Preconditions for the emergence of strategic management. The essence, goals and objectives of strategic management

Strategic planning is a specific type of planning in the enterprise, the scientific justification of which began quite recently. Strategic management can be presented, on the one hand, as an activity associated with the implementation of a set of actions aimed at the formation of one or several strategies, on the other hand, as a scientific discipline that develops methods, approaches, methodologies for creating a strategy as special kind planning documents, with the help of which the enterprise in the future will be able to successfully carry out its entrepreneurial activity... In this case, the criterion of success, depending on the goals, the specifics of production and the market environment of the enterprise, can be different indicators, for example, high efficiency and profitability, quick response to external changes, an acceptable level of innovation, etc.

Long evolution management activities showed not only the need, but also the possibility strategic management activities of the enterprise. It is widely believed that the main reason for the emergence of the theory of strategic management at the enterprise is the increasing level of instability external environment, which is understood as high speed and the complexity of environmental factors such as demand, technical equipment, technology, competitors, suppliers, etc. Its dramatic growth in the last century led to the birth of new concept overcoming the difficulties and problems that were caused by the increasing instability and, as a result, the growth uncertainties, that is, the impossibility of accurate prediction (forecasting) of future changes in environmental factors.

W. King and D. Cleland in the early 80s XX centuries have expressed the opinion that “although much has not yet been said about the accelerating pace of change in which modern organizations, the spirit of change has become an integral part of the way of life, and this is recognized by most managers, at least in principle. Indeed, changes in all spheres of life have now become faster and more common, whereas in the past they were relatively slow and astonished when they were finally realized. " I. Ansoff notes that “in comparison with the current (post-industrial) dynamism, the problems of entrepreneurship in the industrial era may seem simple to an outside observer. The manager's attention was entirely focused on the affairs of the business, the concerns of his own economy. He had no end to wanting to work, if he offered reasonable pay, and consumers were not picky. He was rarely concerned about issues such as tariffs, exchange rates, inflation differentials, cultural differences, and policy measures to close market access. Research and development has been a manageable tool for increasing production efficiency and improving product quality. " Another scientist in the field of strategic management M. Porter emphasizes that “over the past decades, increased competition has been noted virtually all over the world. Not so long ago, it was absent in many countries and industries. Markets were protected and dominant positions were clearly defined. And even where there was rivalry, it was not so fierce. The growth of competition was held back by direct intervention by governments and cartels. ”

Thus, dynamic changes have replaced a rather "comfortable" existence industrial enterprises in the past to the problems of the post-industrial era, when outside the enterprise managers must constantly engage in intense competition, defending or increasing market share, anticipating customer requirements, ensuring product release High Quality, and maintaining a high reputation, etc. Within the enterprise, they had to wage a relentless struggle to increase labor productivity through better planning, more efficient organization, automation production processes etc. At the same time, it was necessary to simultaneously take into account the requirements of employees and ensure the growth of labor productivity, maintain a competitive position in the market, pay dividends to shareholders at such a level so as not to lose their confidence, and leave a sufficient amount of retained earnings to ensure production growth.

About the nature of changes in the external environment modern enterprises the following can be noted:

• an increase in the number of new management tasks, many of which are fundamentally new and cannot be solved based on the experience gained earlier;
• changing the necessary management skills and methods, including planning methods;
• a variety of management tasks that become more complex, including due to the expansion of geographic boundaries economic activity;
• an increase in the intellectual and psychological load on the top echelon of managers due to the complexity and novelty of the tasks;
• an increase in the likelihood of unexpected events for which management organizations must be prepared;
• inconsistency of changes in the external environment, the presence of intermittent changes and, as a consequence, the unpredictability of the future.

The growing instability of the external environment of industrial enterprises in Russia is not difficult to see. In fact, the economic crisis in many industries since the beginning of the 90s of the XX century was caused by nothing more than a sharp increase in the level of instability of the environment, while the leaders of enterprises working in the planned economy were unable to readjust to work in the conditions of a sharply increased uncertainty and instability of the external environment. The management staff of the enterprises was not ready for such changes and did not even predict such a course of events. Increased competition for executives Russian organizations, firstly, it required completely new management methods, and secondly, it caused the need to change the management structure in market conditions... Neither for the first nor for the second did the management of the former Soviet enterprises have a sufficient amount of knowledge, skills, experience.

