All organizations differ from each other in various aspects. However, they have characteristics common to all organizations. One of the most significant characteristics of an organization is dependence on external and internal environment. No organization can function in isolation, regardless of external guidelines. They are largely dependent on the external environment. These are the conditions and factors that arise in environment regardless of the activities of the organization, one way or another affecting it.
There are factors of external and internal environment.
EXTERNAL ENVIRONMENT OF THE ORGANIZATION - these are conditions and factors that arise independently of its (organization) activities and have a significant impact on it. In addition, they contribute to the functioning, survival and efficiency of its work. External factors are divided into factors of direct and indirect impact.

To the factors of direct influence include resource suppliers, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is a joint-stock company), which have a direct impact on the organization's activities;
To the factors of indirect impact include factors that do not directly affect the activities of the organization, but they should be taken into account to develop the right strategy. Can be distinguished the following factors indirect impact:
1) political factors - main directions of 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.;
2) economic forces - inflation rates; employment rate labor resources; international balance of payments; interest and tax rates; size and dynamics of GDP; labor productivity, etc.;
3) social factors external environment - the attitude of the population to work and quality of life; customs and traditions existing in society; the mentality of society; level of education, etc.;
4) technological factors - Opportunities associated with the development of science and technology, which allow you to quickly adjust to the production and sale of a technologically promising product, to predict the moment of abandonment of the technology used.
INTERNAL ENVIRONMENT OF THE ORGANIZATION - it is an environment that determines the technical and organizational conditions of the organization and is the result of management decisions. The organization analyzes the internal environment in order to identify the strengths and weaknesses of its activities. This is necessary because an organization cannot take advantage of external opportunities without some internal capacity. At the same time, she needs to know her weak points, which can aggravate external threat and danger. The internal environment of organizations includes the following main elements:
Production : 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, trade marks etc.
Staff: structure, qualifications, number of employees, labor productivity, staff turnover, cost work force the interests and needs of workers.
Management organization: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise.
Marketing covers all processes related to production planning and product sales, such as: manufactured goods, market share, distribution and marketing channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing.
Finance - This is an indicator that allows you to see the entire production and economic activity of the enterprise. The financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level.
Culture and image of the enterprise: 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.
THUS , internal environment of the organization is the source of her life force. It contains the potential that enables the organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization. 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 an organization may not be able to obtain the right resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. Therefore, the organization's interaction with the environment should maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

3. Methods for studying and managing enterprise assets: basic and working capital and their purpose.

Management of current assets of the enterprise is carried out in the following stages

I. Analysis of current assets of the enterprise in the previous period.

The main purpose of this analysis is to determine the level of security of the enterprise with current assets and to identify reserves for improving the efficiency of their functioning. At the first stage of the analysis, the dynamics of the total volume of current assets used by the enterprise is considered - the rate of change in their average amount in comparison with the rate of change in the volume of sales of products and the average amount of all assets; dynamics of the share of current assets in the total assets of the enterprise. At the second stage of the analysis, the dynamics of the composition of the current assets of the enterprise is considered in the context of their main types - stocks of raw materials, materials and semi-finished products; stocks of finished products; current accounts receivable balances of cash assets and their equivalents. During this stage of the analysis, the rate of change in the amount of each of these types of current assets is calculated and studied in comparison with the rate of change in the volume of production and sales of products; the dynamics of the share of the main types of current assets in their total amount is considered. Analysis of the composition of the company's current assets by their individual types allows us to assess the level of their liquidity. At the third stage of the analysis, the turnover of certain types of current assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the period of turnover of current assets. At the fourth stage of the analysis, the composition of the sources of financing of current assets is considered - the dynamics of their amount and share in the total volume financial resources invested in these assets; the level of financial risk generated by the current structure of sources of financing of current assets is determined. The results of the analysis allow us to determine the overall level of efficiency in the management of current assets at the enterprise and identify the main directions for its increase in the coming period.

