DEFINITION

Purpose of the organization represents the end state or desired outcome that any company aspires to. The company always has one common goal, which all participants should strive to achieve. labor collective.

The defining feature of the goals is that they must be realistically feasible and achievable, while being understandable to the team.

When planning, the company's management conducts the development of goals, informing their employee. In some companies, all members of the workforce may be involved in the development of tactical goals. The joint definition of goals is the main motive and coordinating force of the enterprise, because as a result of this process, each employee understands what he should strive for.

The goals and objectives of the organization may include winning and maintaining a share of a certain market, achieving higher product quality, increasing the company's profitability, achieving maximum employment, etc.

Requirements for goals and objectives

The goals and objectives of the organization should be:

1.) Achievable (you can not overestimate the goal);

2.) Specific (determine the term);

3.) Address (identify the artist);

4.) Flexible (revised in accordance with changes in the internal and external environment);

5.) Consistent (if the company sets several goals, they must be consistent with each other).

The goals and objectives of the organization, set by management, are used in the process of establishing and evaluating the effectiveness of the company.

The goals and objectives of the organization set a general guideline for activities.

Tasks of the organization

DEFINITION

Tasks of the organization are goals that must be achieved by a certain time within the periods for which the management decision is calculated. Organizational objectives are goals that are not tied to time.

Depending on the structure of the organization, each position is characterized by a number of tasks considered as a necessary contribution to achieving the goals of the enterprise. At the same time, the tasks indicate the immediate goals of the company, which can be quantified.

The goals and objectives of the organization are mainly aimed at generating income from the production or sale of products.

The objectives of the organization may be to provide staff salary, generating income for the owners of the company, providing consumers with quality products in accordance with demand and contracts, protecting the environment, preventing disruptions in the company, etc.

1. National public specifics,
2. Features of the development of society that have developed historically,
3. Geographic and natural conditions,
4. Factors of the cultural environment, etc.

Goals and objectives of the organization

The goals and objectives of the organization can be determined by the interests of the owners, the situation within the company and the external environment, as well as the size of the company's capital.

The goals and objectives of the organization can be set both by the owners of the company and by managers and staff. When formulating and setting the goals and objectives of the organization, the owners rely on their own priorities, most often this is making a profit through production or sales.

The department formulating and concretizing the corresponding goals and objectives of the organization must take into account the real conditions for their implementation. Tasks and goals should be appropriate from the standpoint of the interest and profile of the organization; to achieve them, a sufficient amount of material and financial resources is required.

The main goal of most enterprises is to exceed the result over the costs incurred, that is, to maximize profits and a high level of profitability. To achieve this goal, enterprises perform a number of tasks: the production of high-quality products, the introduction of new technologies, the development of a strategy and tactics of behavior, ensuring competitiveness, caring for employees, etc.

Examples of problem solving

EXAMPLE 1

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 attitudes 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 a 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, singled out and combined according to many characteristic features. Most common the following types typology: by the nature of the activity - public, economic, state, municipal; by field of activity - economic, political, military, social, children's; by industry - 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 organizational and legal form - state and municipal unitary enterprises, joint-stock companies partnerships, cooperatives, public associations, institutions, associations; according to the degree of formalization - legal and not 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. The practical meaning of organization life cycle models lies in the 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 labor - the desire to maximize profits.

Phase 2 - childhood and adolescence. The main goal is short-term profit 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; main goal is to grow different directions, the conquest of the market, taking into account diverse 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, top management needs to delegate some 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.

[M.H. Mescon, M.Albert, F.Hedouri. Fundamentals of management.]

Entrepreneurial activity- according to the legislation of the Russian Federation - independent, carried out at their own risk, activities of citizens and their associations, aimed at systematic profit from the use of property, the sale of goods, the performance of work or the provision of services by persons registered in this capacity in the manner prescribed by law. In the Russian Federation, regulation entrepreneurial activity based on civil law.

The entrepreneur implements his functions, rights and obligations directly or with the help of managers. An entrepreneur, in whose business employees subordinate to him participate, performs all the functions of a manager. Entrepreneurship precedes management. In other words, first the business is organized, then its management.

First of all, it is necessary to define the concept of "organization". The main significant features of the organization can be identified:

• the presence of two or more people who consider themselves members of the same group;
• the presence of a common, joint activity of these people;
• the presence of certain mechanisms or systems for coordinating activities;
• the presence of at least one common goal, shared and accepted by the absolute majority (in the group).

Combining these features, you can get practical definition organizations:

An organization is a group of people whose activities are consciously coordinated to achieve a common goal or goals.