The lack of complete and accurate information and, as a result, uncertainty ended the period of relatively calm (stable and predictable) existence of Russian industrial enterprises in a planned economy. At present, Russia is included in the world economic processes, therefore, in the future, managers of Russian enterprises expect only abrupt changes caused by various reasons, including shrinking markets, aggravated competition with foreign companies, problems of providing with raw materials, etc.

To some extent, this fact is confirmed by the assessment Federal Service state statistics of factors limiting the business activity of organizations (Table 1.1).

To assess the level of instability, you can use the table. 1.2. To do this, it is necessary to assess the characteristics of the external environment that determine its instability.

Table 1.1

Assessment of factors limiting the business activity of organizations (as a percentage of the total number of basic organizations)

Factors
Lack of funds
Insufficient demand for the organization's products within the country
Uncertainty in the economic environment
Lack of proper equipment
High competition from foreign manufacturers
Insufficient demand for the organization's products abroad

Scale and factors of instability

Table 1.2

If an enterprise concludes that its external environment is highly unstable, then this will require an increase in the speed of reaction to external changes, the speed of information passage, complication organizational structures etc. High instability (the rate of change and an increasing variety of environmental factors) and the uncertainty of the external environment will significantly affect the adoption management decisions, since the main role of managers is to respond in a timely manner to changes in environmental factors. These changes may not always be familiar (understandable) within the existing leadership experience, but also new (unusual, vague), such as, for example, Yu

the adoption of new technologies, actions of foreign competitors, government regulations, etc.

The consequences of the increased instability of the external environment for the enterprise are expressed in the following:

• the need to anticipate changes in environmental factors;
• shorter forecasting and planning horizons;
• reducing the time for making management decisions;
• search for new management methods;
• changes in requirements for management personnel;
• reduction life cycle competitive advantages and accelerating the creation of new competitive advantages;
• changes in the composition of planned indicators;
• changing and improving communication channels;
• using more complex organizational structures.

In this regard, the strategy is designed to overcome the consequences of growing instability in the external environment and is therefore viewed as a panacea for ever-increasing instability and, as a consequence, the inability of leaders to cope with rapid change. It is obvious that managers would like clear algorithms for making decisions in certain conditions, approaches to overcoming new complex and rapidly emerging problems, and see the strategy as a means of survival in an unstable market environment, containing a description of algorithms and procedures for overcoming changes in the external environment. In addition, the strategy would make it possible to overcome organizational difficulties that arise in unstable conditions of the external environment and are associated with the fact that various divisions of the enterprise will develop in different directions, and this will lead to contradictions between divisions, respectively, to a decrease in efficiency. For example, the marketing department will try to stimulate the declining demand for an existing product, production will insist on investments in the production of this product, the design department will focus on creating new products, the production of which is based on the old technology, etc.

Nevertheless, one should not reduce the reasons for the emergence of strategic management only to the increasing instability and uncertainty of the external environment. The emergence of strategic management is also due to other objective factors that determine general approaches to solving problems, even if they occur in enterprises various industries... These include:

• the presence of the same (typical, similar) methods of making managerial decisions for a certain type of problem. Moreover, many problems are common and widespread for most enterprises operating, for example, in the same industry;
• dependence of most enterprises on a “standard” set of environmental factors (competitors, consumers, suppliers, etc.);
• availability of a limited and known number of competitive advantages for successful activities;
• the effectiveness of the organization largely depends on the correct interaction of the main elements of the management system: management structure, culture, personal characteristics of managers, etc .;
• the use of the same methods of forecasting, planning, accounting for the formation information base management;
• the use of the same methods for the implementation of management functions (organization, control, etc.);
• application of the same accounting systems.

