Strategic management lecture. Lectures at the rate of strategic management a. and. Momot. Question. Competitive advantages of the company
04.10.04
Topic: "The overall characteristics of strategic management"
one). Essence of strategic management.
2). Strategic management system
Question 1. The essence of strategic management.
The process of developing a strategy for each company is unique, it depends on:
Position of firms on the market,
The dynamics of its development,
Its potential
Competitor behavior,
The characteristics of the product produced by it,
State of the economy
Cultural medium, etc.
The idea of \u200b\u200bmoving to strategic management from operational management is the idea of \u200b\u200bthe need to transfer the top management center for the environment in order to respond accordingly and in a timely manner to respond to the changes occurring in it, to respond to a challenge abandoned by the external environment.
Strategic Management - Such a management of an organization that relies on human potential, as the basis of the organization, orients industrial activities for consumer requests, carries out flexible regulation and timely changes to the organization that meet the challenge from the environment and allowing to achieve competitive advantages, which in the aggregate allows the organization to survive and Achieve your goal in long-term perspective.
The lack of strategic management is manifested primarily in the following forms:
1. The organization plans its activities on the basis of the fact that the environment is either not to change at all, or it will not happen in it.
2. The development of the program of action begins with the analysis of internal capabilities and resources of the organization, the management determines how much the company can produce and what costs it can implement.
Disadvantages and restrictions on the use of strategic management:
1. Strategic management can not give an accurate and detailed picture of the future, it only forms the future of the desired state of the organization.
2. Strategic management has no descriptive theory, that is, the set of routine procedures and schemes
3. Strategic management requires tremendous effort and high time and resources, the strategic plan should be flexible. Services needed - service marketing, public relations, etc.
4. Negative effects of strategic foresight errors are sharply enhanced.
5. The most important component of strategic management is sales Strategic planning, it involves the creation of organizational culture, creating motivation and labor organization systems, creating certain flexibility in the organization.
Question 2. Strategic Management System
The strategic management structure consists of:
Environmental analysis;
Choice of strategy;
Definitions of mission and goals;
Implementation of the strategy;
Estimates and control of implementation.
Wednesday Analysis is the source process of strategic management. An analysis of the environment involves learning:
1) MacroOrupt. Macro-discharge analysis includes learning: state of the economy; Legal regulation and management; Political processes; Natural environment and resources; Social and cultural component; Scientific and technical and technological development of society; Infrastructure.
2) direct environment. Analysis of the immediate environment involves learning: suppliers; Buyers; Competitors; Labor market.
3) internal environment. An analysis of the internal environment involves learning: firm personnel: their potential, qualifications, interests, etc.; Management organization; Production; Finance company; Marketing; Organizational culture.
Choosing a strategy - The organization determines how it will achieve its goals and implement its mission.
Definition of the mission and goals:
The definition of a mission, which, in concentrated form, expresses the meaning of the organization's existence, its purpose;
Definition of long-term goals;
Definition of short-term goals.
Implementation of the strategy. The main task is to involve the potential for the company to implement the strategy.
Evaluation and Control of Strategy Implementation. Provides feedback between how the process of achieving goals and, in fact, the objectives of the organization.
The main tasks of control:
- 1. Determining what and for what indicators, check;
- 2. Implementation of the assessment of the state of the controlled object in accordance with the reference indicators;
- 3. Finding out the causes of deviations, if so, are revealed;
- 4. Adjust adjustment.
Topic 2. "Wednesday Analysis".
one). Analysis of the external environment.
2). Analysis of the internal environment.
Question 1. Analysis of the external environment
Analysis of macrobriation. Macro production consists of:
1. Economic component: Inflation rate; GNP value; Unemployment rate; Interest rate; Labor productivity; Tax norms; Payment balance; Accumulation rate; General level of economic development; Produced natural resources; Climate; Type and level of development of competitive relations; Population structure; The level of labor education; Salary value.
2. Legal component: Laws and legal acts; Acceptable methods of defending their interests; Effectiveness of the legal system; Established traditions in this area; Procedural side; Party of practical implementation of legislation.
3. Political component - It is studied in order to have a clear idea of \u200b\u200bthe intentions of state authorities in relation to the development of society and the funds with the help of which the state intends to implement its policy.
4. Social component: The attitude of people to work and to the quality of life; Existing in society customs and beliefs; Common values; Demographic structure of society; Population growth; The level of education; Mobility; Readiness to change the place of residence.
5. Technological component - Her analysis allows you to see the possibilities that the development of science and technology opens up for the production of new products, modernizing the manufacture and product sales.
Analysis of the immediate environment
1. Analysis of buyers: What product will mostly be made by buyers; On which sales volume can be calculated by the organization; To what extent buyers are committed to the product of this organization; How much can the circle of potential buyers can be expanded; How strong is the position of the buyer in relation to the organization in the process of bargaining;
Factors defining buyer's trading force:
- Degree of dependency seller from the buyer (number of sellers and buyers in the market);
- The volume of purchases carried out by the buyer;
- Buyer's awareness level;
- The presence of replacement products;
- Cost for the buyer of the transition to another seller;
- The sensitivity of the buyer to the price;
- Its level of income;
- Profit of the stimulation system;
- Orientation of a specific buyer on a certain brand.
2. Analysis of suppliers:
- 1 Identifying those aspects in the activities of subjects supplying organizations with various raw materials, semi-finished products, energy and information resources; Finance, etc., on which depending: the effectiveness of the organization, the cost and quality of the product produced by the organization.
3. Exploring (analysis) of competitors: Identification of weak and strengths of competitors.
4. Analysis of the labor market:The presence of personnel, the necessary specialty and qualifications required by the level of education, age, gender; Labor cost; Analysis of trade union policies that have an impact in this market.
Question 2. Analysis of the internal environment
The internal environment is the part of the general environment that is within the organization:
1. Personnel cutting of the inner environment - the interaction of managers and workers: hiring, training and promotion of personnel; Analysis of labor and stimulation; Maintaining between employees.
2. Organizational section: Communication processes; Organizational structures; Norms, rules, procedures; Distribution of rights and obligations; Subordination hierarchy;
3. Production slice;
4. Marketing slice is all that is associated with the sale of products;
5. Financial slice - efficient use and cash flow in the organization;
6. Organizational culture is a set of the most important assumptions taken by members of the organization and the receiving expression in the declared organizational values \u200b\u200bdefining people of their behavior and actions.
The inner medium is permeated by the organizational culture, which should also be subjected to the most serious study.
Strategic management, studying the external environment, focuses on finding out what threats and what opportunities external environments are trained.
A threat - What can cause damage to the firm, deprive its existing benefits: unauthorized copying of the unique developments of the company, the emergence of new competitors or substitute goods, reducing the consumer's purchasing power.
Capabilities - Something gives the firm chance to strengthen its position: the introduction of new technologies, release a new product, tax cuts, income growth.
Weak and strengths of the inner medium as well as threats and opportunities determine the conditions for the successful existence of the organization.
SWOT - analysis (power, weakness, possibilities, threats).
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Capabilities: |
||
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Strengths: |
Strength and ability (a strategy should be developed to use the strengths of the organization for what to get a return on the possibilities that appeared in the external environment) |
Strength and threat (use of strength to eliminate threats) |
|
Weak sides: |
Weakness and opportunity (the strategy should be built so that at the expense of the emerging opportunities to try to overcome the weakness in the organization) |
Weakness and threat (to produce a strategy that allows you to get rid of weakness and prevent a threat) |
Stages of holdingSWOT. Analysis:
1. The strengths are studied: the solvency of goods, the price of goods, progressive technologies, personnel qualifications, resource price, the geographical position of the company, the power of competition at the entrance and output of the management system, infrastructure.
2. The study of the firm's weaknesses (it begins with the analysis of the competitiveness of goods manufactured by all markets).
3. The factors of macro-wired companies are studied: political, economic, market, in order to predict strategic (for the future) or tactical (here and now) threats to the company and timely preventing damages from them.
4. The strategic and tactical capabilities of the firm necessary to prevent threats, reduce weakness and growth of force are studied.
5. Forces agree with opportunities for forming a draft of individual sections of the company's strategy.
The impact of opportunities for the organization:
The possibilities falling into the fields of the sun, Wu, the SS are of great importance for the organization and need to be used.
The possibilities falling into the fields, see, nm practically do not deserve the attention of the organization.
The remaining possibilities are used if the organization has enough resources.
The influence of threats to the organization.
|
The probability of the realization of threats |
destruction |
Critical situation |
Heavy condition |
Light bruises |
The field BP, VK, Wed represent a huge threat to the organization and require immediate and mandatory elimination.
The WP, SC, HP fields should be in the field of view of the manual and be eliminated as paramount.
Fields of the NC, ST, the attentive and responsible approach to their elimination.
The remaining fields are attentive tracking of their development, although not to put the task of their primary elimination.
Medium profile.
In the medium profile table, individual environment factors are issued. Each of the factors is expertly given:
1. Evaluation of its importance for the industry on a scale: 3 - a strong value, 2 - moderate value, 1 - weak value.
2. Evaluation of influence on the organization; 3 - a strong influence, 2 - moderate influence, 1 - weak influence, 0 - no effect.
3. Evaluation of the orientation of influence on the scale: (+1) - a positive orientation, (-1) - negative orientation.
Topic 3: "Mission and Objectives of the Organization"
one). The mission of the organization.
2). Objectives of the organization.
3). Setting goals.
Question 1. The mission of the organization.
When wide understanding of the mission Considered as a statement of philosophy and purpose, the meaning of the organization's existence.
If there is narrow understanding of the missionIt is considered as a formulated approval as to what and for what reason there is an organization, that is, the mission is understood as an assertion that reveals the meaning of the organization's existence in which the difference between this organization from it is manifested.
Characteristics of the mission:
1. The task of the company must be measurable in it.
2. The Declaration on the Mission of the Company should demonstrate its difference from other firms, reflect individuality or even uniqueness.
3. The Declaration of Mission should determine the activities that the company intends to do, what they are not obliged to coincide with the current business.
