home Magazine The purpose of the enterprise, organization and management to achieve the goal. Mission and goals of the company: definition, features of activities and implementation Reliability - you can rely on it in serious situations

The purpose of the enterprise, organization and management to achieve the goal. Mission and goals of the company: definition, features of activities and implementation Reliability - you can rely on it in serious situations

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1. The concept and essence of the organization, its external and internal goals.

2. Typology of organizations.

3. Life cycle of the organization.

4. Operating environment. The internal environment of the organization. People are like an internal variable. The external environment of the organization. Factors of indirect influence. Factors of direct influence.

5. Structure of the organization

The concept and essence of the organization, its external and internal goals

Organization- a consciously coordinated social entity with defined boundaries that functions on an ongoing basis to achieve common goals. Organization- an active, relatively independent element of the social system, through which the interests of the individual and society are refracted.

Organization- the formation of a group or individuals interacting with each other and working to achieve a specific goal.

The organization is characterized by the following signs:

- complexity, determining the degree of division of labor in the organization, the level of specialization, the number of levels of the hierarchy;

– formalization- developed rules and procedures that determine the behavior of employees; (what can and cannot be done);

– ratio of centralization and decentralization the levels at which decisions are made. The ratio of centralization and decentralization determines the type and nature of the organizational structure of management.

Every organization has a mission. Mission A stated statement as to why and for what reason an organization exists. The development of the mission is necessary to identify the main task of the company, to develop on its basis the goals and criteria for decision-making.

For the organization, the mission is the starting point for making planning decisions (determine why the company exists); gives clarity to the goal towards which the organization is moving (what is the difference between this company and those already operating in the market); helps to concentrate the efforts of employees to achieve the goal (consistency of interests of all persons in the organization); causes understanding and support of external participants of the organization, contributes to the creation of the corporate spirit of the organization.

In a generalized form, the mission is the definition of the offered products (services), the place and role of the organization in the market; organization goals; technology, basic views and values, strengths, competitiveness, responsibility to partners and consumers, image and appearance. What the company is going to do, where to go, and what it wants to become, is the mission of the company.

Depending on the classification criteria are as follows goal groups:

1) establishment period: strategic, tactical; operational;

3) structural: marketing, innovation, personnel; production, financial, administrative;

4) environment: internal and external;

5) priority: special priority, priority, external;

6) measurability quantitative and qualitative;

7) repeatability: one-time and constantly recurring;

8) hierarchy: goals of the organization, units;

9) stage life cycle: design and creation of an object, growth of an object; object maturity; end of the life cycle of an object.

The mission does not change throughout the entire life cycle of the organization. The formation of a new mission leads to the formation of a new enterprise. Carrying out its mission, the company is moving towards achieving certain goals (survival, growth, profitability):

· external goals, taking into account the needs of the wider social community within which the organization operates, these are the goals, the achievement of which allows the organization to change the external environment;

· internal goals- the goals of the team itself, focusing on the satisfaction of its needs. They are formed either as a resultant or as a coinciding part of the individual goals of its participants, which greatly facilitates the management process, these are goals, the achievement of which allows the organization to develop itself.

Of course, the achievement of both goals is interconnected, i.e. it is impossible to try to achieve any internal goal without achieving an external one and vice versa.

3.2 Typology of organizations

Organizations, due to their extreme diversity, can be typologized, that is, they can be singled out and combined in many ways. characteristic features. The most common types of typology are: by the nature of the activity - public, economic, state, municipal; by field of activity - economic, political, military, social, children's; on industry affiliation– construction, mining, medical, sports; in relation to the authorities - governmental, municipal, independent; by nationality - national, foreign, joint; according to the degree of independence - head (maternal) and subsidiaries; by form of ownership - private, state, municipal, public, mixed; by legal form - state and municipal unitary enterprises, joint-stock companies, partnerships, cooperatives, public associations, institutions, associations; according to the degree of formalization - legal and non-legal entities; by the number of employees - large, medium and small; by duration of operation - permanent, temporary, seasonal; in relation to profit - commercial (profitable) and others; in relation to the budget - budgetary, financed from the budget and non-budgetary; by organizational structure - linear, functional, matrix. There may be other types of typology of organizations.