II. The choice of policy for the formation of current assets of the enterprise.

Such a policy should reflect the general philosophy financial management enterprise from the standpoint of an acceptable ratio of profitability and risk.

III. Optimization of the volume of current assets.

At this stage, a system of measures is determined to reduce the duration of the production and financial cycles of the enterprise, which should not lead to a decrease in production and sales volumes. It also determines the total amount of current assets for the coming period:

OAp = ZSp + ZGp + DZp + DAP + Pp, (4)

where OAP - the total volume of current assets of the enterprise at the end of the upcoming period under consideration;

ZSp - the sum of stocks of raw materials and materials at the end of the forthcoming period;

ZGp - the amount of stocks of finished products at the end of the forthcoming period (including the recalculated volume of work in progress);

DZp - the amount of current receivables at the end of the forthcoming period;

DAp - the amount of monetary assets at the end of the forthcoming period;

Pp - the amount of other current assets at the end of the forthcoming period.

IV. Optimization of the ratio of the constant and variable parts of current assets. The need for certain types of current assets and their amount as a whole varies significantly depending on seasonal and other features of the existence of operating activities. Therefore, in the process of managing current assets, their seasonal (or other cyclical) component should be determined, which is the difference between the maximum and minimum demand for them throughout the year.

V. Ensuring the necessary liquidity of current assets is achieved by the correct ratio of the share of current assets in the form of cash, highly - and medium liquid assets.

VI. Security necessary profitability current assets is achieved by timely use of the temporarily free balance of cash assets to form an effective portfolio of short-term financial investments.

VII. Minimization of losses of current assets in the course of their use. At this stage, measures are developed to reduce the risk of losses from various factors (primarily inflationary and related to the possibility of non-return of receivables).

VIII. The choice of forms and sources of financing of current assets.

At this stage, the cost of attracting various sources of financing is taken into account.

Sources of financing of current assets are indistinguishable in the process of capital circulation. The choice of appropriate sources of financing ultimately determines the relationship between the level of efficiency in the use of capital and the level of risk financial stability and solvency of the enterprise.

The division of current assets into own and borrowed indicates the sources of origin and forms of providing the enterprise with current assets for permanent or temporary use.

Own current assets are formed at the expense of equity enterprises (authorized capital, Reserve capital, retained earnings, etc.), and are in permanent use. The enterprise's need for its own current assets is an object of planning and is reflected in its financial plan.

The coefficient of security with own assets of the total value of current assets:

Ko \u003d Coa / OA, (5)

where Ko is the coefficient of provision with own assets,

Cav - own current assets,

OA - the value of current assets, i.e. p.290 balance sheet.

Borrowed current assets are formed on the basis of bank loans and accounts payable. All borrowed assets are provided for temporary use. One part of these assets (credits and loans) is paid, the other (accounts payable) is usually free.

The purposes and nature of the use of certain types of current assets have significant distinctive features. Therefore, in enterprises with a large volume of used current assets, they are divided into main types.

Consider the features of management certain types current assets of the enterprise.

One of the main types of current assets is the company's inventories, which include raw materials and materials, work in progress, finished products and other inventories.

Inventory management can be conditionally divided into two parts16:

· The first part is the preparation of reports on reserves and the processing of other data related to the current control of their level.

· the second part - periodic monitoring of stocks.

Efficient Management inventory allows you to reduce the duration of the production and the entire operating cycle, reduce the current costs of their storage, release part of the financial resources from the current economic turnover, reinvesting them in other assets. Ensuring this efficiency is achieved through the development and implementation of a special financial policy for inventory management.

The inventory management policy is part of the general policy of managing the current assets of the enterprise, which consists in optimizing the overall size and structure of inventories, minimizing the cost of their maintenance and ensuring effective control over their movement.

