Organization goals, strategic planning

An important step in planning is the selection of goals.

The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.

Allocate the main target function, or mission of the organization, which determines the main directions of the firm.

Mission is the main main goal of the organization, for which it was created.

When defining the mission of the organization, it is necessary to take into account:

Formulation of the organization's objectives in terms of the production of goods or services by it, as well as the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- the culture of the organization: what kind of working climate exists in the given organization; what type of workers are attracted to the climate; what are the fundamentals of the relationship between company leaders and ordinary employees;

Who are the clients (consumers), what needs of clients (consumers) the firm can successfully satisfy.

The mission of the organization is the basis for formulating its goals. Goals provide a starting point for planning.

The goals are distinguished:

1. By scale of activity: global or general; local or private.
2. By relevance: topical (top-priority) and irrelevant.
3. By rank: major and minor.
4. By the time factor: strategic and tactical.
5. By control functions: goals of the organization, planning, control and coordination.
6. By subsystems of the organization: economic, technical, technological, social, production, commercial, etc.
7. By subject: personal and group.
8. Consciousness: real and imaginary.
9. Achievable: real and fantastic.
10. According to the hierarchy: higher, intermediate, lower.
11. By relationship: interacting, indifferent (neutral) and competing.
12. By the object of interaction: external and internal.

The strategic planning process is a tool that helps the management of the firm to make the right strategic decisions and adjust in accordance with them the daily life of the organization.

Strategic planning is a set of decisions and actions carried out by the management of a firm to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

1. Resource Allocation: Allocation of available funds, highly qualified personnel, and the technological and scientific expertise available in the organization.
2. Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relations with the public, government, various government agencies.
3. Internal coordination of the work of all departments and divisions. This stage includes identifying the strengths and weaknesses of the firm in order to achieve effective integration of operations within the organization.
4. Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of the following stages:

Implementation of the strategic plan, management by goals.

After the organization's strategy has been developed, the stage of its implementation begins.

The main stages of strategy implementation are: tactics, policies, procedures and rules.

A tactic is a short-term plan of action aligned with a strategic plan. Unlike strategy, which is more often developed by senior management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of the tactics appear much faster than the results of the strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviations from the main goals of the organization in making day-to-day management decisions. It shows the acceptable ways to achieve these goals.

After the organization's policy has been developed, management develops procedures based on previous decision-making experience. The procedure is used with frequent repetition of the situation. It includes a description of the specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is appropriate, management develops rules. They are used to ensure that employees are accurately performing their duties in a given situation. The rules, in contrast to the procedure, which describes a sequence of repetitive situations, are applied to a specific single situation.

An important step in planning is developing a budget. It represents the most efficient way to allocate resources, expressed in numerical form and aimed at achieving specific goals.

An effective method of management is a method of management by goals.

It consists of four stages:

1. Formulation of clear and concise goals.
2. Developing the best plans to achieve these goals.
3. Control, analysis and evaluation of work results.
4. Adjustment of the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure that the goals of his superior are achieved. At this stage of setting goals, it is imperative Feedback, that is, a two-way exchange of information, which is necessary for their coordination and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Determining the tasks that need to be solved in order to achieve the goals.
- establishing a sequence of operations, creating a schedule.
- clarification of the authority of the personnel to perform each type of activity.
- estimation of time costs.
- determining the cost of resources required to carry out operations through the development of a budget.
- correction of action plans.

Organizational structure of the enterprise

The decision on the choice of the organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own versions of the structure of subordinate units. The best structure of an organization is considered to be such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. An organization's strategy should always define the organizational structure, not the other way around.

The process of choosing an organizational structure consists of three stages:

Division of the organization into enlarged blocks horizontally, in accordance with the ongoing areas of activity;
- establishing the balance of powers of positions;
- definition job duties and entrusting their implementation to specific persons.

Types of organizational structures:

1. Functional (classic). Such a structure implies the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. This structure is typical for medium-sized firms or organizations that produce a relatively limited range of goods, operate in stable external conditions, and where, more often than not, standard management decisions are sufficient.
2. Divisional. This is the division of an organization into elements and blocks by types of goods or services, or by groups of consumers, or by regions where the goods are sold.
3. Grocery. In this structure, the responsibility for the production and sale of a product is delegated to one manager. This structure is most effective when developing, mastering production and organizing the sale of new products.
4. Regional. This structure provides the best problem solving related to the peculiarities of local legislation, as well as traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. Customer oriented structure. With this structure, all divisions are united around certain groups of consumers that have similar or specific needs. The purpose of such a structure is the fullest possible satisfaction of these needs.
6. Design. It is temporary created structure to solve a specific problem, or to carry out a complex project.
7. Matrix. This is a structure that results from the imposition of a project structure on a functional one, and assumes the principle of subordination (to both the functional leader and the project manager).
8. Conglomerate. It involves the connection of various divisions and departments working functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure finds application in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to their branches, offices, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work of personnel in the organization, its motivation is required.

