manner, adapt to them in order to ensure survival and achieve its goals.

2. “UE “Business Initiative””: direction and specialization of activities, legal status, management structure and analysis

.1 Characteristics of the enterprise

The unitary enterprise “Business Initiative” was created in accordance with the legislation of the Republic of Belarus and registered on November 27, 2000. The main purpose of creating the Unitary Enterprise “Business Initiative” is to carry out economic activities aimed at making a profit. Types of activities of UE “Business Initiative”:

• production of plastic cards (advertising and discount cards, club cards, banking cards, insurance cards, internet cards, passes);
• production of souvenirs (keychains, mugs, badges, pens, flags, diaries) using various methods.
• provision of printing services ( offset printing, risography, full-color digital printing, silk-screen printing, post-printing services);

The number of employees is 17 people (director, commercial director, chief accountant, office manager, 4 printing production operators, 5 designers, 4 managers).

2.2 Analysis of the internal environment of UE “Business Initiative”

Enterprise goals - the main objective The enterprise, according to the director, takes a leading position among operational printing salons and obtains maximum profits. To achieve this goal, the company strives to provide individuals and legal entities with high-quality printing and advertising and souvenir products. The long-term goal of the enterprise is to expand production and purchase offset equipment. This will allow the organization to reach a new level of customer service, producing products in thousands of copies, which is impossible at this stage (in order to retain a complex customer who needs to produce both small and large runs, the company has to resort to third-party services to fulfill offset orders organizations, acting as an intermediary and losing a significant part of the profit).

Personnel and general management The organizational structure of the enterprise due to the small number of personnel is extremely simple.

The main manager is the director, to whom the chief accountant, commercial director and office manager report.

Designers, account managers and printing production operators report to the commercial director.

Thus, we can conclude that the organizational structure of the Business Initiative Unitary Enterprise is a hierarchical linear management structure, which is usually typical for small enterprises.

The organization lacks financial incentives for employees. There is also a problem with staff turnover, particularly among designers and account managers, due to relatively low wages.

Despite this, it cannot be said that there is no motivation at the enterprise at all. Due to the small number of personnel, managers have personal contact with all employees and are an authority for them, which should be considered a motivational factor.

It is also worth noting that the work performed by the company’s employees is not monotonous and requires various skills and knowledge, which increases their self-esteem. This can be considered a moral factor that increases the productivity of workers.

The enterprise is characterized by informal “easy” relationships between all employees, including managers. As a disadvantage of this state of affairs, one can point out that such relationships often lead to a lack of subordination, which can reduce the efficiency of the organization.

Production - Due to the fact that favorable and long-term relationships have been established with material suppliers, the company acquires raw materials at affordable prices. Most of the organization's materials offer discounts of 15 to 30%.

The commercial director constantly monitors the availability of materials in the warehouse and, if they are close to the established reserve, creates requests for suppliers to replenish stocks. The enterprise is located The entire enterprise is located in four office-type rooms, one of which is adapted for storage of inventories (area 20 sq. m.), two are occupied by an office (25 and 17 sq. m.), and the fourth is actually a production room, the size of which is 40 sq.m.

UE “Business Initiative” owns the following equipment:

§ 11 personal computers

§ 2 HP 1200 laser printers.

§ Umax Powerlook III scanner

§ 3 Full-color digital devices: Xerox DocuColor 12, Fiery XP12 and Canon CP 660

§ Risograph GR 3750

§ Two-color pad production TIC

§ Plotter EnCad NOVAJET Pro and Omega “New Star”

§ Roll laminator PHOTONEX LCH-235

§ Batch laminator Lamiart-PRO

§ Thermal binder OMA Thermal

§ Fastbind creasing machine

§ 2 Corner rounders

§ 3 Guillotine cutters

§ Printer for printing plastic cards DataCard

§ Thermal image transfer equipment The MagicTouch

That. UE "Business Initiative" has a powerful production base for the production of printing, advertising and souvenir products.

Today, the main disadvantage of the Business Initiative Unitary Enterprise is the lack of its own offset equipment. Thanks to this equipment, the company can produce full-color products (catalogues, magazines, books) in large quantities. In order to retain a complex customer who needs to produce both small and large runs, the company has to resort to the services of third-party organizations to fulfill an offset order, acting as an intermediary, and losing a significant part of the profit (since for placing an order in large printing houses the company has only a small percentage) than this equipment would be owned by the company.

Technologies - The management of the UE “Business Initiative” constantly monitors the emergence of new technologies in the production of printed products; for this purpose, the director constantly subscribes to specialized magazines and attends thematic exhibitions and seminars. Today we can say that the organization “keeps pace” with those developments on which its successful activities depend.

Marketing - UE "Business Initiative" conducts moderate advertising company, namely: places advertisements in newspapers, on the radio, sends out advertising booklets to potential and regular clients.

The competitive advantages of the UE “Business Initiative” can be considered the production of small-circulation printed and souvenir products in short time(from 1 hour) on high-quality and high-performance equipment, free development of the original layout, as well as comprehensive information support from the staff.

Analysis of external environmental factors of UE “Business Initiative”

Competitors - The market for printing services is growing every year; both large printing houses and printing enterprises, as well as small operational mini-printing houses organized mainly by individual entrepreneurs, operate on it. Large enterprises have a huge fleet of offset equipment, etc. They provide their services to clients who place thousands of copies, and also act as contractors for small printing shops that do not want to lose their clients due to the lack of offset equipment. Small mini-printing houses have a small amount of equipment, provide an incomplete range of services, and their services are usually expensive. Among the relatively large number of existing firms engaged in similar activities, several main competitors can be identified that provide a similar range of services to UE “Business Initiative”. These are: Printservice ODO, Artlex LLC, AGIS company.

Comparison of competitors is given in Table 1.

Table 1. Main competitors of UE “Business Initiative”

ODO "Printservice" LLC "Artlex" Company AGISUE Unitary Enterprise "Business Initiative"Quality of servicesExcellentExcellentGoodGoodExcellentPromptness of order executionfrom 1 dayfrom 1 hourfrom 2 daysfrom 1 hourDevelopment of the original layoutPaidPaidPaidFree Printing Services:Digital full-color printing++++Risography++++Tampon printing+--+Silk-screen printing+--+Offset full-color printing+---Full-color large-format printing++++Plotter cutting++++Production of plastic cards+--+ Post-press services:Lamination++++Thermal foil stamping+--+Foiling++++Plastic binding++++Iron spring binding++-+Picking+--+Crossing++-+Rounding corners++-+Cutting+- -+Folding+-+ Production of souvenirs- flocking method++++- MagicTouch method++++- laser engraving method++-+- decal method---+- glass matting method GLASSMOZ---+Sale of office and banking equipment---+Production of seals and stamps-++ -

As can be seen from the table, the strongest competitor is Printservice ODO.

Suppliers - The Business Initiative company has established long-term and friendly relations with the main suppliers of raw materials and consumables for the production of printing and souvenir products. The company's suppliers are shown in Table 2.

Table 2. Main suppliers of UE “Business Initiative”

Company nameSupplied materialsLocationTerms of purchase of materialsDelivery Regent-art LLCPlastic cards. Moscow, st. Baumanskaya, 8-15% regardless of the size of the lot. By courier to the border with RBOOO "Masterprint" Consumables for printers printing on plastic cards. Moscow, st. Izmailovskaya, 22, of. 35% for amounts up to 1000 USD. e. 10% - for amounts over 1000 USD. e. 15% - for an amount over 3000 USD. e.Pickup at your own expense, or delivery by courier to the border with the Bely Terem RBOOO. Consumables for a risograph, digital printing machines. Minsk, st. Stoletova, 75, of. 10155% regardless of batch sizeDelivery by courier service for orders over 1000 USD. e.OOO "Chameleon"Paper, cardboard, laminating film, plastic springs for binding, consumables for badges and calendars. Gomel, st. Malaichuk, 1210% regardless of the size of the batch, self-pickup Unitary Enterprise "Diktum" Consumables for the machine The MagicTouchg. Minsk, Pobediteley Ave., 86, room 20325% for complex orders 15% self-delivery ODO "RiVa" Computer software, components and peripherals for office equipment. Gomel, st. Sovetskaya, 3910% for software 5% for componentsDelivery and installation free of charge Business Gifts LLC Souvenir products Moscow, st. Semenovskaya, 3515% - according to the Business Gifts catalog 5% - according to the Exclusive catalogDelivery to the border with the Republic of Belarus According to the table, we can conclude that the UE “Business Initiative” has regular suppliers, enjoys significant discounts, and accordingly, cooperation takes place on very favorable terms for “Business Initiative”. During its existence, the company has never resorted to the services of other suppliers and made payments for products on time and in full. In turn, suppliers fulfill orders on time, without delay, with the exception of Regent-Art LLC (Moscow), which sometimes delay the delivery of plastic cards for up to 2 weeks, due to the lack of necessary commodity items in the warehouse, which in turn sometimes leads to downtime in processing orders for the production of plastic cards. But because “Regent-art” is the exclusive supplier of these products and offers the maximum possible discounts, so it makes no sense to change the supplier accordingly.

Consumers - As for consumers, we can say that the main consumers of the UE “Business Initiative” are primarily legal entities of all forms of business (94%), the remaining 6% are individuals.

Most often, consumers place orders for Business Cards, calendars, blank products, plastic cards, technical data sheets and catalogues.

UE "Business Initiative" cooperates with such large clients as LLC "NTS-auto", OJSC "Belagroprombank", UE "Medtehnika", M&M Belarus, battery company "Onyx", OJSC "Belasko", company "Valis", ODO "Continent" and K", ODO "RDM", ODO "VilorTrans", JV "Becker-System", etc.

To attract new consumers, the company widely uses a system of discounts, as well as rewarding customers with a gift for an order whose amount exceeds $100. e. gives a discount card of the Belarusian discount club “Business Initiative”.

In order for customers to appreciate the quality of the services provided, the company’s office has many demonstration stands with examples of completed work. A manager and designer work individually with each client. Clients very positively appreciate the fact that the development of the original layout is carried out free of charge, in the presence of the customer, taking into account all his requirements.

.3 Modern methods of analyzing the external and internal environment

The management environment is studied using a number of modern analysis methods. These include, in particular, the methods of STEP - (or PEST-) and SWOT - (less often - SNW) analysis. Based on the results of the study, you can get answers to the following strategic questions:

Ø What is the current position of the organization? What position might the organization find itself in in the future? What obstacles may arise and what favors the organization on the way to its goals? What opportunities need to be realized to achieve the goals? How to manage strategy implementation?

Based on the results of STEP and SWOT analysis, options are formed strategic development managed system - firm, organization, society.

SWOT analysisIn order to get a clear assessment of the company's strengths and the market situation, there is a SWOT analysis. SWOT analysis is the identification of strengths and weaknesses enterprise, as well as opportunities and threats emanating from its internal environment.

Ø Strengths - the advantages of the organization;

Ø Weaknesses - shortcomings of the organization;

Ø Opportunities - factors of the external environment, the use of which will create advantages for the organization in the market;

Ø Threats are factors that could potentially worsen an organization's position in the market.

Ø Determine the main direction of development of the enterprise (its mission)

Ø Weigh the forces and assess the market situation in order to understand whether it is possible to move in the indicated direction and how best to do this (SWOT analysis);

Ø Set goals for the enterprise, taking into account its real capabilities (defining the strategic goals of the enterprise)

Carrying out a SWOT analysis comes down to filling out the SWOT analysis matrix. The strengths and weaknesses of the enterprise, as well as market opportunities and threats, must be entered into the appropriate cells of the matrix.

