The environment of an organization consists of various elements that constantly interact with each other. The degree of controllability of the company will be determined by the level of knowledge about the opportunities that open up in the external environment, the threats lurking in it, and the ability to embody these opportunities and resist threats using the organization's potential, i.e. the readiness of her internal environment.

Under internal environment of the organization the set of all internal factors of the organization that determine the processes of its vital activity is understood. The internal environment of the company is considered as universal, regardless of the organizational form of the company.

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

Goals. An organization is a group of people with common, conscious goals. Organization can be seen as a means to an end that enables people to collectively accomplish what they could not individually accomplish. Goals are specific end states or desired outcomes that the group seeks to achieve by working together. During the planning process, management develops goals and communicates them to members of the organization.

An organization can have a variety of goals. Organizations that do business focus on the creation of certain goods or services within the framework of specific constraints - in terms of cost and profit.

Organization structure Is a logical relationship between management levels and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.

Tasks- a prescribed work, a series of works or a part of a work that must be performed in a predetermined manner within a predetermined time frame. From a technical point of view, tasks are assigned not to the employee, but to his position. It is believed that if the task is completed in a given way and within the time frame prescribed, the organization will be successful. Organizational tasks are traditionally divided into three categories: working with people, objects and information.

Technology- a means of transforming raw materials - be they people, information or physical materials - into the desired products and services. Challenges and technology are closely related. The accomplishment of the task involves the use of a particular technology as a means of converting the input material into the output form.

People. And the organization, and leadership, and subordinates are nothing more than a group of people. People are central to any governance model. There are three main aspects of the human variable in a situational approach to management: the behavior of individuals, the behavior of people in groups, the nature of the leader's behavior, the functioning of the manager as a leader, and its influence on the behavior of individuals in groups. Human behavior is the result of a combination of individual characteristics of the individual and the external environment.

Factors affecting individual behavior and performance:

1) Mental and physical needs

2) Performance

3) Needs

4) Values ​​and attitudes

5) Values ​​and claims

All internal variables are interrelated (Fig. 1.1). In their totality, they are considered as socio-technical subsystems. Changing one of them affects the others to a certain extent.

Rice. 1.1. Relationship of internal variables

External environment includes all the forces and organizations that the firm encounters in its daily and strategic activities.

The leader must take into account the external environment as a whole, since the organization is an open system that depends on the exchange of inputs and results of activities with the outside world.

The significance of external factors varies from organization to organization and from department to department in the same organization. Factors that have an immediate impact on the organization refer to the direct impact environment; all others - to the environment of indirect influence.

All factors of the external environment are interdependent and interact with each other. The complexity of the external environment refers to the number and variety of external factors to which the organization is forced to respond. The mobility of the environment is characterized by the rate at which changes occur in the environment. The uncertainty of the environment is a function of the amount of information available for a particular factor and the confidence in the reliability of this information.

The main environmental factors of direct impact are suppliers of materials, labor and capital, laws and regulatory agencies, consumers and competitors.

Suppliers. From a systems perspective, organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between an organization and a supplier network is one of the clearest examples of the direct impact of the environment on an organization's operations and performance.

Laws and government regulatory bodies. The interaction between buyers and sellers is subject to numerous legal restrictions. Each organization has a certain legal status, and this determines how it can conduct its business and what taxes it must pay.

Consumers. 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 his needs. Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities.

Competitors. If you do not meet the needs of consumers as effectively as competitors do, the enterprise will not stay afloat for long. In many cases, it is not consumers but competitors who determine what kind of product to sell and what price to ask for.

Environmental factors of indirect impact usually do not affect the organization as noticeably as direct impact environmental factors. However, you need to take them into account. The main environmental factors of indirect impact include technology, the state of the economy, the political environment and socio-cultural factors.

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 the product becomes obsolete, how information can be collected, stored and distributed, and the kinds of services and products that consumers in an organization expect.

The state of the economy... Management should be able to assess how general changes in the state of the economy will affect the state of affairs of the organization.

Sociocultural factors. Any organization functions in at least one cultural environment, therefore attitudes, life values ​​and traditions influence the organization.

Political situation. Certain aspects of the political environment are of particular interest to the leadership. One of them is the sentiment of the administration, legislatures and courts in relation to business. The other is special interest groups and lobbyists. The factor of political stability is also of great importance.

Organizations must be able to effectively respond and adapt to changes in their external environment in order to survive and achieve their goals.

To study the internal and external environment of the organization, you can conduct SWOT analysis by developing a management matrix for choosing strategic alternatives (Fig. 1.2.).

When filling out the matrix, you must adhere to the following recommendations:

1) Clearly distribute all factors. When dividing factors into internal and external, it is necessary to ask the question whether we can influence it. If we can, the factor is internal, if not, it is external.