4. The declaration of the mission should be relevant (related to business) to all interested groups.
Groups of people whose interests should be taken into account when determining the purpose of the organization:
Owners of the organization
Employees of the organization
Buyer product organization
Business partners organizations
The local community with the organization in collaboration (social and environmental component)
Society as a whole.
The mission should be generated with the following factors:
The history of the company, in the course of which the philosophy of the company is produced, its profile and style of activity are formed, place in the market.
Existing behavior style and method of action of owners and managerial personnel.
Status of the habitat of the organization
Resources that it can enact to achieve their goals
Distinctive features of the organization possesses.
In decoding, which accompanies the mission, the following characteristics of the organization must be reflected:
1. Organization targets reflecting what the task is to address the activities of the organization, and what the organization is seeking in their activities in the long run.
2. The organization of the organization, reflecting what product the organization offers the buyer, and then on which market the organization implements its product.
3. The philosophy of the organization.
4. Opportunities and ways of carrying out the activities of the organization, reflecting what the strength of the organization is in which its distinctive opportunities for survival in the long run, which method and with the help of which technology is the organization to perform their work.
What gives the mission for the organization of the organization:
1. It gives the subjects of the external environment to the general idea of \u200b\u200bwhat is the organization.
2. The mission contributes to the formation of unity within the organization and the creation of a corporate spirit.
3. The mission creates an opportunity for more efficient management of the organization.
Question 2. Objectives of the organization.
This is a specific state of the individual characteristics of the organization, the achievement of which is desirable for it and to achieve its activities.
Long-term goals - goals, the achievement of which is expected by the end of the production cycle.
In practice, it is usually short-term purposes that are achieved within 1 year, long-term - in 2-3 years.
Allocate spheres in relation to which organizations establish goals:
Revenues of the organization
Work with customers
The needs and welfare of employees
Social responsibility
The most common directions in which the objectives are set in business organizations:
1. Profitability is reflected in the following indicators: profitability, profit value, income per share.
2. The position on the market, reflected in the following indicators: market share, sales, relativity in relation to the competitor market share, share of individual products in total sales.
3. Productivity: costs per unit of production, material consumption, return from the unit of production capacity, the volume produced per unit of time products.
4. Financial resources: Capital Structure, Money Money in Organization, Return Capital.
5. Organization's capacity: the size of the occupied area, the number of equipment units, etc.
6. Development, product production and technology update.
7. Change in the organization and management.
8 Human resources: number of skills, staff turnover, qualifications.
9. Work with buyers: service speed, number of complaints, etc.
10. Assistance to society: the volume of charity, etc.
Growth goals The organizations reflect the ratio of the rate of changes in sales and profits of the organization, the rate of changes in sales and profits by industry as a whole:
1. The goals of rapid growth - suggest that the management understands the market well, knows how to choose the most appropriate part of the market, concentrate its efforts on it, while the organization is developing faster than the industry as a whole.
2. The purpose of stable growth - in its achievement, the organization is developing in the same pace, as well as the industry as a whole, it seeks to preserve the market share unchanged.
3. The purpose of the reduction is to be organized when it is for a number of reasons, it is forced to develop a slower pace than the industry as a whole, or in absolute terms to reduce its presence in the market.
Key requirements that should satisfy correctly formulated goals:
Goals should be achievable
Goals should be flexible
Goals should be measurable
Objectives should be specific, that is, it is clearly fixed that it is necessary to obtain as a result of activities who and what time it should achieve it.
Objectives should be compatible: long-term goals must comply with the mission, short-term goals - long-term, should not contradict each other related to profits and to establish a competitive position, profitability and charity.
Objectives should be acceptable for the basic stakes of influence defining the activities of the organization, and first of all for those who will have to achieve them.
Question 3. Setting goals.
When centralized Establishment of goals - all objectives are subject to a single orientation, but at the lower levels of the organization may occur to these purposes and even resistance.
When decentralization In the process of establishing goals, both the upper and lower levels of the organization are involved. There are two schemes for decentralized target settings:
1. The process of installing goals goes from top to bottom (decomposition of goals) - Each of the lower levels determines its goals based on what goals were installed for a higher level.
2. The process of establishing goals goes downwards - the downstream links establish goals that serve as the basis for establishing higher levels.
The process of generating goals implies passage and phases:
1. Detection and analysis of trends observed in the environment.
2. Establishing goals for the organization as a whole: to determine that from a wide range of possible characteristics of the organization's activities should be taken as a basis; Of particular importance is the system of criteria, which is used in determining the goal of the organization, they are derived from the mission, from the results of the analysis of macros, industries, competitors and the provisions of the Organization in the environment. The decision on targets depends on the resources that the organization has.
3. Building a hierarchy of goals - assumes the definition of such goals for all levels of the organization, the achievement of which by individual units will lead to the achievement of the corporate goal
4. Establishment of individual purposes - hierarchy of goals within the organization should be brought to each individual employee; In this case, each employee is included through its personal goals into the process of joint achievement of the ultimate goals of the organization. Organizers are represented as the result of their work will affect the final results of the organization's functioning.
The established goals should have the status of the law for the organization, however, they should not be eternal and unchanged, they may vary by dynamism of the environment.
25.10.04
Topic: Business Strategy Types »
one). Strategy development areas
2). Reference development strategies
3). Steps to determine the strategy.
Question 1. Areas of developing strategy.
The company's strategy faces three major issues related to the position of the company in the market:
1. What business to stop
2. What business to continue
3. In which business go.
The strategy focuses on the following:
That the organization does and what does not do
What is more important and is less important in the activities carried out.
The main areas of developing a strategy of behavior of the company in the market:
1. Related to the leadership of minimization of production costs. The firm implementing such a TIM strategy should have a good organization of production and supply, good technology and engineering and design base, as well as an effective product distribution system.
2. It is associated with a specialization in the production of products: in this case, the firm should carry out high specialized production and marketing in order to become a leader in the production of its products.
3. The definition of the strategy refers to fixing a certain segment of the market and the concentration of efforts the company on the selected market segment. In this case, the company does not seek to work on the entire market, and it works on his well-defined segment, thoroughly finding out the needs of the market in a certain type of product; The company should build its activities on analyzing the needs of a certain market segment.
Question 2. Reference development strategies.
These strategies reflect different approaches to the growth of the company and are associated with a change in the state of one or more elements: the product, market, the position of the company within the industry, technology, industry.
The first group of reference strategies - concentrated growth strategies: They are associated with a change in product and / or market and do not affect other elements.
Specific types of strategies of this group are:
1. Strategown strategies on a roar. The company does everything to conquer the best positions with the product in this market.
2. Market development strategy - search for new markets for the product already produced.
3. The "Product Development" strategy is to solve the problem of growth due to the production of a new product and its implementation on the already mastered market.
Second group of reference strategies - integrated growth strategies (business strategy)which suggest the expansion of the firm by adding new structures.
Allocate types of strategies:
1. Strategy of "reverse vertical integration" aimed at the growth of the company by acquiring or enhancing control over the suppliers, as well as through the creation of subsidiary structures carrying out supply.
2. The strategy "forward coming vertical integration" is expressed in the growth of the firm by acquiring or enhancing controls on the structures located between the company and the end user, that is, over the distribution and sale systems. This type of integration is beneficial in cases where the firm cannot find intermediaries with high-quality work.
Third Group - strategies of diversified growth. Diversification is the process of entering the company to other industries. It is used to ensure that the organization does not become dependent on one strategic business unit.
Many companies view diversification as the most suitable way to invest capital and reducing the degree of risk especially if further expansion in the main business areas is limited.
Diversifying strategies are:
1. Strategy of centered diversification - the search and use of prisoners in the existing business of additional opportunities for the production of new products. At the same time, existing production remains in the value of the business, and the new arises, based on the opportunities that are entered into the developed market, the technology used, or in other strong sides of the firm functioning.
2. Horizontal diversification strategy - involves finding growth opportunities in the existing market due to new products requiring new technology other than used. Under this strategy, the company focuses on the production of technological non-related products that would use the existing opportunities of the company (for example, in the area of \u200b\u200bsupply). Since the new product should be focused on the consumer of the main product, then on its qualities it must be a concomitant product already produced.
3. The conglomerative diversification strategy is that the company is expanding due to the production of technologically related to new products that are already implemented in new markets.
Fourth group - practice strategies. They are implemented when the firm needs to regroup forces after a long period of growth or due to the need to increase efficiency when decals and fundamental changes in the economy are observed.
Practice Strategies:
1. The liquidation strategy is an extreme case of a reduction strategy, is carried out when the company cannot lead further business.
2. The strategy of "harvest" - implies a refusal of a long-term view of the business in favor of the maximum receipt of revenues in the short term. This strategy applies to unpromising business that cannot be profitably sold, but can bring revenues in during the "harvest"
3. The abbreviation strategy - the company closes or sells one of its departments or businesses in order to carry out a long-term change in business borders.
4. Cost reduction strategy - search for opportunities to reduce costs and carry out relevant cost reduction activities. This strategy is more oriented to eliminate enough small sources of temporary or short-term measures.
Question 3. Steps to define the strategy.
1. Calculating the current strategy.
2. Conducting product portfolio analysis
3. Choosing a strategy of the company
4. Evaluation of the selected strategy
In order to deal with the implementation of the strategy being implemented, it is necessary to evaluate 5 external and internal factors.
External factors:
1. The scope of the company and the degree of variety of products produced, diversifying the company.
2. The overall nature and nature of the recent acquisitions of the company and sells the part of their property.
3. Structure and focus of the company's activities for the last period.
4. The possibilities that the firm was focused lately.
5. Attitude towards external threats.
Internal factors:
1. Objectives of the company
2. The criteria for the distribution of resources and the current capital investment structure of products.
3. Attitude to financial risk, both by the leadership and in accordance with the real practice carried out by financial policies.
