INTERNAL REPORTING Internal reporting should be linked to the overall external reporting framework, but place more emphasis on the practical use of collected and analyzed data. The information and division of the internal report into sections must be compared with

Internal Gamification The Ross Smith project is an example of internal gamification. In such cases, companies use gamification to increase productivity, to stimulate innovation, to enhance team spirit, or in some other way.

Chapter 3. Internal environment of the organization Introduction In chapters 1 and 2, we presented the organization as an open system, consisting of many parts, dependent on one another and on the outside world. This chapter briefly describes the most important internal variables of an organization and

Chapter 4 The Organization's External Environment Introduction So far, we have looked at the main internal variables that affect the success of an organization, because managers must first think about their organization. But the success of any firm also depends on external forces acting in

All businesses operate in an environment that drives their operations, and their long-term survival depends on their ability to adapt to the expectations and demands of the environment. Distinguish between the internal and external environment of the organization. The internal environment includes the main elements and subsystems within the organization that ensure the implementation of the processes occurring in it. The external environment is a set of factors, subjects and conditions outside the organization and capable of influencing its behavior.

Elements of the external environment are divided into two groups: factors of direct and indirect impact on the organization. The direct impact environment (business environment, microenvironment) includes such elements that directly affect the business process and experience the same impact of the functioning of the organization. This environment is specific to each individual organization and, as a rule, is controlled by it.

The environment of indirect impact (macro environment) includes elements that affect the processes occurring in the organization not directly, but indirectly, indirectly. This environment is generally not specific to a single organization and is usually outside its control.

The internal environment of the organization can be considered from the point of view of statics, highlighting the composition of its elements and structure, and from the point of view of dynamics, i.e., the processes taking place in it. The elements of the internal environment include goals, objectives, people, technologies, information, structure, organizational culture and other components.

People occupy a special place in the internal environment of the organization. Their abilities, education, qualifications, experience, motivation and dedication ultimately determine the results of the organization. The realization that the organization is primarily the people working in it, that they are the main resource of the organization, changes the attitude towards the staff. Managers pay great attention to the selection of people, their introduction into the organization, they are engaged in the training and development of employees, ensuring a high quality of working life.

People working in an organization, their relationships and interactions form the social subsystem of the organization. The production and technical subsystem includes a complex of machines, equipment, raw materials, materials, tools, energy, which processes incoming resources into a finished product. The main characteristics of this subsystem are: technologies used, labor productivity, production costs, product quality, inventory volume. The financial subsystem carries out the movement and use of funds in the organization. In particular, maintaining liquidity and ensuring profitability, creating investment opportunities. The marketing subsystem is associated with meeting the needs of customers in the company's products by studying the market, creating a sales system, organizing optimal pricing and effective advertising, as well as actively influencing the market in order to form new needs to increase the market share and increase the profitability of sales.

The internal environment is permeated with organizational culture, which is its integrated characteristic. Organizational (corporate) culture is a set of main assumptions, values, traditions, norms and patterns of behavior that are shared by members of the organization and direct their behavior to achieve their goals. It can be consciously formed by the leading members of the organization or arise and develop spontaneously.

In modern enterprises, organizational culture should perform the following functions:

1) the formation of a certain image of the organization that distinguishes it from any other;

2) development of a sense of community, cohesion of all members of the organization;

3) strengthening social stability in the organization;

4) strengthening the involvement of employees in the affairs of the organization and devotion to it;

5) the formation and control of patterns of behavior that are appropriate from the point of view of this organization;

There are many approaches to identifying various attributes that characterize the content of a particular culture. So, F. Harris and R. Moran offer 10 meaningful characteristics.

1. Awareness by employees of themselves and their place in the organization (in some organizations they treat employees as colleagues, professionals, experts who have the knowledge and creativity to achieve the goals of the organization; in others, they see them only as performers who are required only to strictly follow orders manager).

2. Communication system and language of communication (use of oral or written, vertical or horizontal communications, the availability or inaccessibility of the manual for communication, the possibility of using jargon, profanity).