Thus, for each level of instability, taking into account the industry specifics, it is possible to select such a combination of elements of the management system that would optimize the activities of the enterprise by developing a certain "scheme" of actions, rules, procedures, algorithms, fixed in the strategy. This is the fundamental function of the strategy - the standardization of the elements of this scheme in the form of a kind of "instruction" for making managerial decisions in predictable situations, which makes it possible to reduce the time for making a decision and increase their efficiency. The strategy as an instruction for making a decision allows you to ensure:

• right choice directions of future development among many, not always accurately and consciously perceived directions of development;
• organization of personnel activities for effective development in the chosen direction;
• an adequate response to changes in the internal and external environment of the enterprise;
• solution of short-term and long-term tasks of the enterprise;
• purposeful receipt of complete and reliable information about the internal and external environment of the enterprise;
• coordinated work of the enterprise personnel;
• creating the necessary competitive advantages;
• development of long-term performance indicators of the enterprise (strategic indicators);
• determination of the list of necessary managerial qualities of managers for the creation and implementation of the strategy;
• overcoming internal resistance changes, etc.

However, the implementation of the strategy as an instruction for making managerial decisions may face the following problems.

• 1. The problem of preparing the initial information. At various stages of the process strategic planning and achievement of planned strategic indicators, as a rule, there is a different degree of completeness, detail and reliability of the initial information. In addition, it is not always possible to use all the information due to its inconsistency and the need to involve specialists to clarify or obtain additional information.
• 2. The problem of choosing the type of accounting, within which the planned calculations will be carried out. The most common types of accounting with its historically developed different terminology and indicators are accounting, tax and economic (also known as operational, managerial, technical and economic and other) accounting. Terminological and conceptual differences in these accounting require the choice of the most appropriate type of accounting for planning strategic indicators.
• 3. The problem of adequate accounting for the time factor. We are talking about the need to take into account lags of income and expenses, physical and obsolescence of fixed assets, the peculiarities of the processes of mastering commissioned capacities, discounting payment flows, etc.
• 4. The problem of optimization of planned indicators. In the course of strategic planning, certain strategic indicators need to be optimized. This raises the complexity of the choice of optimization criteria.
• 5. The problem of the legal substantiation of the strategy. Formally, legal issues are not related to assessing the economic feasibility of a strategy, including its effectiveness. However, without knowledge and understanding of the legal side of the organization's relationship with other economic entities, government bodies it is not possible to correctly calculate, for example, many planned cost indicators (the amount of income and expenses, market valuation property, etc.). In particular, the assessment of efficiency is influenced by tax legislation, which makes it possible to choose a special tax regime, obtain tax incentives, carry out tax optimization, etc.
• 6. The problem of accounting for non-standard situations. Since the future is unique, it is quite difficult to unify the organizational and economic conditions for future activities and, accordingly, the criteria for accepting correct decisions in future.
• 7. The problem of achieving competitiveness. Competitiveness achieved through the implementation of a strategy does not always lead to high profitability and performance. Competitiveness determines the presence of competitive advantages of the enterprise from the point of view of buyers who "vote" for the given firm by increasing demand, which allows increasing income. However, income growth does not always lead to profit and economic effect. In addition, competitiveness does not reduce the risk of activities, does not allow avoiding a shortage of resources in the process of implementing a strategy, etc.

The solution of these problems is the most important functions of strategic management, but their solution is often limited by the amount of available information, so information is often used, the volume of which forces us to call it “weak signals”. For example, the amount of information on the emergence of new technologies in the future that may arise as a result of the latest fundamental scientific discoveries in the field of nanotechnology, on the development of the world crisis, etc. is extremely limited. As a rule, weak signals can be a source of new opportunities for the enterprise, therefore, with high levels of instability, it becomes necessary to prepare a solution even when weak signals come from the external environment. The use of weak signals presupposes the creation of such a management system that would receive information about them through constant monitoring of these signals, selection of those to which the organization must prepare a response.

In this regard, it should be remembered about the phenomenon of bounded rationality, identified by G. Simon, who notes that both individuals and entire organizations are not able to cope with problems, the complexity of which exceeds a certain certain level. When this level is exceeded, managers are no longer able to understand what is happening around them, nor to implement a rational strategy for the company. Lack of information (weak signal) reduces the completeness of the perception of changes, which can cause ineffectiveness of strategic planning, since it does not prevent the emergence of "strategic surprises" when a problem arises suddenly and contrary to expectations, sets new tasks that do not correspond to the past experience of the company, and, as a consequence, leads to a significant decrease in profits, income, etc.

Thus, both the initial data for developing a strategy and the indicators contained in the strategy (strategic indicators) cannot be determined completely correctly, which means that they can be considered conditional, that is, the achievement of strategic indicators is possible when the planned conditions occur.