4. Level and degree of concentration of effort in the area of \u200b\u200bR & D.
5. Strategies of individual functional spheres: marketing, manufacturing, personnel, finance, research and development.
Analysis of the product portfolio implies the following steps:
1. The choice of levels in the organization for analyzing the product portfolio: It should begin at the level of a separate product and end up at the top level of the organization.
2. Fixation of analysis units, called strategic business (s), in order to use them when positioning on product portfolio analysis matrices. SEM can cover one product, several products that satisfy similar needs, SM can be considered as product-market segments.
3. Determining the parameters of product portfolio analysis matrices. It is carried out in order to have clarity regarding the collection of necessary information, as well as to select variables by the analysis.
4. To measure business strength, variables are used: market share, market share growth ...
5. Collecting and analyzing data conducted in the directions of attractive industry, competitive positions of the company, opportunities and threats, resources and qualifications of personnel.
6. Determination of the desired portfolio of products in accordance with which of the options can best contribute to the achievements of its goals.
Topic: "Choice of Strategy"
Key factors taken into account when choosing a strategy:
1. Strengths of the industry and strengths of the firm (strategy for diversifying concentrated growth)
2. The weaknesses of the company (all reduction strategies)
3. Objectives of the company
4. Interests and top management relationship
5. Financial resources of the company
6. Qualification of employees
7. Obligations of the company on previous strategies. Performing old commitments before starting new ones.
8. The degree of dependence on the external environment. Dependence on suppliers and buyers; legislation, legal regulation of the behavior of the firm.
9. Temporary factor.
Evaluation of the developed strategy.
It is carried out in the form of an analysis of the correctness and adequacy of accounting when choosing a strategy of the main factors that determine the ability to implement the strategy. The evaluation procedure of the selected strategy is subordinate to one: whether the selected strategy will lead to the achievement of its goals.
If the strategy complies with the objectives of the company, its further assessment is carried out in the following areas:
1. Compliance with the selected strategy status and environmental requirements
2. Compliance with the chosen strategy potential and firm capabilities.
3. The acceptability of the risk of the strategy is:
Realistic prerequisites for the choice of strategy
What negative consequences for the company may result in failure strategy
Whether a possible positive result is justified by the risk of failure in the implementation of the strategy
Topic: "Strategic business unit and a portfolio of the enterprise."
Types of organizational structures:
The first stage.
Simple structure - Sample of the entrepreneur, who bases the company to implement some idea, product, services. At this stage, the entrepreneur directly controls the activities of each employee, takes all the decisions and is aware of all the works of the organization. The firm is characterized by an informal structure, planning is short-term and reactive. The strong side lies in its flexibility and dynamism, a weak place - the entrepreneur is fully responsible for choosing a strategy and for the implementation of operational tasks. As a result, develops manual crisis - The entrepreneur does not cope with the whole complex of typical management functions.
Second stage.
Functional structure - The entrepreneur is replaced or complemented by a group of managers who have a functional specialization: R & D, production, marketing, finance, personnel. When moving to new types of products of other industries, the advantages of the functional structure may be lost. While the concentration in one attractive industry can bring good results.
The crisis of autonomy It comes in the event that people who manage new production lines (new types of business) require more freedom in decision-making than they have in the framework of the established functional structure.
Third stage.
Branch (Divisional) Structure - an enterprise focuses on the management of various production lines in several industries (various types of business). Such enterprises have a central headquarters and decentralized operational units, with each unit or a business unit, is a functionally organized company in the second stage of development.
Strategic business unit - Intercommunicative organizational unit responsible for developing a firm strategy in one or several segments of the target market.
Segment - Part of the market (in a certain way isolated), where the products of the enterprise can be implemented.
Segmentation criteria:
Geographical position
Socio-demographic (floor, age)
Behantic (gardener goods)
To size
In the form of ownership
By industry
Criteria for allocating strategic business units (SB):
1. Seb has a specific circle of customers and customers
2. Business unit independently plans and exercises production and sales activities, logistics
3. The activities of the business units are estimated on the basis of profit accounting.
13.11.04
Topic: "Features of strategies of large and medium-sized firms"
Depending on the growth rates and degree of production diversification large companies You can split into three groups:
1. "Proud lions" are the leaders in their industry. For example, the company "Sony", which first found the production of transistor radio receivers, domestic video tape recorders, laser CDs and high sensitivity TVs.
2. "Mighty Elephants" are firms that follow the leader. For example, the company "Siemens": benefits from a variety of inventions in the field of electrical devices.
3. "Non-robbed hippos." For example, Philips, has 350 factories scattered around the world.
Middle firmscan successfully function if they can adhere to niche specialization.
Market niche - This is a narrow area of \u200b\u200bcompetition within the industry. Niche can be determined from the point of view of geographical uniqueness, special requirements for the use of the product or its special characteristics of importance only for Niche participants.
Strategies:
1. Reducing strategy - aims to reduce the existing position of the enterprise, since there is neither the need to expand the activity of the company (the growth rate of Niche is stable), nor the opportunity (the rates of its growth is not large). In this strategy, there is a danger of the loss of niche due to changes in the need.
2. The search strategy of the "invader" - in these conditions the average firm feels an acute shortage of funds to preserve his position within the Nishi, in such conditions the average firm begins to look for a large company that could absorb her, while maintaining it as relatively independent, autonomous Production division. The use of funds. Large firms will allow an average firm to maintain their place in Niche.
3. Leadership strategy in niche - possibly in two cases:
The company also grows quickly as Niche, which allows it to turn into a leading monopoly company and prevent competitors in a niche.
The firm must have appropriate financial resources to maintain accelerated growth.
4. The strategy of entering the niche - effective only when the niche frames are too narrow for the company.
The firm may attempt to turn into a large monopoly with the loss of the "niche" person. Having reached the borders of Niche, the company will face a direct competition of stronger and large firm (the framework from direct competition has protected its presence of a niche) to overcome the borders of Niche, the company should accumulate a sufficient amount of financial and other resources within its framework.
Topic: "Small Business Development Strategies"
In a competitive struggle with large firms, small business uses its main advantages: flexibility, mobility, territorial maneuverability. At the same time, four major strategies for small firms can be distinguished. Their goal is to minimize the sharpness of competition with large firms and best use their advantages.
The first two strategies belong to the independent development of a small company:
1. Copy strategy. Within its framework, the company can go one of two ways:
Release under license vintage product large firm
Master and produce a "copy", the prototype of which is some original product.
2. Strategy of optimal size. It is to master the chalk of large-scale and specialized markets, those areas of activity in which major production is not effective, and the most optimal enterprise is. In these areas, major firms are difficult due to insufficient profits, high wages, high risk, not technological costs.
The following two strategies are associated with the possibility of embedding a small firm into the activities of large:
3. Strategy of participation in the product of a large firm. Large firms are often refused of small and little technological production, as it is more profitable for them to buy separate parts, nodes and components from small enterprises. In turn, a small company gets the possibility of a guaranteed subcontracting order and associated benefits. To avoid dangerous dependence on a large company, small businesses use tactics of limiting the turn of turnover per large client, that is, they tend to ensure that the share of deliveries of each major customer in total sales does not exceed for example 20%.
4. Strategy for using the benefits of a large company. Franchising - This is a system of contractual relationship between a large and small firm, according to which a large firm undertakes to supply a small company with its own goods, advertising services. Processed business technologies, provides short-term loan on preferential terms, leases its equipment. A small company undertakes to have business contacts exclusively with this large firm, conduct a business on the "rules" of this major firm and transfer a certain agreement on the amount of sales in favor of a large company. As a rule, a large company requires such a small enterprise of the initial major remuneration for the right to operate on the market from its niche and under its brand. Francaising is most often used in retail, fast-food restaurants.
Franchising integrates lease elements, sales, contract, representative offices, however, in general is an independent form of contractual relationships of non-dependent economic entities. The parties to the contract is the franchisor - a large enterprise and the operator (franchisee) - a small enterprise. The parties to the contract must have the status of a legal entity.
Franchise functioning issues are solved depending on his type and creditworthiness of participants. The operator can fully invest in the main funds purchased from the Franseniser, however, in the event of a lack of funds, the main funds are rented.
Small business - interested in franchisenge for a number of reasons:
1. Availability of the image of the company who has already conquered the commitment of customers
2. Lower amount of capital investment
3. The ability to manage your own company with very limited, preliminary experience.
4. Guarantee of permanent assistance in management
For large enterprises, advantages are as follows:
1. Expansion of sales of its products
2. Attracting additional capital (at the expense of funds with small entrepreneurs)
3. A large enterprise can establish the quality of products and services produced and implemented by the operator.
Disadvantages:
1. Sales sales may be less
2. The operator cannot affect the policy of the franchisor
3. Costs may turn out to be more when concluding franchising
4. Difficulties with rental recovery
20.11.04
Topic: "Strategy"
Question 1. Study stages.
The implementation of the Strategy is aimed at solving the following tasks:
1. Establishing priority among administrative tasks so that their relative significance corresponds to the strategy that will implement the organization. This applies to such aspects as: allocation of resources, the establishment of organizational relations, the creation of auxiliary systems.
2. Setting compliance between the selected strategy and intra-organizational processes in order to orient the organization's activities to implement the selected strategy. Compliance must be achieved in such characteristics as: the structure of the organization, the system of motivation and stimulation, norms and rules of behavior, the separation of value and belief, the qualifications of workers.
3. Selection and actuation with the strategy of leadership style and campaign to managing the organization.
All three tasks are performed by means of change, which is the core of the implementation of the strategy, it is called a strategic change. Depending on the state of the main factors that task the need and degree of change (the state of the industry, the state of the organization, the state of the product, the state of the market).
You can highlight four Sustainable and differing type changes:
1. The restructuring of the organization involves conditional changes Organizations affecting its mission and culture. Such changes arise when the organization changes its industry and, accordingly, changes its product and place in the market. In this case, the greatest difficulties with the implementation of the strategy are arising, especially in the field of creating a new organizational culture, in the technological field in the labor market.