In the domestic literature, the typology of organizations by industry has become widespread:

industrial and economic,

financial,

administrative and managerial,

research,

educational, medical,

sociocultural, etc.

In addition, it seems possible to typify organizations:

by scale of activity:

large, medium and small;

by legal status:

limited liability company (LLC),

open and closed joint stock companies (JSC and CJSC),

municipal and federal unitary enterprises (MUP and FSUE), etc.;

according to ownership:

state,

• public

  organizations with mixed ownership;

by funding sources:

budget,

off-budget

organizations with mixed funding.

The role of management in the organization

Can an organization do without management? Unlikely! Even if the organization is very small, simple, for its successful functioning, at least elements of management will be needed.

Management is essential for an organization to be successful.

Success is when an organization operates cost-effectively, i.e. brings profit in the amount sufficient for its reproduction and maintenance in a competitive state.

The successes and failures of an organization are usually associated with the successes and failures of management. In the practice of the West, it is commonly believed that if an enterprise is operating unprofitably, then the new owner will prefer, first of all, to change the management, but not the workers.

Internal environment of the organization

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

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

In general, the entire organization consists of several levels of management and various departments that are interconnected. This is called organizational structure. All departments of the organization can be attributed to one or another functional area. The functional area refers to the work done for the organization as a whole: marketing, manufacturing, finance, etc.

Task It is a prescribed work that must be done in a prescribed manner and within a specified period of time. Each position in the organization includes a number of tasks that must be performed in order to achieve the goals of the organization. Tasks are traditionally divided into three categories:

tasks for working with people;

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

information handling tasks.

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

The next internal variable is technology. The concept of technology goes beyond such a conventional understanding as production technology. Technology is a principle, a procedure for organizing a process for the optimal use of various kinds of resources (labor, material, time, money). Technology is a way that allows for some kind of transformation. This may refer to the field of sales - how to sell the manufactured goods in the most optimal way, or to the field of information collection - how to collect the information necessary for managing an enterprise in the most competent and cost-effective way, etc. Recently, it is information Technology have become a key factor in obtaining a sustainable competitive advantage for an enterprise in doing business.

People are the central link in any control system. There are three main aspects of the human variable in an organization:

the behavior of individuals;

behavior of people in groups;

the behavior of the leader.

Understanding and managing the human variable in an organization is the most complex part of the entire management process and depends on many factors. We list some of them:
human abilities. According to them, people are most clearly divided within the organization. A person's abilities are among the characteristics that are most easily modifiable, such as by training.
Needs. Each person has not only material, but also psychological needs (for respect, recognition, etc.). From the point of view of management, the organization should strive to ensure that the satisfaction of the needs of the employee would lead to the realization of the goals of the organization.
Perception or how people react to the events around them. This factor is important for the development of various kinds of incentives for the employee.
Values, or shared beliefs about what is good or bad. Values ​​are instilled in a person from childhood and are formed throughout the entire activity. Shared values ​​help leaders bring people together to achieve the goals of the organization.
The influence of the environment on the personality. Today, many psychologists say that human behavior depends on the situation. It has been observed that in one situation a person behaves honestly, and in another - not. These facts point to the importance of creating a work environment that supports the type of behavior desired by the organization.

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

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

External environment of the organization

As open systems, organizations are highly dependent on changes in the external environment. An organization that does not understand its environment and its boundaries is doomed to death. In the external environment of business, like Darwinian theories, the most severe natural selection takes place: only those who have sufficient flexibility (variability) and are able to learn survive - to fix the traits necessary for survival in their genetic structure (Darwinian inheritance).

The organization is able to survive and become effective only if it can adapt to the external environment.

From the point of view of the intensity of interaction between the organization and its environment, three groups can be conventionally distinguished:

Local environment(direct impact environment) - these are factors that directly affect the operations of the organization and are directly influenced by the operations of the organization (definition by Elvar Elbing). The objects of the local environment traditionally include consumers, suppliers, competitors, laws and government agencies, and trade unions.

Global environment(environment of indirect impact) - the most common forces, events and trends that are not directly related to the operating activities of the organization, but in general, form the business context: socio-cultural, technological, trade forces, economic, environmental, political and legal.

International environment(business environment of multinational companies) - when a company goes beyond its country of origin and begins to develop foreign markets, international business factors come into play, which most often include unique features culture, economy, state and other regulation, as well as the political situation.

Governance structures

Managment structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a whole.
(Management of the organization: Encycl. slov.-M., 2001)

To achieve the goals and fulfill the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of the word, the structure of a system is a set of connections and relationships between its elements. In its turn, organizational system management is a set of units and positions connected by relationships and subordination. When creating a management structure, the manager should, to the maximum extent possible, take into account the specifics of the enterprise and the features of its interaction with the external environment.