Organization life cycle

For description trends of change Life cycle models are the most commonly used in organizations. These models are based on the idea that an organization follows a path of three stages: birth, youth and maturity, and aging of the organization. practical meaning organization life cycle models consists in a detailed definition phases that make up each of the stages of the life of the organization:

Phase 1 - the birth of the organization. The definition of the main goal is characteristic; the main task is to enter the market; organization of work - the desire to maximize profits.

Phase 2 - childhood and adolescence. the main objective- short-term profits and accelerated growth, survival through tough management; the main task is to strengthen and capture a part of the market; organization of labor - profit planning, salary increase.

Phase 3 - maturity. The main goal is systematic, balanced growth and the formation of an individual image; leadership effect through delegation of authority; the main task is to grow in different directions, conquer the market, take into account various interests; organization of work - division and cooperation, premium for individual results.

Phase 4 - the aging of the organization. The main goal is to maintain the achieved results; in the field of leadership, the effect is achieved through coordination of actions; the main task is to ensure stability, a free regime of labor organization, and participation in profits.

Phase 5 - the revival of the organization. The main goal is to ensure survival in all functions; the main task is rejuvenation; in the field of labor organization - collective bonuses.

The growth of the organization is accompanied by periods of crisis, the duration of which depends on the security of the organization.

The peculiarity of the growth of the organization reflects the model of crises of the life cycle of the organization. According to this model, there are five phases of organizational growth. Each phase contains an evolutionary stage in the development of the organization, which is interrupted by management crises.

Any organization is considered in two dimensions, one of which forms the size of the organization, and the other - its age. Depending on the size of the organization and at certain stages of its life cycle, the following crises are distinguished.

1. Leadership crisis. As the organization grows, the initially formed informal ties in management between the co-owners are formalized and take the form of management. This process is painful, since some co-owners do not have the qualities of managers, and management begins to compete with the power of the owners - the leaders of the organization. There is a difficult change of leaders: from owners to executive directors.

2. The crisis of autonomy occurs in the process of differentiation and diversification of production as it grows. To resolve this crisis, it is necessary top management delegate part of the authority down.

3. Crisis of control. After decentralization is carried out, at some stage in the development of the organization, control over the units is lost, carried out from above.

4. The crisis of bureaucratization. The creation and development of headquarters subsequently leads to a confrontation between the headquarters and the line. The organization further becomes too unwieldy to be governed by formal programs and practice strict controls.

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

To the factors of direct influence include suppliers of resources, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is joint stock company) that have a direct impact on the activities of the organization;
To the 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 distinguished indirect impact:
1) political factors - main directions of state 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.;
2) economic forces - inflation rates; employment rate labor resources; international balance of payments; interest and tax rates; size and dynamics of GDP; labor productivity, etc.;
3) social factors of the external environment - the attitude of the population to work and quality of life; customs and traditions existing in society; the mentality of society; level of education, etc.;
4) technological factors - Opportunities associated with the development of science and technology, which allow you to quickly adjust to the production and sale of a technologically promising product, to predict the moment of abandonment of the technology used.
INTERNAL ENVIRONMENT OF THE ORGANIZATION - it is an 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 weaknesses and strengths her activities. This is necessary because an organization cannot take advantage of external opportunities without having some internal capacity. At the same time, she needs to know her weak points, which can aggravate external threat and danger. The internal environment of organizations includes the following main elements:
Production : volume, structure, production rates; product range; availability of raw materials and materials, the level of stocks, the speed of their use; the available fleet of equipment and the degree of its use, reserve capacities; production ecology; quality control; patents, trade marks etc.
Staff: 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 covers all processes related to production planning and product sales, such as: manufactured goods, market share, distribution and marketing channels of products, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing.
Finance - This is an indicator that allows you to see the entire production and economic activity of the enterprise. The 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 the enterprise; a high image of an enterprise allows attracting highly qualified employees, encouraging consumers to buy goods, etc.
THUS , internal environment of the organization is the source of her life force. It contains the potential that enables the 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 the organization if it does not provide the necessary functioning of the organization. The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are 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 should maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