Motivation is the process of motivating other people to take action to achieve the goals of an organization.

Modern theories of motivation fall into two categories: substantive and procedural.

Substantial theories of motivation are based on the definition of need. Need is a person's feeling of lack, the absence of something. To motivate the employee to take action, managers use rewards: external (monetary, promotion), and internal (feeling of success). Procedural theories of motivation are based on elements of psychology in human behavior.

Control

Control is the process of ensuring that a firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the organization. It is used in three industries: in the field human resources(recruitment); material resources(selection of suppliers of raw materials); financial resources(formation of the firm's budget).

Current control is carried out directly in the course of work and daily activities of the organization, and involves a regular check of subordinate personnel, as well as discussion of emerging problems. At the same time, feedback is required between divisions and the top management echelon of the company to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for more optimal planning and implementation of similar tasks in the future.

Employee control-oriented behavior produces more effective results. However, at the same time, mechanisms of rewarding and punishment must be in place. At the same time, excessive control must be avoided, which can irritate employees and staff. Effective control must be strategic in nature, reflect the firm's overall priorities and support the organization's operations. Final goal control is not only an opportunity to identify a problem, but also to successfully solve the tasks assigned to an organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are highly relevant. The presence of an information and management system in an organization contributes to an increase in the effectiveness of control and planning of the firm's activities. The management information system should contain information about the past, present and future of the organization. This information allows the firm's management to make the best decisions.

[M.Kh. Mescon, M. Albert, F. Hedouri. Fundamentals of Management.]

Business activities- according to the legislation of the Russian Federation - an independent activity of citizens and their associations, carried out at their own risk, aimed at systematic receipt profits 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, the regulation of entrepreneurial activity is based on the norms of civil law.

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

First of all, you should 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 existence 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).

By combining these characteristics, you can get a practical definition of an organization:

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

In the domestic literature, a typology of organizations based on a sectoral basis has become widespread:

industrial and economic,

financial,

administrative and managerial,

research,

educational, medical,

sociocultural, etc.

In addition, it seems possible to typologize organizations:

by scale of activity:

large, medium and small;

by legal status:

society with limited liability(OOO),

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

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

by ownership:

state,

• public

  mixed ownership organizations;

by funding sources:

budget,

extrabudgetary

blended funding organizations.

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 you will need at least elements of management.

Management is essential for an organization to be successful.

Success is when an organization operates profitably, i.e. makes a profit in an amount sufficient for its reproduction and maintenance in a competitive state.

The success and failure of an organization is usually associated with success and failure in management. In the practice of the West, it is generally accepted that if an enterprise is unprofitable, 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. Let's consider the most significant internal variables of the organization.

The main internal variables are traditionally: structure, tasks, technology and people.

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

Task is prescribed work that must be performed in a specified manner and in deadlines... Each position in an 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 .;

tasks for working with information.

In an age of explosive growth in innovation and innovation, tasks become 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 the usual understanding of production technology. Technology is a principle, an order of organizing a process for the optimal use of various kinds of resources (labor, material, temporary money). Technology is a method that allows some kind of transformation. This can relate to the sphere of sales - how to best implement the manufactured product, or to the sphere of collecting information - how to collect the information necessary for enterprise management in the most competent and cost-effective way, etc. information Technology became a key factor for the enterprise to gain a sustainable competitive advantage in doing business.

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

behavior of individuals;

behavior of people in groups;

the nature of the leader's behavior.

Understanding and managing the human variable in an organization is the most complex component of the entire management process and depends on many factors. Let's list some of them:
Human abilities... According to them, people are most clearly divided within the organization. Human ability refers to the characteristics that are most readily changeable, such as learning.
Needs... Each person has not only material, but also psychological needs (for respect, recognition, etc.). From a management point of view, the organization should strive to ensure that the satisfaction of the employee's needs would lead to the realization of the organization's objectives.
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 general beliefs about what is good or bad. Values ​​are embedded in a person from childhood and are formed throughout all activities. Shared values ​​help leaders bring people together to achieve organizational goals.
The influence of the environment on the personality... Today, many psychologists say that human behavior depends on the situation. It was noticed 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 influenced by group and managerial leadership... Any person seeks 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, there are leaders in any formal or informal group. Leadership is a means by which a leader influences people's behavior and forces them to 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 borders is doomed to perish. In the external environment of business, like Darwinian theories, there is a cruel natural selection: only those survive who have sufficient flexibility (variability) and are able to learn - to fix in their genetic structure the traits necessary for survival (Darwinian inheritance).