2) The factor can be both strength and weakness

3) The wording in the cells should be in the form of an order: "implement", "develop", etc.

4) The number of factors by block does not matter. It is necessary to choose the really influencing factors.

Internal environment External environment	S- POWER S 1 ……… S 2 ………	W - WEAKNESS W 1 ………… .. W 2 ………….
О - EXTERNAL OPPORTUNITIES О 1 …… О 2 ……	SO field	WO field
T- EXTERNAL THREATS T 1 …… T 2 ……	ST field	WT field

Rice. 1.2. Strategic Alternatives Selection Matrix

The method of researching the internal state of the organization and the competitive environment is the management STEP analysis (fig. 1.3).

Rice. 1.3. Management STEP Matrix

The matrix should represent only the factors that actually exist at the moment. No forward-looking proposals are allowed. Since STEP factors are factors of the external environment, their formulation should be such that it is clear that the firm itself cannot influence this factor. As a rule, the block "T" is of increased complexity; it must reflect the advanced directions of development of similar industries in the world.

1.4. Control questions on the topic

1. Definition of the organization.

2. General characteristics of the organization.

3. The main elements of the internal environment of the organization.

4. Factors of the external environment of the organization

5. The qualities of a modern manager.

21.02.2016 0:23 Consultant Zhemchugov Mikhail, Ph.D.

Let us first note that the division into external and internal goals is rather arbitrary. Basically, it is assumed that internal goals are the goals of enterprise development, external goals are the development of the external environment. Moreover, the development of the enterprise and the development of the external environment is based on a mutually beneficial exchange of resources. In this case, one and the same goal, on the one hand, is internal, and on the other, external, and further we will talk about them conditionally. The external goals of the enterprise are mainly a means of achieving its internal goals. Internal goals are in many ways a means of achieving external ones. And it is impossible to try to achieve any internal goal without achieving an external one and vice versa.

The hierarchy of enterprise goals (goals tree) is the main goal of the enterprise and private goals, the achievement of which, in combination, leads to the achievement of the main goal of the enterprise. At the same time, the achievement of private goals is a means of achieving the main goal, and when creating a tree of goals, both "external" and "internal" goals can be formed.

The starting point of the hierarchy of goals (both "internal" and "external") is the main goal of the enterprise. This is the goal that the owner sets for his company. Such a main goal can be, for example, profit, the market value of the enterprise ("internal" goals), leadership in their industry ("external" goal).

Let's assume that the main goal is the maximum achievable profit. To achieve it, it is necessary: ​​to obtain the maximum achievable sales of the company's products ("external" goal), and to minimize the costs of its production (while maintaining quality) - efficient production ("internal" goal).

To obtain the maximum achievable revenue, it is necessary to comply with the consumer properties of the manufactured products with the requirements of the consumer (external goal). And here an optimum is needed between the quality and the price of products (depending on the cost price). Particular goals that are set based on the maximum achievable revenue are, for example, the study of consumer needs, the study of the competitive environment, the formation of new consumer needs ("external" goals), the modernization of products and the creation of new products ("internal" goals).

The goals for efficient production are the release of products of a given nomenclature in given volumes and a given quality, the introduction of new modern technologies, the re-equipment of production, etc. ("internal" goals), as well as finding and obtaining high-quality and inexpensive components and materials, finance, etc. ("external" goals).

Each of the above goals is also decomposed into private goals, and so on to the final indivisible operational goals.

Thus, there is only one hierarchy of enterprise goals, in which both "external" and "internal" goals are present.

DEFINITION

The purpose of the organization represents the end state or desired outcome that any company strives for. The company always has one common goal, towards which all members of the labor collective should strive.

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

When carrying out planning, the management of the company develops goals, communicating them to the employee. In some companies, all members of the workforce may be involved in developing tactical goals. Joint determination of goals is the main motive and coordinating force of the enterprise, since as a result of this process, each employee understands what he should strive for.

The goals and objectives of the organization can include gaining and retaining a share of a specific market, achieving higher quality products, increasing the company's profitability, achieving maximum employment levels, etc.

Requirements for goals and objectives

The goals and objectives of the organization should be:

1.) Achievable (you can't overestimate goals);

2.) Specific (to determine the term);

3.) Addressable (identify the contractor);

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 provide a general guideline for activities.

Organization tasks

DEFINITION

Organization tasks represent the goals, the achievement of which is necessary by a certain time within the periods for which the management decision is calculated. The objectives of an organization 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 the achievement of the goals of the enterprise. At the same time, the tasks indicate the immediate goals of the company, which lend themselves to quantitative characteristics.

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

The tasks of the organization can be to provide staff with wages, to generate income for the owners of the company, to provide consumers with quality products in accordance with demand and contracts, to protect the environment, to prevent disruptions in the work of the company, etc.