The strengths of a company are things that it excels at or some feature that provides additional opportunities. Strength may lie in existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality manufactured products, brand awareness, etc.

The weaknesses of an enterprise are the absence of something important for the functioning of the enterprise or something that is not yet successful in comparison with other companies and puts the enterprise at a disadvantage. Examples of weaknesses include a too narrow range of products, a poor reputation of the company in the market, lack of financing, low level service, etc.

Market opportunities are favorable circumstances that a business can exploit to gain an advantage. As an example market opportunities One can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc. It should be noted that opportunities in terms of SWOT analysis are not all opportunities that exist in the market, but only those that can be exploited.

Market threats are events the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, rising taxes, changing consumer tastes, declining birth rates, etc.

The same factor can be both a threat and an opportunity for different enterprises. For example, for a store selling expensive products, an increase in household income may be an opportunity, as it will lead to an increase in the number of customers. At the same time, for a discount store, the same factor can become a threat, since its customers, with rising salaries, may move to competitors offering a higher level of service.

Step 1. Determining the strengths and weaknesses of the enterprise.

In order to determine the strengths and weaknesses of an enterprise, it is necessary to:

Ø Compile a list of parameters by which the enterprise will be assessed;

Ø For each parameter, determine what is the strength of the enterprise and what is the weakness;

Ø From the entire list, select the most important strengths and weaknesses of the enterprise and enter them into the SWOT analysis matrix

The second step of SWOT analysis is market assessment. This stage allows you to assess the situation outside the enterprise - to see opportunities and threats. The method for determining market opportunities and threats is almost identical to the method for determining the strengths and weaknesses of an enterprise:

Ø Drawing up a list of parameters to assess the market situation;

Ø Determining the opportunities and threats of the enterprise for each parameter;

Ø Selecting the most important opportunities and threats from the entire list and constructing a SWOT analysis matrix

It is necessary to select the most important ones from the entire list of opportunities and threats and enter them into the appropriate cells of the SWOT analysis matrix

By filling out this matrix you can see the result:

§ the main directions of enterprise development have been determined

§ the main problems of the enterprise are formulated, which must be resolved as quickly as possible for successful business development.

PEST analysis It is convenient to analyze the behavior of the external environment and accordingly design the future strategy of the organization if you adequately assess the impact on the organization of a complex consisting of at least four types of macroenvironmental factors: social (S), technological (T), economic (E), political (P). ). The initial letters of the names of these factors formed the abbreviation for this method of analyzing the external environment of an organization - STEP - (STEP analysis), or PEST analysis.

That. PEST analysis is a tool designed to identify aspects of the external environment that may affect a company's strategy. Politics is studied because it regulates power, which in turn determines the company's environment and the acquisition of key resources for its activities. The main reason for studying economics is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of her research is considered to be to identify trends in technological development, which are often the causes of changes and losses in the market, as well as the emergence of new products.

That. PEST analysis is a tool designed to identify aspects of the external environment that may affect a company's strategy. Politics is studied because it regulates power, which in turn determines the company's environment and the acquisition of key resources for its activities.

3. Ways to improve the efficiency of an enterprise, taking into account internal and external environmental factors

Based on the results of the analysis of the internal and external environment of the Business Initiative Unitary Enterprise, the following ways to increase the efficiency of the enterprise’s activities can be identified:

Changing the organizational structure of the enterprise. The commercial director is entrusted with too many responsibilities, so management is not carried out very effectively. It is necessary to introduce the position of a general manager who would control and coordinate the work of customer service managers, and also include in staffing table position of chief operator, person with higher education in the field of printing, who has a good knowledge of the production process and personnel management methods, performing the functions of coordinating and monitoring the activities of operators in the production of printed products.

Creation of an effective remuneration system. The director needs to pay special attention to the selection of personnel, the system of motivation and incentives for employees. By creating a cohesive, well-motivated team of like-minded people, you can achieve great success in business.

Creation of a corporate culture, the main guide of which should be the director. It is necessary to strive to ensure that the company's values ​​become an integral part of not only managers, but also all employees. The director must define a system of specific values, beliefs and principles that the company should follow and which should then be built into the policies of the organization. Corporate culture will help to create a work climate and corporate spirit that will contribute to the achievement of assigned tasks and contribute to achieving success. A strong corporate culture and its close connection to the company's strategy will be powerful levers for managing people to improve their performance.

Purchase of offset equipment on lease or on credit. Thanks to this equipment, the company can produce full-color products in large quantities. Offset equipment can provide serious competitive advantages.

Regulating the timing of orders.

Constantly introducing new services and promotion systems to always be one step ahead of competitors.

Development optimal system encouraging regular and new clients of the company to strengthen the image of the company.

Having examined and analyzed the external and internal environment of the organization, it is necessary to draw the main conclusions on this topic.

Internal variables are situational factors within an organization that are largely controllable and adjustable. The main variables in the internal environment of an organization that require management attention are: goals, structure, objectives, technology and people. All internal variables are interrelated. Taken together, they are considered as sociotechnical subsystems. A change in one of them affects the others to a certain extent.

The internal well-being of the organization depends on internal variables, and their interaction contributes to the achievement of the overall goals of the organization. However, the success of an organization also depends on the external environment of the organization, without which the life cycle of any organization is impossible. The leader must take into account the external environment. Factors that have an immediate impact on the organization belong to the environment of direct influence, other factors - to the environment of indirect influence. Just like internal variables, external environmental factors are interrelated and interact with each other. The external environment has properties of complexity and uncertainty.

The organization is in a state of constant exchange with the external environment, thereby providing itself with opportunities for existence. The task of managers is to establish such interaction between the organization and the external environment that would ensure that the organization can achieve its goals and enable it to survive in the long term.

In conditions of an unstable and complex external environment, it is necessary to constantly monitor the external environment and, based on the collected information, try to predict trends and possible situations in interaction.

Conclusion

Today, the only correct behavior for a modern enterprise to achieve effective long-term operation and successful development is a detailed consideration of the external and internal environment of the enterprise, and their relationship. And this requires the development and implementation comprehensive analysis taking into account individual characteristics enterprises with appropriate personnel, financial and technical support. Only under this condition can one count on the effectiveness of strategic and operational management decisions. Identifying aspects of the external environment that may affect the company's strategy.

Increasing the efficiency of an enterprise depends on:

Changing the organizational structure of an enterprise

Creation of an effective remuneration system

- Creating a corporate culture

- Purchase of offset equipment on lease or on credit

Regulating order deadlines

Constantly introducing new services and promotion systems to always be one step ahead of competitors

- Development of an optimal system for encouraging regular and new clients of the company to strengthen the company’s image

Factors within an organization that are largely controllable and regulated. The main variables of the internal environment are: goals, structure, tasks, technology and people.

The organization is in a state of constant exchange with the external environment, thereby providing itself with opportunities for existence.

It is necessary to strive to ensure that the company's values ​​become an integral part of all employees.

The stability of the enterprise UE “Business Initiative” directly affects the following factors:

Close-knit team

Accumulated many years of experience

Modern high-performance equipment

Wide range of products and services

Customer Satisfaction

Low prices with very good quality

Good business relationships with product consumers and suppliers of materials and components

Convenient location of the enterprise

These factors directly have a positive impact on the entire structure of the enterprise and success in achieving its goals.

List of sources used

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Dolgov A.I. Theory of organization: textbook for universities / A.I. Dolgov; - M.: Flinta, 2010. - 296 p.

Ivanova, T.Yu. Organization Theory [Electronic resource]: electronic training course /

T.Yu. Ivanova; IN AND. Prikhodko. - Electron. text, graphics, sound Dan. - M.: KNORUS, 2012. - 1 electron. wholesale disk (CD-ROM)

Kuznetsov, Yu.V. Organization theory: textbook for bachelors / Yu.V. Kuznetsov, E.V. Melyakova.-M.: Yurayt Publishing House, 2012. - 365 p.

Lapygin Yu.N. Organization theory: textbook. - M.:INFRA-M, 2011.-311 p.

Milner, B.Z. Organization theory: textbook / B.Z. Milner. - 6th ed., revised. and additional - M.: INFRA-M, 2012. - 797 pp., tables (Higher education)

Theory of organization [Electronic resource]. - Electron. data. - N. Novgorod: Center for Information Technologies VVAGS, 2010. - 1 electron. wholesale disk (CD-ROM)

Tretyakova, E.P. Organization theory: textbook / E.P. Tretyakova.-M.:KN..V., Petukhova S.V. Organization Theory: Textbook - M.: Omega-L, 2011.

.Gritans, J.M. Organizational design and restructuring (reengineering) of enterprises and holdings: economic, managerial and legal aspects: a practical guide to management and financial consulting / Ya.M. Gritans. - 2nd ed., add. - M.: Wolters Kluwer, 2012. - 224 pp., tables.

1. External and internal environment of the enterprise

1.1. Analysis of the external environment of the enterprise

1.2. Analysis of the internal environment of the enterprise

Conclusion

List of used literature

INTRODUCTION

Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation. The internal environment contains the potential that enables an organization to function, and therefore to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.

The external environment 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.

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

1. External and internal environment of the enterprise

1.1. Analysis of the external environment of the enterprise

The external environment in strategic management is considered as a combination of two relatively independent subsystems: the microenvironment and the macroenvironment.

Microenvironment is an environment of direct influence on the enterprise, which is created by suppliers of material and technical resources, consumers of the enterprise's products (services), trade and marketing intermediaries, competitors, government agencies, financial institutions, insurance companies and other contact audiences.

Suppliers are various business entities that provide the enterprise with the material, technical and energy resources necessary for the production of specific goods or services.

The main clients of enterprises are consumers of products (services) in different client markets: consumer, manufacturers, intermediate sellers who purchase goods and services for their subsequent resale at a profit for themselves, government agencies (wholesale buyers of products for government needs).

Marketing intermediaries are firms that assist a company in promoting, marketing and distributing its products to customers. These include resellers, firms - specialists in organizing goods distribution, agencies providing marketing services and financial institutions.

Competitors are the rivals of an enterprise in the struggle for more favorable conditions for the production and sale of goods, for obtaining the highest profits.

To produce competitive products, enterprises need to constantly study their competitors, develop and follow a certain market strategy and tactics.

Contact audiences are organizations that show real or potential interest in the enterprise or influence its ability to achieve its goals. These are financial circles (banks, investment companies, stock Exchange, shareholders), media, various government agencies representative and executive power, population and citizens of the action group ( public organizations).

A significantly larger number of factors operate in the macroenvironment of an enterprise than in the microenvironment:

· Natural factors;

· Demographic factors;

· Scientific and technical factors;

· Economic factors;

· Environmental factors;

· Political factors;

· International factors.

1.2. Analysis of the internal environment of the enterprise

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

CONCLUSION

As follows from the above, environmental analysis is very important for developing an organization’s strategy and a very complex process that requires careful monitoring of processes occurring in the environment, assessment of factors and establishment of connections between factors and those strengths and weaknesses, as well as opportunities and threats that are contained in the environment. external environment. It is obvious that without knowing the environment, an 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. Therefore, in the structure of the strategic management process, environmental analysis is followed by the establishment of the organization's mission and goals.

List of used literature

1. O.S. Vikhansky, A.I. Naumov, Management: person, strategy, organization, process, M., 1995

2. Yakushina O.A., Fundamentals of Psychology, M.: Infra M, 1997

3. Shmalen G. Fundamentals and problems of enterprise economics: Transl. with him. / Ed. prof. A.G. Porshneva, 2002 - 512 p.

4. Economics of a trading enterprise: Textbook for trade universities./Grebnev A.I., Bazhenov Yu.K., Gabrielyan O.A., Gorina G.A. - M.: Economics, 1996. -238 p.