An organization can survive and become effective only if it can adapt to its external environment.

From the point of view of the intensity of interaction between the organization and its environment, three groups can be conditionally 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 bodies, and trade unions.

Global environment(environment of indirect impact) - the most general forces, events and trends not directly related to operating activities organizations, however, in general, shaping the context of business: 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, factors of international business come into play, which most often include the unique characteristics of culture, economy, government and other regulations, and the political environment.

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.
(Organization Management: Encyclopedia of Words - 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 this word, the structure of a system is a set of connections and relationships between its elements. In turn, organizational system management is a set of departments and positions, related and submission. When creating a management structure, the manager should, as much as possible, take into account the specifics of the enterprise and the specifics 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.);

the allocation of structural divisions (management apparatus, independent divisions, target programs, etc.);

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

The organization and management of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and relationship 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 work performed by them, 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:

hierarchical type, which includes the linear organizational structure, functional structure, linear functional management structure, headquarters structure, line-staff organizational structure, divisional management structure;

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

Let's consider them in more detail.

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

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

2. Following from the previous principle, the correspondence of the authority and responsibility of management employees to their place in the hierarchy.

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 performance by employees of their duties and the coordination of various tasks.

5. The principle arising from the previous one is the impersonality of the employees performing their functions.

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

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

All employees can be differentiated into three main categories: managers, specialists, performers. Leaders- persons performing main function and carrying out general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in the analysis of information and 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.

The management structure of various enterprises has a lot in common. This enables the manager to use so-called standard structures within certain limits.

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

linear

functional

divisional

matrix

Linear management structure

At the head of each department is a leader, endowed with all powers, solely responsible for the work of subordinate links. Its decisions, passed along the chain from top to bottom, are mandatory for all lower levels. The leader himself, in turn, is subordinate to the superior leader.

The principle of one-man management assumes that subordinates carry out the orders of only one leader. The superior body does not have the right to give orders to any executors, bypassing their immediate supervisor.

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

Pros:

a very clear system of relationships of the "boss - subordinate" type;

explicit responsibility;

quick response to direct orders;

simplicity of building the structure itself;

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

Minuses:

lack of support services;

lack of the ability to quickly resolve issues arising between different structural divisions;

high dependence on the personal qualities of managers of any level.

The linear structure is used by small and medium-sized firms with uncomplicated 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 the work of each other. In addition to everything, it becomes possible to actively include various service services in the OSU.

For example, the Service for ensuring the operability of production equipment, the Service for technical control, etc. Informal relations also appear at the level of structural blocks.

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

This organizational structure has advantages and disadvantages:

Pros:

removing most of the load from the top management level;

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

reducing the need for generalists;

as a consequence of the previous plus - an improvement in 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;

the emergence of a tendency towards excessive centralization.

Divisional management structure

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

It should be noted that sometimes divisions take the form of subsidiaries of a firm, even legally registered as separate legal entities, but in reality they are integral parts of one whole.

This organizational structure has the following pros and cons:

pros:

the presence of tendencies towards decentralization;

a high degree of independence of divisions;

unloading of managers of the basic level of management;

a high degree of survival in the modern market;

development of entrepreneurial skills among division managers.

Minuses:

the emergence of duplicate functions in divisions:

weakening of ties between employees of different divisions;

partial loss of control over the activities of divisions;

lack of the same approach to managing different divisions The Director General enterprises.

Matrix management structure

At an enterprise with a matrix OSU, work is constantly being carried out in several directions at the same time. An example of a matrix organizational structure is project organization, functioning as follows: at startup new program a Responsible Leader is appointed who leads it from start to finish. From specialized divisions he is allocated for work required staff, which, upon completion of the implementation of the tasks assigned to them, return back to their structural divisions.

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

pros:

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

reduction of costs for the development and testing of innovations;

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

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

Minuses:

undermining the principle of one-man command and, as a consequence, the need on the part of management to constantly monitor the balance in the management of an employee who is simultaneously subordinate to both the project manager and his immediate superior from the 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

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 main mechanisms and patterns by which economic activity businesses to look out for. 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 and the calculation of the main technical and economic indicators of the enterprise based on the proposed data.