3. Appearance, clothing, self-presentation at the workplace (uniform, overalls, business, sports or evening styles, cosmetics, hairstyles, etc.).

4. Habits and traditions in catering (the presence or absence of cafes, canteens, buffets at the enterprise, food subsidies, the duration of the lunch break, the presence of privileged, closed places).

5. Attitude to time, its use (observance of the time schedule, the degree of accuracy of time and encouragement for this, monochronic or polychronic use of time).

6. Relationships between people (by age, gender, nationality, status and power, intelligence, the degree of formalization of these relationships, ways to resolve conflicts).

7. Values ​​and norms (landmarks of acceptable and unacceptable behavior in the organization, generally accepted standards of individual and group behavior that have developed over time as a result of the interaction of members of the organization).

8. Belief in something (faith in leadership, team, success, in one's own strength, in justice, in mutual assistance, etc.).

9. The process of employee development (availability of a system of adaptation, career guidance, continuous learning, career management of employees, the degree of their awareness).

10. Work ethics and motivation (designing work, attitude towards it and responsibility in the workplace, its cleanliness, quality of work, performance evaluation, remuneration).

The external environment of direct impact includes the following main elements: consumers, suppliers, competitors, the labor market, external owners, state regulatory and control bodies, strategic alliances of the enterprise with other firms. The macroenvironment of an enterprise is formed by economic, political and legal, socio-cultural, technological and international conditions.

The economic conditions of the environment reflect the general economic situation in the country or region in which the enterprise operates. It helps to understand how resources are formed and distributed. To do this, first of all, the value of GDP (GNP), its growth / fall rate, unemployment rate, inflation rate, interest rates, labor productivity, taxation rates, balance of payments, exchange rate, wages, etc. are analyzed. Changes in these macroeconomic indicators affect on the standard of living of the population, the solvency of consumers, fluctuations in demand; determines investment policy, price level, profitability, etc. Important factors in the economic environment are the monetary and fiscal policy of the state.

Sociocultural factors represent the social processes and trends taking place in society. These include: existing traditions, values, habits, ethical standards, lifestyle, people's attitude to work, consumer tastes and psychology. This includes the social structure of society, its demographic characteristics, such as the birth rate, average life expectancy, average age of the population, level of education, skills, etc. The current structure of the population determines the composition of the labor force, the level of demand, consumer preferences, the choice of markets for products . At the same time, both consumers and members of organizations are increasingly diverse.

The main modern trends that determine the tastes and values ​​of the population are: a negative attitude towards smoking, the use of strong alcoholic beverages, people's desire for a healthy lifestyle, consumption of foods with low cholesterol content, an increase in the purchasing power of children, etc.

The political and legal environment includes the characteristics of the political system, state regulation of business and the main relationship between business and government. It is important for three reasons. First, the legal system establishes the norms of business relationships, the rights, responsibilities, obligations of firms, including restrictions on certain types of activities. The correctness of the conclusion and observance of contracts, the resolution of disputes depend on the knowledge and observance of the adopted laws. In modern conditions, the role of laws on environmental protection, consumer rights, food safety standards, and fair trade is growing.

Secondly, the government's choice of priority areas for development and industries that will be supported, the mood in the government in favor of or against entrepreneurship affects its business activity. These sentiments affect the taxation of enterprise income, the establishment of tax incentives and preferential customs duties, control of prices and wages, regulation of relations between the administration and employees. In addition, it is important to know the lobbying groups, the possibilities of their influence on the adoption of certain laws.

Thirdly, political stability is taken into account when planning the activities of enterprises, especially those with relations with other countries. At the same time, it is necessary to find out the following basic characteristics of the political subsystem: political ideology that determines the policy of the government; how stable is the government; to what extent it is able to carry out its policy; what is the degree of public discontent; how strong are the opposition political structures; what parties, blocs, movements exist and what are their programs.

Technological factors include scientific and technological innovations that allow an enterprise to modernize old and create new products, improve and develop technological processes. Organizations must respond quickly to new developments in their industry and innovate themselves. This is the only way to maintain high competitiveness.