5. Enterprise Economics: Textbook / Ed. prof. O.I.Volkova. - M.: IN-FRA-M, 2003. -520 p.

6. Economics of organizations. /Ed. Khudokormova A.G. - M.: INFRA-M, 2003- 160s

The functioning and development of each organization is carried out in the environment (internal and external). Any action of an organization is possible only if the environment allows its implementation. The state and activity of an organization at any given time is the result of the action of its internal factors and the influences of the external environment.

Internal An organization's environment is its lifeblood. It contains the potential that enables an organization to function, and therefore to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.

During the transition to a market economy, the internal environment of the organization must change and adapt to the market.

The internal environment of an organization is a set, a combination of the following main components (Fig. 4.2):

• structure;
• intra-organizational processes;
• technology;
• personnel;
• organizational culture.

Structure organization reflects the existing division of individual divisions in the organization, the connections between these divisions and the unification of divisions into a single whole.

Technology including technical means and how they are combined and used to obtain the final product created by the organization is the subject of the closest attention from management. Management must address issues of technology and its most effective use. Recently, due to the emergence of more and more advanced technologies, the corresponding management tasks have become quite complex and significant, since their solution can lead to serious and very positive consequences for the organization in the long term. At the same time, they can lead to negative processes in the internal life of the organization, destroy its organizational structure, and demotivate employees.

Personnel are the backbone of any organization. Without people there is no organization. An organization lives and functions only because there are people in it. People in an organization create its product, they form the culture of the organization, its internal climate, and what the organization is depends on them. Because of this, people in an organization are the “number one thing” for management.

Organizational culture, being an all-pervading component of the organization, has a strong influence on both its internal life and its position in the external environment. Organizational culture consists of the following components:

• a philosophy that sets the meaning of the organization’s existence and its attitude towards employees and clients;
• the prevailing values ​​on which the organization is based and which relate to the goals of its existence or to the means of achieving these goals;
• norms of behavior shared by employees of the organization and defining the principles of relationships in the organization;
• the rules by which the “game” is played in the organization;
• the climate that exists in the organization and is manifested in the kind of atmosphere that exists in the organization and how members of the organization interact with outsiders;
• behavioral rituals expressed in the organization of certain ceremonies, in the use of certain expressions, signs, etc.

The bearers of organizational culture are the employees of the organization, and it is developed and shaped to a large extent by management and, in particular, senior management. Organizational culture can play a huge role in mobilizing all the resources of an organization to achieve its goals. But it can also be a powerful brake on the path to achieving goals, especially if this requires changes.

Therefore, management should pay great attention to solving issues of formation, maintenance and development of organizational culture.

The internal life of an organization consists of a large number of different activities, sub-processes and processes. Depending on the type of organization, its size and type of activity, some processes and actions may occupy a leading place in it, while others may be either absent or carried out in a small volume. However, despite the wide variety of actions and processes, we can highlight five groups of functional processes that cover the activities of any organization and which are the object of management from management. They are:

• production,
• marketing,
• finance,
• work with personnel,
• accounting (accounting and analysis of economic activities). Management manages the functional processes occurring in the organization, forms and changes, when necessary, the internal environment of the organization.

An organization in conditions of market relations is an open system capable of interacting with its external environment in various aspects - informational, material, etc.

External the environment is a source that feeds the organization with the resources necessary to maintain its vital activity and internal potential at the proper level. At the same time, the organization, in turn, must transfer the results of its activities to the external environment as compensation for this. Thus, the organization is in a state of constant interchange with the external environment. As soon as ties with it are severed, the organization dies. The interaction of an organization with the external environment ensures the possibility of existence, the vital activity of the organization, its internal potential at the proper level, as well as its stability, i.e. the ability to eliminate emerging deviations and achieve set goals after disturbing influences exerted on it.

The organization must receive the necessary optimal amount of quality information from the external environment. The desire not to spend a lot of effort and money on collecting and processing information is fraught with the danger of incomplete consideration of important development indicators, and this, in turn, limits the ability to timely solve problems in the field of organizational policy. An excessive amount of information increases the cost of obtaining information and creates difficulties in processing it.

The external environment of an organization can be characterized in various ways. Thus, German scientists use the concepts " complexity" And " dynamics" when characterizing the external environment.

It is advisable to express the complexity of the external environment by the number and variety of characteristics that must be taken into account in the process of managing an organization.

The dynamics of the external environment, which can be expressed by the variability of its characteristics. The main characteristics with which you can assess the variability of the external environment are: frequency, magnitude and regularity of changes in its factors.

If complexity and dynamics are combined into a corresponding continuum of “simple-complex” and “ static-dynamic", then four types of external environment can be distinguished.

Simple static external environment - an environment with little need for harmonization; mostly leads to the creation of bureaucratic organizational structures.

Simple dynamic external environment - an environment with a small number and variety of external influences that must be taken into account when forming an organization. Change requires more organic and less decentralized leadership.

Complex static external environment - an environment that has a large number and variety of important factors that have little variability; leads to the creation of bureaucratic structures with decentralized leadership.

Complex dynamic external environment - the environment that places the most stringent requirements on the form of the organization. It corresponds to such forms and models of organization that are called adaptive and which are accompanied by decentralized leadership.

Factors external environment influence all elements and processes within organizations, while at the same time they are largely relevant to the operations of organizations. All factors can be divided into two main groups.

The first consists of factors in the general external environment (macroenvironment) of organizations that are not directly related to a specific organization. The impact of these factors is more or less the same for many organizations. The main factors are:

• state of the state's economy;
• sociocultural factors;
• natural-geographical conditions;
• legislative system;
• credit and financial policy;
• level of development of equipment and technologies;
• world market, etc.

The second group includes factors in the immediate (business) environment of organizations that are directly related and interact with them. This:

• consumers;
• competitors;
• suppliers;
• business partners;
• bodies of the state regulatory system;
• sources of “power pressure” on organizations;
• trade unions, etc.

It should be noted that in the portfolio of any company there is always a central core of business partners-customers, who, with special management of relations with them, bring the greatest commercial success. These are those customers who perform particularly important functions for the supplier company and whom the supplier defines as its key customers.

Many of the factors in the immediate environment are probabilistic in nature and to a certain extent depend on organizations. However, there are factors that influence organizations regardless of their wishes. These are government and local authorities regulation and criminal structures.

The influence of external environmental factors on the activities of organizations is very complex, ambiguous and changeable. Moreover, these factors are in a state of close mutual influence; a change in one of them leads to changes in the others.

In modern Russian conditions The external environment of organizations - economic entities as a whole is characterized primarily by the following:

• unpredictability;
• rapid changes;
• significant uncertainty;
• complex structure;
• some aggressiveness.

Domestic organizations are influenced by a number of unfavorable external factors. Thus, data from a survey of heads of industrial organizations in Russia, conducted by the Center for Economic Research under the Government of the Russian Federation, revealed the main factors limiting the growth of production in basic industrial organizations in Russia.


In addition, our research has shown that in Russian conditions there are also the following most important factors that prevent normal operation organizations - economic entities are:

• organs government controlled and local government, regulatory authorities;
• criminal structures.

A significant obstacle to the normal operation of modern organizations - economic entities - is also created by the insufficient amount of business information and the chronic asymmetry of the information space. The latter is as follows: different agents on the market and within firms, participants in transactions have unequal access to information, are informed to varying degrees, which leads to opportunistic behavior in the “buyer-seller”, “principal-agent” relationship, and makes it extremely difficult to form transactions on purchase and delivery of goods increases economic risk. The decisions made by firms and managers under these conditions are based on " routine", but not " rationality"and this requires the use in business relations not so much of rigidity and unambiguity, but of mutuality" compromise", flexibility and versatility.

A modern organization must be able to effectively respond and adapt to changes in the external environment in order to ensure survival and achieve its goals. For this purpose, the management of the organization, first of all its top level, must reduce the uncertainty of the organization’s position in the environment, develop its adaptability to changes in the external environment, develop and implement a policy for the organization’s interaction with environmental factors. At the same time, effective interaction with the environment involves influencing both processes within the organization and external environmental factors.

The fact is that self-organizing systems with their " diffuse"Permeable boundaries are characterized by boundary areas of influence. Around such systems a unique space is formed in which these systems can adapt the environment to themselves. Companies can and do use this for their own purposes. Thus, highly organized joint-stock companies create “subsidiaries” companies around themselves, influence politics, economics, social life; powerful scientific organizations create zones around themselves" training" - enterprises engaged in development research and implementation, scientific societies, publishing houses, etc.

Analysis of the internal environment of an organization has the following implications for the organization:

Information about the internal environment of the company is necessary for the manager to determine the internal capabilities and potential that the company can count on in competition to achieve its goals;
- analysis of the internal environment allows us to understand the goals and objectives of the organization;
- indicates that in addition to the production of products and the provision of services, the organization provides the opportunity for subsistence for its employees and creates certain social conditions for their livelihoods.

The internal environment of an organization is a set of processes as a result of which the organization transforms existing resources into goods offered to the market. The internal environment can be divided into two parts: the resource part and the operational part. The resource part of the organization is the totality of resources that the organization has to carry out its activities. The resource part includes management as a resource that determines the organization of management processes (managers and their qualifications, management methods and technology, information necessary for making management decisions, etc.), finance as a resource that determines the possibilities for acquiring the necessary resources for its development, personnel as a labor resource. The operational part of the organization is a set of processes associated with the transformation of initial resources into finished goods. The operational part includes processes related to the analysis of the state of target markets, processes of conducting scientific research and development of new goods (works, services), processes of supply of production resources, production and sales of products.

Such a structure of the internal environment makes it possible to identify the composition of control objects, but does not answer the question about control technology. For this purpose, a different definition of the internal environment can be used. The internal environment is the situational factors within the organization that are influenced by management decisions. The following elements of the internal environment are distinguished: production, personnel, management organization, marketing, finance and accounting.

Production: volume, structure, production rates; product range of the enterprise; provision of raw materials and materials, level of inventories, speed of their use, inventory control system; available equipment fleet and the degree of its use, reserve capacity, technical efficiency of facilities; location of production and availability of infrastructure; production ecology; quality control, costs and quality of theriology; patents, trademarks, etc.

Personnel: structure, potential, qualifications; quantitative composition of employees; labor productivity; staff turnover; labor costs; interests and needs of workers.

Organization of management: organizational structure; control system; management level; qualification; the abilities and interests of senior management; corporate culture; prestige and image of the company; organization of a communications system.

Marketing: products produced by the company; market share; the ability to collect the necessary information about markets; distribution and sales channels; marketing budget and its execution; marketing plans and programs; innovations; image, reputation and quality of goods; sales promotion, advertising, pricing.

Finance and accounting: financial stability and solvency; profitability and profitability (by product, region, distribution channel, intermediary); own and borrowed funds and their ratio; efficient system accounting, including cost accounting, budgeting, profit planning.

For successful development, an organization must constantly identify existing and potential opportunities for the most effective use of its resources (intellectual, information, labor, material, financial, etc.). It is these resources that make up the organization's market potential. They are always limited and unevenly developed both quantitatively and qualitatively. The development of one type of resource can represent a strength in relation to the chance that has opened up from the environment (high scientific and technical potential in the market of knowledge-intensive products), and, conversely, the lack of any of the resources can pose a threat to the existence of the organization (lack of reliable supplies of material resources leads to interruptions in production and delays in fulfilling orders, loss of potential customers and market positions).

The main task of the organization is to realize the favorable opportunities (chances) that open up in the external environment, by highlighting its strengths, and limiting external threats to the existence and development of the organization, by neutralizing its weaknesses. Its effective solution determines the content of the organization’s management.