In particular, one can single out the following factors determining the conventionality of strategic indicators:

• incompleteness or inaccuracy of information on the composition, values, mutual influence and dynamics of the most significant technical, technological or economic parameters of the internal and external environment;
• errors and errors in parameter calculations due to the used forecasting and planning methods;
• oversimplification when modeling complex technical or organizational-economic systems;
• production and technological problems;
• fluctuations in market conditions, prices, exchange rates, etc .;
• legislative, political, social and other factors. Lack of sufficient information about the future leads to a situation of uncertainty regarding the assessment of the effectiveness and feasibility of the strategy. When some activity is planned to be carried out in conditions of uncertainty, then it is always permissible different options implementation of the future, more precisely, different conditions for the implementation of this activity, which together are called script.

The possibility of different scenarios of the future necessitates an assessment risk, which is most often interpreted as the possibility of the occurrence of such conditions that will lead to negative consequences in the future (for example, will lead to a decrease in profits, economic effect, deterioration financial condition enterprises, etc.). In strategic planning, risk can be characterized both from an objective and a subjective point of view. Subjective side of risk is manifested in the fact that people do not equally perceive the same amount of economic risk due to differences in psychological, moral, ideological, religious principles, attitudes, etc. The assessment of the probability of future events is also subjective, since, as a rule, there is no frequency of manifestation of this event in the past. Objective the existence of risk is manifested in the fact that it reflects real-life phenomena, processes, aspects of life. Therefore, the strategy being developed should take into account these aspects of risk, as well as assume the occurrence of risk events, assess the consequences and provide for measures to reduce it.

The first stage, 1900-1950, - management based on budgetary and financial control (post factum), which is characterized by:

internal focus of reporting and planning information;

lack of systemic information about the external conditions of the enterprise.

Budgetary control is carried out by making adjustments to the volume and structure of income / expenses of production and sales as the current situation on the market changes, provided that the main directions of the company's activities are maintained. Such a reaction to changes is most natural for an enterprise, but it takes a lot of time to realize the inevitability of changes, develop a new strategy and adapt the system to it.

Given the growing pace of change, this type of management is unacceptable.

The second stage, 1950s-1960s, is management based on extrapolation. Fiscal control is complemented by extrapolative forecast estimates of sales for several years ahead. Based on the check figures specified in the sales forecast, all functional plans for production, marketing, supply, etc. are determined, which are then aggregated into a single financial plan... The main task of the manager is to identify the economic problems that limit the growth of the organization.

The third stage, 1960-1980, is management based on the anticipation of changes and determining the reaction to them by developing an appropriate strategy. This control system is characterized by:

moving away from extrapolating estimates;

taking into account the variability of activity factors;

analysis of the internal capabilities of the enterprise and external factors;

search for ways to make the best use of internal opportunities, taking into account external constraints and the compliance of existing reserves with the requirements of the external environment;

alternative solutions.

The fourth stage, from the beginning of the 80s. to the present, - management based on flexible emergency decisions (strategic management), when many important tasks arise so rapidly that they cannot be foreseen in time. The distinctive features of such a control system are as follows:

emphasis on the implementation of strategic decisions and the integration of management actions;

decentralization and democratization of governance;

the growing importance of intuition and the strengthening of the qualitative approach in assessments;

consideration of the enterprise as a subject of active influence on the environment;

using strategy as the main tool for managing enterprise development.

Comparative characteristics of the considered systems corporate governance is presented in Table 1.

Table 1. Comparative characteristics control systems

Parameters	Control based control	Extrapolation based control	Foresight-based change management	Strategic management
Assumptions	The past repeats itself	Trends persist	New phenomena / trends are predictable	Partial predictability in weak signals
Change type	Slower firm response	Compare with the firm's response	Faster company response
Basis of management	Deviation control, comprehensive management	Target management	Strategic analysis	Taking into account the development of the market and the external environment
Emphasis in management	Stability / reactivity	Foresight	Study	Creation
		Since the 1950s.		Since the 1980s.

From table. 1 shows that successive control systems are focused on the growing level of environmental instability and the ever-decreasing predictability of the future.

Thus, the emergence and practical use of strategic management techniques can be viewed as a reaction to the increasing complexity of management tasks.