STP presents both huge opportunities for firms and equally huge threats. Many businesses fail to see new perspectives because the technical capacity to make fundamental changes is created outside of the industry in which they operate. Being late with modernization, they lose their market share, which can lead to negative consequences. In recent decades, the most significant innovations have been in the computer and telecommunications industries. In addition to them, science-intensive industries include: chemical and petrochemical, production of turbines and engines, machinery and equipment for light and food industries, nuclear energy, aerospace industry, genetic engineering, etc.

International factors show the degree of involvement or impact on the firm of business in other countries. In fact, every firm is under the influence of international factors, even if it operates in one country. It may use raw materials or products created in other countries, or face international competition in its domestic markets. In the Russian market in recent years, there has been a danger of competition from foreign firms and the displacement of Russian manufacturers by foreign ones that provide better quality goods, such as cars, computers, consumer electronics, and a number of food products. If the company operates at the international level, then the factors of the international environment affect all other elements of the external environment of the enterprise.

New customers, suppliers, competitors, government regulations, new rules, strategic alliances, etc. appear in the international environment. The organization studies the features of these factors, adapts to them, and in the end these factors change the organization itself.

The external environment of direct impact (business environment) of the organization is formed in the course of its activities and changes over time. The environment changes if the product, markets, strategy, etc. change. The main driver of the business environment is the customer. These are all direct buyers and clients: trading companies, official distributors, shops, manufacturing companies, sales agents, individual buyers and clients. The influence of consumers can be expressed in various forms: in the establishment of a certain price level, the presence of special requirements for quality, design, technical characteristics of products, forms of payment, etc.

Manufacturers can influence consumers by setting lower prices, guaranteeing high quality and delivery times, offering unique products, and good service. Customers are very important to a company. They are the ones who determine its success. The modern goal of a business is to create its customer. Studying buyers allows you to better understand which product of the company will be in the greatest demand, how much sales it can expect, what the product expects in the future, how much you can expand the circle of potential buyers.

A buyer profile can be compiled according to the following characteristics:

1) the geographical location of the buyer;

2) demographic characteristics (age, education, field of activity);

3) socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.).

By studying the buyer, the firm must determine its trading power. This strength is determined by factors such as:

1) the volume of purchases made by the buyer;

2) availability of substitute goods;

3) the level of awareness of the buyer;

4) the cost of switching to another seller;

5) price sensitivity.

Competitors are firms that sell products in the same markets or provide services that satisfy the same needs. They compete with each other for resources. And the most important of them is the ruble of the buyer. The company must know the strengths and weaknesses of a competitor and build its competitive strategy based on this. The competitive environment is formed not only by intra-industry competitors producing similar products. Competitors can be firms that produce a replacement product, and firms that re-enter the market (“aliens”). It is necessary to create barriers to the entry of potential "newcomers" (specialization, low costs, control over distribution channels, access to cheap sources of raw materials, a well-known brand of goods, etc.). In modern conditions, it is often not a fight with a competitor, but cooperation with it that allows you to effectively adapt to the environment and achieve your goals.

Suppliers of material and natural resources can influence the organization by creating resource dependence. This dependence gives power to suppliers and allows them to influence the cost, product quality, production time and, in general, the effectiveness of the organization. The setting by monopoly enterprises of unreasonably high tariffs for electricity, gas, irregular supply or disconnection of these vital sources of income in case of non-payment put many organizations on the brink of survival or bankruptcy. Therefore, they try to maintain mutually beneficial relations with their main suppliers, sometimes on a multi-year contract basis. If a firm has reliable suppliers, it can save on inventory holdings. Get rid of unreliable suppliers.

Supplier analysis should show what the supplier's competitive strength is and what its factors are. When analyzing, one should pay attention to the prices of goods and services, their quality, compliance with the terms, conditions and volumes of supplies, whether the supplier is a monopolist of this type of resource, whether a change of supplier is possible.

The labor market is people who have the necessary qualifications, who are able to realize the goals of the company and who want to work in it. In a modern organization, this is the main resource. This group includes everyone with whom the company interacts in order to provide itself with the necessary human resources: recruitment agencies, the employment service, educational institutions, labor exchanges, systems of retraining and retraining of personnel, trade unions. The study of the labor market allows you to obtain information about the availability of labor force (required specialty, qualifications, age, work experience, personal qualities) capable of working with the company.