The development of a stock management policy covers a number of sequentially performed works, the main of which are the following:

1. analysis of stocks of inventory items in the previous period;

2. determination of the goals of the formation of reserves;

3. optimization of the size of the main groups of current stocks;

4. substantiation of the inventory accounting policy;

5. building effective systems for monitoring the movement of stocks at the enterprise;

The fixed assets of an industrial enterprise (association) are a set of material values ​​created by social labor, participating in the production process for a long time in an unchanged natural form and transferring their value to manufactured products in parts as they wear out.

Despite the fact that non-productive fixed assets do not have any direct impact on the volume of production, the growth of labor productivity, the constant increase in these funds is associated with an improvement in the well-being of the employees of the enterprise, an increase in the material and cultural standard of their life, which ultimately affects the result of the enterprise. Fixed assets are the most important and predominant part of all funds in industry (meaning fixed and circulating funds, as well as circulation funds). They determine the production capacity of enterprises, characterize their technical equipment, are directly related to labor productivity, mechanization, automation of production, production costs, profit and profitability.

Working capital of an enterprise is an economic category in which many theoretical and practical aspects are intertwined. Among them, the question of the essence, significance and foundations of the organization of working capital is very important. To working capital industrial enterprises include a part of the means of production, the material elements of which in the labor process, in contrast to the main production assets, are spent in each production cycle, and their value is transferred to the product of labor entirely and immediately. The material elements of circulating assets in the process of labor undergo changes in their natural form and physical and chemical means. They lose their use value as they are consumed in production. Circulating production assets consist of three parts: inventories, work in progress and semi-finished products own production, future spending.

Funds of circulation serve the sphere of production. These include finished goods in stock, goods in transit, cash and funds in settlements with consumers of products, in particular, receivables.

So, working capital is a value advanced in monetary form, which, in the process of a planned circulation of funds, takes the form of working capital and circulation funds, which is necessary to maintain the continuity of the circulation and returns to its original form after its completion.

Introduction

Country transition to market economy, entering the world level requires enterprises to increase production efficiency, competitiveness of products based on the introduction of the achievements of scientific and technological progress, effective forms of management and modern methods personnel management.

In order to successfully manage an enterprise, it is necessary to clearly understand the main mechanisms and patterns by which economic activity companies to pay attention to. In other words, it is necessary to have a sufficiently high level of competence in matters of enterprise economics.

The main objective of the enterprise in all cases is to generate income through the sale of manufactured products (work performed, services rendered) to consumers. Based on the income received, social and economic inquiries labor collective and owners of the means of production.

For the successful functioning of the enterprise, an analysis must be organized economic indicators activities of the enterprise and planning its production and economic activities.

In this term paper the main economic categories and indicators that can be used to evaluate the activities of the enterprise from various angles and the calculation of the main technical and economic indicators of the enterprise's activities was made on the basis of the proposed data.

The methodological basis for the course work are study guides and materials of the periodical press on the economics of the enterprise enterprise, research of domestic and foreign scientists in the field of development of the efficiency of enterprises.

The concept of the enterprise, the goals and objectives of its activities

Before proceeding to the consideration of the essence of the enterprise, it is necessary to give a definition of the term "enterprise".

An enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective, capable of using the means of production at its disposal to produce the products (perform work, provide services) of the appropriate purpose, profile and range that consumers need (perform work, provide services).

The enterprise as an object of study is a separate production and economic unit that has the rights legal entity engaged in the production and sale of products, the performance of work, the provision of services.

The main task of the enterprise is economic activity aimed at making a profit to satisfy the interests of the owner of the enterprise.

The enterprise is the primary link in economic system states. The company produces goods, performs work, provides services; jobs are created that provide employment for the able-bodied population and consumer demand. The enterprise is the main taxpayer, replenishes the revenue side of the state and local budgets.

In the system of the national economy, the enterprise is the main link, which is determined by the following circumstances:

1. Enterprises manufacture products, perform works, services that form the material basis of the life of both a person and society as a whole. The standard of living of people and the well-being of the state depend on what products an enterprise produces, what costs it incurs for its manufacture.