The process of creating an organizational management structure usually includes three main stages:

determination of the type of organizational structure (direct subordination, functional, matrix, etc.);

allocation of structural divisions (administration apparatus, independent divisions, targeted programs and etc.);

delegation and transfer to lower levels of authority and responsibility (management-subordination relations, centralization-decentralization relations, organizational mechanisms for coordination and control, regulation of the activities of divisions, development of regulations on structural divisions and positions).

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and interconnection of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with the establishment of a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and scope of the work they perform, the rights and obligations of each employee.

From the point of view of quality and efficiency of management, the following main types of enterprise management structures are distinguished:

the hierarchical type to which the linear organizational structure, functional structure, linear-functional management structure, staff structure, linear-staff organizational structure, divisional management structure;

organic type, including a brigade, or cross-functional, management structure; project management structure; matrix structure management.

Let's consider them in more detail.

Hierarchical type of control structures. On the modern enterprises the most common hierarchical management structure. Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the 20th century. The German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of the six principles.

1. The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and is subordinate to it.

2. The principle of correspondence of powers and responsibilities of management employees to their place in the hierarchy, which follows from the previous one.

3. The principle of division of labor into separate functions and specialization of workers according to the functions performed.

4. The principle of formalization and standardization of activities, ensuring the uniformity of the performance of their duties by employees and the coordination of various tasks.

5. The principle that follows from the previous one is the impersonality of the performance by employees of their functions.

6. The principle of qualified selection, according to which hiring and dismissal from work are carried out in strict accordance with qualification requirements.

The organizational structure, built in accordance with these principles, is called a hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Leaders- persons performing the main function and carrying out the general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in the analysis of information and the preparation of decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function, for example, work on the preparation and execution of documentation, economic activities.

There is much in common in the management structure of various enterprises. This enables the manager, within certain limits, to use the so-called typical structures.

Depending on the nature of the links between the various departments, the following types of organizational management structures are distinguished:

linear

functional

divisional

matrix

Linear control structure

At the head of each subdivision is a head endowed with all powers, solely responsible for the work of subordinate units. Its decisions, passed down the chain from top to bottom, are binding on all lower links. The leader, in turn, is subordinate to a higher leader.

The principle of unity of command assumes that subordinates carry out the orders of only one leader. The higher body does not have the right to give orders to any executors, bypassing their direct supervisor.

The main feature of a linear OSU is the presence of exclusively linear connections, which determines all its pros and cons:

Pros:

a very clear system of relationships such as "boss - subordinate";

express responsibility;

quick response to direct orders;

ease of construction of the structure itself;

a high degree of "transparency" of the activities of all structural units.

Minuses:

lack of support services;

the inability to quickly resolve issues that arise between various structural divisions;

high dependence on personal qualities managers at any level.

The linear structure is used by small and medium-sized firms with simple production.

Functional management structure

If direct and reverse functional links between various structural units are introduced into the linear management structure, then it will turn into a functional one. The presence of functional links in this structure allows different departments to control each other's work. Plus, it becomes possible to actively include various service services in the OSU.

For example, Health Service production equipment, Service technical control etc. Informal connections also appear at the level of structural blocks.

With a functional structure, general management is carried out by the line manager through the heads of functional bodies. At the same time, managers specialize in certain managerial functions. Functional divisions have the right to give instructions and instructions to subordinate divisions. Compliance with the instructions of the functional body within its competence is mandatory for production units.

This organizational structure has its advantages and disadvantages:

Pros:

removal of most of the load from the highest level of management;

stimulating the development of informal ties at the level of structural blocks;

reducing the need for generalists;

as a consequence of the previous plus - improving the quality of products;

it becomes possible to create headquarters substructures.

Minuses:

significant complication of communications within the enterprise;

the emergence of a large number of new information channels;

the emergence of the possibility of transferring responsibility for failures to employees of other departments;

difficulty in coordinating the activities of the organization;

a trend towards over-centralization.

Divisional management structure

A division is a large structural subdivision of an enterprise, which has great independence due to the inclusion of all necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the firm, even legally formalized as separate legal entities, in reality being constituent parts one whole.

This organizational structure has the following pros and cons:

pros:

tendencies towards decentralization;

high degree of independence of divisions;

unloading managers of the base level of management;

high degree of survival in today's market;

development of entrepreneurial skills in managing divisions.

Minuses:

emergence of duplicating functions in divisions:

weakening of ties between employees of different divisions;

partial loss of control over the activities of divisions;

the lack of an identical approach to the management of various divisions by the General Director of the enterprise.