The external environment of the organization is characterized by the following features: complexity, mobility, uncertainty and interconnectedness of all factors.

Uncertainty is the main characteristic of the external environment, which in turn depends on its complexity and mobility. Uncertainty refers to the incompleteness or inaccuracy of information about environmental factors, which results in the difficulty of determining its needs and changes. The higher the level of uncertainty, the more difficult it is to make effective decisions, the higher the risk. Therefore, the firm tries to reduce the level of uncertainty in its environment. To do this, two types of strategies can be used - adapting the firm to changes in the environment and influence, changing the environment itself to make it more compatible with the goals and needs of the organization.

Adaptation of the organization is implemented through the following tools.

1. Creation of an information system that allows receiving information about changes that have occurred with the main counterparties of the enterprise; reduce uncertainty at inputs and outputs and protect and realize the interests of the enterprise in the environment. Information gathering activities are carried out by services such as supply, marketing, strategic planning, and logistics. The creation of these departments requires large financial investments on the part of the enterprise, but this activity can also be carried out with the involvement of consulting firms specializing in this type of work.

2. Forecasting trends in the development of the external environment and strategic planning of the activities of enterprises prepare the enterprise for possible changes in the market situation and unfavorable environmental influences. Strategic planning formulates the goals and strategy of the enterprise, which ensures compliance between the enterprise and its environment.

3. Mergers, acquisitions of new businesses, formation of strategic alliances with other businesses, including former competitors. The use of this tool provides the enterprise with full-fledged partners for the creation of promising, stable, integrated production, supply and marketing, investment and innovation structures. This reduces the uncertainty of the environment by creating a zone of stability; prepares the enterprise for hard-to-predict changes in the situation; limits the possibilities of opportunistic behavior of partners; reduces transaction costs; allows you to find a new place of the enterprise in the environment; ensures its flexibility and adaptability, creates the prerequisites for influencing the external environment and leads to the formation of synergistic effects. The synergistic effect arises as a result of increased subordination, coordination and integration in the networks of partner enterprises.

4. Flexible organizational structures, the significance of which as a tool for adapting an enterprise to the environment lies in the fact that the structure determines the nature and quantity of information and communication links both within the enterprise and between it and its counterparties. A flexible adaptive structure allows an enterprise to effectively respond to changes in the external environment and carry out internal transformations due to such features as the ability to quickly implement changes and focus on human potential as the main resource of the enterprise. Flexible organizational structures orient the enterprise towards the development of new products, new markets and new technologies. They make it possible to ensure partnership and cooperation between all participants in the economic activity of the enterprise, as well as with consumers of its products and resource suppliers.

5. Partnerships between the management of the enterprise and its personnel ensure the interaction of economic agents within the enterprise, the integration of the internal environment and the maintenance of internal integrity.

The enterprise not only submits to existing economic relations, but also forms them itself, forms the environment in which it operates. The impact of an enterprise on the environment is possible when it integrates a sufficient amount of resources and has a high socio-economic potential. The enterprise will prefer to influence the environment, when the next adaptation to changes in the external environment will be estimated by it as a more expensive process than changing the environment itself. The instruments of influence of the enterprise on the environment are listed below:

1. Advertising, which creates new needs, changes the environment for the functioning of the enterprise through signals about the quality of the goods, erecting barriers to entry into the market of competing enterprises, forming trusting relationships with consumers and suppliers.

2. "Public Relations" establish and maintain a system of communications with counterparties of the enterprise in order to form a reputation, a favorable public opinion about the enterprise, its product, which strengthens trusting partnerships in the network of agents and counterparties interacting with the enterprise.

3. Permanent and stable relations with suppliers and consumers on the basis of long-term contracts change the external environment by limiting the reactions of partners to changing situations, increasing mutual obligations and trust, on the basis of which coordination and integration between them is enhanced. All this contributes to the formation of a stable network of interacting enterprises, which structures the external environment and allows you to control it.