1. National social specifics,
2. Features of the development of society, which have developed historically,
3. Geographic and natural conditions,
4. Cultural factors, 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 by both the owners of the company and the executives and staff. When formulating and setting the goals and objectives of the organization, owners rely on their own priorities, most often it is making a profit through production or sales.

The department, formulating and concretizing the relevant goals and objectives of the organization, must take into account the real conditions for their implementation. Tasks and goals should be expedient 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 are performing a number of tasks: producing high-quality products, introducing new technologies, developing strategies and tactics of behavior, ensuring competitiveness, caring for employees, etc.

Examples of problem solving

EXAMPLE 1

Introduction

1. The concept of an enterprise, goals and objectives of its activities

2. Analysis of the main indicators of the enterprise

3. The main economic problems of the enterprise and possible ways to solve them

Conclusion

List of sources used

Introduction

The country's transition to a market economy, access to the world level requires enterprises to increase production efficiency, competitiveness of products based on the implementation of the achievements of scientific and technological progress, effective forms of management and modern methods of personnel management.

In order to successfully manage an enterprise, it is necessary to clearly understand the basic mechanisms and patterns according to which the economic activity of the enterprise is carried out, what needs to be paid attention to. In other words, it is necessary to have a sufficiently high level of competence in matters of enterprise economics.

The main task of the enterprise in all cases is to generate income through the sale of manufactured products to consumers (work performed, services rendered). On the basis of the income received, the social and economic needs of the labor collective and the owners of the means of production are satisfied.

For the successful functioning of the enterprise, an analysis of the economic indicators of the enterprise and the planning of its production and economic activities must be organized.

In this course work, the main economic categories and indicators that can be used to assess the activities of the enterprise from various angles are considered and the main technical and economic indicators of the enterprise's activities are calculated based on the proposed data.

The methodological basis for the implementation of the course work is textbooks and periodicals on the economics of an enterprise, research by domestic and foreign scientists in the field of developing the efficiency of enterprises.

1. The concept of an enterprise, goals and objectives of its activities

Before proceeding to consider the essence of the enterprise, the definition of the term "enterprise" should be given.

An enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective, capable, using the means of production at its disposal, to manufacture the products necessary for consumers (perform work, provide services) for the corresponding purpose, profile and assortment.

An enterprise as an object of study is a separate production and economic unit with the rights of a legal entity engaged in the production and sale of products, performance of work, and provision of services.

The main task of the enterprise is economic activity aimed at making a profit to meet the interests of the owner of the enterprise.

The enterprise is the primary link in the economic system of the state. The enterprise produces goods, performs work, renders services; jobs are created that provide employment for the able-bodied population and consumer demand. The company is the main taxpayer, replenishes the revenue side of the state and local budgets.

In the system of the national economy, the enterprise is the main link, which is determined by the following circumstances:

1. The enterprises manufacture products, perform work, services that form the material basis of the life of both a person and society as a whole. The standard of living of people and the well-being of the state depend on what kind of products the enterprise produces, what costs it incurs for its manufacture.

2. An enterprise is a form of organizing the life of each person and society as a whole. Here the worker, realizing his creative potential, contributes to social production. Here he receives remuneration for his work, financially providing himself and his family members.

3. The enterprise acts as the main subject of industrial relations that develop in the process of production and sales of products between various participants.

4. An enterprise is not only an economic, but also a social organization, since it is based on a person or a work collective. In work, in the team, a sense of belonging to the affairs of society is realized, the development of each employee of the enterprise as a person takes place.

5. At enterprises, the interests of society, the owner, the collective and the employee are intertwined, their contradictions are developed and resolved.

6. The enterprise, carrying out production and economic activities, has an impact on the natural environment, determining the state of the sphere of human habitation.

Thus, we can conclude that the efficient operation of enterprises is the most important condition for the welfare and prosperity of the state.

Currently, the status of an enterprise, the procedure for its creation and liquidation, the conditions for the formation and use of property, economic, economic and social activities, the relationship of the enterprise with government and local government bodies are mainly regulated by national legislation.

Government authorities set the rules for the economic behavior of enterprises through a system of laws and regulations governing and regulating their activities.

There are two main models of functioning of business entities - directive and social-market economy. The essence and features of the activities of enterprises in various conditions are as follows.

In a centralized, directive system of management, an enterprise is an economic entity with the rights of a legal entity, which, based on the use of property by the labor collective, produces and sells products, develops according to a plan, works on the basis of cost accounting.

In a social market economy, an enterprise is an independent business entity that has the rights of a legal entity, whose activities are aimed at making a profit, is carried out at its own risk and under its own property responsibility. There are three significant differences in the above definitions.

The first is complete independence in a market economy and limited independence in a directive. The second is the purpose of the activity: profitable work in a market environment and production - in a centralized system of government. The third is the property liability of the owners of the enterprise: in a social market economy - the risk of property loss and in a directive economy - covering losses through subsidies from the state budget.

