Environmental factors of indirect influence. External environment of the organization of direct influence

Six stages of the decision-making process. Interactive groups.Nominal groups. Delphi groups.

An effective decision-making process typically involves six main steps:

1) Awareness of the need for a solution. The problem arises when the results obtained by the organization do not meet its goals, which means that some aspects of its activities require improvement.

2) Diagnostics and causal analysis. After a problem or opportunity(the potential for improvement in the activities of organizations to exceed current goals) attracted the attention of the manager, you need to understand the specifics of the situation. The stage of the decision-making process in which managers analyze the main cause-and-effect relationships of a particular situation is called diagnosis, or simply assessment.

3) Development of solution options. The stage of developing solution options that meet the needs of the situation and eliminate the identified shortcomings begins.

4) Selecting the best solution . After developing several feasible solution options, it is necessary to choose one. In essence, you have to make a decision again. The best option is the one that allows you to achieve a result that is most consistent with the goals and values of the organization while using the least amount of resources.

5) Implementation of the solution. At the stage of implementing decisions, managers need, first of all, managerial, administrative abilities and the ability to convince other people. The process of implementing a decision is in many ways similar to the process of implementing a strategy; its success is determined by whether management is able to transform guiding ideas into practical actions.

6) Evaluation of results and feedback. At the evaluation stage, the manager must analyze information about how his decision is being implemented and whether it is effective in achieving goals. Feedback provides decision makers with information that can initiate a new cycle. Feedback is an element of control through which management receives signals about the need to make new decisions.

Interactive group - this is nothing more than a meeting of employees involved in the decision-making process, who are assigned a specific task and goals. As a rule, the activities of such a group begin with the leader stating the essence of the problem and inviting participants to express their opinions. The discussion is informal. It may be necessary to redefine the problem during the course of the discussion (which may veer off track). During the conversation, possible solutions are proposed and evaluated. Ultimately, if group members do not reach a consensus, the decision is made by voting. The simplest example of interactive decision-making is a meeting of employees of a company or one department to discuss goals for the next year.

Some group members take an active part in the discussion and thereby dominate it. In order to ensure “equal rights” for everyone, nominal groups, in which each participant contributes to the discussion and decision-making. To ensure equality of members, the work of the nominal group is strictly structured:

1. Each participant presents his ideas on the problem posed and the proposed solution in writing.

2. The order in which each participant’s ideas are presented to the entire group is determined. The main sentences are written on the board for everyone to see. The discussion does not begin until each participant speaks and presents their ideas.

3. After the group members have become acquainted with the full range of opinions, open discussion begins to clarify and evaluate the proposals. This part of the nominal group work is unstructured and spontaneous.

Delphi groupsmake it possible to combine the expert opinions of their members regarding a non-obvious complex problem. Unlike interactive and nominal groups, personal meetings and discussions among group members are excluded. According to the Delphi method, the manager’s task is to find out and compare the opinions of experts on the problem under discussion. Specialists express their views on the problem in writing, guided by questionnaires, and the group leader summarizes them in a special summary. The conclusions and a new questionnaire on the problem are returned to the participants. Each of them gets the opportunity to get acquainted with the opinions of their colleagues and, using new information, adjusts their proposals. The process of distributing questionnaires and collecting results continues until participants reach consensus.

The external environment is a set of active business entities, economic, social and natural conditions, national and interstate institutional structures and other external conditions and factors operating in the environment of the enterprise and influencing various areas of its activity

External environment of the company

The external environment is divided into:

- microenvironment - 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;
- macroenvironment affecting the enterprise and its microenvironment. It includes the natural, demographic, scientific, technical, economic, environmental, political and international environment.

External microenvironment (direct impact environment)

The organization's direct external environment includes suppliers, labor, laws and government regulations, consumers, competitors, and other factors that directly affect and are directly affected by the organization's operations. The direct impact environment is also called the immediate business environment of the organization. This environment forms such environmental subjects that directly influence the activities of a particular organization:

- suppliers (raw materials, supplies, finance) of resources, equipment, energy, capital and labor;
- government bodies (the organization is obliged to comply with the requirements of government regulatory bodies, that is, the enforcement of laws in the areas of competence of these bodies);
- consumers (according to Peter Drucker’s point of view, the goal of an organization is to create a consumer, since its existence and survival depends on the ability to find a consumer, the results of its activities and satisfy his request);
- competitors - individuals, groups of individuals, firms, enterprises competing in achieving identical goals, the desire to possess the same resources, benefits, and occupy a position in the market;
- labor resources - part of the country's population that has the totality of physical and spiritual abilities necessary to participate in the labor process. management centralism consumer competitor

Suppliers

From the point of view of the systems approach, an organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital and labor. Suppliers provide the input of these resources. Obtaining resources from other countries may be advantageous in terms of price, quality or quantity, but at the same time dangerously increase environmental factors such as exchange rate fluctuations or political instability. All suppliers can be divided into several groups - suppliers of materials, capital, labor resources.