The emergence of strategic management is caused by objective reasons arising from changes in the nature of the environment of enterprises. This is due to a number of factors. Let's consider the main ones. First group such factors due to global trends in the development of a market economy. These include: internationalization and globalization of business; new unexpected business opportunities created by advances in science and technology; development of information networks that make possible the lightning-fast dissemination and receipt of information; wide availability modern technologies; changing the role of human resources; increased competition for resources; accelerating change in environment.

Second group factors stems from those transformations in the system of economic management in Russia, which occurred during the transition to a market model of management, mass privatization of enterprises in almost all industries. As a result, the entire upstream layer management structures, which was busy collecting information, developing a long-term strategy and directions for the development of individual industries and industries, was liquidated. You can treat the already defunct line ministries in different ways, planners, however, it cannot be denied that the latter, having a powerful network of sectoral and departmental institutions, carried out almost the entire volume of work to develop promising directions for the development of enterprises, transforming them into long-term current plans, which were communicated from above to the performers. The task of the management of the enterprises was, mainly, in the implementation of operational functions to organize the execution of tasks sent from above.

As a result of the rapid elimination of this upper layer of enterprise management, combined with privatization, when the state abandoned the management of the overwhelming majority of enterprises, all the functions that were previously performed by higher bodies were automatically transferred to the management of associations and firms. Naturally, the mentality of the management, the entire internal organization of enterprises turned out to be in most cases unprepared for this kind of activity.

The third group of reasons the importance of strategic management in the present stage associated with the emergence huge amount business structures different forms property, when a large number of unprepared workers for the most part came to the business of professional management, which predetermined the need for the latter to accelerate the assimilation of the theory and practice of strategic management.

Fourth group of factors, which also has a purely Russian character, is due to the general socio-economic situation that has developed during the transition period from a planned to a market economy. This situation is characterized, as is known, by a landslide decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative factors. All this, regardless of the form of ownership, extremely complicates the activity business organizations, accompanied by a growing wave of bankruptcies and other negative phenomena. Naturally, this predetermines the need for increased attention to the problems of strategic management, which in turn should ensure the survival of enterprises in extreme conditions. It is no coincidence that a number of authors put forward the thesis that in such a situation one should speak first of all about the strategy of survival, and only then about the strategy.

In this regard, the important question is when exactly recourse to strategy becomes vital. One of these conditions is the occurrence of sudden changes in the external environment of the firm. They can be caused by saturation of demand, major changes in technology inside or outside the firm, and the sudden emergence of numerous new competitors.

In such situations, traditional organizational principles and experience are inadequate to meet the challenge of exploiting new opportunities and fail to prevent hazards. If the organization does not have a unified strategy, then it is possible that different departments will develop dissimilar, conflicting and ineffective solutions. The sales service will fight to revive the previous demand for the company's products, production units- to make capital investments in the automation of obsolete industries, and the R&D service - to develop new products based on old technology. This will lead to conflicts, delay the reorientation of the firm, and render it erratic and ineffective. The reorientation may be found too late to guarantee the firm's survival.

Faced with these challenges, the firm must solve two extremely difficult problems: choose the right growth planning from a variety of alternatives, and channel the team's efforts in the right direction.

Along with clear advantages, strategic management has a number of disadvantages and limitations on its use, which indicate that this type of management, like all others, is not universally applicable in any situation to solve any problem.

First, strategic management, by virtue of its essence, does not, nor can it, give an accurate and detailed picture of the future. The future desired state of the organization formed in strategic management is not a detailed description of its internal and external position, but rather a qualitative wish for the state of the organization in the future, what position to occupy in the market and in business, what kind of organizational culture it should have. which ones to enter business groups etc. Moreover, all this in the aggregate should be what will determine whether or not the organization will survive in the future in the competitive struggle.

Secondly, strategic management cannot be reduced to a set of routine procedures and schemes. He does not have a descriptive theory that prescribes what and how to do in solving certain problems or in specific situations. Strategic management is, rather, a certain philosophy or business ideology and management. And each individual manager understands and implements it in his own way. Of course, there are a number of guidelines, rules and logical frameworks for analyzing problems and choosing a strategy, as well as for the implementation of strategic planning and practical implementation of the strategy. However, in general strategic management - this is a symbiosis of intuition and the art of top management to lead the organization to strategic goals, high professionalism and creativity of employees, ensuring the connection of the organization with the environment, updating the organization and its products, as well as the implementation of current plans and, finally, the active involvement of all employees in the implementation of the organization's tasks, in finding the best ways to achieve her goals.