2. The radical transformation of the organization is carried out if the organization does not change the industry, but at the same time there is a change in it caused by its merger with another organization or the emergence of new products. In this case, changes require intra-organization transformations relating to the organizational structure.
3. Moderate transformation is carried out in the case when the organization enters the market with a new product and tries to attract buyers to him. Changes relate to the production process, as well as marketing, especially in the part that is associated with attracting attention to a new product.
4. Ordinary changes - are associated with transformations in the marketing sphere in order to maintain interest in the product of the organization. These changes are not essential, and their holding is little affecting the activities of the organization as a whole.
Note: The immutable functioning of the organization occurs when it invariably implements the same strategy, no change is required, since the organization can get good results, relying on the experience gained.
Question 2. Areas of conducting strategic change.
Two environments of the organization are distinguished, which are the main ones in conducting strategic changes:
1. Organizational structure.
2. Organizational culture.
Analysis of the organizational structure. From the position of the implementation process, the strategy is aimed at receiving a response to questions:
1. To what extent the organizational structure can contribute or interfere with the implementation of the selected strategy
2. What levels in the organizational structure should be entrusted to solve problems in the process of implementing the strategy.
Factors affecting the choice of organizational structure:
The size of the organization The degree of diversity of its activities
Geographical location of the organization
Technology
Attitude to the organization of leadership and employees
Dynamism of the external environment
Strategy implemented by the Organization
The organizational structure must comply with the size of the organization and not be more complicated than it is necessary when the organization's existing amount (usually the influence of the organization's size on its structure is manifested in the form of an increase in the number of levels of management hierarchy).
The effect of technology on the organizational structure is manifested in the following:
The organizational structure is tied to the technology that is used in the organization: the number of structural units and their mutual location depends on
The organizational structure should be built in such a way that it makes it possible to conduct a technological update, it should contribute to the emergence and dissemination of technological development ideas and renewal processes.
If the external environment is stable, changes in it are insignificant, the organization can apply mechanistic organizational structures with low flexibility and require great effort to change them.
The dynamism of the external environment largely determines what the organizational structure should choose the organization.
If the external environment is dynamic, the organizational structure should be organistic with flexibility and the ability to respond quickly to external changes (such a structure should assume a high level of decentralization, the presence of great rights at the structure of the division of decisions).
Organizational culture.Components of organizational culture:
1. philosophydefining the meaning of the organization's existence and its attitude to employees and customers
2. prevailing valueswhere the organization is based and which relates to the objectives of its existence, or to the means of achieving these goals.
3. norma Conduct that shared employees of the organization and status for individual members of the organization.
4. Establishment of norms governing informal relationships between persons of different sexes.
5. Development of assessments relating to the fact that the behavior of employees is preferably, and what is not.
The second group includes problems that have to solve the organization in the process of interaction with the external environment.
Question 3. Developing a mission, goals and means of their achievement.
Primary factors forming organizational culture:
The point of concentration of senior management.
Manual reaction to critical situations arising in the organization
Attitude to the work and behavior of managers
Criteria Base of Promotion of Employees
Criteria for selection, destination, promotion and determining the principles of relationships in the organization
- regulations, for which "game" is conducted in the organization
The climate exists in the organization and manifests in which the atmosphere exists in the organization, and as members in the organization interact with external persons
Behavioral rituals expressed in organizing certain ceremonies in the organization of certain expressions, signs.
Organizational culture is formed as a response to the problems facing the organization. One such problem make up the problems of integrating internal resources and efforts.
This includes the following questions:
1. Creating a common language and single terminology
2. Establishing the boundaries of the group and the principles of inclusion and exclusion from the group.
3. Creating a mechanism of empowering the authorities and deprivation of rights, as well as consolidating the definition of dismissal from the organization
Secondary factors:
1. Structure of the organization
2. Information transmission system and organizational procedures
3. External and internal design and design of the room in which the organization is located
4. Myths, stories about important events and persons playing and playing key role in the life of the organization.
5. Formalized provision on philosophy and sense of the organization's existence.
27.11.04
Topic: "Problems of strategic change and conflicts in the organization"
The difficulties of the task of conducting changes in the organization are related to the fact that any change meets resistance, sometimes so strong that it fails to overcome those who conduct a change.
In order to make a change, you must do the following:
1. Open, analyze and predict what resistance can meet the planned change
2. Reduce resistance (potential and real) to a possible minimum
3. Install the status quo of the new state
The change in the change can be considered as a combination of states of two factors:
1. Adoption or failure to change
2. Open or hidden demonstration of attitude to change
Matrix "Change-Resistance"
Guidance based on conversations, interviews, questionnaires and other forms of information collection should find out what type of reaction to the change will be observed in the organization.
Managers must remember that, having changed, they should demonstrate a high level of confidence in its rightness and need and try to be consistent in the implementation of the change program. In this case, there is a lot of importance in this case, constantly brought to employees of the organization.
A great influence on the control of resistance has a change style.
Autocratic style is useful only in very specific situations requiring immediate elimination of resistance when conducting very important changes. In most cases, it is considered a more acceptable style, in which management reduces resistance by attracting those who initially opposed resistance to its side.
Question 2. Conflicts in the organization.
Causes of conflicts:
Limit of resources
Interdependence of tasks
Differences in ideas and values, in order to, in the level of education, manner of behavior, as well as bad communications.
Management methods in a conflict situation.
Methods of conflict management are divided into interpersonal and structural.
Interpersonal:
1. Evasion - a person tries to escape from the conflict, not to show in situations that provoke the emergence of contradictions not to join the discussion of issues fraught with disagreement
2. Smoothing - This style is characterized by behavior, which is dictated by the conviction that it is impossible to discover the signs of conflict and fierce. In this case, the parties appeal to solidarity needs, unfortunately forgetting the problem of the conflict underlying. Sometimes the only way to resolve the conflict is a method fixtureswhen you act together with the other side, but at the same time you are not trying to defend your own interests in order to smooth the atmosphere and restore the normal work environment
3. Forcing - at the framework of this style, attempts prevail to make their point of view at any cost. The person who uses such a style usually behaves aggressively, is not interested in the opinion of others, and for the influence of non-employees uses power by coercion.
4. Compromise - this style is characterized by the point of view of the other side, but only to some extent (through mutual concessions)
5. The style of cooperation is the most effective in resolving conflict situations, since in this case you find the most acceptable solution for both parties and is made from the opponents of partners. In this situation, all participants are involved in the conflict resolution process, their desire to satisfy the needs of everyone.
Structural conflict management methods:
1. Explaining the requirements for work - an explanation of what results are expected from each employee and the unit (the level of results to be reached, who provides and who receives various information, the system of authority and responsibility, a clear definition of policies, procedures and rules)
2. Coordination and integration mechanisms - team chain, principle of uniqueness, management hierarchy, the creation of interfunctional and target groups.
3. Corporate integrated objectives - the effective implementation of these goals requires the joint efforts of two or more workers, groups or departments. The goal is to direct the efforts of all participants to achieve a common goal.
4. The structure of the remuneration system - remuneration is used to influence the behavior of people and avoid the dysfunctional consequences of the conflict.
Topic: "Management Analysis"
Question. Objectives, principles and methods of management analysis.
Management analysis - The process of integrated analysis of domestic resources and the possibility of enterprises aimed at assessing the current state of business, its strengths and weaknesses, identifying strategic problems.
The ultimate goal of management analysis is to present information to managers and other interested parties to make strategic decisions, choosing a strategy that most complies with the future enterprise.
In the process of such an analysis, the compliance of the internal resources and the possibilities of the enterprise to the strategic tasks of ensuring and maintaining the competitive advantages of the enterprise, tasks to meet future market needs.
The need for management analysis is determined by the following factors:
1. It is necessary when developing a strategy for the development of the enterprise and in general to implement effective management, since it is an important step in the management cycle.
2. It is necessary to assess the attractiveness of the enterprise from the point of view of the external investor, which determines the position of the enterprise in national and other ratings.
3. Management analysis allows you to identify reserves and enterprise capabilities, to determine the directions for adapting the internal capabilities of the enterprise to changes in the conditions of the external environment.
As a result of the internal analysis, the company detected a number of moments:
1. overestimates or underestimates itself
2. overestimates or underestimates its competitors
3. What market requirements it betrays too large or too small.
Group indicators for which economic analysis is necessarily carried out:
1. Indicators characterizing the economic potential of the firm.
2. Indicators characterizing the company's economic activity. Such indicators include: assets of the company, sales, gross or net profit indicators, the number of employees, the scientific and technical potential of the enterprise.
Basic indicators:
1. Profitability (Balance Profit / ......... ..)
2. Profitability of assets
3. Normal profit on equity
4. Normal profit on equity
5. labor efficiency.
Question. Methodological principles of managerial analysis and the level of it.
Principles:
1. System approach: The company is seen as a complex system operating in the Open Systems environment and consisting in turn from a number of subsystems.
2. The principle of integrated analysis of all components of the subsystems, elements of the enterprise.
3. Dynamic principle and principle of comparative analysis: analysis of all indicators in dynamics, as well as in comparison with similar indicators of competing firms.
4. The principle of accounting for the specifics of the enterprise (sectoral and regional).
There are three levels of making management decisions and, accordingly, three levels of analysis:
Corporate
Competitive (business or business level)
Functional.
The complexity of the analysis is that management solutions of these levels are closely related to each other and at the same time have a hierarchical structure.
The allocation of the level of individual activities (business units) significantly complicates the task of management analysis, since this level of decision making is least developed and least formalized in Russian enterprises.
Question 1. Managemental analysis methods:
1. Situational analysis
2. Portfolio analysis
3. Cabinet research: work with accounting documents, statistical and other intra-information information.
4. Observation and polls of employees of the enterprise for special techniques (diagnostic interviews)
5. Brainstorming, Conferences and other methods of collective work
6. Expert assessments
7. Mathematical methods - analysis of trends, factor analysis, calculation of average indicators, special coefficients.
The main methods of obtaining quality information is: a conversation with leaders and experts of the enterprise, experts, employee surveys, as well as various methods of group work, which allows you to develop a concerted look and positions on the problems discussed.