Laws and government bodies

Many laws and government agencies affect organizations. Each organization has a specific legal status, whether it is a sole proprietorship, a company, a corporation or a non-profit corporation, and this is what determines how the organization can conduct its business and what taxes it must pay. No matter how management feels about these laws, they must adhere to them or reap the consequences of failure to abide by the law in the form of fines or even a complete cessation of business.

As is known, the state in a market economy influences organizations both indirectly, primarily through the tax system, state property and budget, and directly - through legislative acts. For example, high tax rates significantly limit the activity of firms, their investment opportunities and push them to hide income. On the contrary, lowering tax rates helps attract capital and leads to a revival of business activity. And thus, with the help of taxes, the state can manage the development of the necessary areas in the economy.

Consumers

The famous management specialist Peter F. Drucker, speaking about the purpose of the organization, singled out, in his opinion, the only true purpose of business - creating a consumer. By this we mean the following: the very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy their needs. The importance of consumers to business is obvious. All the variety of external factors is reflected in the consumer and through him influences the organization, its goals and strategy. The need to satisfy customer needs influences the organization's interactions with suppliers of materials and labor. Many organizations focus their structures on large groups of consumers on whom they are most dependent. In modern conditions, various associations and associations of consumers are becoming important, influencing not only demand, but also the image of companies. It is necessary to take into account factors influencing consumer behavior and their demand.

Competitors

The influence of such a factor as competition on the organization cannot be disputed. 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 lead even the largest companies to significant losses and crises. It is important to understand that consumers are not the only object of competition 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. 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.

Labor resources

The level of education, qualifications and ethics, and personal qualities (independence, responsibility for the work performed) of the personnel have an impact on the organization. There is an independent type of professional specialist managers - personnel managers - whose main goal is to increase the production, creative output and activity of personnel; focus on reducing the number of production and management employees; development and implementation of personnel selection and placement policies; development of rules for hiring and dismissing personnel; resolving issues related to training and advanced training.

External macro environment (indirect impact environment)

The external environment of the organization of indirect impact is political factors, factors of demographic, natural, scientific and technical nature, sociocultural factors, the state of the economy, international events and other factors that may not have a direct immediate impact on operations, but, nevertheless, affect them.

Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, management needs to take them into account. The indirect impact environment is usually more complex than the direct impact environment. Therefore, when studying it, they usually rely primarily on forecasts.

Let's look at some of them:

Technology

Technology is a set of means, processes, operations by which elements entering production are converted into output ones.

Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the areas of automation, information technology, etc. Technological innovations affect the efficiency with which products can be manufactured and sold, the rate at which the product becomes obsolete, the way information can be collected, stored and distributed, as well as on what kind of services and new products consumers expect from the organization. To maintain competitiveness, every organization is forced to use the achievements of scientific and technological progress, at least those on which the effectiveness of its activities depends.

Technology is expressed by the acceleration of scientific and technological progress; increased allocations for research and development; technological development of the industry, etc.

State of the economy

The state of the economy affects the cost of all imported resources and the ability of all consumers to purchase certain goods and services. Management must be able to assess how the organization's operations will be affected by general changes in the economy. The state of the global economy affects the cost of all inputs and the ability of consumers to purchase certain goods and services. If, for example, inflation is forecast, management may consider it desirable to increase the organization's supply of inputs and negotiate fixed wages with workers in order to contain the rise in costs in the near future. It may also decide to make a loan, since when payments become due, the money will be worth less and thereby partially compensate for losses from interest payments. If an economic downturn is predicted, the organization may prefer to reduce inventories of finished products, since there may be difficulties in selling them, lay off some employees, or postpone plans to expand production until better times.

It is important to understand that a particular change in the state of the economy can have a positive impact on some organizations and a negative impact on others. For example, while retail stores in general may be hit hard in an economic downturn, stores located in wealthy suburbs, for example, will not suffer at all. The economic situation is characterized by the state of general business activity (decline, stagnation, rise, stability); inflation, deflation; price policy; monetary policy, etc.

Sociocultural factors

Sociocultural factors are attitudes, life values and traditions that influence the organization.