Matrix control structure

At an enterprise with a matrix OSU, work is constantly being carried out in several directions simultaneously. An example of a matrix organizational structure is a project organization that functions as follows: at startup new program A responsible leader is appointed who leads it from beginning to end. From the specialized divisions, the necessary employees are allocated to him for work, who, upon completion of the implementation of the tasks assigned to them, return back to their structural divisions.

The matrix organizational structure consists of the basic basic structures of the "circle" type. Such structures are rarely permanent, but are mainly formed within the enterprise for the rapid introduction of several innovations at the same time. They, like all previous structures, have their pros and cons:

pros:

the ability to quickly focus on the needs of their customers;

reducing the cost of developing and testing innovations;

a significant reduction in the time for the introduction of various innovations;

a kind of forge of management personnel, since almost any employee of the enterprise can be appointed project manager.

Minuses:

undermining the principle of unity of command and, as a result, the need for management to constantly monitor the balance in the management of an employee who simultaneously reports to both the project manager and his immediate supervisor from that structural unit from which he came;

the danger of conflicts between project managers and heads of departments from which they receive specialists for the implementation of their projects;

great difficulty in managing and coordinating the activities of the organization as a whole.

Introduction

Any organization is located and operates within the external and internal environments. They predetermine the success of the company, impose certain restrictions on operational actions, and to some extent, each action of the company is possible only if the environment allows its implementation.

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. Task strategic management is to ensure that the interaction of the organization with the environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

Studying the internal environment of the company gives management the opportunity to assess the internal resources and capabilities of the company. By identifying the strengths and weaknesses of the company, management has the opportunity to expand and strengthen competitive advantages and, accordingly, prevent the occurrence of possible problems. As in the case of the external environment, the task strategic management companies to maintain and improve the aspects that increase the company's competitive advantage in the long run.

The purpose of this course work is:

· Study of the internal and external environment of the organization.

To achieve this goal, the following tasks must be completed:

study theoretical aspect on this topic;

Investigate the internal and external environment of the enterprise;

study a brief economic characteristics enterprises;

Analyze the internal and external variables of the enterprise.

The subject of this course work is the analysis of the internal and external environment of the enterprise.

The object of the study is LLC "Stimulus".

Methods used in term paper Keywords: comparative, analytical, normative-legal, monographic.

In writing this work, various textbooks were used, data financial statements enterprises.

Theoretical foundations of the internal and external environment

Internal variables

Goals

Internal variables are situational factors within an organization. Because organizations are human-made systems, internal variables are primarily the result of management decisions. This, however, does not mean that all internal variables are fully controlled by management. Often the internal factor is something "given" that management must overcome in their work.

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

An organization, by definition, is a group of people with conscious common goals. Organization can be seen as a means to an end that enables people to do collectively what they could not do individually. Goals are specific final states or the desired outcome that the group seeks to achieve by working together. During the planning process, management develops goals and communicates them to the members of the organization. This process is a powerful coordination mechanism because it enables the members of the organization to know what they should be striving for.

An organization can have a variety of goals, especially for different types of organizations. Organizations that do business are primarily focused on creating certain goods or services within specific limits - in terms of costs and profits. This task of theirs is reflected in such goals as profitability (profitability) and productivity. Government agencies, educational institutions and non-profit hospitals are not looking to make a profit. But they are concerned about costs. And this is reflected in a set of goals formulated as the provision of specific services within certain budgetary constraints.

In departments, as well as in the whole organization, it is necessary to develop goals. The goals of the divisions in various organizations that have similar activities will be closer to each other than the goals of units in the same organization engaged in various types activities. Because of these differences in unit goals, management must make efforts to coordinate them. The main guiding moment in this case should be considered the overall goals of the organization. The goals of the departments should make a specific contribution to the goals of the organization as a whole, and not conflict with the goals of other departments.

In the process of work, the management of the enterprise makes various decisions. They concern, in particular, the range of products, the markets to which it is supposed to enter, the issues of strengthening one's position in the competition, the choice of the optimal technology, materials, etc. Activities aimed at solving these problems are called the business policy of the enterprise.

The firm's goal system

As you know, any enterprise is created for profit. However, this is not the only desire of the owner of the company. In addition to the desire to earn income, there must be strategic goals firms. These include:

1. Conquest or retention of the most extensive sales sector for your product.
2. Improving the quality of products.
3. Achieving a leading position in the field of technological support.
4. Maximum use of financial, raw materials and labor resources.
5. Increasing the profitability of operations.
6. Achieve maximum possible employment.

