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

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

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

The main objectives of the enterprise can be:

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

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

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

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

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

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

tasks operating enterprise will be:

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

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

Formation of the company's goal

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

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

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

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

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

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

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

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

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

We note first that the division into external and internal goals is rather conditional. It is generally accepted that internal goals are the goals of enterprise development, external ones 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. At the same time, 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 basically a means of achieving its internal goals. Internal goals are largely a means of achieving external ones. And it is impossible to try to achieve any internal goal without achieving the external one and vice versa.

The hierarchy of enterprise goals (goal tree) is the main objective enterprises 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 enterprise. Such a main goal may be, for example, profit, market price enterprises ("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 sale of the enterprise'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 match the consumer properties of the products to the requirements of the consumer (external goal). And here we need an optimum between the quality and price of products (depending on the cost). Private 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).

Goals for efficient production is the production of products of a given range in a given volume and a given quality, the introduction of new modern technologies, re-equipment of production, etc. ("internal" goals), as well as finding and obtaining high-quality and inexpensive components and materials, finances, etc. ("external" targets).

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

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

The environment of an organization is made up of various elements that constantly interact with each other. The degree of manageability 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 realize these opportunities and counter threats with the help of the organization's potential, i.e. readiness of its internal environment.

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

The main variables within the organization itself that require management attention are goals, structure, tasks, 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 do collectively what they could not do individually. Goals are specific end states or desired outcomes that a group seeks to achieve by working together. During the planning process, management develops goals and communicates them to the members of the organization.

An organization can have a variety of goals. Organizations that do business are focused on creating certain goods or services within specific constraints - in terms of costs and profits.

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

Tasks A prescribed job, a series of jobs, or a piece of work that must be done 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 performed in a given way and in such time as prescribed, the organization will operate successfully. The tasks of the organization are traditionally divided into three categories: work with people, objects and information.

Technology- a means of transforming raw materials - whether people, information or physical materials - into the desired products and services. Tasks and technology are closely related. Completing the task involves using a particular technology as a means of converting the input material into the output form.

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

Factors affecting individual behavior and success:

1) Mental and physical needs

2) Performance

3) Needs

4) Values ​​and attitudes

5) Values ​​and claims

All internal variables are interconnected (Fig. 1.1). In their totality, they are considered as sociotechnical subsystems. Changing one of them affects the others to some extent.

Rice. 1.1. Relationship of internal variables

External environment includes all the forces and organizations that the firm faces in its day-to-day and strategic activities.

The leader must take into account the external environment as a whole, since the organization is open system dependent on the exchange of inputs and outputs with the outside world.

The significance of external factors varies from organization to organization and from unit to unit within the same organization. Factors that have an immediate impact on the organization are referred to as the direct impact environment; all others - to the environment indirect impact.

All environmental factors 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 speed with 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.

Main environmental factors of direct impact are suppliers of materials, labor resources and capital, laws and bodies state regulation, consumers and competitors.

Suppliers. From point of view systems approach organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital and labor. The dependency between an organization and its supply chain is one of the most striking examples of the direct impact of the environment on the operations and success of an organization.

Laws and state regulatory bodies. Interactions between buyers and sellers are subject to numerous legal restrictions. Each organization has a specific legal status, and this determines how she can conduct her business and what taxes she 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 its needs. Customers, by deciding what goods and services they want and at what price, determine almost everything related to the results of its activities for the organization.

Competitors. If you do not meet the needs of consumers as efficiently as competitors do, the company will not last long. In many cases, competitors rather than consumers determine what kind of product to sell and what price to ask.

Environmental factors of indirect impact usually do not affect the organization as noticeably as direct environmental factors. However, they must be taken 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 external factor great importance. Technological innovations affect the efficiency with which products can be made and sold, the rate at which a product becomes obsolete, how information can be collected, stored, and distributed, and the types of services and products an organization's customers expect.

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

Sociocultural factors. Every organization operates in at least one cultural environment, so attitudes life values and traditions affect the organization.

Political situation. Certain aspects of the political environment are of particular interest to management. One of them is the mood of the administration, legislative bodies and courts in relation to business. The other is special interest groups and lobbyists. Also great importance has a factor of political stability.

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

To study the internal and external environment of the organization, you can conduct SWOT analysis , having developed management matrix choice of 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) A factor can be both a strength and a weakness

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

4) The number of factors in blocks does not matter. It is necessary to choose really influencing factors.

Internal environment External environment	S- POWER S 1 ……… S 2 ………	W - WEAKNESSES W 1 ………….. W 2 ………….
O – EXTERNAL CAPABILITIES O 1 …… O 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 studying the internal state of the organization and the competitive environment is the managerial STEP analysis (Fig. 1.3).

Rice. 1.3. Management STEP matrix

The matrix should only present real-life this moment factors. No forward-looking proposals are allowed. Since STEP factors are environmental factors, their wording should be such that it is clear that the firm itself cannot influence this factor. As a rule, the “T” block is of increased complexity; it should reflect the advanced directions for the development of similar industries in the world.

1.4. Control questions on this topic

1. Definition of an organization.

2. General characteristics organizations.

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

4. Factors of the external environment of the organization

5. Qualities of a modern manager.

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

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

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

The main objectives of the enterprise can be:

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

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

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

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

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

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

The tasks of the operating enterprise are:

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

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

Formation of the company's goal

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

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

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

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

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

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

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

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

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 parties that increase competitive advantage companies 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 basis 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 internal factor there 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 end states or desired outcomes that a 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 organizations various types. Organizations that do business are focused primarily on the creation of certain goods or services within specific constraints - on costs and profits. This task of theirs is reflected in such goals as profitability (profitability) and productivity. State bodies, teaching institutes 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 departments 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.