Every organization operates in at least one cultural environment. Therefore, sociocultural factors, including prevailing attitudes, life values and traditions, influence the organization.

Socio-cultural factors influence the formation of population demand, labor relations, wage levels and working conditions. These factors also include the demographic state of society. The organization's relationship with the local population where it operates is also important. In this regard, independent media are also identified as a factor in the socio-cultural environment, which can shape the image of the company and its goods and services.

Sociocultural factors also influence the products or services resulting from a company's activities. The way organizations conduct their business also depends on sociocultural factors.

The following social factors can be cited: the depth of stratification of society; income level; unemployment rate; social protection; purchasing power, etc., as well as demographic factors: population changes (aging society, declining birth rates); age composition of the population; population migration; occupation; education.

For almost all organizations, the prevailing attitude of the local community in which this or that organization operates is of paramount importance as an environmental factor of indirect influence. Almost every community has specific laws and regulations regarding business that determine where a particular enterprise can operate. Some cities, for example, have gone to great lengths to create incentives to attract industry to the city. Others, on the contrary, have been fighting for years to prevent industrial enterprises from entering the city. In some communities, the political climate is favorable to business, which forms the basis for the influx of local budget funds from taxes. In other places, property owners choose to shoulder a larger share of municipal expenses, either to attract new businesses to the community or to help businesses prevent pollution and other problems that business and the new jobs it creates can cause. .

Political factors

Certain aspects of the political environment are of particular importance to organizational leaders. One of them is the attitude of the administration, legislative bodies and courts towards business. Closely linked to sociocultural trends, in a democratic society these sentiments influence government actions such as the taxation of corporate income, the imposition of tax breaks or preferential trade tariffs, requirements for hiring and promotion practices of minorities, consumer protection legislation, and price and wage controls. wages, the balance of power between workers and company managers.

Political stability is of great importance for companies with operations or markets in other countries.

The political situation is assessed from the point of view of stability or instability.

This also includes legislative factors of the country in which the enterprise operates: taxes; legal protection of business activities (legislation: antimonopoly, false advertising, anti-dumping and others); consumer rights Protection; legislation on safety and quality of goods; occupational health and safety legislation; environmental legislation, etc.

The company does not have the ability to influence the external environment and, in order to operate effectively, must adapt to it, constantly monitor its changes, predict and respond in a timely manner.

From the above it is clear that the activities of the main areas of the company are intertwined and depend on each other and on the external environment. Thus, we can say that the management of a company is determined by two factors:

- features of the production process;
- the nature of the external environment.

The modern trend is the ever-increasing importance of the second factor, which is becoming decisive.

Indirect environmental factors generally do not affect the operations of organizations as noticeably as direct environmental factors. However, it is important for management to take them into account. The indirect impact environment is usually more complex than the direct impact environment. Management is often forced to make assumptions about such an environment, based on incomplete information, in attempting to predict possible consequences for the organization. We will dwell on this issue in more detail when considering the planning function. However, first we should briefly consider the main environmental factors of indirect influence.

These include technology, the state of the economy, sociocultural and political factors, as well as relationships with the local population.

Political factors.

Certain aspects of the political environment are of particular importance to leaders. One of them is the attitude of the administration, legislative bodies and courts towards business. Closely linked to sociocultural trends, in a democracy these sentiments influence government actions such as the taxation of corporate income, the establishment of tax breaks or preferential trade tariffs, requirements for hiring and promotion practices for minorities, consumer protection legislation, safety standards, standards for environmental cleanliness, control of prices and wages, the balance of power between workers and company managers.

Political stability is of great importance for companies with operations or markets in other countries. In the host country of a foreign investor or for product exports, political changes may result in restrictions on property rights for foreigners (even the nationalization of foreign property) or the imposition of special duties on imports. Balance of payments or problems servicing foreign debt may make it difficult to obtain dollars exported as profits. On the other hand, policy may change in a direction favorable to investors when there is a need for an influx of capital from abroad. Establishing diplomatic relations can open the door to new markets, as has been the case in China, but in other countries business usually continues despite formal diplomatic confrontation with local communities.

Technology.

Technology is both an internal variable and an external factor of great importance. Technological innovations affect the efficiency with which products can be manufactured and sold, the rate at which a product becomes obsolete, how information can be collected, stored, and distributed, and the kinds of services and new products customers expect from an organization.

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

State of the economy.