External and internal environment

Creation of a legal basis for the life of the country, including the development, adoption and organization of implementation of economic legislation;
ensuring law and order in the country and its national security;
stabilization of the economy (primarily reducing unemployment and inflation);
ensuring social protection and social guarantees;
protection of competition.

Political factors - the main directions of government policy and methods of its implementation, possible changes in the legislative and regulatory framework, international agreements concluded by the government in the field of tariffs and trade, etc.;
- economic factors - inflation or deflation rates, the level of employment of labor resources, the international balance of payments, interest and tax rates, the size and dynamics of gross domestic product, labor productivity, etc. These parameters have a unequal impact on different enterprises: what one organization imagines an economic threat, the other perceives it as an opportunity. For example, stabilization of purchase prices for agricultural products is considered as a threat for their producers, and as a benefit for processing enterprises;
- social factors of the external environment – ​​the population’s attitude towards work and quality of life; existing customs and traditions in society; values ​​shared by people; mentality of society; level of education, etc.;

Information about the internal environment is necessary in order to determine internal capabilities, the potential that an enterprise can count on in competition to achieve its goals;
analysis of the internal environment allows you to better understand the goals and objectives of the organization.

Production (in foreign economic literature - operations management): volume, structure, production rates; product range; availability of raw materials and materials, level of reserves, speed of their use; available equipment fleet and the degree of its use, reserve capacity; production ecology; quality control; patents, trademarks, etc.;
personnel: structure, qualifications, number of employees, labor productivity, staff turnover, labor costs, interests and needs of employees;
management organization: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise;
marketing, covering all processes related to production planning and product sales, including: manufactured goods, market share, distribution and sales channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing;
Finance is a kind of mirror that reflects all the production and economic activities of an enterprise. Financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level;
culture and image of an enterprise are poorly formalized factors that create the image of an enterprise; a high image of an enterprise allows you to attract highly qualified workers, stimulate consumers to purchase goods, etc.

Internal environment of the organization

The internal environment of an organization is that part of the general environment that is located within the organization. It has a constant and direct impact on the functioning of the organization. The internal environment has several sections, each of which includes a set of key processes and elements of the organization, the state of which together determines the potential and capabilities that the organization has.

The personnel profile covers: interaction between managers and workers; hiring, training and promotion of personnel; assessment of labor results and incentives; creating and maintaining relationships between employees, etc.

The organizational cross-section includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; hierarchy of subordination.

The production section includes the manufacture of the product; supply and warehousing; technological park maintenance; carrying out research and development.

The marketing section covers all those processes that are associated with the sale of products. This is the product strategy, the pricing strategy; product promotion strategy on the market; selection of sales markets and distribution systems.

The financial section includes processes related to ensuring the effective use and flow of funds in the organization.

The internal environment is completely permeated by organizational culture; it can contribute to the fact that the organization is a strong structure that can sustainably survive in the competitive struggle. But it may also be that organizational culture weakens the organization if it has high technical, technological and financial potential. Organizations with a strong organizational culture tend to emphasize the importance of the people who work within it. An idea of ​​organizational culture comes from observing how employees work in their workplaces, how they interact with each other, and what they prioritize in conversations.

The activities of an organization are carried out under the influence of many factors that exist inside and outside the organization.

Internal factors are called variables of the internal environment, which is regulated and controlled by management.

Main elements of the internal environment:

1) goals - a specific final state or desired result towards which the organization’s efforts are aimed. The general or general goal is called the mission with which the organization declares itself in the market. Goals are set during the planning process;
2) structure - the number and composition of its divisions, levels of management in unified system. Its purpose is to ensure the effective achievement of the organization's goals. It includes communication channels through which information is transmitted for decision making. With the help of decisions made, coordination and control over individual structural divisions organizations;
3) task - work that must be completed in a predetermined manner and within a specified time frame. Tasks are divided into 3 groups: working with people, working with information, working with objects;
4) technology - the accepted order of connections between individual types of work;
5) people - the collective of the organization;
6) organizational culture - a system of collectively shared values ​​and beliefs that influence the behavior of individual employees, as well as work results.

All noted variables interact with each other and help ensure the achievement of the organization's goals.

Internal environment analysis

When analyzing the external environment, changes are studied that may affect the current strategy, factors of threats and opportunities for the chosen strategy. It is advisable to begin the analysis of the external environment of the enterprise in accordance with the recommendations for choosing a mission with an analysis of the immediate environment and, first of all, with consumers. Consumers - individuals and organizations purchasing goods for personal consumption or resale, government and public organizations, buyers located outside the country. The main task in consumer analysis is to identify the target group and satisfy its needs better than a competitor. At the same time, it is necessary to concentrate your strengths on the weak area of ​​​​the competitor and constantly look for an unmet need. Every success is achieved by overcoming a deficit. When analyzing consumers, they also find out: what is the level of demand for the industry’s products and the purchasing power of consumers, what requirements for product quality are imposed, the ability of consumers to navigate the industry’s products, etc.

Knowing the strengths and weaknesses of competitors, you can assess their potential, goals, current and future strategy. And, therefore, accurately identify their weaknesses and strengthen their advantages. It is necessary to concentrate your strengths against the weaknesses of your competitors.

An analysis of the competitive situation in the industry can be carried out according to the following scheme:

1. General characteristics of the industry: what stage of development it is at, how much demand depends on prices, what strategies are used.
2. Classification of competitors (active, passive, potential, competitors by product, sales, price, communications).
3. The number of competitors in the industry, the size of the competitors’ enterprises, the total share of the 3 largest firms in the market in percentage, the main competitor, special services offered by competitors, the strengths and weaknesses of competitors are determined.
4. Analysis of the activities of the main competitor: goals and strategy of the competitor, product characteristics, structural flexibility, logistics organization, marketing capabilities, production potential, financial capabilities, economic indicators, level of research and development, innovation potential, management system, quality of management personnel, company culture, system motivation and control, know-how, location, etc., competitor's strengths and weaknesses.
5. The likelihood of new competitors and substitute products entering the market. It is determined by: entry barriers and the response capacity of existing enterprises. Entry barriers include the amount of costs required for a new competitor to enter the market, the propensity of buyers for a well-known brand, the level of required investments in research and development, the amount of costs incurred by the consumer when changing suppliers, the need to create their own sales network, and the advantages of old competitors that are unattainable for newcomers. The response potential of existing enterprises is characterized by the capabilities of old enterprises, the degree of connection of existing enterprises with an industry that they cannot abandon without significant gain, the possibility of loss of profit by old enterprises, and the tradition of meeting any intrusion into a given industry. The possibility of substitute products limits industry profit potential, which can lead to pricing pressure on existing products.

Suppliers are separate organizations and individuals who provide material and technical support for the production, scientific and technical activities of the company. The restrictions that arise on their part include prices for resources, their quality and contractual conditions. The stronger the power of suppliers, the more likely they will try to increase purchase prices for goods or reduce their costs by reducing quality.

Contact audiences can have a significant impact on the situation in the industry, changing the image of the industry, its attractiveness for development and capital investment through the media, the system of taxes, customs benefits, by introducing bans and restrictions on products, through organizing investments in the form of loans or purchasing shares and bonds and so on.

The distant environment determines the conditions for the activities of any enterprise in the industry. The main thing in the analysis is to identify the most important trend for the industry.

Analysis of the legal environment involves studying the laws that govern activities in a given sector of the economy and their impact on the results and attractiveness of the industry. When studying the state-political environment, the priority directions for the development of the economy of the country and region, the interests of the state and political leaders are clarified. To operate successfully in the long term, any enterprise must have information about scientific advances and technologies used in the industry, adapt to technological changes and use these changes to gain advantages over competitors. The main factors that lead to the need to change the technology of production of goods or services are demand for the product and competition. When analyzing the economic environment, the inflation rate, the level of employment of the population, the state of the economy, the taxation system and the degree of their influence on the industry are determined. Analysis of the social environment involves studying the structure of the population (age, professional groups, income level, etc.), the structure of needs, lifestyle, habits and traditions, and possible trends in their development. The study of the ecological environment allows us to take into account the climatic and geographical characteristics of the country and region, the influence of legal acts and the population on environmental protection issues.

The external environment analysis must determine what changes in the external environment affect the organization's current strategy; what factors pose a threat to the organization's current strategy. An analysis of the external environment should provide a list of external threats and opportunities, ranked by the degree of impact on the organization.

An analysis of the organization's internal factors should assess whether internal forces take advantage of opportunities and what internal weaknesses may complicate future problems associated with external threats. The method used to analyze internal factors is called management survey. For purposes strategic planning The survey includes six comprehensive factors: marketing, finance, production, personnel, organizational culture and organizational image.

It is advisable to consider the “marketing” factor in the following areas: market share and competitiveness; product range and quality; market demographics; market research and development; pre-sales and after-sales customer service; sales, advertising, product promotion; profit.

The choice of an organization's development strategy largely depends on its financial condition. A detailed analysis of the financial condition allows you to identify existing and potential weaknesses of the enterprise and determine what actions the organization will make it possible to resist them.

Production analysis should be aimed at implementing the organization's strategy and timely adaptation of its structure to changes in the external environment. It is necessary to evaluate your capabilities in comparison with competitors in the field of enterprise equipment, product quality control, reduction of inventories and acceleration of product sales, and reduction of production costs.

Solving many problems modern organization depends on the provision of both production and management with qualified and energetic specialists.

When analyzing labor resources, you should pay attention to the competence of the organization's top management, the current system of training and retraining of specialists, and the system of employee motivation.

Organizational culture is a holistic system of behavior patterns, morals, customs and expectations developed in an organization and characteristic of its members. The image of an organization, both internally and externally, is determined by the impression created by employees, customers and public opinion in general. Good impression helps the organization long time retain clients.

Having identified strengths and weaknesses and weighed factors in order of importance, the organization's management concentrates efforts on dangerous areas in order to overcome disruptions in the implementation of the organization's strategy. “SWOT analysis” involves further study of the strategic potential of the enterprise, taking into account the realities of the external environment. The purpose of this method is to study the strengths and weaknesses of the enterprise, opportunities and threats emanating from the external environment, as well as their impact on the performance of the enterprise (SWOT - abbreviation: strength - strength, weakness - weakness, opportunities - opportunities and threats - threats) . The sequence of actions involves: identifying the strengths and weaknesses of the enterprise, opportunities and threats and establishing connections between them, which can be used in the future when choosing a development strategy for the organization, developing a strategic plan and its implementation.

The list of opportunities and threats is compiled based on an analysis of information obtained from studying the immediate and distant environment, the attractiveness of the industry and business conditions. Not all opportunities and threats have the same effect on the enterprise and can be realized in reality.

Internal environmental factors

The internal environment of an organization is indicated by internal variables, i.e. situational factors within the organization. Accordingly, from the position of American economists Meskon, Albert and Khedouri, the main internal variables in any organization are goals, structure, task, technology and people (employees).

Goals are a specific, final state or expected result of an organization (group). There is considerable variation in goals depending on the nature of organizations. It should be remembered that each service and divisions have their own goals.

Structure is the relationship between management levels and types of work (functional areas) performed by services and departments. Here the vertical and horizontal sections of work in the organization are combined. It is possible to distinguish between a high and a flat structure of an organization.

Tasks (Task) are types of work that must be completed in an appropriate manner and in specified time. This is work with objects of labor, tools of labor, information and people.

Technology is a way of processing input elements (materials, raw materials) into output elements (product, products). Historically, technology has been shaped by three revolutions: the industrial revolution, standardization, mechanization and automation through the use of conveyor assembly systems.