Methodological framework for implementation term paper are tutorials and materials of periodicals on the economy of the enterprise, research of domestic and foreign scientists in the field of development of the efficiency of enterprises.

The concept of an enterprise, the 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 that has the rights legal entity engaged in the production and sale of products, performance of work, 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 economic, but also 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 normative documents regulating 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).

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, the degree of specialization, the type of production processes and a number of other features.

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 manufacturing process 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 state form property. There is a property of the 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.

By the forms of management, enterprises act as an open and closed joint-stock company, a limited liability company, a company with additional liability, unitary enterprise, leased enterprise, cooperative, general and limited partnership and others. The peculiarities of the operation of the leased enterprise are specified in the lease agreement between the lessee and the owner-lessor. The cooperative provides for the participation in the joint work of the members of the cooperative. Full liability partnerships with third parties are rare. The most common forms of business are a joint stock company (JSC) and a limited liability company or partnership (LLC). The procedure for the formation of property, distribution of profits and responsibility between the participants in the company is established in the charter. Compensation for damage to third parties in bankruptcy is carried out within the limits equity capital... The sequence of satisfaction of creditors' claims is regulated by national legislation. The main difference between joint stock company and a limited liability company consists in the fact that the JSC issues shares for the amount of the authorized capital, issues them to their owners, a register of shareholders is kept, and in the LLC the share contribution of the owners is set as a percentage.

Enterprises are grouped by size as large, medium and small. Signs of attribution of enterprises to one of the subgroups are indicated in legislative or by-laws. Small businesses with a small headcount, profit, or sales have incentives over large ones in the form of tax breaks or other incentive mechanisms to help develop and strengthen small businesses.

According to the participation of foreign capital, enterprises are divided into joint, foreign and foreign. The joint venture is located on the territory of the country, has a share in the authorized capital owned by foreign investors. A foreign enterprise is represented by national capital exported from the state as a contribution to the authorized capital of an enterprise registered in another country. The foreign company has one hundred percent of the authorized capital owned by legal or individuals other states.

By industry basis, enterprises belong to the sphere material production- industry, construction, Agriculture, communication, transport; and intangible production - health care, education, trade, science, culture and others. In turn, each industry is subdivided into sub-sectors. For example, in industry, based on the nature of raw materials or the purpose of the finished product, the coal industry, energy, metallurgy, mechanical engineering, chemical, light and food industry, production of building materials. In mechanical engineering, machine tools, automotive, tractor, instrument making, etc. are distinguished. Industry classification can be aggregated and detailed. It is used to statistically characterize the structure of enterprises and their performance indicators.

By types of associations, enterprises are included in production, republican, regional, national or transnational companies. There are such varieties - concern, consortium, holding. The concern includes enterprises belonging to one (or several) industries. In addition to enterprises, the consortium includes banking, financial and insurance structures. The holding is created by the owners to manage the controlling stake in the subordinate enterprises. The financial and industrial group combines industrial and banking capital.

By the types of splitting, subsidiaries, branches and other structures are distinguished with a settlement account and a separate balance sheet or without them, with or without the right of a legal entity.

According to the purpose of their activities, enterprises are divided into commercial (focused on increasing profits and capital), non-commercial (performing other statutory tasks) or mixed.

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

• what product or range of products should be produced and sold;
• which markets should be entered with this and how to strengthen their positions in the market;
• how to choose the optimal production technology;
• what to buy and how to use them;
• how to distribute the available models and;
• what the enterprise prefers (should) achieve in relation to the technical characteristics of the manufactured product, its quality, production efficiency.

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

The main goals of the enterprise can be:

• win or retain a large share of any market for your product;
• achieve a higher quality of your product;
• lead the industry in technology;
• maximize the use of available raw materials, human and financial resources;
• increase the profitability of your operations;
• achieve the highest possible level of employment.

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

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

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

Strategy 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 set goals.

Enterprise objectives- to achieve the results that are expected to be obtained within the planned period. They are determined by the interests of the owner, the size 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, government agencies or shareholders).

The objectives of the operating enterprise are:

• receipt of income by the owner of the enterprise (among the owners may be the state, shareholders, individuals);
• providing consumers with the company's products in accordance with contracts and market demand;
• provision of personnel of the enterprise wages, normal working conditions and the possibility of professional growth;
• creation of jobs for the population living in the vicinity of the enterprise;
• security environment: land, air and water basins;
• prevention of disruptions in the operation of the enterprise (disruption of delivery, 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 is receiving 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.