Management must also be able to assess how the organization's operations will be affected by general changes in the economy. The state of the global economy affects the cost of all inputs and the ability of consumers to purchase certain goods and services. Management may also decide to make a loan because when payments become due, the money will be worth less and thereby partially offset losses from interest payments. If an economic downturn is predicted, the organization may prefer to reduce inventories of finished products, since there may be difficulties in selling them, lay off some employees, or postpone plans to expand production until better times.

The state of the economy can greatly affect an organization's ability to obtain capital for its needs. This is mainly due to the fact that the federal government often tries to smooth out the consequences of a deteriorating economic situation by regulating taxes, the money supply and the interest rate set by the Central Bank of the Russian Federation. If this bank tightens loan conditions and raises interest rates, commercial banks must do the same to avoid being left out of the game. As a result, loans become more difficult to obtain and cost the organization more. Likewise, tax cuts increase the amount of money people can spend on non-essential purposes and thereby help stimulate business.

It is important to understand that a particular change in the state of the economy can have a positive impact on some organizations and a negative impact on others. From history, for example, we know that the film industry flourished when the economy was in a deplorable state. Local variations also occur. While retail stores in general may be hit hard in an economic downturn, stores located in affluent suburbs, for example, are likely to feel nothing at all. Organizations that do business in many countries often consider the state of the economy to be a particularly challenging and important aspect to them. Fluctuations in the exchange rate of the dollar relative to the currencies of other countries caused large firms to instantly gain or lose millions of dollars.

Sociocultural factors.

Every organization operates in at least one cultural environment. Therefore, sociocultural factors, including prevailing attitudes, life values and traditions, influence the organization. For example, the American public holds certain expectations and beliefs about the value of what constitutes ethical business practices. Giving a bribe to obtain a lucrative contract or political benefits, favoritism instead of supporting competence, spreading rumors discrediting a competitor are considered unethical and immoral actions, even when they cannot be considered essentially illegal. In some other countries, however, this practice is considered normal and adopted by enterprises, since the sociocultural environment there is different.

Another example of sociocultural influence on business practice is the traditional and unfortunate stereotype that women are risk averse and incompetent as leaders. This attitude is implemented in discriminatory hiring and promotion practices against women, and although it is illegal, it is difficult to get rid of such attitudes.

Sociocultural factors also influence the products or services that result from a company's activities. A good example is the clothing industry. People are often willing to pay more for a piece of clothing that bears the name of a prestigious fashion designer like Ralph Lauren or Gloria Vanderbilt because they feel it gives them extra social standing. Another example is the passion over nuclear power plants, which had a sharply negative impact on the companies concerned. Another example is the demand by some groups to reduce the sugar content of breakfast cereals and to carefully control advertising to children. The growing awareness of the importance of sports and good nutrition has led to the proliferation of, for example, sports sneakers, vitamin supplements and sports centers, figure skating.

The way organizations conduct their business also depends on sociocultural factors. The result of the sociocultural impact on organizations is a growing attention to the social responsibility of business.

Relations with the local population.

For almost any organization, the prevailing attitude towards it of the local community in which this or that organization operates is of paramount importance as a factor in the environment of indirect influence, not to mention the factor of the actions of the federal authorities. Almost every community has specific laws and regulations regarding business that determine where a particular enterprise can operate. Some cities, for example, have gone to great lengths to create incentives to attract industry to the city.

Others, on the contrary, have been fighting in court for years to prevent industrial enterprises from entering the city. In some communities, the political climate is favorable to business, which forms the basis of the influx of local budget funds from taxes. In other places, property owners choose to take on a larger share of municipal revenues, either to attract new businesses to the community or to help businesses prevent pollution and other problems that can come with business and the new jobs it creates.

Therefore, many organizations make a concerted effort to maintain good relationships with the communities in which they operate. These efforts may take the form of funding local schools, philanthropic activities, or supporting young talent in governance rather than giving cash to the community.

International environment.

While the environmental factors described above affect all organizations to some extent, the environment of organizations operating internationally is more complex. The latter is due to a unique set of factors characterizing each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, and level of technological development vary from country to country.

When an organization begins to conduct its business outside the domestic market, the corresponding procedures are subject to modification to suit certain specific environmental factors.

Managers may incorrectly assume that business practices at home and abroad are similar. For example, Max Factor, Revlon or Avon failed in their attempts to penetrate the cosmetics market in Japan. Among the factors that have limited the sales of the company's products in Japan are the following: the consumption of perfumes here is insignificant, it is believed that creams for simulating tanning, like tanning itself, disfigure a person, extracts for adding to baths in hotels and bathhouses are not used. Campbell Soup Co. faced similar problems after investing $8 million to promote instant soups in the Brazilian market. When it became clear that actual sales differed significantly from what was forecast, additional information was collected to understand why this happened. In-depth interviews revealed that Brazilian housewives lose their sense of being homemakers if all they have to do when cooking soup is pour water into a pan.