The inconsistency of information is determined by the provision of a specialist in the enterprise management system (a view from its level) and the lack of skills of understanding their own activities.
Question. Problems of the organization.
Under the problem understand the inconsistency of the managed facility to the goals supplied by the manager of the subject (supervisor).
The problem is a contradiction in an organization that requires managerial decision.
Attracting consultants to establish and identify the problems of the organization gives the following advantage: the novelty of information about the state of the organization, access to the main problem, the solution of which will remove other problems or reduce their severity.
The main problem of most Russian enterprises is to conflict between the market foreign medium and an internal production organization.
Types of problems of organization:
1. Essential - they are impossible It is possible to decide, one can only reduce their sharpness in specific situations and avoid their exacerbation (for example, a contradiction between the stability and development of the enterprise). Essential problems include the problem of departments. Its essence lies in the hierarchy of the construction of an enterprise in the need to divide the general purpose of the enterprise to more private purposes, and those in turn on local goals and aim. Under these conditions, each unit is inclined to exaggerate the importance of its goal, according to its interpretation, imposing personal and group interest on it.
2. Sociocultural problems - not always occurred, their presence depends on a certain type of business and organizational culture.
3. Situational problems - may appear due to errors of specific managers, due to a special coincidence. Such problems are always specific: they are in one enterprise, but are absent on the other.
Topic: "Defining the strategic resources of the enterprise and fields of activity"
Management analysis is always concentrated on profitability, despite the specifics of its holding at a particular enterprise, a number of typical blocks can be distinguished in its structure:
1. Objectives of the enterprise.
2. Briefcase of orders, new products
3. The resource potential of the enterprise
4. Factor analysis of costs (cost of enterprise)
5. Availability of financial resources, possible sources of funds.
6. Management system: structure, qualifications of managers, personnel motivation, management culture and traditions ....
The basis of management analysis is the analysis of current activities, and the main problem is an assessment of this activity in terms of providing future long-term profits (indicators: profitability, risk level, market share, the cost of assets, the proportion of new products).
The success of managerial analysis is related to the definition of the area of \u200b\u200bfreedom, which causes the process of strategic choice. At the same time it is useful to analyze the following aspects:
1. Last and current strategy
2. Strategic problems
3. Organizational capabilities and restrictions
4. Financial capabilities and restrictions
5. Organizational flexibility, strengths and weaknesses
11.12.04
A strategic problem involves awareness, identification and clear constructive formulation of a problem involving certain methods of its solution. At the same time, the problem can be directed both to overcoming the identification of weaknesses and on the development of enterprise capabilities.
Organization of enterprise capabilities, such as: structure, management system, which has developed corporate culture and customs, labor motivation system, managerial team, in any situation can be the source of the strengths and weaknesses of the enterprise. The most important part of the management analysis is the analysis of the financial obligations of the enterprise in terms of tax payments, as well as debt structures.
Control flexibility can be achieved by several paths:
1. Strategy of diversification, as a means of adaptation to changes in the external medium.
2. investment in personnel training, formation and assessment of management alternatives.
The determination of the strengths and weaknesses of the enterprise is based on its resources and strategically important areas of activity. These parties are always relative (relatively major competitors or specified standards).
Approaches to the definition of strengths and weaknesses may be as follows:
1. Internal (the opinion of the company's specialists)
2. External (comparison with competitors)
3. Regulatory (as it should be)
Question. Competitive advantages of the company
These are unique tangible and intangible resourceswhich is owned by the enterprise, as well as strategically important business services for this enterprise that allow you to run in a competitive struggle.
A competitive advantage can be defined as high competence of an enterprise in any area, which gives the best opportunities to overcome the strength of competition, attract consumers and maintain their commitment to the goods of the company.
Tangible (material) resources - Physical and financial assets of the enterprise, which are reflected in the balance sheet (fixed assets, stocks, cash)
Enhance the efficiency of the enterprise (improve the use of resource data) as follows: Reducing material reserves, improved production, improvement of basic funds, resource savings.
Unacceptable (intangible) resources - These are the quality characteristics of the enterprise:
1. Unacceptable Assets are not related to people - trademark, know-how, prestige, image of the enterprise,
2. Related Human Resources (Human Capital) - personnel qualifications, experience, competence, fame of the management team.
Other important sources of competitive advantage of the strong or weak parties to the enterprise can be individual strategic directions of its activities: production, sales, scientific development, marketing, finance, personnel management.
The weak party practical all Russian enterprises are sales and financial management, the strengths of the parties can be: a monopoly position (energy, railway transport), highly efficient production, availability of sources of raw materials (gas production).
For the consumer, the fame of brand, favorable location, opening hours, highly qualified personnel are important.
Question. Objectives and main stages of portfolio analysis.
Business portfolio (corporate portfolio) - This is a combination of independent economic departments (strategic business units) belonging to one owner.
Portfolio analysis -the tool with which the management of the company identifies and evaluates its economic activities in order to invest in the most promising and profitable directions and reduction (termination) of investments in inefficient projects.
At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise at each of these markets are estimated. The company's portfolio must be balanced, that is, the correct combination of units or products experiencing the need for capital to ensure growth, with economic units that have some excess of capital.
The purpose of the method of portfolio analysis is to help the manager understand the business, create a clear picture of the formation of costs and profits in the company's diversification.
Portfolio analysis helps to solve the following problems:
1. Coordination of business strategies or strategies of enterprise enterprises
2. Distribution of personnel and financial resources between units
3. Analysis of the portfolio balance
4. Establishing actuators
5. Conducting the restructuring of the enterprise.
The main advantage of portfolio analysis is the possibility of logical structuring, a visual reflection of the strategic problems of the enterprise, the simplicity of the results presented, focus on the qualitative sides of the analysis.
Portfolio analysis scheme:
1. All activities of the enterprise are divided into strategic units of business:
Business unit must:
Serve the market, not other units
Have their consumers and competitors
Business units should control key factors that determine the market success.
2. The relative competitiveness of these business units and the prospects for the development of relevant markets are determined.
3. The strategy of each business unit is being developed (business strategy) and a business unit with similar strategies are combined into homogeneous groups.
4. Guidelines evaluates the business strategy of all enterprise units in terms of their compliance of the corporate strategy, compulsory profit and resources required to each division.
Main lack of portfolio analysisit is to use the current business status data that cannot be extrapolated in the future.
Strategic Management
Lecture notes. Taganrog: Publishing House Podt, 1995. 93 p.
Secret success is ready to use
Favorable opportunities when they appear.
Diesel
Essence of a competitive strategy
there is a ratio of the company to their
external environment.
M. E. Porter.
The lecture ability contains a description of theoretical and practical approaches to the development of a commercial firm strategy in modern market conditions, and focus on practical tools for making strategic decisions by the highest management of such firms.
The abstract of lectures can be used in the practical activities of businessmen, persons responsible for making comprehensive business solutions, technician, research and other areas of activity.
This lectures is an electronic version of the work:
Goldstein G.Ya. Strategic Management: Lecture Abstract. Taganrog: Publishing House Podt, 1995. 93 p.
1. Course object and objectives
1.1. Essence of strategic management
1.2. Basic requirements for strategic manager
2. Structure and levels of strategic management
2.1. The main stages of strategic management
2.2. Basic organizational levels of strategy development
2.3. The main summarizing conclusions on the topics of chapters 1.2
3. Appointment of the company, its goals and basic tasks
3.1. Business definition
3.2. Determination of long-term and short-term goals
3.3. Accounting for the interests of the company's depositors for goal
3.4. Main generalizing conclusions on chapter 3
4. Content and factors defining corporate strategy
4.1. General content strategy
4.2. Corporate strategy of a diversified company
4.3. Strategy in SZh
4.4. Functional and operational strategy
4.5. Factors defining the company's strategy
4.6. The main summarizing conclusions on chapter 4
5. Sectoral and competitive analysis
5.1. Place and content of industry and competitive analysis
5.2. Determination of dominant in the industry of economic characteristics
5.3. Main driving forces causing changes in the industry
5.4. Analysis of the competitive forces acting on the company
5.5. Evaluation of competitive positions and possible actions of rival companies
5.6. Defining key competitive success factors
5.7. Generalization of sectoral and competitive analysis
6. Analysis of the company's situation
6.1. Purpose of Analysis
6.2. Evaluation of the applied strategy
6.3. SWOT analysis
6.4. Strategic value analysis
6.5. Estimation of the strength of the competitive position of the company
6.6. Determination of preferred strategic actions firms
6.7. Summarizing conclusions on chapter 6
7. Single Business Strategy
7.1. Basis of solo business strategy
7.2. Choice of basic competitive solo business strategy
7.3. Choosing an investment strategy
7.4. Practice of competitive struggle in the industry
7.5. Ordinary strategic mistakes
7.6. Summarizing conclusions on chapter 7
8. Vertical integration and diversification as part
Corporate Strategy
8.1. Corporation Growth and Development
8.2. Vertical integration
8.3. Diversification
8.4. Summarizing conclusions on chapter 8
9. Analysis and management of a portfolio of a diversified company
9.1. Matrix BKG.
9.2. Matrix McKinsay
9.3. The matrix of the evolution of SZH.
9.4. Conclusions and possible "traps" of matrix analysis of the SZH portfolio
9.5. Market entry strategy
9.6. Care strategies
9.8. Development (adjustment) of the corporate strategy based on the analysis of the SZH portfolio
9.9. Summarizing conclusions on chapter 9
10. Strategy implementation tools
10.1. Key strategy implementation tasks
10.2. Practical recommendations to ensure the organization of a strategically efficient company
10.3. Corporate culture that ensures effective implementation of the strategy
10.4. Basics of the Action Policy of the Company's management in the strategic area
11. Organization of strategic control
11.1. The role of control in the implementation of the strategy
11.2. Types of control systems
11.3. Control levels and control systems
LITERATURE
1. Ansoff I. Strategic Management. M.: Economy, 1989.
2. Goldstein G.Ya. Taganrog: TRTRU, 1995.
3. Bogdanov A.I. Strategic management of scientific and technical progress at the enterprise (association). M.: Waf, 1991.