Third, it takes a huge effort and a large investment of time and resources in order for the organization to begin the process of strategic management. Creation and implementation needed strategic planning, which is fundamentally different from the development of long-term plans that are binding in any conditions. The strategic plan must be flexible, it must respond to changes inside and outside the organization, and this requires a great deal of effort and high costs. It is also necessary to create services that monitor the environment and include the organization in the environment. Marketing services, public relations etc. acquire exceptional value and require significant additional costs.

Fourth, they are sharply increasing Negative consequences mistakes of strategic foresight. In conditions when completely new products are created in a short time, when unexpectedly new opportunities for business and before our very eyes, the opportunities that have existed for many years are disappearing, the price of reckoning for incorrect foresight and, accordingly, for mistakes in strategic choice becomes often fatal for the organization. Particularly tragic are the consequences of an incorrect forecast for organizations that carry out an uncontested way of functioning or implement a strategy that cannot be fundamentally corrected.

Fifth, in the implementation of strategic management, the main emphasis is often placed on strategic planning. In fact, the most important component of strategic management is the implementation of the strategic plan. And this presupposes, first of all, the creation organizational culture, allowing you to implement a strategy, systems of motivation and work organization, a certain flexibility in the organization, etc. At the same time, with strategic management execution process has an active backward influence on planning, which further enhances the importance of the execution phase. Therefore, an organization, in principle, will not be able to move to strategic management if it has a strategic planning subsystem, even if it is very good, and there are no prerequisites or opportunities for creating a strategic execution subsystem.

The evolution of internal management systems makes it possible to understand that successive systems correspond to the growing level of instability (uncertainty) of the external environment. Since the beginning of the century, two types of enterprise management systems have developed: management based on control over performance (ex post) and management based on extrapolation of the past. By now, two types of control systems have developed:

The first, based on the determination of the position (management based on the anticipation of changes, when unexpected phenomena began to arise and the rate of change accelerated, but not so much that it was impossible to determine the reaction to them in time). This type includes: long-term and strategic planning; management through the choice of strategic positions;

The second, associated with a timely response, giving a response to rapid and unexpected changes in the environment (management based on flexible emergency solutions). This type includes: management based on the ranking of strategic objectives; strong and weak signal control; management in the face of strategic surprises.

Choice of combinations different systems for a particular enterprise depends on the conditions of the environment in which it operates. The choice of the positioning system is due to the novelty and complexity of the tasks. The choice of a timely response system depends on the pace of change and the predictability of the tasks. The synthesis and integration of these control systems make it possible to form a strategic management method that most fully meets the conditions of flexibility and uncertainty of the external environment.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar documents

Strategic management concepts, evolution of its theories, characteristics and principles. Stages of strategic management. The concept of strategic planning, its functions and structure. Advantages and disadvantages of strategic planning.

term paper, added 10/11/2010


The subject of strategic planning; school of strategic management. Formation of strategic management as an independent research area and management practice. Definitions, main stages of the strategic management process.

term paper, added 01/16/2010


The essence and approaches of strategic management, strategic and operational management... The need for long-term planning and future-oriented management. Stages of formation and development, the main steps of the model, schools of strategic management.

abstract added on 04/06/2010


The concepts of strategy, strategic management. Role and place strategic analysis in the strategic management system, the stages and main methods and forms of its implementation - the method of five forces of competition by Michael Porter, PEST analysis, SWOT analysis and BCG matrix.

term paper, added 04/19/2011


Presentation of strategic planning as a set of management functions. Description of its key points and main methods. The goals of portfolio analysis. Ways to influence the consumer. The essence of budgeting, diversification and reengineering.

abstract added on 11/05/2016


Essence, prerequisites and stages of development of strategic management. Market-level strategy management. Preservation features competitive advantage... Classification of business strategies based on innovative models. Motives for forming alliances.

course of lectures, added 04/03/2011


Concept and main tasks of strategic management, its structure. Analysis of the external and internal environment of the organization, the choice of strategy and control over its implementation. The history of the creation of the principles and methodology of strategic management, the stages of its development.

test, added 03/10/2013

ANNOTATION

Akulov A.A. Course work on the course "Strategic management" on the topic "The essence and application of strategic management." - Chelyabinsk: SUSU, FEiP 475, 2009, 54. Bibliography of literature - 10 titles.