Yalta – 2015

Introduction

1. Modern ideas about the internal and external environment of the organization. Concept of business environment.

2. Internal environment of the organization.

3. External environment of the organization

Factors of direct impact

Factors of indirect impact

4. Methods for analyzing the internal and external environment of an organization

5. Opportunities for improving the external and internal environment

Conclusion

List of used literature

Introduction

The most important concept in management is organization. Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation. The internal environment is the source of its vitality. It contains the potential necessary for the functioning of the organization, but at the same time it can be a source of problems and even its death. The external environment is the source that supplies the organization with resources. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive. Naturally, these points should be the subject of constant attention from the manager. Therefore, the main objective of this course work will be to consider elements of the internal and external environment of the organization that are in constant interaction. As well as assessment and analysis of these factors using various methods.

Thus, the purpose of this work is to study the internal and external environment of the organization for more effective management decisions necessary for the successful operation of the enterprise (organization).

1. Modern ideas about the internal and external environment of the organization.

Concept of business environment

In management, the business environment is understood as the presence of conditions and factors that affect the functioning of the company and require management decisions aimed at eliminating them or adapting to them. The environment of any organization is usually considered to consist of two spheres: internal and external. The external environment, in turn, is divided into the microenvironment (or the working environment, or the immediate environment, or the environment of indirect influence) and the macroenvironment (or the general environment, or the immediate business environment, or the environment of direct influence).

The internal environment is understood as the economic organism of the company, including a management mechanism aimed at optimizing the scientific, technical and production and marketing activities of the company. When it comes to the internal environment of a company, we mean the global structure of the company, covering all the production enterprises of the company, financial, insurance, transport and other divisions included in the company, regardless of their location and field of activity.

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

However, the set of these factors and the assessment of their impact on economic activity are different for each company. The conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions.

All enterprises operate in a specific environment, which determines their actions, and their long-term survival depends on the ability to adapt to the expectations and requirements of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions that are outside the organization and can influence its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The environment of direct influence (business environment, microenvironment) includes elements that directly influence the economic process and are similarly influenced by the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.

The environment of indirect influence (macroenvironment) includes elements that influence processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to an individual organization and, as a rule, is beyond its control.

2. Internal environment of the organization

The manager forms and changes, when necessary, the internal environment of the organization, which is an organic combination of its internal variables. But for this he must be able to identify and know them.

Internal variables are situational factors within an organization.

The main variables in the organization itself that require management attention are goals, structure, objectives, technology and people.

Goals are specific end states or desired results that a group strives to achieve by working together.

The main goal of most organizations is to make a profit. There are three main types of organizational profit orientation:

Its maximization;

Getting a “satisfactory” profit, i.e. the essence is that when planning profit, it is considered “satisfactory” if the degree of risk is taken into account;

Minimizing profits. This option means maximizing the minimum expected gains while minimizing the maximum losses.

But not all organizations have profit making as their main goal. This applies to non-profit organizations, such as churches, charities. Nonprofit organizations have a variety of goals, but are likely to have a greater emphasis on social responsibility. The orientation determined by goals permeates all subsequent management decisions.

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.

The core concept of the structure is the specialized division of labor. A characteristic feature is the specialized division of labor - assignment of this work to specialists, i.e. those who are able to carry it out best from the point of view of the organization as a whole. An example is the division of labor between experts in marketing, finance and production.

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 his position. 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.

Organizational objectives are traditionally divided into three categories. This is working with people, objects, information.

Changes in the nature and content of tasks are closely related to the evolution of specialization. As Adam Smith showed in his famous example of the production of pins, a specialist can significantly increase labor productivity. In our century, technological innovation and the systematic combination of technology and labor specialization have made task specialization deep and complex to a degree undreamed of by Smith.

Technology as a factor in the internal environment is much more important than many people think. Most people view technology as something related to inventions and machines, such as semiconductors and computers. However, sociologist Charles Perrow, who has written extensively about the impact of technology on organizations and society, describes technology as a means of transforming raw materials—whether people, information, or physical materials—into desired products and services.

Technology implies standardization and mechanization. That is, the use of standard parts can significantly facilitate the production and repair process. Nowadays, there are very few products whose production process is not standardized.