2. An enterprise is a form of organizing the life of each person and society as a whole. Here the employee, realizing his creative potential, contributes to social production. Here he receives remuneration for his work, financially providing himself and his family members.

3. The enterprise acts as the main subject of production relations that develop in the process of production and sale of products between various participants.

4. An enterprise is not only economic, but also social organization, since it is based on a person or a labor collective. In work, in the team, a sense of belonging to the affairs of society is realized, each employee of the enterprise develops as a person.

5. At enterprises, the interests of society, the owner, the collective and the employee are intertwined, their contradictions are developed and resolved.

6. The enterprise, carrying out production and economic activities, has an impact on the natural environment, determining the state of the human habitat.

Thus, we can conclude that the efficient operation of enterprises is the most important condition for the welfare and prosperity of the state.

At present, the status of an enterprise, the procedure for its creation and liquidation, the conditions for the formation and use of property, economic, economic and social activity, the relationship of the enterprise with the authorities government controlled and local government are mainly governed by national legislation.

State bodies management set the rules for the economic behavior of enterprises through a system of laws and normative documents governing and regulating their activities.

There are two main models for the functioning of business entities - directive and social market economy. The essence and features of the activities of enterprises in various conditions are as follows.

In a centralized, directive system of management, an enterprise is an economic entity that has the rights of a legal entity, which, on the basis of the use of property by the labor collective, produces and sells products, develops according to a plan, and works on the basis of cost accounting.

In a social market economy, an enterprise is an independent business entity that has the rights of a legal entity, whose activities are aimed at making a profit, are carried out at their own risk and under their property responsibility. There are three significant differences in these definitions.

The first is complete independence in a market economy and limited independence in a directive economy. The second is the purpose of the activity: profitable work in the market environment and output - in centralized system government controlled. The third is the property liability of the owners of the enterprise: in a social market economy - the risk of losing property and in a directive economy - covering losses through subsidies from the state budget.

The period of transformation of the administrative-command economic model into a social market system is called the transition economy.

V transition economy the enterprise is influenced by both market factors and directive methods of regulation, which has a negative impact on the efficiency of its work.

To study the production and economic activities of the enterprise, it is necessary to dwell on such concepts as the internal and external environment of the enterprise. The internal environment of the enterprise is people, means of production, information and money. The result of the interaction of the components of the internal environment is finished products(work performed, services rendered) (Fig. 1).

Fig.1. Internal environment of the enterprise

The external environment, which directly determines the efficiency of the enterprise, is primarily consumers of products, suppliers of production components, as well as government agencies and the population living in the vicinity of the enterprise (Fig. 2).

Fig.2. The external environment of the enterprise

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

Regardless of the form of ownership, the enterprise operates, as a rule, on the principles of full cost accounting, self-sufficiency and self-financing. It independently concludes contracts with consumers of products, including receiving state orders, and also concludes contracts and makes settlements with suppliers of the necessary production resources.

The main functions of the enterprise include:

production of products for industrial and personal consumption;

sale and delivery of products to the consumer;

after-sales service of products;

material and technical support of production at the enterprise;

management and organization of work of personnel at the enterprise;

comprehensive development and growth of production volumes at the enterprise;

entrepreneurship;

payment of taxes, performance of mandatory and voluntary contributions and payments to the budget and other financial bodies;

compliance with applicable standards, regulations, state laws.

The functions of the enterprise are specified and refined depending on:

enterprise size;

industry affiliation;

degrees of specialization and cooperation;

availability of social infrastructure;

forms of ownership.

Enterprises differ in terms of production volume, organizational structure, degree of specialization, type of production processes and a number of other features.

Enterprises may consist of a number of structural units and structural divisions, performing certain stages of the production process (main workshops, sections) or preparing conditions for the manufacture of products ( auxiliary shops). In a number of industries (coal, sugar, alcohol, etc.) the main manufacturing process not subdivided by department. Such enterprises have a non-workshop structure and are divided into sections. Most of them do not have a shop division and small enterprises.