This course work examines the essence and application of strategic management, as well as the strategy of OAO Gazprom.

The first theoretical part describes the essence of strategic management, identifies its main elements, key aspects, development concepts and prerequisites for its emergence.

The second part examines the ways of implementing and applying the strategies, as well as their advantages and disadvantages.

In the third, practical part, the analysis of internal and external factors of the activities of OAO Gazprom is made, weak and strengths, the characteristics of this object of research are given, current and future strategic plans are considered.

INTRODUCTION ……………………………………………………………………… ..4

1 ESSENCE OF STRATEGIC MANAGEMENT ……. …… ... ………… .6

1.1 Preconditions for the emergence of strategic management ……………… ..6

1.2 Concepts of strategic management ……………………………… ...… ..7

1.3 The evolution of strategic management …………………………………… .10

1.4 Stages of development of organization management systems ………………………… ..12

1.5 Key position strategic management in the organization ………… .16

1.5.1 The concept of strategic management …………………………………… .16

1.5.2 Levels of strategic decisions …………………………………………… 17

1.5.3 Stages of Strategy Formation in Small and Medium-Sized Enterprises .... ... .18

2 APPLICATION OF STRATEGIC MANAGEMENT ………………… ..25

2.1 Benefits of applying strategic management ……………… .... 25

2.2 Limitations of strategic management ………………………… .. …… ..33

2.3 Strategic choice ……………………………………………………… 35

2.4 The essence and system of strategic planning ……………………… ..40

3 STRATEGIC MANAGEMENT IN OJSC GAZPROM ……………… ..47

CONCLUSION ………………………………………………………………… .54

REFERENCES ……………………………………………… .55

INTRODUCTION

The present time is characterized by a sharp increase in the complexity of the problems faced by a decision-maker. Uncertainty and ambivalence of information about ongoing processes, inadequacy and inadequacy of knowledge about the functioning of social, political and economic systems require new skills from the leader and new approaches to the decision-making process.

Making strategic decisions on the development of an enterprise requires a systematic approach with an analysis of the economic situation in the region, marketing factors, the capabilities of the company itself, legal and financial support.

An enterprise's strategy is a time-ordered system of priority directions, forms, methods, means, rules, methods of using the resource, scientific, technical and production and marketing potential of the enterprise in order to cost-effectively solve the assigned tasks and maintain a competitive advantage.

The relevance of research. The definition and implementation of strategies is one of the complex and time-consuming work that was previously rarely performed at the proper level in the enterprises of our country. Today, the management of most enterprises is focused mainly on solving short-term problems. In these conditions, there are frequent changes in tasks, priorities of activities, decisions, resulting in imperfection of the structure of performance indicators, a decrease in the competitiveness of enterprises.

Many enterprises resemble temporary structures that do not have the necessary reserves of intellectual, organizational, economic, production "strength", which allows for effective renewal, if necessary. The development of market relations makes it necessary to change the prevailing stereotypes of management, the nature of management. First of all, this applies to activities that determine the prospects for the development of enterprises, i.e. strategic management.

According to the Association of Consultants in Economics and Management (ACEU), three levels of problems facing business leaders can be distinguished. At the first level, managers explain the existence of problems either by unfavorable conditions of the external environment, or by the shortcomings of the internal environment of enterprises. The second level of understanding by managers of problems explains their existence mainly by the lack of a long-term vision, due to poor knowledge of the market, factors that determine the competitive advantages of the enterprise, insufficient level of qualifications, etc. And, finally, the third level of understanding the essence of the problems includes those managers who see their origins in insufficient knowledge and ability to motivate employees, develop enterprise development strategies, choose effective ways to increase innovative potential, and use the results of marketing research. Different levels of understanding of the essence of problems reflect the perception of managers about the complexity of managing an organization and their capabilities. Attempts by some of them to manage a complex organization as simple due to poor knowledge of modern management methods and organizational structures, inability to determine the pricing strategy and behavior of an enterprise in the market - in practice, turns into losses, the true value of which is difficult to imagine.