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

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

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

The main purpose of this analysis is to determine the level of security of the enterprise with current assets and to identify reserves for improving 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 sales of products and the average amount of all assets; dynamics of the share of 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; stocks of finished products; current accounts receivable balances of cash assets and their equivalents. During this stage of the 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 the company's current assets by their individual types allows us to assess the level of their liquidity. At the third stage of the analysis, the turnover of certain types of current assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the period of turnover of current assets. At the fourth stage of the analysis, the composition of the sources of financing of 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 of current assets is determined. The results of the analysis allow us to determine the overall level of efficiency in the management of current assets at the enterprise and identify the main directions for its increase in the coming period.

II. The choice of policy for the formation of current assets of the enterprise.

Such a policy should reflect the general philosophy financial management enterprise from the standpoint of an acceptable ratio 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 production and financial cycles of the enterprise, which should not lead to a decrease in production and sales volumes. It also determines the total amount of current assets for the coming period:

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

where OAP - the total volume of current assets of the enterprise at the end of the upcoming period under consideration;

ZSp - the sum of stocks of raw materials and materials at the end of the forthcoming period;

ZGp - the amount of stocks of finished products 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 forthcoming period;

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

Pp - the amount of other current assets at the end of the forthcoming 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 varies 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, highly - and medium liquid assets.

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

VII. Minimization of losses of current assets in the course of their use. At this stage, measures are developed to reduce the risk of losses from various factors (primarily inflationary and related to the possibility of non-return of receivables).

VIII. The choice 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 financial stability and solvency of the enterprise.

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

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

The coefficient of security with own assets of the total value of current assets:

Ko \u003d Coa / OA, (5)

where Ko is the coefficient of provision with own assets,

Cav - own current assets,

OA - the value of current assets, i.e. p.290 balance sheet.

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 loans) is paid, the other (accounts payable) is usually free.

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

Consider the features of management certain types current assets of the enterprise.

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

Inventory management can be conditionally divided into two parts16:

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

· the second part - periodic monitoring of stocks.

Efficient inventory management allows you to reduce the duration of the production and the entire operating cycle, reduce the current costs of their storage, 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 a special financial policy inventory management.

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

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

1. analysis of stocks of inventory items in the previous period;

2. determination of the goals of the formation of reserves;

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

4. substantiation of the inventory accounting policy;

5. construction efficient systems control over the movement of stocks at the enterprise;

The fixed assets of an industrial enterprise (association) are a set of tangible assets created social labor, 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-productive fixed assets do not have any direct impact on the volume of production, the growth of labor productivity, the constant increase in these funds is associated with an improvement in the well-being of the employees of the enterprise, an increase in the material and cultural standard of their life, which ultimately affects the result of the enterprise. Fixed assets are the most important and predominant part of all funds in industry (meaning fixed and circulating funds, as well as circulation funds). They determine the production capacity of enterprises, characterize their technical equipment, are directly related to labor productivity, mechanization, automation of production, production costs, profit and profitability.

Working capital of an enterprise is an economic category in which many theoretical and practical aspects are intertwined. Among them, the question of the essence, significance and foundations of the organization of working capital is very important. The circulating production assets of industrial enterprises include part of the means of production, the material elements of which, in the labor process, in contrast to the main production assets, are spent in each production cycle, and their value is transferred to the product of labor entirely and immediately. The material elements of circulating assets in the process of labor undergo changes in their natural form and physical and chemical means. They lose their use value as they are consumed in production. Circulating production assets consist of three parts: inventories, work in progress and semi-finished products of their own manufacture, deferred expenses.