British researcher Joan Woodward divided technologies into three groups:

Technology of small-scale and individual production;
Technology of mass and large-scale production;
Continuous production technology.

According to the approaches of the American sociologist James Thompson, we can distinguish:

Multi-link technology (eg car assembly);
Intermediary technologies (banking);
Intensive technologies (film editing).

In Ukraine, there are individual, small-, medium- and large-scale, mass and mass-flow technologies.

People are the most important situational factor in an organization. Its role is defined:

1. abilities;
2. needs;
3. knowledge;
4. behavior;
5. attitude towards work;
6. position;
7. understanding of values;
8. environment (composition of the group that includes);
9. presence of leadership abilities.

In order to make a profit, businesses must formulate goals in the following areas:

Market share;
- development or sale of products;
- quality of services;
- preparation and selection of managers;
- Social responsibility.

To set a goal, two starting positions are possible: Drawing up a kind of forecast - desires. Senior management sets its own goals. At first they take the form of what is desired, then during the development process they take the form of specific detailed plans and the setting of specific tasks for individual areas of the enterprise. These global plans and goals are correlated with existing capabilities.

Mirrors the first one. Here, the means and capabilities are first assessed, and then the goal is specified.

There are two possible strategies for choosing a goal:

Bottleneck elimination strategy. It consists in identifying the main bottleneck and its liquidation.
- Strategy for not missing chances. It allows you to select and use the most favorable of the available opportunities.

The structure of an organization is the logical relationship and connections of management levels and functional areas, built in a form that allows the organization's goals to be most effectively achieved.

The structure of any organization must perform a number of functions:

Ensure that the organization achieves maximum profitability;
- cover the minimum number of intermediate links;
- provide conditions for training managers for the future.

The purpose of an organizational structure is to ensure that the organization's objectives are achieved.

Most organizations use a bureaucratic management structure. It has advantages and disadvantages.

What are the advantages of a bureaucratic management system:

Clear division of labor;
- hierarchical mobility of employees;
- professional growth based on competence;
- an orderly system of rules and standards.

What are the disadvantages of a bureaucratic management system:

Clarity of behavior;
- difficulty of communication within the organization (lack of horizontal connections);
- inability to innovate;
- lack of technological subordination.

Internal environment of the enterprise

The internal environment of an organization is a set of built-in elements that determine the ability and degree of integration of the organization into the external environment. The internal environment can be considered both in a static state, highlighting the composition of elements and culture, and in dynamics, studying processes occurring under the influence of a number of factors.

Elements of the internal environment include the goals and objectives of the organization, the employees themselves and the technologies used in production, financial and information resources, and organizational culture.

People occupy a special place in the internal environment. Their abilities, level of education and qualifications, work experience, way of thinking, motivation and dedication determine the final result of the organization.

As you know, the main factor of production and resource in an organization is labor itself.

The workforce, i.e., employees engaged in labor activities, are the basis of the activities of the entire organization. Personnel and their relationships determine the social subsystem of the organization.

The production and technical subsystem includes a set of fixed assets (machines, equipment), various types of raw materials, materials that go into the manufacture of a product, tools necessary for creating goods, converting materials into a finished product. The main component of the production subsystem is electricity: it powers the equipment and serves as the only source of lighting. Light is one of the necessary conditions for successful performance of work.

The elements characterizing this subsystem are:

1) technologies used. In order to develop effectively, an organization must regularly master the latest achievements of science and technology, introduce new technologies into production;
2) labor productivity - a qualitative characteristic of labor costs and an indicator of their effectiveness. The higher this indicator, the better the organization functions;
3) production costs - the total expenses of the enterprise both for the purchase of necessary resources and equipment, and for the payment of workers (wages, bonuses). In addition, costs also include tax deductions;
4) product quality – a set of properties that make it suitable for consumption in accordance with its intended purpose. This indicator directly depends on the quality of the raw materials, methods of processing and qualifications of workers. Product quality is a factor in an organization’s competitiveness in the market;
5) the volume of inventories at the enterprise - necessary for unforeseen additional production of a product when demand for it significantly exceeds supply.

The financial subsystem of the internal environment represents the movement and use of funds in the organization (for example, creating investment opportunities, maintaining profitability, and ensuring profitability). The marketing subsystem was developed in a market economy (from the English Market - “market”). This subsystem is designed to establish connections between the organization and the market: meeting customer needs, creating a sales system and effective advertising.

Thus, the internal environment of an organization is a set of subsystems that, functioning as a whole, ensure the competitiveness of the organization.

The subject of management science and practice is enterprises, as economic units isolated as a result of the social division of labor, capable of independently or in interaction with the external environment satisfying the needs of potential consumers with the help of the goods and services they produce.

The integrity of the organization and its openness as a system determine a clear separation of the internal and external environment, the organization’s dependence on external factors, the interaction of the internal and external environment, and varying degrees of influence of the parameters of the internal and external environment and their management.

Every organization has both an internal and external environment. The internal environment of an organization unites all functional elements within the system, interconnected, to achieve a common goal. With all the variety of types of organizations, they have common, universal elements (internal variables).

All organizations have a mission ( public purpose firms) and pursue certain goals. It is the goals that are the initial stage of the life of the organization. Goals are the desired end result of the activity. And the mission of an organization is the clearly expressed reason for the existence of the organization. This is the social status of the company. An organization cannot exist successfully in a competitive business environment if it does not have certain guidelines indicating what it strives for and what it wants to achieve. Such guidelines are set with the help of a mission. Majority Russian leaders do not care about choosing and formulating the mission of their organization, considering it unnecessary. However, as practice shows, an organization where there is a clear idea of ​​the purpose of its existence has a greater chance of success than one where there is none.

Analysis of the internal environment of the organization

Analysis of the internal environment of an enterprise covers the following aspects:

1) accumulation of general information about the enterprise, including:
industry affiliation and type of activity;
form of ownership;
number of employees, including management personnel;
authorized capital and cost of fixed assets;
main consumers of finished products (services) and main suppliers.
2) analysis of production and material flows, production technologies and equipment used, organization of production and labor of industrial personnel;
3) analysis of the economic situation (financial analysis) affecting profitability, profitability, turnover of funds, the availability of free financial resources and the possibility of obtaining them;
4) analysis of the management system, affecting:
distribution and assignment of specific and special functions to structural units;
organizational management structure;
predominantly used management methods;
dominant management style;
the established methodology for making management decisions.
5) analysis of the enterprise personnel, including assessment of:
knowledge, skills and qualifications of employees;
cohesion (corporate spirit) of the organization;
prevailing interests of employees and their possible changes.

The main goal of analyzing the internal environment is to determine the degree of efficiency in using available resources. The main attention is paid to the relationships and interactions of resources and results, efforts and achievements, costs and income.

Sources of information for analyzing the internal environment of an enterprise can be divided into objective and subjective.

Objective sources are those reflected in the accounting and statistical reporting results of production and economic activities. Their main advantage is the opportunity for objective analysis, and the main disadvantage is the difficulty of identifying problems of any specific activity in an enterprise from the total set of problems of the enterprise.

Subjective sources - the results of surveys, testing, interviews with managers, specialists and external experts. Their main advantage is the ability to concentrate on specific problems of various services of the enterprise and the possibility of obtaining undocumented information, and the main disadvantage is the not very high degree of reliability.

The internal environment of an organization is that part of the general environment that is located within the organization. It has a constant and direct impact on the functioning of the organization. The internal environment has several sections, the state of which together determines the potential and opportunities that the organization has.

The personnel profile of the internal environment covers such processes as:

Interaction between managers and workers;
hiring, training and promotion of personnel;
assessment of labor results and incentives;
creating and maintaining relationships between employees, etc.

The organizational profile includes:

Communication processes;
organizational structures;
norms, rules, procedures;
distribution of rights and responsibilities;
hierarchy of subordination.

The production section includes:

Product manufacturing;
supply and warehousing;
technological park maintenance;
carrying out research and development.

The marketing cross-section of the organization’s internal environment covers the following parties that are related to the sale of products:

Product strategy, pricing strategy;
product promotion strategy on the market;
selection of sales markets and distribution systems.

The financial section includes processes related to ensuring the effective use and flow of funds in the organization:

Maintaining an adequate level of liquidity and ensuring profitability;
creation of investment opportunities, etc.

The internal environment is, as it were, completely permeated by organizational culture, which should also be subject to the most serious study.

The study of the internal environment is aimed at understanding how the organization has strengths and weaknesses. Strengths serve as the basis on which an organization relies in its competitive struggle and which it should strive to expand and strengthen. Weaknesses are the subject of close attention by management, who must do everything possible to get rid of them.

J. Pearce and R. Robinson (Pearce and Robinson, p. 187) identified a set of key internal factors that can be a source of both strength and weakness of an organization. Analysis of these factors allows us to get a comprehensive picture of the internal environment of the organization and its strengths and weaknesses. Below is a list of these factors and key questions for analyzing them.

Along with studying various aspects of the internal environment of the organization, it is very great importance also has an analysis of organizational culture. There is not a single organization that does not have an organizational culture. It permeates any organization through and through, manifesting itself in how the organization’s employees carry out their work, how they relate to each other and to the organization as a whole. Organizational culture can contribute to the fact that the organization is a strong structure that can sustainably survive in the competitive struggle. But it may also be that organizational culture weakens the organization, preventing it from developing successfully even if it has high technical, technological and financial potential. The particular importance of analyzing organizational culture for strategic management is that it determines not only the relationships between people in the organization, but also has a strong influence on how the organization builds its interaction with the external environment, how it treats its customers and what methods it chooses to conducting competition.

Since organizational culture has no obvious manifestation, it is difficult to study. However, there are nevertheless several stable signs that help to assess the strengths and weaknesses that organizational culture gives rise to in an organization. Information about organizational culture can be obtained from various publications in which an organization presents itself. Organizations with a strong organizational culture strive to emphasize the importance of the people working in it and pay great attention to explaining their philosophy and promoting their values. At the same time, organizations with a weak organizational culture are characterized by the desire to talk in publications about the formal organizational and quantitative aspects of their activities.

An idea of ​​organizational culture is also given by how employees work in their workplaces, how they interact with each other, and what they prefer in conversations. To understand organizational culture, it is important to know how the career system in the organization is structured and what criteria are used to promote employees. If in an organization employees are promoted faster and based on individual achievements, then it can be assumed that there is a weak organizational culture. If the employees’ careers are long-term and preference for promotion is given to the ability to work well in a team, then such an organization has clear signs of a strong organizational culture.

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

Elements of the internal environment

All organizations operate in the external environment. Any action of an organization is possible only if its implementation is permitted by the environment in which it operates.

It is known that an organization is an open system, since it interacts with the external environment and receives resources from it in the form of raw materials, materials, labor, information, etc. Part of the resources received from the external environment is processed, converted into products that are subsequently transferred to the external environment in the form of goods or services.

Thus, any organization carries out three key processes:

Obtaining resources from the external environment;
production of products (internal transformation of resources);
transfer of products to the external environment.

The internal environment of an organization is part of the external environment located within the organization. In the course of its activities, the organization experiences constant direct influence from internal environmental factors. The internal environment includes the goals and objectives of the organization, its structure, employees, equipment and technologies used in production, internal information, organizational culture and other elements.

In the internal environment of the organization, the following subsystems are distinguished:

Social - this includes all employees of the organization along with the complex of their relationships;
organizational - covering communication processes; subordination, distribution of powers, norms, work schedule etc.;
information - a set of organizational and technical means that provide the organization with the information necessary for its normal functioning;
production and technical - it includes a complex of means of production (equipment, raw materials, materials, etc.);
economic - a set of economic processes (movement of capital and property rights, cash flow).