4. Thanks to lobbying the interests of the enterprise in parliament, government, including local, other power structures, the enterprise becomes a participant, and sometimes an equal partner of the government in the formation of the legal framework and sectoral, microeconomic and macroeconomic policies. In order to obtain the possibility of lobbying, enterprises organize vertical or horizontal structures (associations and associations of producers of the same type of product) FIGs, which, in addition to economic power, acquire political power, the possibility of pressure and equal cooperation with the government and the Central Bank of Russia.

5. Professional associations - voluntary associations of various enterprises, created to provide assistance, support, assistance, protection and lobbying of their interests. Associations are usually formed to achieve non-commercial purposes. The need for their formation is due to the fact that the market involves the interaction of firms - producers of one product. The activities of associations are aimed at establishing interaction, coordinating enterprises - members of the association, providing information, marketing services, improving the professional level of managerial personnel, protecting rights and interests in legislative, executive, law enforcement bodies, informing the public, and influencing public opinion. First of all, it is organizational, methodological and consulting assistance, legal protection.

The following public associations of commodity producers operate on a nationwide scale: the Coordinating Council of Domestic Commodity Producers, the Russian Union of Industrialists and Entrepreneurs (Employers), the Agro-Industrial Union of Russia. At the sectoral and regional levels, there are the Association of Financial and Industrial Groups, the League for Assistance to Defense Enterprises, the Union of Oil and Gas Equipment Manufacturers, the Association of Oil Refiners and Petrochemists, the Union of Gold Producers, the Association of Small and Medium Enterprises, the Union of Textile and Light Industry Entrepreneurs, etc.

Any enterprise is located and operates in a certain environment, and each of its actions is possible only if the environment allows it. The enterprise is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival, since the external environment serves as a source of production resources necessary for the formation and maintenance of production potential. Environmental factors are uncontrollable by the enterprise and its services. Under the influence of events occurring outside the enterprise, in the external environment, managers have to change the internal organizational structure, adapting it to the changed conditions.

The external environment of the enterprise - these are all conditions and factors that arise independently of the activities of the enterprise and have a significant impact on it. External factors are usually divided into two groups: direct impact factors (the immediate environment) and indirect impact factors (macro environment).

TO direct impact factors include factors that have a direct impact on the activities of the enterprise: resource suppliers, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is a joint-stock company).

In the conditions of Russia's transitional economy, it is the state that largely determines the efficiency of enterprises, primarily the creation of a civilized market and the rules of the game in this market.

The main functions of the state:

ü creation of a legal basis for the life of the country, including the development, adoption and organization of the implementation of economic legislation;

ü Ensuring law and order in the country and its national security;

ü Stabilization of the economy (primarily reducing unemployment and inflation);

ü ensuring social protection and social guarantees;

the protection of competition.

Factors of indirect influence do not have a direct effect on the activities of the enterprise, but taking them into account is necessary to develop the right strategy.

The most significant indirect impact factors include:

ü political factors - the main directions of the state policy and methods of its implementation, possible changes in the legislative and regulatory framework, international agreements concluded by the government in the field of tariffs and trade, etc.;

ü economic forces - the rate of inflation or deflation, the level of employment of labor resources, the international balance of payments, interest and tax rates, the value and dynamics of the gross domestic product, labor productivity, etc. These parameters have a different impact on different enterprises: what one organization sees as an economic threat, another sees as an opportunity. For example, the stabilization of purchase prices for agricultural products is seen as a threat for its producers, and as a benefit for processing enterprises;

ü social factors external environment - the attitude of the population to work and quality of life; customs and traditions existing in society; values ​​shared by people; the mentality of society; level of education, etc.;

ü technological factors, the analysis of which makes it possible to foresee the opportunities associated with the development of science and technology, timely adjust to the production and sale of a technologically promising product, and predict the moment of abandoning the technology used.

Analysis of the external environment of the enterprise is hampered by the fact that the main characteristics of the external environment are its uncertainty, complexity, mobility, as well as the interconnectedness of its factors. The environment of modern enterprises is changing at an ever-increasing rate, which imposes ever-increasing demands on the analysis of the external environment and the development of a strategy that would take into account all the opportunities and threats of the external environment to the maximum extent.