Task Implementation Plan

The main goals of the company are achieved in stages. The work plan of the enterprise includes the following stages:

Mission Statement

The company must clearly represent the tasks that will be solved in the course of work. The goals of the company's activity should correspond to the goods (services) supplied to consumers, existing technologies. This takes into account the influence of external factors. The mission statement should contain a description of the company's culture, a characteristic of the working atmosphere.

Mission Importance

Individual leaders do not worry about its selection and formulation. If you ask some of them what the firms are about, the answer will be obvious - to maximize profits. Meanwhile, the choice of making profit as the mission of the enterprise is unsuccessful. important for any company. However, obtaining it is solely internal task enterprises. The firm is, in its essence, an open structure. It can only survive if it satisfies specific external needs. To make a profit, a company needs to analyze the state of the environment in which it operates. That is why the goals of the company determine external factors. To select an appropriate mission, management needs to answer 2 questions: "Who are the company's customers?" and "What customer needs is the company able to meet?". Any entity that uses the benefits created by the firm will act as a consumer.

Nuances

The need to formulate the goals of the company has been recognized for a long time. G. Ford, creating the enterprise, chose as a mission to provide cheap transport to people. Making profit is a rather narrow goal of the firm. Its choice limits the manager's ability to consider acceptable alternatives in the decision-making process. This, in turn, can lead to key factors being ignored. Accordingly, subsequent decisions may contribute to a decrease in performance.

Difficulty of choice

Many non-profit structures have a fairly large client base. In this regard, it is quite difficult for them to formulate their mission. In this case, you can pay attention to the institutions under the Government. Thus, it is believed that the Ministry of Commerce provides assistance to entities involved in the field of sales. In practice, in addition to solving the tasks of supporting entrepreneurship, this institution should also meet the needs of the public and the Government itself. Despite the difficulties, a non-profit organization needs to formulate an appropriate mission for itself, taking into account the needs of clients. Leaders of small companies should clearly represent the goals of the company in the market. Here the danger lies in choosing too difficult a mission. For example, a giant like IBM not only can, but should strive to meet the needs of a large information community. However, a newcomer to the industry will be limited to providing software or hardware to process a small amount of data.

Tasks

They are in line with the purpose of the firm. The tasks are to achieve the indicators that are planned for a specific period. Their volume will be determined taking into account the interests of the owner of the company, the amount of capital, external and internal factors. The owner of the enterprise has the right to set tasks for the personnel. It doesn't matter what his status is. It can be a private individual, a shareholder or a government agency.

Task List

It may include various items, depending on the specifics of the enterprise. The tasks of the company include:

As you can see, making a profit is included in the list of tasks of the enterprise, not goals. This once again proves that income generation cannot be a key area of ​​work.

Formation of the company's goal

It is carried out in accordance with a number of principles. The goals of the firm should:

1. Be realistic and achievable.
2. Be clear and unambiguous.
3. Have specific deadlines.
4. Motivate work in the right direction.
5. focused on a specific effect.
6. Be available for correction and verification.

Any enterprise in the development of its business policy performs an analysis of the environment. It identifies critical elements that can affect the company's ability to implement tasks and achieve planned goals.

External factors

They are consumers, suppliers, population and government agencies. The state of the external environment has a direct impact on the efficiency of the company. For example, consumer demand will affect production volumes. The higher it is, the greater the number of products produced. The external environment includes the work and general areas. The first consists of elements with which the enterprise has direct contact. For each company, the working environment may be more or less the same, depending on the general direction of business policy and industry affiliation. Consumers, competitors, suppliers form the immediate environment. Everything else belongs to the general environment. It is formed from political, social, technological, economic factors. The general environment affects the company's strategy, the choice of development directions. At the same time, the enterprise takes into account the impact of the working environment on its capabilities.

Internal factors

They are staff, production means, financial and informational resources. The result of the interaction of these factors is expressed in finished products(services rendered, works performed). The internal environment includes departments, elements, services directly involved in production activities. Changing the composition of these components affects the direction of the enterprise. Together, internal and external factors form the organizational environment of the company.

Conclusion

To implement the tasks at the enterprise, a strategy is formulated. It includes various means or ways to achieve goals. The development of a set of alternative options is carried out based on the results complex analysis the work of the enterprise, competitors, customer needs. is an integral element. The development of tasks can be carried out for different periods. They can be short term or long term. The strategy must be flexible. This is especially true in modern conditions. When setting goals, the enterprise should soberly assess its resources and capabilities. Companies often take on more than they can handle. As a result, not only the reputation of the enterprise suffers. Ill-considered steps that do not correspond to the specifics and capabilities of the target company often lead to large debts to counterparties, bankruptcy. In order to avoid such problems, it is necessary to approach the choice of your mission with full responsibility.