Formation of the purpose of the company

Policy, like strategy, belongs to the category of funds. The policy answers the question: how should tasks be accomplished?.

At the firm, certain requirements are imposed on the process of formulating goals:

• goals must be achievable and realistic;
• goals must be clear and unambiguous;
• 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 execution actions in the right direction;
• the goal must be formulated and formalized;
• goals individual and group goals of the enterprise and the firm must be compatible;
• goals are targeted at a specific effect and should be suitable for verification and adjustment.

When forming goals, any enterprise must analyze 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 influence the ability of the firm to achieve its goals. When analyzing the environment, firms distinguish between internal and external environment.

Internal environmental factors enterprises are personnel, means of production, information and monetary 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 production process and include marketing, management, personnel, organization of the activity process, motivation. Changes in these elements to one degree or another determine the activities of the firm. These are the elements that the firm directly affects.

Factors enterprises are 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, government, competitors, society, nature, financial instruments, fiscal policy. The external environment consists of a work environment and a general environment.

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

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

In the course of work, the management of the enterprise makes various decisions. They relate, in particular, to the assortment 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 that are aimed at solving these problems are called the business policy of the enterprise.

The system of goals of the company

As you know, any enterprise is created to make a profit. However, this is far from the only desire of the owner of the company. In addition to the desire to generate income, there should be strategic goals for the firm. These include:

1. The conquest or retention of the largest possible sales sector for your product.
2. Improving the quality of products.
3. Entering 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. Achieving the highest possible employment.

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

The importance of the mission

Individual leaders do not worry about its choice and formulation. If you ask some of them what firms are, the obvious answer is getting the maximum income. Meanwhile, the choice of making a profit as the mission of the enterprise is unfortunate. important for any company. However, its receipt is exclusively an internal task of the enterprise. The firm is, in essence, an open structure. She can only survive if she meets 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 firm are determined by external factors. To select a suitable mission, the management needs to answer 2 questions: "Who are the company's clients?" and "What customer needs is the business able to meet?" Any entity that uses the goods created by the company will act as a consumer.

Nuances

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

Difficulty of choice

Many nonprofits have a fairly large client base. In this regard, it is rather 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 the entities involved in the implementation. 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, the non-profit structure needs to formulate an appropriate mission for itself, taking into account the needs of its clients. Managers should be clear about the goals of the company in the market. small companies... The danger here lies in choosing a mission that is too difficult. For example, a giant like IBM not only can, but must strive to meet the needs of the vast information community. At the same time, a newcomer to this industry will be limited to the provision of software or equipment for processing a small amount of data.

Tasks

They are consistent with the purpose of the firm. The objectives 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. At the same time, its status does not matter. He can be a private person, shareholder or government agency.

List of tasks

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 proves once again that earning income cannot be a key area of ​​work.

Formation of the purpose of the company

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

1. Be real and achievable.
2. Be clear and unambiguous.
3. Have a specific time frame for reaching.
4. Motivate work in the right direction.
5. Focused on a specific effect.
6. Be available for correction and verification.

Any enterprise, when developing its business policy, performs an analysis of the environment of existence. It identifies critical elements that can affect the company's ability to accomplish 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 firm. For example, consumer demand will affect production volumes. The higher it is, the greater the amount of products produced. The external environment includes the work area and the general area. The first consists of elements with which the company has direct contact. For each company, the working environment may be more or less the same, depending on the overall direction of business policy and industry. 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 influences the strategy of the company, the choice of directions of development. At the same time, the company takes into account the impact of the work environment on its capabilities.

Internal factors

They are personnel, production facilities, financial and information resources. The result of the interaction of these factors is expressed in finished products(services provided, works performed). The internal environment includes departments, elements, services directly involved in production activities. Changes in the composition of these components have an impact on the direction of the enterprise. Taken together, internal and external factors form the organizational environment of the company.

Conclusion

A strategy is formulated for the implementation of the tasks at the enterprise. It includes various means or ways to achieve goals. The development of a set of alternative options is carried out based on the results of a comprehensive analysis of the work of the enterprise, competitors, and customer needs. is an integral element. 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, an enterprise must soberly assess its resources and capabilities. Often, companies take on as much as they can't. As a result, it is not only the reputation of the company that suffers. Reckless steps that do not correspond to the specifics and capabilities of the company goals 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 all responsibility.