4. Townsend R. Secrets of management. M.: Intercontact, 1991.
5. Santenten T. and others. Management on the results. M.: Progress, 1989.
6. Yuksvv R.K., Khabakuk M.Ya., Leimann Ya.A. Management consulting: theory and practice. M.: Economics, 1988.
7. Hill C.W.L, Jones G.R. Strategic Management. BOSTON: HOUGHTON MIFFLIN CO, 1992.
8. Thompson A.A. JR, Strickland A.J. Strategic Management. Homewood IL.: Irwin Inc., 1990.
Abstract
Management, consulting and entrepreneurship
Topic 1. General characteristics of strategic management Strategic management, its characteristics and connection with other sciences. Essence of strategic management. The difference between strategic management from the operational. Eh ...
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The course of lectures for students of the specialty 05.05.07 - "Management of the Organization" of specializations "Production management", "Entrepreneurship", "Innovative Management".
Strategic Management is the process of developing, making and implementing strategic decisions, the central link of which is the strategic choice based on comparison of its own resource potential of the enterprise with the possibilities and threats of the external environment.
The strategic management system is a strategy system that includes a number of interrelated specific entrepreneurial, organizational and labor strategies. The strategy is a pre-planned organization's reaction to a change in the external environment, the line of its behavior chosen to achieve the desired result.
The key characteristics of the strategic aspect of the management of the organization in comparison with the operational (current) management practiced in business over 20 years ago are presented in Fig. one.
Taking into account the marked features, strategic management is the management of the organization that relies on human potential as the basis of the organization, orients the production activities for consumer requests, carries out flexible regulation and timely changes in the organization, adequate environmental impacts and allowing to achieve competitive advantages, which ultimately Allows the organization to survive in the long run, achieving its goals.
Content
Topic 1. Strategic problems of production development and characteristics of the strategic management system of the organization.
Strategic management background.
The concept of strategic management.
Stages of development of strategic management.
Characteristics of the process and the main stages of the strategic management of the organization.
Strategic control objects.
Features of building a system of strategic management organization and business.
The initial concept of strategic management.
Analysis of the functions of specialists in strategic management and powers of the management bodies of the Organization to host strategic decisions.
Problems and prospects for the use of strategic management in domestic conditions.
Topic 2. Characteristics of competitive business strategies and enterprise strategy.
Types of strategies of the organization.
Principles of strategic management.
Topic 3. Strategic analysis of the competitive advantages and potential of the organization.
Structure of the strategic potential of the organization.
Objectives and principles of strategic analysis of the internal environment.
Analysis of the strengths and weaknesses of the enterprise.
Strategic analysis of costs and "chain of values".
Topic 4. Strategic analysis of the external environment of the organization.
The main factors of the external environment affecting the strategic development of the organization.
Characteristics and purpose of analyzing the external environment of the enterprise.
Search and analyze the strategic alternatives to the development of the organization.
Pest analysis of the enterprise microcers.
Strategic analysis of the attractiveness of the industry and the investment attractiveness of the organization.
Analysis of the overall situation and competition in the industry.
Topic 5. Types and characteristics of the organization's corporate strategies.
The essence and content of the organization's corporate strategy.
Role and assessment of advantages.
Diversification strategies.
Metrix analysis methods of the strategic business portfolio.
Types and characteristics of corporate strategies.
Classification of organization strategies.
Features of the formation and implementation of competitive business strategies in industries at various stages of the life cycle.
Basic business development strategies.
Definition of the company's strategy.
Topic 6. Development and implementation of the organization's strategic plan.
Connection of strategic planning with other planning forms.
Production strategies.
Methods and practice of designing management systems in order to change the potential of the organization.
Strategy R & D.
Topic 7. Methods for conducting strategic changes to the management of the organization.
Features of making strategic decisions. The main stages of the implementation of the strategy.
Features of resistance to strategic changes in the organization and form of their overcoming.
Strategic changes.
Strategic control.
Topic 8. Features and practice of using strategic management at the examples of enterprises and organizations
Overview of the competitive business strategies and corporate strategies used by Russian enterprises and holdings on the example of the food industry, telecommunications, automotive, airlines, metallurgy, wholesale and retail trade.
Experience in the implementation of strategic management systems by Russian organizations, enterprises and holdings.
Main literature.
Additional literature.
Tests for final check.
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Description of the presentation of lectures at the rate strategic management A. I. Momot on the slides
1. The concept of "strategy" and "strategic management" The word strategy is very older and it happens from Greek Strategia - art or science to be a commander. The value of the commander in ancient Greece was obvious. History indicates that the most talented and lucky commander was very important attached to the correct construction of the army, as well as decisions when to enter into battle, and when to enter into negotiations with the people, politicians, diplomats. They were strategists. In ancient China, between 480 and 221, BC was already written a book called "Art Strategy" (Sun Tzu and U-Tzu) Sun Tsu, wrote: "The one who won hundreds of victories in hundreds conflicts, hardly possesses high skill. The one who owns the high mastery of using the strategy conquers others without entering them to conflict. "
1. The strategy is a means of achieving the final result. At the same time, it unites all parts of the organization into a single whole and covers all major aspects of the organization. 2. The strategy is a long-term integrated plan that ensures the implementation of the mission and achieving the economic goals of the organization. The strategy determines the goals and main ways to achieve them so that the organization receives a single direction of action. 3. The strategy is the result of the analysis of the strengths and weaknesses of the organization, as well as determining the possibilities and obstacles to its development. It defines the boundaries of the possible actions of the organization and received management decisions. Thus, the strategy is a set of rules that are guided by the organization of making management decisions. At the same time, the strategy can be viewed as a common integrated plan designed to ensure the implementation of the mission and achieving the objectives of the organization
The term "strategic management" was introduced to a use of 60 -70s in order to identify the difference between the current management at the production level and the management level. The need to fix this kind of difference was caused primarily by changes in business conditions. The leading idea reflecting the essence of the transition from the operational to strategic, was the idea of \u200b\u200bthe need to transfer the focus of senior management to the environment, in order to respond accordingly and to respond to the changes occurring in it.
Strategic management was born evolutionary from strategic planning, which constitutes its essential basis. It causes increasing interest among organizations that are faced with difficulties in implementing fundamentally new strategies. The essence of strategic management is that in the organization, on the one hand, there is clearly organized comprehensive strategic planning, on the other, the management structure of the organization is adequate to "formal" strategic planning and built in such a way as to ensure the development of a long-term strategy to achieve the goals and creating management mechanisms for implementing this strategy through the planning system. With strategic management, it is necessary to take into account the interests of all stakeholders with which the interests of the enterprise intersect.
2. Experience in applying strategic management The most prominent and successful example of the application of strategic management is the development of one of the countries of Southeast Asia - Japan. Prior to the beginning of the 2nd World War, 1939, Japan occupied leading positions in global textile farms, engineering, metallurgy, etc. industries, however, after its end, the economic power of the country was very ragged at the end of the 40s, the situation in the world began to change dramatically. The global market quickly satuned and began to require high quality products. In Japan, the cruel crisis was aggravated. The nation stood before alternative: either hungry death, or a search for an effective output from the situation. For the revival of the previous economic stability, the power of Japan focused on the establishment of strategic goals in priority areas, including: - in the sphere of science and technology - also on high-class training of workers.
Country experience in the application of strategic management 1. Establishment of ubiquitous control over the export and import of products. A total control of export-import processes was taken, the import of foreign finished products was prohibited, capable of drowning the Japanese industry, but the import of modern Western technologies was encouraged, which ultimately was aimed at developing the technological industry of Japan. 2. Complete support for domestic manufacturers with a priority purpose of the production of high-quality products. At the state level, manufacturers of new products were supported, and the dealer dealers were in me enviable position, the pressure in their direction did this type of activity not beneficial. As a result, the number of primary manufacturers grew and thus the national wealth increased faster. 3. In the field of banking and financial services, stopping a speculative nature, since it contributed only to the enrichment of a narrow circle of individuals and did not contribute to economic progress. In the banking sector, only manufacturing enterprises received the most favorable conditions for receiving capital (the interest rate for them was the lowest). 4. Introduction of a lifelong hiring system that supported the competition not for jobs in different firms (which led to the emergence of large financial injections in professional training of employees), but promoted competition between employees of one company, as a result of which the company's power grew due to the high efficiency of the working personnel .
Achieving the goals of the meaning of human existence is determined by the achievement of its life goals. The same can be said about the existence of any organization, whether it is commercial, public, charitable or state. Any enterprise, Association or IP pursue its own goals, which are the causes of their existence and functioning. Consider various types of goals and construct a tree of goals on the example of an organization.
Formation of goals on the priorities of consumption products, in the stages of the "life cycle". The goal is one of the elements of behavior and conscious activities of a person, characterized by anticipation in the thinking of the result of activities and the path of its implementation through certain funds, the mission is a very large goal that causes members of the organization a state of aspiration To something. The mission is a wording of a long-term vision of the meaning of the organization and the expression of the essence of its activities. At the same time, as the goals give a more specific and detailed idea of \u200b\u200bthe estimated development of the organization in one or another area of \u200b\u200bits activities. The formulation of the mission is nothing but the answer to the question: why the organization (or person) does what she (or he) does? Mission - there is satisfaction of members of society, their needs in a particular product or service based on the mission are formulated long-term goals of the organization or qualitative results that will not be achieved and outside the planned period, but to which the organization is going to come close as part of this period.
Classification of the objectives of strategic management depending on the specifics of the industry, the features of the state of the environment, nature and content of the mission: market targets (or external program objectives): in the field of marketing, for example: - sales in physical and in value terms; - number of customers; - market share. Production purposes (internal) are a consequence of market. Includes all that is necessary to achieve market goals (with the exception of organizational resources), for example: - to provide a certain amount of production (production volume \u003d sales - existing stocks + planned reserves); - to build a workshop (overhaul volume); - Develop new technology (Conducting NIR and OCD).