Despite the importance of all components of the internal environment, people occupy a special place in any organization. Since the result of an organization’s activities directly depends on the abilities, qualifications, attitude to work and motivation of its personnel.

The external environment of an organization is the main source of resources necessary for the functioning of the organization. The external, or environment, includes a huge number of components that have an impact on the organization of varying nature, degree and frequency. While some environmental components provide an organization with opportunities for development, others create serious obstacles to its activities. The external environment includes economic, political, legal, political, technological, social and other components. There are two relatively autonomous parts of the external environment, which have different impacts on the organization - the macroenvironment and the immediate environment.

The macroenvironment is part of the external environment common to all organizations. There are global, international and national levels of the macroenvironment.

The main components of the macroenvironment are:

The economic component determines the general level of economic development, market relations, competition, in other words, the conditions in which the organization operates. The main indicators of macroeconomic processes are: the value of gross domestic product (GDP), inflation rates, unemployment rates, etc. Changes in these indicators entail fluctuations in demand for certain products, price levels, profitability of enterprises, determine investment policy, etc.
- The political component determines the direction and pace of social development, the dominant ideology, the foreign and domestic economic policy of the state, etc. The political system has a significant impact on the functioning of organizations, creating new opportunities or difficulties for the development of various areas of business.
- The legal component, through legislation, establishes acceptable standards of business relationships (rights, obligations, responsibilities of organizations, etc.).
- The social component reflects social processes and trends in social development that directly affect the activities of the organization. These include: social values, traditions, ethical standards, people’s attitudes towards work, tastes and consumer behavior.
- The technological component represents the level of scientific and technological progress. Analysis of the technical components of the external environment allows for the timely application of developments that can significantly contribute to increasing the competitiveness of an enterprise in a constantly developing market.

The immediate environment of an organization is also called the “business environment.” The business environment includes everything that, being outside the organization, directly interacts with it, having a direct impact on both the organization as a whole and its individual elements. At the same time, the organization itself can have a significant influence on the nature and content of such interaction, taking a direct part in shaping the business environment.

The business environment is formed as the organization operates and, depending on various factors, can undergo significant changes. The business environment may change when the organization’s strategy or field of activity changes, the range of products manufactured, entry into new markets, etc.

The following components of the business environment are distinguished:

Consumers are direct buyers of products (works, services) produced by an organization. The impact of consumers on the activities of an organization can manifest itself in different forms: in the form of requirements for the quality of goods and forms of payment; in preference to specific types goods and brands. Consumer demand largely determines the pricing and production policy of an enterprise.
Suppliers are organizations and individuals who supply the organization with the necessary resources (raw materials, materials, energy, etc.). Suppliers can significantly influence the organization's activities by changing supply volumes and prices for resources, creating resource dependence.
Competitors are enterprises selling homogeneous goods (services, works) in the same market. There is also the concept of "potential competitors"; This is the name given to companies that only intend to enter the market with a product similar to the company’s products. In addition to the obvious threat from direct and potential competitors, a danger to the organization’s activities can be posed by companies that produce goods that can replace or completely displace its products.
Infrastructure is a part of the business environment that supplies the organization with the financial, labor, information and other services necessary for its normal functioning. The infrastructure consists of numerous organizations: banks, stock exchanges, auditing firms, personnel, security and advertising agencies, tenants, etc.
Authorities - various government and municipal government. The influence of these bodies on the activities of the enterprise can manifest itself to varying degrees and differ in content. It can range from regulation of the scope of activity to direct intervention in the affairs of the organization.

The internal and external environment of an organization are the subject of mandatory analysis for an organization that expects to continue its activities in the long term. A correct understanding of the conditions in which the organization finds itself contributes to the development of the most effective strategy for its development.

Internal management environment

The internal environment is a set of characteristics of an organization and its internal subjects (strengths, weaknesses of its elements and connections between them) that influence the position and prospects of the company. These include the mission, strategy, goals, objectives and structure of the organization, distribution of functions (including management itself), rights and resources, intellectual capital (including organizational and human potential, learning ability, expectations, needs and group dynamics, including leadership relationships) , management style, values, culture and ethics of the organization, as well as systemic patterns of interrelationships of all mentioned characteristics. Almost all of these components of the internal environment will be discussed further. Therefore, here we will focus only on the integral characteristics of the internal management environment, its models, and orientations.

Formalized models are dominated by unilateral methods of influence, top-down incentives and compulsions: autocratic (submission to the will of the manager), technocratic (submission to a given production process), bureaucratic (submission to organizational order, instructions of behavior).

Personalized models are dominated by multi-subject mutual influences, motivating type orientations: democratizing (with freedom of maneuver in making and implementing management decisions, with numerous feedback loops), humanizing (an organization is a family, where a specific employee and his creative potential is the main resource of the organization), innovative (support for innovation, empowerment for creative search, creation of a creative environment, etc.).

A special place among the characteristics of an organization's environment is occupied by its image. The image is formed and changed in the external microenvironment of the organization, radiates into the macroenvironment, and characterizes both relations with external counterparties (primarily on the problems of exchanging performance results) and the internal environment of the organization. The image belongs to the organization, reflects its features and activities, but is formed in the minds of external entities and directly determines the attitude of counterparties towards it, and indirectly the behavior of employees and groups within the organization.

The image of the organization in the mentality has its own coloration:

Production (produced and offered to contractors only what and how the organization is accustomed to producing and offering);
- sales (sell goods or get a client by any means);
- competitive and opportunistic (focus on the behavior of competitors and demand, as they have already manifested themselves in the market);
- marketing - taking into account the strategic positions of partners and competitors in the development, correction and implementation of strategy and the active formation of demand in the consumer environment, the priority of long-term contracts and recurring transactions that are beneficial to all its participants, including manufacturers, intermediaries and consumers.

Internal environment is a set of characteristics of a company and its internal subjects (strengths, weaknesses of its elements and connections between them) that influence the position and prospects of the company.

Components of the internal environment: mission, strategy, goals, objectives and structure of the organization, distribution of functions (including management ones), rights and resources, intellectual capital (including organizational and human potential, learning ability, expectations, needs and group dynamics, including leadership relationships ), management style, values, culture and ethics of the organization, as well as systemic patterns of interrelationships of all mentioned characteristics.

Formalized models are distinguished by the fact that they are dominated by unilateral methods of influence, incentives and compulsions along the “top-down” line:

1. technocratic (characterized by subordination to a given production process);
2. autocratic (submission to the will of the leader);
3. bureaucratic (submission to organizational order, instructions of behavior).

Personalized models contain multi-subject mutual influences, motivating type orientations:

1. humanizing (an organization is a family, where a specific employee and his creative potential are the main resource of the organization);
2. democratizing (characterized by freedom of maneuver in making and implementing management decisions, with numerous feedback loops);
3. innovative (characterized by support for innovation, provision of authority for creative search, creation of a creative environment, etc.).

External environment is a set of external entities and factors that actively influence the position and prospects of an organization, but are not subject to its leadership. Composition of the external environment: the external management environment includes the entire macroenvironment and part of the microenvironment.

The macroenvironment is the same for all subjects of management in a given country, region, for specific organizations, goods and services. Feature: elements of the external environment - consumers, competitors, intermediaries, etc., can be considered as a whole, i.e. as a macro environment and as a micro environment.

Main characteristics of the external management environment:

1. multicomponent;
2. growth of complexity, mobility, uncertainty;
3. increasing interconnectedness of factors (a change in one of them leads to a change in other factors);
4. globalization.

Globalization is a complex of cross-border interactions between organizations, individuals, institutions and markets, the creation of a single global, internationalized information, commodity, financial space, the integration of a wide variety of subjects into global processes.

The main directions of globalization:

1. growth and strengthening of the influence of international civil society institutions;
2. expansion of technologies and financial resources, flows of goods;
3. expanding the scope of information exchanges via the Internet;
4. activities of transnational corporations;
5. internationalization of certain types of criminal activity.

Internal management environment

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

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

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

Organizations have a variety of purposes, and their nature largely depends on the type of organization:

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

2. In general, the entire organization consists of several levels of management and various units that are interconnected. This is usually called the structure of the organization. All divisions of an organization can be classified into one or another functional area. Functional area refers to the work performed for the organization as a whole: marketing, production, finance, etc. Obviously, marketing can be carried out by several divisions and even, for example, by a manufacturing division if it is developing a new product for the consumer. When considering structure as a component of the internal environment, two issues are usually focused on: division of labor and control.

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

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

3. A task is a prescribed job that must be completed in a prescribed manner and within a specified time frame. Every position in an organization includes a number of tasks that must be completed to achieve the organization's goals.

Tasks are traditionally divided into three categories:

Tasks for working with people;
tasks for working with machines, raw materials, tools, etc.;
tasks for working with information.

In an age of rapid growth in innovation and innovation, tasks are becoming more and more detailed and specialized. Each individual task can be quite complex and in-depth. In this regard, the importance of managerial coordination of actions in solving such problems increases.

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

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

Woodward classification:

Single, small-scale or individual production;
mass or large-scale production;
continuous production.

Thompson classification:

Multi-link technologies, characterized by a series of interrelated tasks that are performed sequentially;
mediation technologies characterized by meetings of groups of people. For example, sellers connect product manufacturers with consumers (in this case we are dealing with sales technology);
intensive technology, characterized by the use of special techniques to change the state of a material (for example, intensification of production).

5. People are the central link in any management system.

There are three main aspects of the human variable in an organization:

Behavior of individuals;
behavior of people in groups;
the nature of the leader's behavior.

Understanding and managing the human variable in an organization is the most complex part of the entire management process and depends on many factors.

Let's list some of them:

1. Human abilities. According to them, people are most clearly divided within the organization. Human abilities refer to the characteristics that are most easily amenable to change, such as training.
2. Needs. Every person has not only material, but also psychological needs (for respect, recognition, etc.). From a management point of view, the organization must strive to ensure that satisfying the employee’s needs leads to the realization of the organization’s goals.
3. Perception, or how people react to events around them. This factor is important for developing various types of incentives for employees.
4. Values, or shared beliefs about what is good or bad. Values ​​are ingrained in a person from childhood and are formed throughout his entire activity. Shared values ​​help leaders unite employees to achieve the organization's goals.
5. The influence of the environment on the individual. Today, many psychologists say that human behavior depends on the situation. It has been observed that in one situation a person behaves honestly, but in another he does not. These facts point to the importance of creating a work environment that supports the type of behavior desired by the organization.

In addition to these factors, groups and managerial leadership influence a person in an organization. Every person strives to belong to a group. He accepts the norms of behavior of this group depending on how much he values ​​his belonging to it. An organization can be considered as a kind of formal group of people, and at the same time, in any organization there are many informal groups that are formed not only on professional grounds.

In addition, in any formal or informal group there are leaders. Leadership is the means by which a leader influences the behavior of people and causes them to behave in a certain way.

Characteristics of the internal environment

As you know, dependence on the internal and external environment of an organization is one of the most significant characteristics of absolutely any organization. Not one organization can work in isolation, relying only on internal factors and reserves; this happens precisely because of its direct dependence on the external environment. At the same time, internal variables are mainly the result of management decisions made.

Accordingly, the internal environment of an organization is nothing more than a set of interrelated variables that characterize the situation within the organization and affect the level of its controllability.

It is worth paying attention to the issue of goals as a priority in any organization. Goals are the final states or desired results that the organization strives for in a given period of time. All goals are developed by the manager during the planning process. As a rule, goals are public in nature and are not part of confidential information - this is a very important factor for coordinating the activities of employees, since each member of the organization must clearly understand why he is working.