Thus, the purpose of this work is to consider the essence and objectives of strategic management, as well as to study modern trends in its development and application. To achieve this goal, it is necessary to solve a number of the following tasks:

Consider the prerequisites for the emergence of strategic management;

Consider the theoretical aspects of strategic management;

1 ESSENCE OF STRATEGIC MANAGEMENT

1.1 prerequisites for the emergence of strategic management

The emergence and practical use of strategic management as an organization's management system is caused by objective reasons arising from the nature of changes in the operating environment of organizations. Significant changes in the business environment in terms of the growing unpredictability, novelty and complexity of the environment put before firms the task of solving the problems of survival and development of the organization in a new way, creating mechanisms that make it possible to make coordinated and effective decisions. For more than a hundred years, management systems have been formed as a result of a long evolution of theoretical thought in close connection with the practical needs of firms. The more complex and unexpected the future became, the more complex the systems and methods of managing the organization became.

The emergence of strategic management is associated with the long-term planning of large-scale military campaigns with the participation of various arms and types of troops, in alliance with the armies of other countries. However, its further very rapid development took place as a result of the increasing dynamics of socio-economic development, competition, scientific and technological progress, an increase in the role of the human factor in management, the emergence of new methodologies for predicting and modeling trends in social development.

In connection with the need to solve more and more new problems, at various stages of historical development periodically there was a need for the evolution of systems of intrafirm management, which developed in the direction of transition from management based on control, initially to management based on extrapolation, and then to management of an entrepreneurial type.

I. Ansoff, the largest American specialist in the field of strategic management, analyzed the retrospective of changes in the conditions of entrepreneurial activity in countries with market economy in conjunction with the evolution of management systems. The sequential change of control systems was considered from the point of view of three characteristics of environmental instability:

The degree of familiarity of events, which, as the environment becomes more complex, can change from familiar to unexpected and completely new.

The rate of change, which may be slower than the firm's response, comparable to or faster than the firm's response.

The predictability of the future, which may be a repetition of the past, is determined by extrapolation, partially predictable or unpredictable.

1.2 Strategic management concepts

In strategic management, the dominant paradigm is characterized by two main principles: strategy formation and its application. The main contribution to the development of these approaches was made by such outstanding scientists as Ansoff, Andrews, Porter. In general, the essence of strategic management is how strategies are developed and implemented. On the other hand, the formation of strategies is determined by how the company prefers to define its strategy and how it implements it through strategic management. Ultimately, it is the approach to strategy formation that determines the possible management style. On the other side,

____________________

Vikhansky O.S. Strategic management: Textbook. - M .: Publishing house of Moscow State University, 1998 .-- 252 p.

only after the company has determined how it intends to form a strategy can it be effectively followed by the path of strategic management. Strategy development can be either formal or rational, emerging or sequentially developing along a logical trajectory. Strategic management is designed to manage the process of developing a strategy and how and where the external environment of an organization's activities is analyzed - this precedes the choice and implementation of a strategy.

Before starting to consider the strategic management process, it is advisable to define it. What is strategic management? Thompson argues that the area to which strategic management is addressed is "the management processes and decisions that shape the long-term structure and nature of an organization." This definition includes five key concepts: management process, management decisions, time scale, organization structure, and its activities.

Ansoff and McDonnel distinguish between goal setting and strategy (funds). Within the subject of strategic management, they define this process as a systematic approach to managing strategic change, including positioning the company through strategy and planning its capabilities, strategic real-time response through problem management, and systematic monitoring of staff resistance in the process of implementing strategies. Rather, this definition reflects an adaptive approach to strategic management.

According to Johnson and Scholes, it is not enough to limit ourselves to the assertion that strategic management is a strategic decision-making process, since strategic management is fundamentally different in nature from other aspects of management. Of course, these tasks are vital for the effective implementation of strategy, but they cannot be equated with strategic management. Johnson and Scholes believe that strategic management is not limited to making decisions about the main problems facing the organization, but also ensures the implementation of the strategy. They identify three main elements of strategic management: strategic analysis, strategic choice and strategy implementation.