The period of transformation of the administrative-command model of management into a social-market system is called a transitional economy.

In a transitional economy, an enterprise is influenced by both market factors and prescriptive regulation methods, which have a negative impact on its performance.

To study the production and economic activities of an enterprise, it is necessary to dwell on such concepts as the internal and external environment of the enterprise. The internal environment of an enterprise is people, means of production, information and money. The result of the interaction of the components of the internal environment is the finished product (work performed, services rendered) (Fig. 1).

(staff)				Production environment
		PRODUCTION
							PRODUCTS
					Information

Fig. 1. Internal environment of the enterprise

The external environment, which directly determines the efficiency of the enterprise, is, first of all, consumers of products, suppliers of production components, as well as government agencies and the population living in the vicinity of the enterprise (Fig. 2).

Fig. 2. External environment of the enterprise

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

Regardless of the form of ownership, the company operates, as a rule, on the principles of full cost accounting, self-sufficiency and self-financing. It independently concludes contracts with consumers of products, including receiving government orders, as well as concluding contracts and making settlements with suppliers of the required production resources.

The main functions of the enterprise include:

production of products for industrial and personal consumption;

sale and delivery of products to consumers;

after-sales service of products;

material and technical support of production at the enterprise;

management and organization of personnel labor at the enterprise;

all-round development and growth of production volumes at the enterprise;

entrepreneurship;

payment of taxes, implementation of mandatory and voluntary contributions and payments to the budget and other financial bodies;

compliance with applicable standards, regulations, government laws.

The functions of the enterprise are concretized and refined depending on:

the size of the enterprise;

industry affiliation;

degrees of specialization and cooperation;

availability of social infrastructure;

forms of ownership.

Enterprises differ among themselves in terms of production volume, organizational structure, degree of specialization, type of production processes and a number of other characteristics.

Enterprises can consist of a number of structural units and structural divisions that perform certain stages of the production process (main shops, sections) or prepare conditions for the manufacture of products (auxiliary shops). In a number of industries (coal, sugar, alcohol, etc.), the main production process is not subdivided into shops. Such enterprises have a shopless structure and are subdivided into sections. For the most part, small businesses do not have a workshop division.

Enterprises in a market economy can be classified according to various criteria.

By forms of ownership, enterprises are state and private. If the authorized capital of a business entity has a share of state and private property, then such an enterprise has a mixed form of ownership. Communal and republican are varieties of state ownership. There is the property of public and religious organizations. Enterprises with such forms of ownership have the main goal not to make a profit and increase capital, but to fulfill the statutory functions of creative unions, confessions and other similar structures. In some legislative acts of the post-Soviet republics, there are such formulations of enterprise ownership: collective, joint, shared, public, national. Such interpretations of ownership are highly controversial.

Economic efficiency enterprisesThesis >> Economics

Patterns and directions of increasing social economic work efficiency enterprises, economic and the financial results of its activities ... for all countries is relevant problem using the available opportunities (given ...

Introduction

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

The external environment is the 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 many other organizations in the same environment apply for them. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The challenge of strategic management is to ensure that the interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.

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, the management has the opportunity to expand and strengthen the competitive advantage and, accordingly, to prevent the occurrence of possible problems. As in the case of the external environment, the task of the strategic management of the company is to maintain and improve the parties that increase the competitive advantage of the company in the long term.

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 the theoretical aspect of the topic;

· Explore the internal and external environment of the enterprise;

· To study a brief economic description of the enterprise;

· 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 research is Stimul LLC.

Methods used in the course work: comparative, analytical, regulatory, monographic.

When writing this work, various textbooks and data from the company's financial statements were used.

Theoretical foundations of the internal and external environment

Internal variables

Goals

Internal variables are situational factors within an organization. Since organizations are systems created by people, internal variables are mainly the result of managerial decisions. This, however, does not mean that all internal variables are completely controlled by management. Often the internal factor is something “given” that management must overcome in its work.

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

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

An organization can have a variety of goals, especially for organizations of different types. Organizations that are engaged in business are mainly focused on the creation of certain goods or services within the framework of specific constraints - in terms of costs and profits. This challenge is reflected in goals such as profitability (profitability) and productivity. Governments, academic institutions, and nonprofit hospitals are not looking to make a profit. But they care 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 entire organization, it is necessary to develop goals. The goals of departments in different organizations that have similar activities will be closer to each other than the goals of departments in the same organization, engaged in different activities. Because of these differences in the objectives of the departments, management must make efforts to coordinate them. The general goals of the organization should be considered as the main guiding moment. The objectives of the departments should make a concrete contribution to the objectives of the organization as a whole, and not conflict with the objectives of other departments.