Funds of circulation serve the sphere of production. These include finished goods in stock, goods in transit, cash and funds in settlements with consumers of products, in particular, receivables.

So, working capital is a value advanced in monetary form, which, in the process of a planned circulation of funds, takes the form of working capital and circulation funds, which is necessary to maintain the continuity of the circulation and returns to its original form after its completion.

In the course of its activities, the enterprise must make a number of decisions:

what product or range of products should be produced and sold;
what markets do you need to enter with this and how to strengthen your position in the market;
how to choose the optimal production technology;
which ones to buy and how to use them;
how to distribute available models and ;
which the enterprise prefers (should) achieve in relation to specifications manufactured goods, their quality, production efficiency.

Activities aimed at solving these issues are called the general business policy of the enterprise or company.

The main objectives of the enterprise can be:

win or hold a large share of any market for their product;
achieve more High Quality your product;
to take the leading position in the field of technology in the industry;
maximize the use of available raw materials, human and financial resources;
improve the profitability of your operations;
achieve the highest possible level of employment.

As a result of the activity, the business policy of a certain enterprise turns into a specific action plan for its implementation, which includes three stages:

establishing timely clear goals that the company is going to achieve as a result of its main goal of activity;
determination of the main strategic directions and actions that the enterprise must carry out to achieve its goals. This takes into account two main factors:
- how and to what extent the enterprise in the course of its activities will be affected by external factors;
- what are the available weak sides enterprise and its internal capabilities. To what extent will the former be overcome and the latter potentially exploited;
flexible system development long term planning that fits into the structure of the enterprise (definition of a strategy that will ensure the achievement of the goals).

They call a common goal that causes joint aspirations for something among the members of the organization. The formulation of the mission is the answer to the question: why does it do what it does. A mission is a goal that unifies many roles. On the basis of the mission, the long-term goals of the enterprise or the qualitative results that it intends to achieve beyond the boundaries are formulated. planning period, which is going to approach.

Strategy It is a way or means to achieve a long-term goal. The strategy answers the question: what alternatives are better to use: available resources or opportunities to achieve the goals.

Enterprise objectives- achieve the results that are expected to be obtained within the planning period. They are determined by the interests of the owner, the amount of capital, the situation within the enterprise, the external environment. The right to set a task for the personnel of the enterprise remains with the owner, regardless of his status (private person, government bodies or shareholders).

tasks operating enterprise are:

receipt of income by the owner of the enterprise (among the owners there may be the state, shareholders, private individuals);
providing consumers with the company's products in accordance with contracts and market demand;
providing the personnel of the enterprise salary, normal working conditions and the possibility of professional growth;
creation of jobs for the population living in the vicinity of the enterprise;
security environment: land, air and water basins;
prevention of failures in the work of the enterprise (disruption of supply, release of defective products, a sharp reduction in production volumes and a decrease in profitability).

The most important task of the enterprise in all cases - generating income through the sale of products to consumers(work performed, services rendered). Based on the income received, social and economic needs are satisfied labor collective and owners of the means of production.

Formation of the company's goal

Politics, like strategy, belongs to the category of means. Policy answers the question: how should tasks be performed?.

The company has certain requirements for the process of formulating goals:

goals must be achievable and realistic;
goals should be clear and unambiguously formulated;
the goal should be described as much as possible in terms and get the required quantitative design;
the goal must have a deadline;
goals should motivate performance actions in the right direction;
the goal must be formulated and formalized;
the goals of individual and group goals of the enterprise and firm must be compatible;
goals are aimed at a certain effect and should be suitable for verification and adjustment.

When forming goals, any enterprise necessarily analyzes the environment of its existence. Analysis of the organization's environment is the process of identifying critical elements of the external and internal environment that can affect the firm's ability to achieve its goals. When analyzing the environment of a firm, a distinction is made between internal and external environments.