Enterprises in a market economy can be classified according to various criteria.

According to the forms of ownership, enterprises are public and private. If in authorized capital of a business entity is a share of state and private property, then such an enterprise has a mixed form of ownership. Communal and republican are varieties of the state form of ownership. There are public property religious organizations. Enterprises with such forms of ownership have the main goal not to make a profit and increase capital, but to perform the statutory functions of creative unions, confessions and other similar structures. In some legislative acts of the post-Soviet republics, there are such formulations of the ownership of an enterprise: collective, joint, shared, public, national. Such interpretations of ownership are highly controversial.

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

Enterprises are grouped by size as large, medium and small. Signs of attributing enterprises to one of the subgroups are indicated in legislative or by-laws. Small businesses with small numbers of employees, profits or sales have incentives compared to large ones in the form of tax incentives or other motivational mechanisms that contribute to the development and strengthening of small businesses.

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

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

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

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

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

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

We note first that the division into external and internal goals quite conditional. It is generally accepted that internal goals are the goals of enterprise development, external ones are the development of the external environment. Moreover, the development of the enterprise and the development of the external environment is based on a mutually beneficial exchange of resources. At the same time, the same goal, on the one hand, is internal, and on the other, external, and further we will talk about them conditionally. The external goals of the enterprise are basically a means of achieving its internal goals. Internal goals are largely a means of achieving external ones. And it is impossible to try to achieve any internal goal without achieving the external one and vice versa.

The hierarchy of enterprise goals (goal tree) is the main goal of the enterprise and private goals, the achievement of which, in combination, leads to the achievement of the main goal of the enterprise. At the same time, the achievement of private goals is a means of achieving the main goal, and when creating a tree of goals, both "external" and "internal" goals can be formed.

The starting point of the hierarchy of goals (both "internal" and "external") is the main goal of the enterprise. This is the goal that the owner sets for his enterprise. Such a main goal may be, for example, profit, market price enterprises ("internal" goals), leadership in their industry ("external" goal).

Let's assume that the main goal is the maximum achievable profit. To achieve it, it is necessary: ​​to obtain the maximum achievable sale of the enterprise's products ("external" goal), and to minimize the costs of its production (while maintaining quality) - efficient production ("internal" goal).

To obtain the maximum achievable revenue, it is necessary to comply consumer properties manufactured products to customer requirements (external goal). And here we need an optimum between the quality and price of products (depending on the cost). Private goals that are set based on the maximum achievable revenue are, for example, the study of consumer needs, the study of the competitive environment, the formation of new consumer needs ("external" goals), the modernization of products and the creation of new products ("internal" goals).

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

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

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

1. The concept and essence of the organization, its external and internal goals.

2. Typology of organizations.

3. Life cycle of the organization.

4. Operating environment. The internal environment of the organization. People are like an internal variable. The external environment of the organization. Factors of indirect influence. Factors of direct influence.

5. Structure of the organization

The concept and essence of the organization, its external and internal goals

Organization- a consciously coordinated social entity with defined boundaries that functions on an ongoing basis to achieve common goals. Organization- active, relatively independent element public system through which the interests of the individual and society are refracted.

Organization- the formation of a group or individuals interacting with each other and working to achieve a specific goal.

The organization is characterized by the following signs:

- complexity, determining the degree of division of labor in the organization, the level of specialization, the number of levels of the hierarchy;

– formalization- developed rules and procedures that determine the behavior of employees; (what can and cannot be done);

– ratio of centralization and decentralization the levels at which decisions are made. The ratio of centralization and decentralization determines the type and nature of the organizational structure of management.

Every organization has a mission. Mission A stated statement as to why and for what reason an organization exists. The development of the mission is necessary to identify the main task of the company, to develop on its basis the goals and criteria for decision-making.