People are the backbone of any organization. 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.

Due to this situation, people are the “number one thing” for a manager. The manager forms personnel, establishes a system of relations between them, includes them in the creative process of teamwork, promotes their development, training and advancement at work.

The internal life of an organization consists of a large number of different activities, sub-processes and processes. Despite the huge variety of activities and processes, five groups of functional processes can be distinguished. These functional groups of processes are the following: production, marketing, finance, human resources, accounting (accounting and analysis of business activities).

In the field of production management, management carries out the following operations: management of product development and design; selection of a technological process, placement of personnel and equipment in the process in order to optimize costs; management of the purchase of raw materials, materials and semi-finished products; inventory management in warehouses; quality control.

Marketing management is designed to link the satisfaction of the needs of the organization's clients and the achievement of the organization's goals into a single consistent process. To achieve this, processes and activities such as: market research are managed; advertising; pricing; creation of sales systems; distribution of created products; sales

Financial management consists in the fact that management manages the process of movement of financial resources in the organization. To do this, the following is carried out: drawing up a budget and financial plan; formation of monetary resources; distribution of money between various parties that determine the life of the organization; assessment of the organization's financial potential.

Personnel management is associated with the provision of production and other areas with human resources (hiring, training and retraining).

Accounting management involves managing the process of processing and analyzing financial information about the operation of an organization in order to compare the actual activities of the organization with its capabilities, as well as with the activities of other organizations.

The main internal variables were discussed above. But it should be remembered that in management these variables should never be considered separately. No one will deny that the objectives of the organization influence the development of goals. In the same way, all other internal variables are interconnected and influence each other.

The internal environment of an organization can be considered from a static point of view, highlighting the composition of its elements and structure, and from the point of view of dynamics, i.e., the processes occurring in it. Elements of the internal environment include goals, objectives, people, technology, information, structure, organizational culture and other components.

People occupy a special place in the internal environment of an organization. The results of the organization ultimately depend on their abilities, education, qualifications, experience, motivation and dedication. The realization that an organization is, first of all, the people working in it, that they are the main resource of the organization, changes the attitude towards the staff. Managers pay great attention to selecting people, introducing them into the organization, training and developing employees, and ensuring a high quality of working life.

People working in an organization, their relationships and interactions form the social subsystem of the organization. The production and technical subsystem includes a complex of machines, equipment, raw materials, materials, tools, energy, which processes incoming resources into the finished product. The main characteristics of this subsystem are: the technologies used, labor productivity, production costs, product quality, and inventory volume. The financial subsystem carries out the movement and use of funds in the organization. In particular, maintaining liquidity and ensuring profitability, creating investment opportunities. The marketing subsystem is associated with meeting customer needs for enterprise products by studying the market, creating a sales system, organizing optimal pricing and effective advertising, as well as actively influencing the market in order to create new needs to increase market share and increase profitability of sales.

3. External environment of the organization

Like internal environmental factors, external environmental factors are interrelated. The interconnectedness of environmental factors refers to the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause changes in others.

The external environment is not constant; changes occur in it all the time. Many researchers have pointed out that the environment of modern organizations is changing at an increasing speed. Given the complexity of operating in a highly fluid environment, an organization or its units must rely on a greater variety of information to make effective decisions regarding its internal variables. This makes decision making more difficult.

The direct impact environment is also called the immediate business environment of the organization. This environment forms such environmental subjects that directly influence the activities of a particular organization.

From the point of view of the systems approach, an organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital and labor. Suppliers provide the input of these resources. Obtaining resources from other countries may be more advantageous in terms of prices, quality or quantity, but at the same time dangerously increase environmental factors such as exchange rate fluctuations or political instability.

All suppliers can be divided into several groups - suppliers of materials, capital, labor resources.

Laws and government bodies. Many laws and government agencies affect organizations. Each organization has a specific legal status, whether it is a sole proprietorship, a company, a corporation or a non-profit corporation, and this is what determines how the organization can conduct its business and what taxes it must pay.

As is known, the state in a market economy influences organizations both indirectly, primarily through the tax system, state property and budget, and directly - through legislative acts.

Consumers. The famous management specialist Peter F. Drucker, speaking about the purpose of the organization, singled out, in his opinion, the only true purpose of business - creating a consumer. By this we mean the following: the very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy their needs.

In modern conditions, various associations and associations of consumers are becoming important, influencing not only demand, but also the image of companies. It is necessary to take into account factors influencing consumer behavior and their demand.

Competitors. The influence of such a factor as competition on the organization cannot be disputed. 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.