Factors of the internal environment enterprises are personnel, means of production, information and financial resources. The result of the interaction of these factors is the finished product (work performed, services rendered). The internal environment consists of elements, services, departments that are directly involved in the process production activities and include marketing, management, personnel, organization of the activity process, motivation. Changing these elements to one degree or another determines the activity of the company. These are the elements that the firm directly affects.

Factors enterprises act as consumers of products, suppliers of production components, as well as government agencies and the population living in the vicinity of the enterprise. The external environment directly determines the efficiency of the enterprise. The external environment includes suppliers, consumers, the state, competitors, society, nature, financial instruments, fiscal policy. External environment consists of working and general environment.

Workspace- These are the direct elements with which the enterprise comes into contact. For each firm, the working environment may be more or less the same, depending on industry affiliation and general business policy. Suppliers, consumers, competitors form the immediate environment, i.e. the working environment, everything else is included in the distant environment, which is formed from social, political, economic and technological factors.

General environment forms the company's strategy and determines the direction of its development. At the same time, the company must take into account the influence of the working environment and its internal capabilities. The totality of the internal and external environment is the organizational environment of the enterprise.

In the course of its activity, the enterprise must make a number of decisions:

what product or range of products should be produced and sold;
what markets do you need to enter with this product and how to strengthen your position in the market;
how to choose the optimal production technology;
what materials to acquire and how to use them;
how to allocate available models and financial resources;
what indicators of its activity the enterprise prefers (should) achieve in relation to the technical characteristics of the product, its quality, production efficiency.

Activities aimed at solving these issues are called the general business policy of the enterprise or company.

The main objectives of the enterprise can be:

win or hold a large share of any market for ϲʙᴏ his product;
to achieve a higher quality of his product;
to take the leading position in the field of technology in the industry;
maximize the use of available raw materials, human and financial resources;
increase the profitability of their operations;
achieve the highest possible level of employment.

As a result of the activity, the business policy of a certain enterprise turns into a specific action plan for its implementation, which includes three stages:

the establishment of ϲʙᴏ timely clear quantitative indicators, which the company is going to achieve as a result of ϲʙᴏ its main goal of activity;
determination of the main strategic directions and actions that the enterprise must carry out in order to achieve its goals. With ϶ᴛᴏm, two main factors are taken into account:
- how and to what extent the enterprise in the course of its activities will be affected by external factors;
- what are the existing weaknesses of the enterprise and its internal capabilities. To what extent will the former be overcome and the latter potentially exploited;
development of a flexible long-term planning system that fits into the structure of the enterprise (definition of a strategy that will ensure the achievement of goals)

A mission is a common goal that causes the members of the organization to share aspirations for something. Mission Statement - ϶ᴛᴏ the answer to the question: why does the company do what it does. Mission is a goal that unites many roles. On the basis of the mission, long-term goals of the enterprise or qualitative results are formulated, which it intends to achieve outside the planning period, which it is going to approach.

Strategy— ϶ᴛᴏ way or means to achieve a long-term goal. The strategy answers the question: what alternatives are better to use: the resources available in the organization or the capabilities to achieve the goals.

The main tasks of the enterprise- to achieve the results that are expected to be obtained within the planning period. It is worth noting that they are determined by the interests of the owner, the amount of capital, the situation within the enterprise, and the external environment. The right to set a task for the personnel of the enterprise remains with the owner, regardless of his status (private person, state bodies or shareholders)

The tasks of the operating enterprise will be:

receipt of income by the owner of the enterprise (among the owners there may be the state, shareholders, private individuals);
providing consumers with the products of the enterprise in ϲᴏᴏᴛʙᴇᴛϲᴛʙii with contracts and market demand;
providing the personnel of the enterprise with wages, normal working conditions and the possibility of professional growth;
creation of jobs for the population living in the vicinity of the enterprise;
environmental protection: land, air and water basins;
prevention of failures in the work of the enterprise (disruption of delivery, production of defective products, a sharp reduction in production volumes and a decrease in profitability)

Do not forget that the most important task of the enterprise in all cases is generating income through the sale of products to consumers(work performed, services rendered) On the basis of the income received, the social and economic needs of the labor collective and owners of the means of production are satisfied.