Let's consider the typology of goals:

1. According to the establishment period:
strategic;
tactical;
operational;
2. By content:
economic;
social;
organizational;
political;
personnel;
innovative;
scientific;
3. By scope:
internal;
external;
4. By priority of achievement:
especially important;
priority;
deferred;
5. By measurability:
quality;
quantitative;
6. By hierarchy (goals of the highest, middle and lower management levels):
goals of the organization;
goals of structural units;
7. By life cycle stages:
goals of the creation period;
growth period goals;
goals of the maturity period;
goals of the period of decline;
renewal period goals.

In addition to goals, tasks are also important. The term “task” itself means a prescribed work (part or series of work) that must be completed within a certain time frame with the required level of quality.

In general, tasks are divided into 3 large categories:

1) Working with people;
2) Working with objects;
3) Working with information.

In addition, tasks are not a constant parameter; they can, rather even should, change their nature and content as the organization develops and passes through the stages of its life cycle.

The next component - Resources - is the thread that very closely connects the internal environment with the external one. Resources include material base, information, finance, personnel, intellectual resources; resources can be called energy coming from outside.

Technology - usually this term, among organizations, means a method of transforming resources.

Structure, in the context of the internal environment, implies a logically thought-out system of relations of various levels among themselves, aimed at achieving all the goals.

Culture - moral, ideological, ethical norms that have value in a given organization.

Undoubtedly, a positive internal environment of an organization is very important for the successful operation of the entire organization as a whole; then we will dwell in more detail on each element of the internal environment, and now we will move on to the issue of the external environment.

The external environment of an organization is a set of external factors that influence the organization and change its properties. This environment has the following characteristics:

1. The interconnectedness of factors, that is, the level of force with which a change in one factor affects other factors.
2. Complexity of the environment - the number of factors to which the organization must respond, as well as the degree of variability of a single factor.
3. Mobility - the speed with which changes in factors occur.
4. Uncertainty - the relationship between the amount of information about the environment that the organization has and the accuracy of this information.

The external environment of an organization is heterogeneous; it consists of direct impact factors (immediate environment) and indirect impact factors (macroenvironment).

Among these two groups of factors, first of all, attention should be paid to the external environment of direct influence, since these are sources of power that directly affect the organization; all activities must be adjusted to their requirements.

In turn, the environment of indirect influence - sources of power that influence the organization indirectly, through other factors, or only under certain conditions, is also worth considering.

Elements of the indirect impact environment include:

1. Economics;
2. International situation;
3. Political factors;
4. Level of scientific and technological progress;
5. Socio-cultural factors.

Despite the abundance of various factors, only a few of them have a pronounced impact on the organization. The task of the manager, as well as management personnel at different levels, is to maintain a balance of relationships. If the most important problems in the interaction of an organization with the external environment are issues related to uncertainty and resource dependence, then the task of management personnel is to maintain a balance of resource input and product output (information, goods, services).

Naturally, these days the level of uncertainty is also very high, so you, as leaders (present or future), should work towards reducing dependence on uncertainty, you need to learn how to reduce the level of existing dependence.

The manager does not have many tools for this, but we can primarily recommend the following measures:

A. Try to strengthen the degree of relationships with environmental elements;
b. Using available means, try to increase the level of awareness about the state of the environment in which your organization operates;
c. If the existing strategy is clearly outdated and is not able to quickly adapt to changing conditions, do not be afraid to choose a new strategy, but you will have to work it out thoroughly;
d. In some cases it is extremely in an effective way To improve your position is to change the organizational structure.

Internal environment of the company

Any enterprise is located and operates in a certain environment, and each of its actions is possible only if the environment allows it. The enterprise is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive, since the external environment serves as a source of production resources necessary for the formation and maintenance of production potential. Environmental factors are uncontrollable by the enterprise and its services. Under the influence of events occurring outside the enterprise, in the external environment, managers have to change the internal organizational structure, adapting it to changing conditions.

The external environment of an enterprise is all the conditions and factors that arise independently of the activities of the enterprise and have a significant impact on it. External factors are usually divided into two groups: direct impact factors (immediate environment) and indirect impact factors (macroenvironment).

Factors of direct impact include factors that have a direct impact on the activities of the enterprise: resource suppliers, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is a joint-stock company).

In the conditions of the transition economy of Russia, the efficiency of enterprises’ activities largely depends on the state, first of all, the creation of a civilized market and the rules of the game in this market.

Main functions of the state:

Creation of a legal basis for the life of the country, including the development, adoption and organization of implementation of economic legislation;
- ensuring law and order in the country and its national security;
- stabilization of the economy (primarily reducing unemployment and inflation);
- ensuring social protection and social guarantees;
- protection of competition.

Factors of indirect impact do not have a direct effect on the activities of the enterprise, but taking them into account is necessary to develop the right strategy.

The most significant indirect impact factors include:

Political factors - the main directions of government policy and methods of its implementation, possible changes in the legislative and regulatory framework, international agreements concluded by the government in the field of tariffs and trade, etc.;
- economic factors - rates of inflation or deflation, level of employment of labor resources, international balance of payments, interest and tax rates, value and dynamics of gross domestic product, labor productivity, etc. These parameters have different effects on different enterprises: what one organization sees as an economic threat, another perceives as an opportunity. For example, stabilization of purchase prices for agricultural products is considered as a threat for their producers, and as a benefit for processing enterprises;
- social factors of the external environment – ​​the population’s attitude towards work and quality of life; existing customs and traditions in society; values ​​shared by people; mentality of society; level of education, etc.;
- technological factors, the analysis of which allows us to foresee opportunities associated with the development of science and technology, timely switch to the production and sale of a technologically promising product, and predict the moment of abandonment of the technology used.

Analysis of the external environment of an enterprise is complicated by the fact that the main characteristics of the external environment are its uncertainty, complexity, mobility, as well as the interconnectedness of its factors. Environment modern enterprises is changing at an increasing speed, which places ever increasing demands on the analysis of the external environment and the development of a strategy that would take into account to the maximum extent all the opportunities and threats of the external environment.

The internal environment of an enterprise determines the technical and organizational conditions of the enterprise and is the result of management decisions. The purpose of analyzing the internal environment of an enterprise is to identify the strengths and weaknesses of its activities, since in order to take advantage of external opportunities, the enterprise must have a certain internal potential. At the same time, you need to know the weak points that can aggravate the external threat and danger.

The internal environment of organizations includes the following main elements: production, finance, marketing, personnel management, organizational structure.

The importance of analyzing the internal environment is explained by the following circumstances:

Information about the internal environment is necessary in order to determine internal capabilities, the potential that an enterprise can count on in competition to achieve its goals;
- analysis of the internal environment allows you to better understand the goals and objectives of the organization.

The main elements of the internal environment of the enterprise are:

Production (in foreign economic literature - operations management): volume, structure, production rates; product range; availability of raw materials and materials, level of reserves, speed of their use; available equipment fleet and the degree of its use, reserve capacity; production ecology; quality control; patents, trademarks, etc.;
- personnel: structure, qualifications, number of employees, labor productivity, staff turnover, labor costs, interests and needs of employees;
- management organization: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise;
- marketing, covering all processes related to production planning and product sales, including: manufactured goods, market share, distribution and sales channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing;
- finance is a kind of mirror that reflects all the production and economic activities of the enterprise. Financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level;
- culture and image of an enterprise are poorly formalized factors that create the image of an enterprise; a high image of an enterprise allows you to attract highly qualified workers, stimulate consumers to purchase goods, etc.

The main link of the economy is the enterprise - an independent economic entity created to produce products for the purpose of making a profit and satisfying social needs. An enterprise is characterized by a number of characteristics and has its own goals and objectives, determined primarily by the state of the internal and external environment.

The entire set of enterprises operating in the economy can be classified according to a number of characteristics (by industry, production structure, resources and products, by organizational, legal and technological characteristics).

The efficiency of an enterprise is largely determined by its structure - the composition and relationship of its internal links. In economics, there are three types of production structure (technological, subject and mixed), as well as several of its types. The parameters of the production structure depend on the range and characteristics of the product, the scale of production, the level of specialization and cooperation.

The production process at an enterprise involves the combination of living labor with the means of production. The condition for the optimal organization of the production process is its rational distribution among workplaces and over time. The organization of the production process is closely related to the type of production.

The enterprise operates in an external environment, the factors of which are uncontrollable by the enterprise. Analysis of the external environment is necessary to develop an enterprise development strategy that takes into account the complexity, uncertainty and mobility of the environment.

Structure of the internal environment

The internal environment of an organization is built from the elements that form its production and economic system.

The elements are grouped into the following blocks:

1) product (project) block - areas of activity of the organization and their results in the form of products and services (projects and programs);
2) functional block (block production functions) - operator of transformation of organizational and management resources into products and services during the work activity of enterprise employees at all stages of the product life cycle, including R&D, production, sales, consumption;
3) resource block - a complex of material, technical, labor, information and financial resources of an enterprise;
4) organizational block - organizational structure, process technology for all functions and projects, organizational culture;
5) control unit - general management of the organization, management system and style.

The internal environment includes those conditions for the production and sale of products (services) that can be regulated by the organization in the process of intra-company planning and management. This is the main difference between the internal environment and the external environment (the factors of the latter must be taken into account in the work of the organization, but it is not capable of influencing their change).

Internal environmental factors include the structure of the organization, its goals and objectives, production technology and people - with their abilities, needs, and qualifications. All internal factors are interconnected. Changing one of them affects all others to a certain extent.

The manager must clearly understand the degree of influence of each internal factor on the success of the business and change it, if necessary, in the right direction. Therefore, internal environmental factors require constant attention of the organization's management.

Let us briefly consider their main characteristics. At the center of the entire set of internal factors are the goals of the organization. And not by chance, since goals are a specific final state or desired result that the team of a given organization strives for by working together. During planning, the organization's management develops goals and communicates them to the team. This process is a powerful mechanism for coordinating the actions of all team members because it makes it possible for them to know what they need to achieve. The orientation determined by goals permeates all subsequent decisions of the organization's management.

Based on the goals of the organization, they are developed for each of the divisions. At the same time, the goals of the latter should make a specific contribution to the development of the enterprise and not conflict with the objectives of other departments.

The most important element of the internal environment is the structure of the organization, which is understood as the logical relationship of management levels and functional areas, built in a form that allows the organization’s goals to be most effectively achieved.

The challenge is to create an organizational structure that not only allows the organization to continually adapt to change, but also actively facilitates this process. This means that the structure follows the organization's strategy (and therefore market demands) and not the other way around. To make such an adaptation process possible, an organizational structure is needed that is fully compatible with environmental conditions.

The construction of the structure is based on the division of labor. Dividing all work into components is called horizontal division of labor. This makes it possible to produce much more output than if the same number of people worked independently. The degree of horizontal division of labor varies across different enterprises; it depends on the scale and complexity of production. The larger and more complex the organization, the higher the degree of division of labor, and vice versa.

Based on the horizontal division of labor, organizational units are formed that perform specific specific tasks. They are usually called departments or services.

Because the work of people in an organization is broken down into its component parts, someone must coordinate it in order for it to be successful. For this purpose, a vertical division of labor is carried out.

Thus, in the organization there are two internal organic forms of division of labor. The first is the division of labor into components that make up parts of the overall activity, i.e. horizontal division of labor. The second is called the vertical division of labor, and it separates the work of coordinating people's actions from the actions themselves.

Another area of ​​division of labor in an organization is the formulation of tasks. A task is a prescribed job, series of jobs, or piece of work that must be completed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are not assigned to the employee, but to positions. Based on management's decision about the structure, each position includes a number of tasks that are viewed as essential contributions to achieving the organization's goals. It is believed that if a task is completed in a prescribed manner and within a predetermined time frame, the organization will perform successfully.