Organizational goals are all related to the management, structure and personnel of the organization, for example: - to work for three marketers; - bring the average salary level of employees to the level of salaries from the leader in the market; - Implement project management system. Financial goals - linges all goals in value terms: - Net sales (from "Market Goals"); - the amount of costs (from "production" and "organizational" goals); - gross and net profit; - profitability of sales, etc. You can set goals and in another order: from financial - to market and production.
The tree of objectives for building the vertex of the Tree Tree is becoming a set of strategic goals defined within the framework of the organization's strategy. It should be paid to the fact that not only those objectives that determine the areas of strategic development, but also long-term objectives associated with maintaining the operation of the management system and the subsystems associated with production and the provision should be recognized as strategically significant. The achievement of strategic goals is ensured by the achievement of both operating (regular, permanent achieved) goals and design (unique in its content) goals. Objectives within the model must be thoroughly classified and implemented accordingly as part of diagrams - so that they become presentable and most understandable for their reader. Allocation, description and hierarchical ordering of each of the goals is carried out by performing a number of relevant analytical procedures and approval procedures and approval procedures. To each of the purposes defined at the lower level, as far as possible, the SMART requirements are applied (specific; Measurable - measurable; Achievable - achievable; Realistik - realistic; Timed - limited time).
Table. 2. Objectives and characteristics of the stages of the life cycle of the organization Stage ZhSS Home Goal Guidelines Characteristics of Stages 1. "Birth" Survival Uniqueness to enter the market 2. "Childhood" and "Youth" Profit and Growth Uniqueness Consolidation and seizure of the market, increased wage, provision Benefits 3. "Maturity" Growth of profit Delegation of powers Separation and cooperation of labor, bonuses 4. "Aging" Preservation of the results achieved coordination of actions Free regime of staff, participation in profit 5. "Revival" either disappearance of recovery in all functions Uniform , rejuvenation of personnel
Stages of the life cycle of the organization Birth of any organization is related to the need to meet the interests of consumers, with a search and occupation of a free market niche. The main goal of the organization at this stage is survival. It requires the leadership of such qualities as faith in success, readiness to risk, efficiency. Characteristic for the stage of birth is a small number of partners. Of particular importance at this stage should be found to everything new and unusual. "Childhood" . The stage is associated with risks, since it is during this period that the growth of the organization is disproportionable compared to changes in management potential. At this stage, the majority of newly generated firms tolerate the collapse due to the inexperience and incompetence of managers. The main task during this period is to strengthen its position in the market, competitiveness. The main goal of the organization at this stage is short-term success and ensuring rapid growth. "Youth". This is a period of transition from comprehensive management carried out by a small team of like-minded people to differentiated management using simple forms of financing, planning and forecasting. The main goal of the organization during this period is to ensure accelerated growth and, as a rule, the full seizure of its part of the market. The intuitive risk assessment by the management of the organization is already insufficient. It needs professionals with highly specialized knowledge.
Stages of development of strategic management of business historians usually allocate four stages in the development of strategic management: budgeting, long-term planning, strategic planning strategic management.
Budgeting until 50s in the twentieth century. In the era of the formation of gigantic corporations to the Second World War, special planning services were not created in companies. The highest leaders of corporations regularly compiled plans for the development of their business, but formal planning was limited only to the preparation of annual financial estates - budgets on the costs of expenses for different purposes. However, due to the change in the external environment, the plans were not fulfilled. The feature of the budget and financial methods is their short-term nature and inner orientation, that is, the organization in this case is considered as a closed system.
Long-term planning - 50 -60s. In the 1950s - early 1960s, the characteristic working conditions of the company were the high growth rates of commodity markets and the relatively high predictability of the development trends of the national economy. These factors have created conditions for the development of long-term planning. The basis of the method is the forecasts of the company a few years ahead. Long-term planning was based on the extrapolation of the firm development trends in the past. The main task of managers consisted of identifying financial problems creating an obstacle to the company's growth. Sales volumes, the availability of resources was not planned, as a result of enterprises, the products accumulated, made it difficult, the firms were not stable. This approach, better known in us as the method of "planning from achieved", was widely used in centralized management of the Soviet economy.
Strategic planning - 60 -70s. In the late 1960s, as crisis phenomena and enhancing international competition, the forecasts based on extrapolation began to disperse with real numbers. To overcome the outlined drawbacks, the concept of strategic planning began to develop. It is based on the analysis of both the internal capabilities of the organization and the external competitive forces and search for ways to use external opportunities, taking into account the specifics of the organization. Thus, the goal of strategic planning is to improve the reaction of the enterprise on the market dynamics and the behavior of competitors.
Strategic management - after the 90s. By 1990, the majority of corporations around the world began the transition from strategic planning to strategic management. Strategic management is defined as a complex of not only strategic management decisions that determine the long-term development of the organization, but also concrete actions that ensure the rapid response of an enterprise to change the external environment, which may entail the need for a strategic maneuver, revising the goals and adjustment of the overall direction of development.
Strategic management, in contrast to strategic planning, strategic management includes: Strategy implementation processes, assessment control. Strategic management means that the management process must be proactive, and not reactive, that is, it is necessary to influence the events in the outer environment, and not just react to them.
Strategic management is associated with the formulation of the organization's goals and with maintaining certain relationships with the environment, which allow it to achieve the tasks and comply with its internal capabilities. The potential that ensures the achievement of the objectives of the organization in the future is one of the final strategic management products. The potential of the organization and strategic capabilities are determined by its architectonics and quality of personnel. Architectonics of the organization can be: · Technology, production equipment, structures, their capacity and opportunities, · Equipment, its capabilities and capacity for processing and transmitting information, · The structure of power, distribution of official functions and authority to make decisions, · Organizational tasks of individual groups and individuals , Internal systems and procedures, · Organizational culture, norms and values \u200b\u200bthat underlie the organizational behavior.
Strategic management functions Strategic management involves the implementation of the following functions: 1. Analysis of the external and internal environment of the company; 2. Determination of the mission of the firm and its goals; 3. Separation of a common goal on the scene; 4. Determining means of achieving these goals; 5. Choosing a strategy; 6. Implementation of a strategy aimed at achieving goals; 7. Evaluation and control of the implementation of the strategy.
4. The essence and necessity of strategic planning for the development of socio-economic systems among the objects of strategic management allocate three groups: 1. Organization, as an open comprehensive socio-economic system, representing a set of structural divisions. 2. The structural unit is the direction of the organization, an independent market oriented economic unit, which can act a full-fledged competitor on its market segment, has its own circle of suppliers, consumers and competitors. 3. The functional area of \u200b\u200bthe organization is the area of \u200b\u200bactivity represented by functional structural units that specialize in performing certain functions.
The essence and necessity of strategic planning for the development of socio-economic systems The main task of strategic planning is to predict the possible risks of doing business in order to reduce them or minimize the likelihood of their occurrence. First stage. . Analysis of the current state of the organization with an objective assessment of its strengths and weaknesses, the search for solutions that must be taken to adjust or eliminate the factors that impede the increase in the profitability of the organization in the future. The second stage of strategic planning is the analysis of potential crisis situations and evaluates the likelihood of their occurrence. At the third stage, the portfolio of alternative action plans is formed in crisis situations. The portfolio of such plans is greater value from the point of view of an increase in the reaction rate to changes in the external environment, and which can be used to cover the promoids in the strategy. Thus, one of the advantages of strategic planning is that. that it gives an organization the opportunity to react before it herself will suffer from the crisis situation
Analysis of the external environment is a tool with which the strategy developers control external factors with respect to the organization to anticipate potential threats and newly opening new features. Threats and opportunities can manifest itself in seven regions of the outside environment, respectively, they are grouped and factors that are analyzed. The following groups of factors are distinguished, the study of which makes it possible to obtain a complete picture of the developing trends in the development of the external environment of the organization: 1. Economic (inflation (deflation), tax rate, international payment balance, level of employment, company solvency), 2. political, 3. Market, 4. technological, 5. Competition factors, 6. Social 7. International factors.
Types of the external environment allocate four main types of external environment. 1. The changing medium, which is characterized by rapid changes. These can be technical innovation, economic changes (change in inflation), changes in legislation, innovation in competitors' policies, etc. Such an unstable environment that creates great difficulties for management inherent in the Russian market. 2. The hostile environment created by tough competition, the struggle for consumers and markets. Such an environment is inherent, for example, the automotive industry of the United States, Western Europe and Japan.
3. A variety of environment is characterized by global business. A typical example of global business is McDonalds, working in many countries (and, consequently, related to the service of numerous customers speaking different languages), with a variety of cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, on its policies for consumers. 4. Technically complex environment. In such a medium, electronics, computing equipment, telecommunications that require complex information and highly qualified service personnel are developing. Strategic management of enterprises in a technically complex environment should be focused on innovation, since products in this case are quickly observed. For analysis and forecast of the external environment, Pest -, SNW -, SWOT analysis is used.
Pest analysis is a tool designed to identify political, economic, social and technological aspects of an external environment that may affect the company's strategy. The policy is studied because it regulates power, which in turn determines the company's environment and obtaining key resources for its activities. The main reason for the study of the economy is the creation of a painting of resource allocation at the state level, which is the most important condition for the activities of the enterprise. No less important consumer preferences are determined by the social component of Pest - analysis. The last factor is the technological component. The purpose of its research is to be considered to identify tendencies in technological development, which often are the causes of changes and losses of the market, as well as the emergence of new products. PEST - analysis is not common to all organizations, since each of them has a special set of key factors. Pest (Policy, Economy, Society, Technology))
Pest - Analysis
SNW - Analysis is an improved analysis of weak and strengths. STRENGTH (strong), neutral (neutral side), and weakness (weak side). Unlike the analysis of the weak and strengths of SNW, the analysis also offers the average state (N). The main reason for adding a neutral side is, the fact that "often for victory in a competitive struggle may be sufficient, when this particular organization regarding all its competitors in all other key positions is in state N, and only one in state S". To compile SNW - Analysis, you must fill out the following table: SWOT analysis is one of the first stages of strategic planning. The idea of \u200b\u200bSWOT-analysis is as follows: a) the adoption of efforts to pro-rotate weaknesses into force and threats to the ability; b) the development of the strengths of the firm in accordance with its limited capabilities.