Internal environment enterprise determines the technical and organizational conditions of the enterprise and is the result of management decisions. The purpose of the analysis of the internal environment of the enterprise is to identify the strengths and weaknesses of its activities, since in order to take advantage of external opportunities, the enterprise must have a certain internal potential. At the same time, it is necessary to know the weak points that can aggravate the external threat and danger.

The internal environment of organizations includes the following main elements: production, finance, marketing, personnel management, organizational structure.

Importance of internal environment analysis explained by the following circumstances:

ü information about the internal environment is necessary in order to determine the internal capabilities, the potential that an enterprise can count on in competition to achieve its goals;

ü analysis of the internal environment allows you to better understand the goals and objectives of the organization.

The main elements of the internal environment of the enterprise are:

ü production (in foreign economic literature - operations management): volume, structure, production rates; product range; availability of raw materials and materials, the level of stocks, the speed of their use; the available fleet of equipment and the degree of its use, reserve capacities; production ecology; quality control; patents, trademarks, etc.;

ü personnel: structure, qualifications, number of employees, labor productivity, staff turnover, labor costs, interests and needs of employees;

ü management organization: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise;

ü marketing, covering all processes related to production planning and product sales, including: manufactured goods, market share, distribution and marketing channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing;

ü finance is a kind of mirror, which reflects all the production and economic activities of the enterprise. Financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level;

ü the culture and image of the enterprise are weakly formalized factors that create the image of the enterprise; a high image of an enterprise allows attracting highly qualified employees, encouraging consumers to buy goods, etc.

conclusions

• 1. The main link in the economy is an enterprise - an independent economic entity created to produce products for the purpose of making a profit and meeting social needs. An enterprise is characterized by a number of features, has its own goals and objectives, which are determined primarily by the state of the internal and external environment.
• 2. The entire set of enterprises operating in the economy can be classified according to a number of criteria (by sectoral affiliation, production structure, resources and products, by organizational, legal and technological features).
• 3. The efficiency of the enterprise is largely determined by its structure - the composition and ratio of its internal links. In the economy, there are three types of production structure (technological, subject and mixed), as well as several of its types. The parameters of the production structure depend on the range and characteristics of products, the scale of production, the level of specialization and cooperation.
• 4. The production process at the enterprise involves the combination of living labor with the means of production. The condition for the optimal organization of the production process is its rational distribution in jobs and in time. The organization of the production process is closely related to the type of production.
• 5. The enterprise operates in an external environment, the factors of which are uncontrollable by the enterprise. An analysis of the external environment is necessary to develop an enterprise development strategy that takes into account the complexity, uncertainty and mobility of the environment.

Introduction

Any organization exists and functions in conjunction with many factors. These factors affect the organization in different ways and have a very significant impact on the organization's capabilities, its prospects and strategy. The totality of interaction factors is considered in management as the environment of the organization. In this work, we will reveal the concept and significance of the factors of the external environment of the organization.

The problem of the relationship between organization and environment in science began to be considered for the first time in the works of A. Bogdanov and L. von Bertalanffy in the first half of the 20th century. However, in management, the importance of the external environment for organizations was realized only in the 1950s, in the context of the increasing dynamism of its factors and the growing crisis in the economy. This served as the starting point for the intensive use of a systematic approach in the theory and practice of management, from the standpoint of which any organization began to be considered as an integrity, consisting of interconnected parts, in turn entangled in connections with the outside world. Further development of this concept led to the emergence of a situational approach, according to which the choice of management method depends on the specific situation, characterized to a large extent by certain external variables.

The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such an interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

In order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding of not only the internal environment of the organization, its potential and development trends, but also the external environment, its development trends and the place occupied by the organization in it. At the same time, the external environment is studied by strategic management in the first place in order to reveal those threats and opportunities that the organization must take into account when determining its goals and subsequently achieving them.