The indirect impact environment is usually more complex than the direct impact environment. Therefore, when studying it, they usually rely primarily on forecasts. The main environmental factors of indirect impact include technological, economic, sociocultural and political factors, as well as relationships with local communities.

Every organization operates in at least one cultural environment. Therefore, sociocultural factors, including prevailing attitudes, life values and traditions, influence the organization.

Socio-cultural factors influence the formation of population demand, labor relations, wage levels and working conditions. These factors also include the demographic state of society.

When an organization begins to conduct business outside the domestic market, the corresponding procedures are subject to modification to suit certain specific environmental factors. As a group of researchers points out: “The firm must determine in what respects the new environment differs from the more familiar one at home, and decide how to change management theory and practice in the new environment.” However, analyzing the factors of the international environment is a difficult and urgent task.

3.1 Direct impact factors

The direct impact environment includes factors that directly affect the organization's activities.

The following environmental factors of direct influence are distinguished:

consumers, suppliers, intermediaries, authorities, laws, trade unions, competitors.

In relation to the organization under study, the most important of them are the following: consumers, suppliers, authorities and the laws they issue, competitors.

Let's take a closer look at each of the listed factors.

Suppliers and consumers are the most significant elements of the external environment for a company. As mentioned above, the role of consumers is played by the company’s clients, because they use the services of this enterprise. Suppliers also play an important role, because... at what prices fuel and track superstructure will be purchased, such will be the transportation tariffs.

These two factors are placed in first place in terms of importance for the organization due to the fact that in activities in this area, because The lower the transportation rates, the more customers there will be. Naturally, the more clients a company has, the more opportunities it has for development, the more globally its activities can be deployed and, accordingly, the greater the amount of profit received.

Among the most significant factors of the external environment of direct impact, one can also note the authorities and the laws they issue. They can both stimulate and restrict the activities of this type of organization (by direct or indirect methods), because monopolist company.

The main factors in the direct impact environment are resource suppliers; consumers of products and services; competitors; government bodies and regulations that directly affect the activities of the organization.

Analysis of the direct impact environment involves consideration of individual factors and their interactions.

Suppliers ensure that the organization's needs for various resources are met. Main types of resources: material, labor, financial, information.

Providing material resources includes the supply of raw materials and semi-finished products, components and assemblies, equipment, energy in accordance with the volumes and structure of needs within a specified time frame, subject to other conditions being met.

Providing financial resources includes justification of the volume and structure of the necessary resources, relationships with investors, financial and commercial structures, the budget, and individuals.

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

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

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

State and municipal bodies also directly influence the organization, and therefore belong to the environment of direct influence. These are tax and sanitary inspections, statistical authorities, etc.

As a result of the organization's interaction with suppliers and consumers, a system of economic relations is formed - one of the most important characteristics of the environment of direct influence.

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

Competitors may compete for various objects. Traditionally - for product sales markets. Currently, it is also a struggle with manufacturers of substitute products for consumer money.

Resources can also be objects of competition: labor, material and financial, scientific and technical developments, etc.

Government influence is exercised through legislation and the activities of government bodies. Labor relations between employees and employers, tax and customs relations, labor protection, production conditions for certain types of products, consumer protection, environmental load on the environment, etc. are regulated by law.

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

3.2 Indirect impact factors

The indirect impact environment consists of factors that do not have a direct and immediate impact on the organization's activities.

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

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

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

The state of the economy as an environmental factor of indirect influence includes a number of characteristics.

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

Secondly, this is an analysis of the general conditions for the development of entrepreneurship: the characteristics of economic stability, the presence of market and technical infrastructure, the legislative framework, the investment climate, the conditions for the formation of new market entities, the forms and scale of state regulation of the economy.

Thirdly, this is a specific state, stage of economic development, including an assessment of the economic situation, the level and rate of inflation, and the phase of the economic cycle.

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

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

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

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

The policies of local authorities have a significant impact on employment in the region and the location of enterprises, their impact on the environment, the extraction and use of natural resources, and the creation of industrial, technical and social infrastructure.

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

Indirect environmental factors vary significantly across countries. This must be taken into account by organizations involved in international business.

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

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

4 Methods for analyzing the internal and external environment of an organization

Analysis of the external environment is an assessment of the state and prospects for the development of the most important, from the point of view of the organization, subjects and environmental factors: industry, markets, suppliers and a set of global environmental factors that the organization cannot directly influence.

There are a large number of methods for analyzing the internal and external environment of an organization, let’s consider some of them:

SWOT analysis is the determination of the strengths and weaknesses of an enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment).