Response methods for changes in environmental factors in practical activity are used by various methods of response to changes in environmental factors. The most common among them are the following approaches: "Fighting with fire", or a jet management style. This approach, involving the adoption of management measures after the accomplishment of changes, is still distributed in many Russian enterprises; expansion of activities, or diversification of production, capital as a means of a possible reduction in commercial risk when changing the factors of the external environment; Improving the organizational management structure to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures focused on achieving end results; - Strategic management. Analysis is an extruding CPEFIMITEMENT, PRI of the maintenance of the contactors of the countpiece of the Count Points are extreposed to the Factoys of the Factoys with the Castle-tolement of the on-site YGPOZE and there is an approximation. He pozvolyaet opganizatsii cvoevpemenno cppognozipovat poyavlenie ygpoz and vozmozhnoctey, pazpabotat cityatsionnye plany nA clychay vozniknoveniya neppedvidennyx obctoyatelctv, pazpabotat ctpategiyu, kotopaya pozvolit opganizatsii doctignyt tseley and ppevpatit potentsialnye ygpozy in vygodnye vozmozhnocti.
5. Strategic management of current scientists stand out five main stages of strategic management: the first stage. Determination of the scope of activity and the development of the organization's mission. SECOND PHASE. Development of long-term and short-term goals of the organization. Third stage. Development of a strategy to achieve activity goals. Fourth stage. Implementation of the organization's strategy. Fifth stage. Evaluation of the effectiveness of the strategy on the results of the organization's activities and the introduction of corrective impacts. Since the conditions of modern business are extremely dynamic, this process is continuous and is a constantly renewable cycle with intensive feedback. In addition, the boundaries between the cycle phases are sufficiently conditional.
FIRST STAGE. Determination of the scope of activity and the development of the organization's mission. The definition of the field of activity of the organization involves: - determination of a satisfied need; - identification of consumers; - determining how to meet the needs of specific consumers. That is, it is necessary to answer the question: "What, for whom and how do we produce? "For example, the company CJSC" Metallprom "so determined his business:" Who wants to win the client's confidence looking for a way who does not want - is looking for the reason "Company MC. Donald's made it as follows: "Providing hot delicious food in a clean restaurant for an acceptable fee."
Examples of missions The mission of the organization is pronounced verbally the main social and significant functional appointment (role) of the organization in the long term (in addition to profit), reflecting the purpose of business, his philosophy. This term literally means "responsible task, role." The mission helps to determine what an enterprise is actually dealing with, while it focuses on the consumer, and not on the product. Consequently, the definition of the mission implies an answer to the question: "What kind of benefits can bring consumers while achieving greater success in the market? »Examples of missions:" Two centuries of traditions - quality guarantee "(Foil Rolling Plant, St. Petersburg). "We save your time and money" (Inkombank). "The elements is not dissolved" (ONEXIMBANK).
SECOND PHASE. The development of long-term and short-term goals of the organization after formulating the mission, it is necessary to determine the long-term (3 - 5 years or more) and short-term (1 - 2 years) of the organization's goals. Eight key areas can be distinguished, within which the company defines its goals. 1. Position on the market. Market objectives may be the conquest of leadership in a certain segment of the market, an increase in the share of the enterprise market to a certain size. 2. Innovation. Target installations in this area are associated with the definition of new ways of business trends: the organization of new products, the development of new markets, the use of new technologies or methods of organizing production. 3. Performance. More efficiently an enterprise that spends less economic resources to produce a certain amount of products. 4. Resources. The need for all types of resources is determined. 5. Profitability (profitability). These goals can be quantified: to achieve a certain level of profit, profitability. 6. Management aspects. Providing profit in the long term can be made only by organizing effective management. 7. Staff. Objectives regarding personnel may be related to the preservation of jobs, ensuring an acceptable level of wage, improving the conditions and motivation of labor, etc. 8. Social responsibility. Currently, most Western economists recognize that firms should be focused not only to increase profits, but also on the development of generally recognized values.
The objectives of the enterprise must comply with the following characteristics: 1. Objectives must be specific and measurable. 2. Goals should have a specific planning horizon, that is, to determine when the results must be achieved. 3. The goal should be achievable. 4. Goals should be flexible and have space for adjusting them due to unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures the realizability of goals. 5. Multiple goals of the enterprise must be comparable and mutually supporting.
Third stage. Formulation Strategy Formulation Strategy - the management function consisting in the formation of the organization's mission, determining the objectives of activity and the creation of a strategy. The final product formulation of the strategy is a strategic plan. Strategic plan - a document containing the purpose of the organization, its direction of development, long-term and short-term tasks and development strategy. The strategy is necessary as the entire company as a whole and its separate links - research, sale, marketing, finance, labor resources, etc. Fourth stage. Implementation of the organization's strategy. Fifth stage. Evaluation of the effectiveness of the strategy on the results of the organization's activities and the introduction of corrective impacts. The last two stages are treated together, as they do not have clear distinctions. In the process of implementing the strategy there is a constant assessment and adjustment. The implementation of the strategy is the function of not only the highest leadership, and work for the entire management team. All managers act as strategy implementers within their authority and responsibility. The last stage is a bridge that returns the company to the initial first points, but at a qualitatively new level.
Fifth stage. Evaluation of the effectiveness of the strategy on the results of the organization's activities and the introduction of corrective impacts. The last stage is a bridge that returns the company to the initial first points, but at a qualitatively new level. Thus, the process of strategic management can be represented as a continuous ascending spiral.
Fundamental differences of strategic management from the operational. Strategic control Characteristics Operational management Survival organization in the long run by means of a dynamic balance with the environment of the mission, purpose. Production of goods and services in order to obtain income from the implementation of the view outside the organization, the search for new opportunities in the competitive struggle. Object concentration. A look inside the organization, search for more efficient use of resources. Orientation for the long-term perspective. Accounting time factor Orientation for the short-term and medium term people, information support systems, market. The basis for building a control system. Functions and organized structures, procedures, machinery and technology. A look at the employees as the basis of the organization, its main value and source of well-being approach to personnel management. A look at the employees as on the resources of the organization, both on the performers of individual works and functions. Timeliness and accuracy of the organization's reaction to environmental changes. Criteria for management efficiency. Profitability and rationality of the use of production potential.
Theoretical basics of strategic management levels of control levels of management levels of managers at various levels Strategic senior managers are a clear definition of the mission; Reaction of managers for all changes inside and around the enterprise; development and evaluation of alternative options; Creating an infrastructure to improve the work of the company Tactical Middle Service managers - the formation of tasks to structural units; study of deviations from goals; assessment of validity of solutions; use of information both external and internal; Development of measures allowing to protect the enterprise from negative consequences. Operational medium and low link managers - ensuring solutions to specific tasks of the firm functioning.
1. 3. Basic principles of strategic management Strategic management has its own patterns that should be taken into account when developing a firm development strategy. The following basic principles are allocated: 1. reasonable and conscious choice of goals and the development strategy of the organization. Goals must be performed and consistent. 2. A constant search for new forms and activities aimed at strengthening existing advantages, identification and strengthening of new ones. 3. Ensuring correlation between the organization and the external environment, managing and managed by the subsystems of the organization and its elements. 4. Individualization of strategies. Each strategy is unique in the sense that it has features due to the established personnel, economic potential, culture, etc. features. 5. Each strategy consists of two parts: planned and random, which appeared under the influence of the external environment. 6. Clear organizational separation of strategic management tasks and operational management tasks
Topic 3. Strategic management as the process of adopting and implementing strategic decisions. . Structure and content of management solutions. Classification of solutions and requirements for them. Strategic management is the process of adopting and implementing strategic decisions, the central link of which is a strategic choice based on comparison of its own resource potential of the enterprise with the possibilities and threats of the external environment in which it acts. Strategic decisions are based on strategic management. Strategic solutions are managerial decisions that: are focused on future and laid the framework for the adoption of operational management decisions; conjugate considerable uncertainty because they take into account non-controlled external factors affecting the enterprise; related to the involvement of significant resources and may have extremely serious, long-term consequences for the enterprise. The strategic decisions include: the reconstruction of the enterprise; introduction of innovations; organizational changes; access to new sales markets; Acquisition, mergers of enterprises, etc. The management decision is a volitional, creative action of the management subject. It consists in choosing the best alternatives from a variety of reasonable options to achieve a specific object management goal.
Strategy of innovative enterprises. The growing industries in the world are microelectronics, communications and communications, biotechnology, computer science and services. Success in growing industries is achieved through innovation (new items) and an offensive strategy. Growing innovative enterprises are faced with two main problems: how to make innovations profitable and recoup the costs of it? How to protect yourself from followers who do not spend big funds for the development of new products, simply copy the goods after the emergence of them in the market? Firms Leaders have a common main goal - to preserve the leading position, and try to achieve in two possible ways. The first path is a good strategy that is aimed at finding new consumers of goods, expanding the scope of application or frequency of use of the goods. The second way is a defensive strategy aimed at protecting its market, counteract the most dangerous competitors, as well as to protect against competitors of simulators. This strategy is to acquire patents, know-how, innovation, the use of additional resources and confrontation with competitors in the price struggle.
Building a strategic pyramid in a large differentiated company strategy is developed at four different organizational levels: 1. Corporate strategy (strategy for the company and its areas of activity as a whole). 2. Business strategy (for each individual activity of the company). 3. Functional strategy (for each functional direction of a specific area of \u200b\u200bactivity). Each field of activity has a production strategy, marketing strategy, finance, etc. 4. Operating strategy (a narrower strategy for basic structural units: plants, trade regional representatives and departments (inside functional directions).
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