The most important internal variable is technology. Technology can be defined as the combination of skills, equipment, tools and related technical knowledge necessary to bring about desired changes in materials, information or people.

Tasks and technology are closely related. Completing a task involves using a specific technology as a means of converting an input material into an output form. Essentially, technology is a method that allows you to convert source materials (raw materials) into the desired output product.

No technology can be useful and no task can be accomplished without the cooperation of the team. Management achieves the organization's intended goals through other people. Therefore, people are the central factor for success. Understanding and managing the human variable is very difficult. Human behavior in society is the result of a complex combination of individual characteristics of the individual and his environment.

Internal Marketing Environment

The greatest interest in conducting marketing research represents the study of the marketing environment. The marketing environment constantly presents surprises - either new threats or new opportunities. It is vital for every company to constantly monitor ongoing changes and adapt to them in a timely manner. The marketing environment is a set of active entities and forces operating outside the boundaries of the company and influencing its ability to successfully cooperate with target customers. In other words, the marketing environment characterizes the factors and forces that influence an enterprise's ability to establish and maintain successful cooperation with consumers. These factors and forces are not all and are not always subject to direct control by the enterprise. In this regard, a distinction is made between external and internal marketing environments.

The marketing environment is everything that surrounds the enterprise, everything that influences its activities and the enterprise itself.

The company's marketing environment is a set of entities and forces operating outside the enterprise and influencing the enterprise's ability to establish and maintain successful mutually beneficial cooperative relationships with target customers.

The marketing environment is usually divided into internal and external environments.

The external marketing environment of a company consists of a microenvironment and a macroenvironment. It includes all objects, factors and phenomena that are outside the enterprise, which have a direct impact on its activities. The firm's microenvironment includes the firm's relationships with suppliers, intermediaries, customers and competitors. The macroenvironment of a company is represented by factors that are more common to most companies, mainly of a social nature. These include factors of demographic, economic, natural, political, technical and cultural nature.

The internal environment characterizes the potential of the enterprise, its production and marketing capabilities.

The essence of enterprise marketing management is to adapt the company to changes in external conditions, taking into account existing internal capabilities.

The internal marketing environment includes those elements and characteristics that are located within the enterprise itself:

Fixed assets of the enterprise.
Composition and qualifications of personnel.
Financial opportunities.
Management skills and competence.
Use of technology.
Enterprise image.
Experience of the enterprise in the market.

One of the most important parts of the internal environment is the characteristics of marketing capabilities. They depend on the presence of a special marketing service of the enterprise, as well as the experience and qualifications of its employees.

To simplify the consideration of the external environment of an enterprise, it should be distinguished into macro-external and micro-external.

The micro-external environment (direct impact environment) of marketing includes a set of subjects and factors that directly affect the organization’s ability to serve its consumers (the organization itself, suppliers, marketing intermediaries, clients, competitors, banks, the media, government organizations, etc.). The micro-external environment is also directly influenced by the organization.

When the organization itself is considered as a factor in the external marketing environment, it is meant that the success of marketing management also depends on the activities of other (except marketing) divisions of the organization, the interests and capabilities of which should be taken into account, and not just marketing services.

The macro-external environment (the environment of indirect influence) of marketing is a set of large social and natural factors that affect all subjects of the micro-external environment of marketing, but not in an immediate, direct way, including: political, socio-economic, legal, scientific, technical, cultural and natural factors. Political factors characterize the level of stability of the political situation, the state’s protection of the interests of entrepreneurs, its attitude towards various forms property, etc.

Socio-economic characterize the standard of living of the population, the purchasing power of individual segments of the population and organizations, demographic processes, stability of the financial system, inflationary processes, etc.

Legal - characterize the legislative system, including regulatory documents on environmental protection natural environment, standards in the field of production and consumption of products. This also includes legislation aimed at protecting consumer rights; legislative restrictions on advertising and packaging; various standards affecting the characteristics of manufactured products and the materials from which they are made.

Scientific and technical - provide advantages to those organizations that quickly adopt the achievements of scientific and technical progress.

Cultural factors sometimes have the main influence on marketing. Consumer preferences for one product over other products can only be based on cultural traditions, which are also influenced by historical and geographical factors.

Natural - characterize the presence of natural resources and the state of the surrounding environment, which both the organization itself and the subjects of the micro-external environment must take into account in their economic and marketing activities, since they have a direct impact on the conditions and possibilities for conducting this activity.

Even if the management of the organization has such external environmental conditions, such as, for example, political instability and the lack of a well-developed legal framework do not like it, it cannot change them directly, but rather must adapt to these conditions in its marketing activities. However, sometimes organizations take a more active and even aggressive approach in their efforts to influence the external environment, here primarily referring to the micro-external marketing environment, the desire to change public opinion about the organization’s activities, establish warmer relationships with suppliers, etc.

The microenvironment of the company is represented by:

Suppliers.
Marketing intermediaries.
Clientele.
Competitors.
Contact audience.

Marketing microenvironment:

External microenvironment - economic entities with which the enterprise has direct contacts in the course of its activities (consumers, suppliers, competitors: direct, potential).
Direct competitors are enterprises offering similar goods and services in the same markets.
Production of substitute goods - enterprises producing goods that satisfy the same need.
Potential competitors are enterprises that can enter the manufacturer's target market.
Contact audiences are government and administrative bodies (federal, regional, etc., media workers, public parties and movements, trade unions, representatives of financial circles).

The external marketing environment is part of the external environment of the organization as a whole or its external business environment, discussed in management courses and characterizing management problems at the organizational level.

Suppliers are subjects of the marketing environment whose function is to provide partner firms and other companies with the necessary material resources. In the context of a network approach to the process of interaction between subjects of the marketing system, it is advisable to study the capabilities of various suppliers in order to select the most reliable and economical supplier in terms of capital and current costs of the company. A comprehensive study of the “supplier - company - consumer” chain is a necessary condition for economic assessment when justifying the choice of supplier.

Competitors are firms or individuals that compete, that is, acting as rivals in relation to other business structures or entrepreneurs at all stages of the organization and implementation of business activities. Competitors, through their actions in the market, when choosing suppliers, intermediaries, and consumer audiences, can influence the results of the activities of a rival enterprise, its position and advantages in competition.

Knowing the strengths and weaknesses of competitors, a company can evaluate and constantly strengthen its production and marketing potential, goals, current and future business strategy.

Intermediaries are firms or individuals who help manufacturing businesses promote, deliver and sell their products to consumers. There are trade, logistics, marketing and financial intermediaries. Resellers include wholesalers and retailers. Logistics intermediaries provide services in the system of warehousing, transportation of goods and flow. Marketing intermediaries provide assistance in the system of interaction of the company with all subjects of the marketing system in the field of organizing marketing research and optimizing demand for goods and services. Financial intermediaries provide banking, credit, insurance and other financial services.

Consumers are firms, individuals or their potential groups who are ready to purchase goods or services on the market and have the rights to choose a product, a seller, and present their conditions in the purchase and sale process. The consumer is the king of the market, therefore the task of a marketer is to constantly study consumer behavior, his needs, analyze the reasons for deviations in his attitude towards the company’s product and timely develop measures to adjust the company’s activities in order to maintain effective communications with the consumer.

Strategic analysis of the internal environment

Strategic management is a process in constant motion. Change both inside and outside the organization, or both, requires corresponding adjustments to the strategy, so the strategic management process is a closed cycle.

The task of evaluating performance and making adjustments is both the end and the beginning of the strategic management cycle. The course of external and internal events sooner or later forces us to reconsider the purpose of the company, the goals of its activities, the strategy and the process of its implementation. Management's job is to find ways to improve the existing strategy and monitor how it is being implemented.

There are many models of the strategic management process that, to one degree or another, detail the sequence of steps in this process, but three key stages are common to all models:

Strategic analysis;
- strategic choice;
- strategy implementation.

Strategic analysis is usually considered the initial process of strategic management, since it provides both the basis for determining the mission and goals of the company, and acts as the most important stage of management in developing an effective strategy and provides a real assessment of one’s own resources and capabilities and a deep understanding of the external competitive environment.

Every organization is involved in three processes:

Receiving resources from the external environment (input);
turning resources into products (transformation);
transfer of the product to the external environment (output).

Management is designed to provide a balance between input and output. As soon as this balance is disturbed in an organization, it takes the path of death. Modern market dramatically increased the importance of the exit process in maintaining this balance. This is precisely reflected in the fact that in the structure of strategic management the first stage is the stage of strategic analysis.

The strategic analysis stage interprets the strategic position of the organization by, firstly, identifying the changes that have arisen in the economic environment of the organization and identifying their impact on the organization and its activities, and secondly, determining the advantages and resources of the organization depending on their changes. The main purpose of strategic analysis is to assess the key influences on the present and future position of the organization and determine their specific impact on strategic choices.

One of the results of strategic analysis is the formulation of the overall goals of the organization, which determine the scope of its activities. Based on the goals, tasks are determined. They are used to represent strategic planning indicators. Indicators presented in written form may be of a financial or non-financial nature. Financial indicators are numerous, expressed in numbers, convenient for comparing the strengths and weaknesses of various strategic development options, and with their help it is easy to exercise control.

Conducting strategic analysis involves examining the dynamics of the environment and the organization's capabilities. The organization's potential is studied with a view to using it to build competitive advantages. An important role in strategic analysis is played by the identification of core competencies and skills - those skills that give the company a competitive advantage and determine the main directions of its activities.

The need for strategic analysis is determined by several factors:

Firstly, it is necessary when developing an enterprise development strategy and, in general, for the implementation of effective management;
- secondly, it is necessary to assess the attractiveness of the enterprise, from the point of view of an external investor, to determine the position of the enterprise in national and other ratings;
- thirdly, strategic analysis allows us to identify the reserves and capabilities of the enterprise, determine the directions for adapting the internal capabilities of the enterprise to changes in external environmental conditions.

Strategic analysis involves studying:

External environment (macroenvironment and immediate environment);
- internal environment of the organization.

Analysis of the external environment (macro and immediate environment) is aimed at finding out what the company can count on if it successfully conducts its work, and what complications may await it if it fails to prevent in time the negative attacks that may present her with an environment.

Analysis of the internal environment reveals those opportunities, the potential that a company can count on in competition in the process of achieving its goals. Analysis of the internal environment also allows us to better understand the goals of the organization and more accurately formulate the mission, i.e. determine the meaning and direction of the company’s activities. It is extremely important to always remember that the organization not only produces products for the environment, but also provides an opportunity for existence for its members, giving them work, providing them with the opportunity to participate in profits, providing them with social guarantees, etc.

At this stage of the analysis, top management selects the most important factors for the future of the enterprise - strategic factors. Strategic factors are factors in the development of the external environment, which, firstly, have a probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise. The purpose of analyzing strategic factors is to identify threats and opportunities in the external environment, as well as the strengths and weaknesses of the organization. A well-conducted management analysis, which gives a realistic assessment of its resources and capabilities, is the starting point for developing an enterprise strategy. At the same time, strategic management is impossible without a deep understanding of the competitive environment in which the enterprise operates, which requires the implementation of marketing research. It is the emphasis on monitoring and assessing external threats and opportunities in the light of the strengths and weaknesses of the enterprise that is the hallmark of strategic management.

The result of strategic analysis is the formation of an effective enterprise strategy, which should be based on the following components:

Correctly selected long-term goals;
deep understanding of the competitive environment;
a real assessment of the enterprise’s own resources and capabilities.