Formation of the company's goal

It is worth saying that politics, like strategy, belongs to the category of means. It is worth saying that politics answers the question: how should tasks be carried out?.

The company has certain requirements for the process of formulating goals:

goals must be achievable and realistic;
goals should be clear and unambiguously formulated;
the goal should be described as much as possible in terms and get the required quantitative design;
the goal must have a deadline;
goals should motivate performance actions in the right direction;
the goal must be formulated and formalized;
the goals of individual and group goals of the enterprise and firm must be compatible;
goals are aimed at a certain effect and should be suitable for verification and adjustment.

When forming goals, any enterprise necessarily analyzes the environment of its existence. Analyzing the organization's environment is the process of identifying critical elements of the external and internal environment that can affect the firm's ability to achieve its goals. When analyzing the environment of a firm, a distinction is made between internal and external environments.

Factors of the internal environment enterprises are personnel, means of production, information and financial resources. The result of the interaction of these factors is the finished product (work performed, services rendered). The internal environment consists of elements, services, departments, which are directly involved in the production process and include marketing, management, personnel, organization of the activity process, motivation. Changing these elements to one degree or another determines the activity of the company. These are the elements that the company directly affects.

Environmental factors enterprises act as consumers of products, suppliers of production components, as well as government agencies and the population living in the vicinity of the enterprise. The external environment directly determines the efficiency of the enterprise. The external environment contains suppliers, consumers, the state, competitors, society, nature, financial instruments, fiscal policy. External environment consists of working and general environment.

Workspace- ϶ᴛᴏ direct elements with which the enterprise comes into contact. It is worth saying that for each firm, the working environment can be more or less the same, depending on industry affiliation and general business policy. Suppliers, consumers, competitors form the immediate environment, i.e. the working environment, everything else is included in the distant environment, which is formed from social, political, economic and technological factors.

General environment forms the company's strategy and determines the direction of its development. With ϶ᴛᴏm, the company necessarily takes into account the influence of the working environment and ϲʙᴏand internal capabilities. The totality of the internal and external environment will be the organizational environment of the enterprise.

The purpose of the enterprise, organization and management to achieve the goal. Mission and goals of the company: definition, features of activities and implementation Reliability - you can rely on it in serious situations

Consider the issue from all angles

Leaders are good at dealing with difficult people

Link past, present and future

Find out what dreams and desires each employee has

Give Leaders the Freedom to Lead Others

Dedicate yourself to building a leadership team

Leaders take on the hard work

Are you often overlooked when you are in the middle of an organization?

Good leaders in the middle of an organization ensure a good future for the organization.

The value of leaders

An atmosphere in which leadership talents are revealed

Insight - to understand the essence of what is happening

Not ready to plan

All or nothing:

Put the interests of the team ahead of your own success

Avoid Gossip

How to be authentic in a competitive environment

Respect the leader's family

Reliability - you can rely on it in serious situations

Prepare people for leadership

Leaders remain in obscurity

Replace your leader at every opportunity

Leaders do not allow the individual to leave the goal in the shadows.

Get ready for serious conversations

Leaders love to take an active part in action.

Job myth:

Your character determines trust

Successful planning at one level determines planning for the next

Help each team member to improve as an individual

How to deal with the difficulty of many hats

Adapt to the Leader's Weaknesses

Expand your circle of acquaintances beyond your strengths

How do people respond to the difficulty of planning

Leaders admit mistakes but never make excuses.

Contribution makes you stand out from the crowd

Leave pride and pretense

Leaders at the forefront choose direction

Show your attention

Know when to make a move, know when to back off

Find a way to relieve stress

Get straight to the point

People who are in the middle

Strong leaders empower their team

Formation of the company's goal

Formation of the company's goal