Initially, the external environment of the organization was considered as given conditions of activity, beyond the control of management. Currently, the priority is the point of view that, in order to survive and develop in modern conditions, any organization must not only adapt to the external environment by adapting its internal structure and behavior in the market. It must actively shape the external conditions of its activities, constantly identifying threats and potential opportunities in the external environment. This provision formed the basis of strategic management used by advanced firms in conditions of high uncertainty in the external environment.

1. The concept of "the external environment of the organization."

In management theory, there is such a thing as "business environment", which refers to the presence of conditions and factors that affect the functioning of the organization and require acceptance or adaptation to them. The environment of any organization is usually considered as consisting of two spheres: internal and external.

The external environment is a set of active economic entities, economic, social and natural conditions, national and interstate institutional structures and other external conditions and factors operating in the environment of the enterprise and affecting various areas of its activity. The external environment is determined by external factors of influence.

External factors of influence - conditions that the organization cannot change, but must constantly take into account in its work: consumers, government, economic conditions, etc.

The state of the external environment is of key importance for business, since the external environment in relation to the organization is an objective environment, that is, it exists independently, which leads to the need to take it into account in its activities. In this regard, the effectiveness and efficiency of the organization's activities depend on the correct consideration of all aspects of the external environment.

The external environment is understood all conditions and factors that arise in the environment, regardless of the activities of a particular company, but have or may have an impact on its functioning and therefore require management decisions.

However, the set of these factors and the assessment of their impact on economic activity are different for each company. Usually, an enterprise in the process of management itself determines which factors, and to what extent, can affect the results of its activities in the present period and in the future. The conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions. Moreover, first of all, environmental factors that affect the state of the internal environment of the company are identified and taken into account.

One way to define the environment and facilitate accounting of its impact on the organization is to divide external factors into two main groups: microenvironment (environment of direct impact) and macroenvironment (environment of indirect impact).

The direct impact environment is also called the direct business environment of the organization. This environment is formed by such subjects of the environment that directly affect the activities of a particular organization. We include the following entities, which we will discuss further: suppliers, consumers, competitors, laws and government agencies.

Indirect environmental factors or the general external environment usually do not affect the organization as markedly as direct environmental factors. However, the manager needs to constantly keep a record of them, since the environment of indirect influence is usually more complex than the environment of direct influence. The macro environment creates the general conditions for the existence of the organization in the external environment. The main factors of indirect impact include: technological, economic, socio-cultural and political - legal, as well as international changes.

A schematic representation of the firm and its interaction environment is shown in Figure 1 [ 2 ] .

Picture 1.

Firm environment

INDIRECT ENVIRONMENT

DIRECT EXPOSURE ENVIRONMENT

The changing external environment is an area of ​​constant concern for organizations. The analysis of the market external environment includes aspects that have a direct impact on the success or failure of the organization. These aspects include changing demographics, product or service life cycles, market penetration, population income distribution, and the level of industry competition.

M. Baker emphasizes the connection between environments: “The emphasis on macroeconomic analysis is based on the belief that the practice of marketing management at the level of an individual firm is largely determined by external factors within which the firm operates. These are macroeconomic factors that govern the structure of industries and markets and the nature of competition, i.e. the microenvironment.” [ one ] .

2.Characteristics of the external environment

The company's management usually seeks to limit the consideration of the external environment in the first place to those factors on which the efficiency of the company's activity at a particular stage depends decisively. Decision-making depends on the breadth of coverage of information about the state of the external environment and the action of its various factors. The classification of factors and qualities of the external environment due to their diversity is quite different and it can be based on various principles. Adhering to the generally accepted classification in management, we can offer the following list of characteristics of the external environment.

Interconnection of factors;

It might be useful to read:

• Offshore trap of "Crimean Titan": will the "dirty" plant be modernized?;
• How to choose electrodes for welding Welding a rail with steel;
• Production technology of fiberglass pipes Fpipes;
• Consumer properties of muesli bars and snack products;
• How to start the production of smoked fish?;
• Sheet metal stamping technology;
• From what and how are dumplings made?;
• The best Tabasaran carpets: description, patterns, features and reviews An excursion into history;