§ Strengths - advantages of the organization;

§ Weaknesses - shortcomings of the organization;

§ Opportunities - advantages of the organization in the market;

§ Threats.

Unlike the analysis of the strengths and weaknesses of SNW, the analysis also offers an average market condition (N). The main reason for adding a neutral party is that “often, in order to win the competition, it may be sufficient for a given organization to be in state N relative to all its competitors in all but one key position, and only one in state S.”

PEST analysis is a tool designed to identify political (Policy), economic (Economy), social (Society) and technological (Technology) aspects of the external environment that may affect the company's strategy. Policy is studied and regulates power, which in turn determines the company's environment and obtaining 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.

It is convenient to use an environmental profile to compile a profile of the macroenvironment, the immediate environment and the internal environment separately. Individual environmental factors are recorded in the environmental profile table. Each factor is given an expert assessment.

Indirect environmental factors include:

1) technology;

2) the state of the economic environment;

3) sociocultural factors;

4) legislative and political factors;

5) international changes.

Let us consider the possible directions of influence on the enterprise of each of the factors listed above.

1) Technology is a set of means, processes, operations with the help of which elements entering production are converted into output ones.

Technological change includes scientific and technological innovations in a particular industry as well as in society as a whole. Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development affecting the organization, for example, in the areas of automation, information, etc.

Economic changes reflect the general economic situation in the country or region in which the company operates. Economic factors are the most significant, since the current and projected state of the economy can negatively affect the strategic goals of the organization. Indicators such as the inflation rate, the stability of the national currency, the international balance of payments, the tax rate, the purchasing power of the population, the dynamics of GNP, GDP, the unemployment rate, interest rates, as well as the main trends in changes in the structure of industries and organizational forms of management, must be constantly diagnosed and assessed .

Management must be able to assess how the organization's operations will be affected by general changes in the economy. The state of the global economy affects the cost of all inputs and the ability of consumers to purchase certain goods and services.

It is important to understand that a particular change in the state of the economy can have a positive impact on some organizations and a negative impact on others.

2) The activities of the enterprise take place in the community. In the process of this activity, the enterprise establishes relationships with various elements of the structure of society. This determines the influence of factors of the social and cultural environment on the enterprise. Sociocultural factors of the macroenvironment include demographic characteristics, norms, customs and life values of the country in which the organization operates. Sociocultural factors influence the formation of population demand, labor relations, wage levels, working conditions, etc.

First of all, the demographic situation is considered, within the framework of which the geographical distribution and population density, gender and age structure, social stratification of society, national homogeneity, level of education of the population, as well as income level are taken into account.

Factors of the system of social norms: social behavior and cultural environment have a great influence on the activities of firms. These factors include social values and accepted principles of behavior (for example, attitude towards work, spending free time), social expectations. Important issues currently include the prevailing inclination towards entrepreneurship in society, the role of women and national minorities in society, changes in the social attitudes of managers, and the movement to protect the interests of consumers.

A special role is played by social and organizational structures - parties, trade unions, the press, consumer associations, youth organizations.

3) The legislative and political factor is based on federal and local legislative acts, as well as political actions that are aimed at establishing control over the activities of organizations. The political component of the external environment must be studied first of all in order to have a clear understanding of the intentions of government authorities regarding the development of society and the means by which the state intends to implement its policies.

Certain aspects of the political environment are of particular importance to organizational leaders. One of them is the sentiment of the administration, legislative bodies and courts towards business. Closely related to sociocultural trends, in a democratic society these sentiments influence government actions such as the taxation of corporate income, the imposition of tax breaks or preferential trade tariffs, requirements for hiring and promotion practices of minorities, consumer protection legislation, and price and wage controls. fees.

Political stability is of great importance for companies with operations or markets in other countries. National conflicts, the activities of terrorist organizations or unstable political regimes are conditions that impede the development of normal activities. They increase property, operational and financial risks.

4) International changes in the external environment mean events occurring outside the country of origin of the company and opportunities for developing the company’s business in other countries. New competitors, buyers and suppliers are emerging from the international environment. It also shapes new technological and social trends. The process of globalization is now covering more and more countries. Therefore, even firms that focus only on the domestic market are forced to think on an international scale, assessing the potential and threats of the external international environment.

To summarize, we can say that indirect factors can have varying degrees of influence on the organization, associated, first of all, with the specifics of the company’s activities, its market share, interaction with foreign partners, the degree of development of the information technology base and the state of the economy as a whole.