For the organization, the mission is the starting point for making planning decisions (determine why the company exists); gives clarity to the goal towards which the organization is moving (what is the difference between this company and those already operating in the market); helps to concentrate the efforts of employees to achieve the goal (consistency of interests of all persons in the organization); causes understanding and support of external participants of the organization, contributes to the creation of the corporate spirit of the organization.

In a generalized form, the mission is the definition of the offered products (services), the place and role of the organization in the market; organization goals; technology, basic attitudes and values, strengths, competitiveness, responsibility to partners and consumers, image and appearance. What the company is going to do, where to go, and what it wants to become, is the mission of the company.

Depending on the classification criteria are as follows goal groups:

1) establishment period: strategic, tactical; operational;

3) structural: marketing, innovation, personnel; production, financial, administrative;

4) environment: internal and external;

5) priority: special priority, priority, external;

6) measurability quantitative and qualitative;

7) repeatability: one-time and constantly recurring;

8) hierarchy: goals of the organization, units;

9) stage life cycle: design and creation of an object, growth of an object; object maturity; end of the life cycle of an object.

The mission does not change throughout the entire life cycle of the organization. The formation of a new mission leads to the formation of a new enterprise. Carrying out its mission, the company is moving towards achieving certain goals (survival, growth, profitability):

· external goals taking into account the needs of a wider social community, within which the organization operates, these are the goals, the achievement of which allows the organization to change the external environment;

· internal goals- the goals of the team itself, focusing on the satisfaction of its needs. They are formed either as a resultant or as a coinciding part of the individual goals of its participants, which greatly facilitates the management process, these are goals, the achievement of which allows the organization to develop itself.

Of course, the achievement of both goals is interconnected, i.e. it is impossible to try to achieve any internal goal without achieving an external one and vice versa.

3.2 Typology of organizations

Organizations, due to their extreme diversity, can be typologized, that is, they can be singled out and combined in many ways. characteristic features. The following types of typology are most common: by the nature of the activity - public, economic, state, municipal; by field of activity - economic, political, military, social, children's; by industry - construction, mining, medical, sports; in relation to the authorities - governmental, municipal, independent; by nationality - national, foreign, joint; according to the degree of independence - head (maternal) and subsidiaries; by form of ownership - private, state, municipal, public, mixed; by organizational and legal form - state and municipal unitary enterprises, joint-stock companies partnerships, cooperatives, public associations, institutions, associations; according to the degree of formalization - legal and non-legal entities; by the number of employees - large, medium and small; by duration of operation - permanent, temporary, seasonal; in relation to profit - commercial (profitable) and others; in relation to the budget - budgetary, financed from the budget and non-budgetary; by organizational structure - linear, functional, matrix. There may be other types of typology of organizations.

Organization life cycle

For description trends of change Life cycle models are the most commonly used in organizations. These models are based on the idea that an organization follows a path of three stages: birth, youth and maturity, and aging of the organization. The practical meaning of organization life cycle models lies in the detailed definition phases that make up each of the stages of the life of the organization:

Phase 1 - the birth of the organization. The definition of the main goal is characteristic; the main task is to enter the market; organization of work - the desire to maximize profits.

Phase 2 - childhood and adolescence. the main objective- short-term profits and accelerated growth, survival through tough management; the main task is to strengthen and capture a part of the market; organization of labor - profit planning, salary increase.

Phase 3 - maturity. The main goal is systematic, balanced growth and the formation of an individual image; leadership effect through delegation of authority; main goal is to grow different directions, the conquest of the market, taking into account diverse interests; organization of work - division and cooperation, premium for individual results.

Phase 4 - the aging of the organization. The main goal is to maintain the achieved results; in the field of leadership, the effect is achieved through coordination of actions; the main task is to ensure stability, a free regime of labor organization, and participation in profits.

Phase 5 - the revival of the organization. The main goal is to ensure survival in all functions; the main task is rejuvenation; in the field of labor organization - collective bonuses.

The growth of the organization is accompanied by periods of crisis, the duration of which depends on the security of the organization.

The peculiarity of the growth of the organization reflects the model of crises of the life cycle of the organization. According to this model, there are five phases of organizational growth. Each phase contains an evolutionary stage in the development of the organization, which is interrupted by management crises.

Any organization is considered in two dimensions, one of which forms the size of the organization, and the other - its age. Depending on the size of the organization and at certain stages of its life cycle, the following crises are distinguished.

1. Leadership crisis. As the organization grows, the initially formed informal ties in management between the co-owners are formalized and take the form of management. This process is painful, since some co-owners do not have the qualities of managers, and management begins to compete with the power of the owners - the leaders of the organization. There is a difficult change of leaders: from owners to executive directors.

2. The crisis of autonomy occurs in the process of differentiation and diversification of production as it grows. To resolve this crisis, it is necessary top management delegate part of the authority down.

3. Crisis of control. After decentralization is carried out, at some stage in the development of the organization, control over the units is lost, carried out from above.

4. The crisis of bureaucratization. The creation and development of headquarters subsequently leads to a confrontation between the headquarters and the line. The organization further becomes too unwieldy to be governed by formal programs and practice strict controls.

Introduction

Any organization is located and operates within the external and internal environments. They predetermine the success of the company, impose certain restrictions on operational actions, and to some extent, each action of the company is possible only if the environment allows its implementation.

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

Studying the internal environment of the company gives management the opportunity to assess the internal resources and capabilities of the company. By identifying strengths and weaknesses company, management has the ability to expand and strengthen competitive advantages and, accordingly, prevent the occurrence of possible problems. As in the case of the external environment, the task strategic management companies to maintain and improve the parties that increase competitive advantage companies in the long run.

The purpose of this course work is:

· Study of the internal and external environment of the organization.

To achieve this goal, the following tasks must be completed:

study theoretical aspect on this topic;

Investigate the internal and external environment of the enterprise;

study a brief economic characteristics enterprises;

Analyze the internal and external variables of the enterprise.

The subject of this course work is the analysis of the internal and external environment of the enterprise.

The object of the study is LLC "Stimulus".

Methods used in the course work: comparative, analytical, legal, monographic.

When writing this work, various textbooks, data from the financial statements of the enterprise were used.

Theoretical foundations of the internal and external environment

Internal variables

Goals

Internal variables are situational factors within an organization. Since organizations are systems created by people, internal variables are mainly the result of managerial decisions. This, however, does not mean that all internal variables are fully controlled by management. Often the internal factor is something "given" that management must overcome in their work.

The main variables in the organization itself that require management attention are goals, structure, tasks, technology, people.

An organization, by definition, is a group of people with conscious common goals. Organization can be seen as a means to an end that enables people to do collectively what they could not do individually. Goals are specific end states or desired outcomes that a group seeks to achieve by working together. During the planning process, management develops goals and communicates them to the members of the organization. This process is a powerful coordination mechanism because it enables the members of the organization to know what they should be striving for.

An organization can have a variety of goals, especially for different types of organizations. Organizations that do business are focused primarily on the creation of certain goods or services within specific constraints - in terms of costs and profits. This task of theirs is reflected in such goals as profitability (profitability) and productivity. Government agencies, educational institutions and non-profit hospitals are not looking to make a profit. But they are concerned about costs. And this is reflected in a set of goals formulated as the provision of specific services within certain budgetary constraints.

In departments, as well as in the whole organization, it is necessary to develop goals. The goals of departments in different organizations that have similar activities will be closer to each other than the goals of departments in the same organization engaged in various types activities. Because of these differences in unit goals, management must make efforts to coordinate them. The main guiding moment in this case should be considered the overall goals of the organization. The goals of the departments should make a specific contribution to the goals of the organization as a whole, and not conflict with the goals of other departments.