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 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. 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 the strengths and weaknesses of the company, management has the opportunity 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 term paper Keywords: comparative, analytical, normative-legal, monographic.

In writing this work, various textbooks were used, data financial statements enterprises.

Theoretical basis 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 - on costs and profits. This task of theirs is reflected in such goals as profitability (profitability) and productivity. State bodies, teaching institutes 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 point in this regard should be considered the general organization goals. 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.

In the process of work, the management of the enterprise makes various decisions. They concern, in particular, the range of products, the markets to which it is supposed to enter, the issues of strengthening one's position in the competition, the choice of the optimal technology, materials, etc. Activities aimed at solving these problems are called the business policy of the enterprise.

The firm's goal system

As you know, any enterprise is created for profit. However, this is not the only desire of the owner of the company. In addition to the desire to earn income, there must be strategic goals firms. These include:

1. Conquest or retention of the most extensive sales sector for your product.
2. Improving the quality of products.
3. Achieving a leading position in the field of technological support.
4. Maximum use of financial, raw materials and labor resources.
5. Increasing the profitability of operations.
6. Achieve maximum possible employment.

Task Implementation Plan

The main goals of the company are achieved in stages. The work plan of the enterprise includes the following stages:

Mission Statement

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

Mission Importance

Individual leaders do not worry about its selection and formulation. If you ask some of them what the firms are about, the answer will be obvious - to maximize profits. Meanwhile, the choice of making profit as the mission of the enterprise is unsuccessful. important for any company. However, its receipt is an exclusively internal task of the enterprise. The firm is, in its essence, an open structure. It can only survive if it satisfies specific external needs. To make a profit, a company needs to analyze the state of the environment in which it operates. That is why the company's goals are determined by external factors. To select an appropriate mission, management needs to answer 2 questions: "Who are the company's customers?" and "What customer needs is the company able to meet?". Any entity that uses the benefits created by the firm will act as a consumer.

Nuances

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

Difficulty of choice

Many non-profit structures have a fairly large client base. In this regard, it is quite difficult for them to formulate their mission. In this case, you can pay attention to the institutions under the Government. Thus, it is believed that the Ministry of Commerce provides assistance to entities involved in the field of sales. In practice, in addition to solving the tasks of supporting entrepreneurship, this institution should also meet the needs of the public and the Government itself. Despite the difficulties, a non-profit organization needs to formulate an appropriate mission for itself, taking into account the needs of clients. Leaders of small companies should clearly represent the goals of the company in the market. Here the danger lies in choosing too difficult a mission. For example, a giant like IBM not only can, but should strive to meet the needs of a large information community. However, a newcomer to the industry will be limited to providing software or hardware to process a small amount of data.

Tasks

They are in line with the purpose of the firm. The tasks are to achieve the indicators that are planned for a specific period. Their volume will be determined taking into account the interests of the owner of the company, the amount of capital, external and internal factors. The owner of the enterprise has the right to set tasks for the personnel. It doesn't matter what his status is. It can be a private individual, a shareholder or a government agency.

Task List

It may include various items, depending on the specifics of the enterprise. The tasks of the company include:

As you can see, making a profit is included in the list of tasks of the enterprise, not goals. This once again proves that income generation cannot be a key area of ​​work.

Formation of the company's goal

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

1. Be realistic and achievable.
2. Be clear and unambiguous.
3. Have specific deadlines.
4. Motivate work in the right direction.
5. focused on a specific effect.
6. Be available for correction and verification.

Any enterprise in the development of its business policy performs an analysis of the environment. During it, critical important elements that can affect the company's ability to implement tasks and achieve planned goals.

External factors

They are consumers, suppliers, population and government agencies. The state of the external environment has a direct impact on the efficiency of the company. For example, consumer demand will affect production volumes. The higher it is, the greater the number of products produced. The external environment includes the working and general area. The first consists of elements with which the enterprise has direct contact. For each company, the working environment may be more or less the same, depending on the general direction of business policy and industry affiliation. Consumers, competitors, suppliers form the immediate environment. Everything else belongs to the general environment. It is formed from political, social, technological, economic factors. General environment influences the company's strategy, the choice of development directions. At the same time, the enterprise takes into account the impact of the working environment on its capabilities.

Internal factors

They are personnel, production facilities, financial and informational resources. The result of the interaction of these factors is expressed in finished products(services rendered, works performed). The internal environment includes departments, elements, services directly involved in production activities. Changing the composition of these components affects the direction of the enterprise. Together, internal and external factors form the organizational environment of the company.

Conclusion

To implement the tasks at the enterprise, a strategy is formulated. It includes various means or ways to achieve goals. The development of a set of alternative options is carried out based on the results complex analysis the work of the enterprise, competitors, customer needs. is an integral element. The development of tasks can be carried out for different periods. They can be short term or long term. The strategy must be flexible. This is especially true in modern conditions. When setting goals, the enterprise should soberly assess its resources and capabilities. Companies often take on more than they can handle. As a result, not only the reputation of the enterprise suffers. Ill-considered steps that do not correspond to the specifics and capabilities of the target company often lead to large debts to counterparties, bankruptcy. In order to avoid such problems, it is necessary to approach the choice of your mission with full responsibility.

Organizational goals, strategic planning

An important step in planning is the choice of goals.

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

Allocate the main target function, or the mission of the organization, which determines the main activities of the company.

Mission - main the main objective organization for which it was created.

When defining the mission of an organization, consider:

Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;

Who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.

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

Goals are:

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

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

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

Strategic planning includes four main types management activities:

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

The strategic planning scheme consists of the following steps:

Implementation of the strategic plan, management by objectives.

After the development of the organization's strategy, the stage of its implementation begins.

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

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

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

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.

An effective method of management is the method of management by objectives.

It consists of four stages:

1. Formulating clear and concise goals.
2. Development best plans achieving these goals.
3. Control, analysis and evaluation of work results.
4. Adjustment of the results in accordance with the planned.

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

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

Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.

Organizational structure of the enterprise

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

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.

Types of organizational structures:

1. Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in a stable external environment, and where standard management decisions are most often sufficient.
2. Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
3. Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
4. Regional. This structure provides best solution problems related to taking into account the peculiarities of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
5. Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
6. Design. This is a temporarily created structure to solve a specific problem, or to carry out a complex project.
7. Matrix. This is the structure that results from the superimposition design structure to functional, and implies the principle of subordination (both to the functional manager and to the project manager).
8. conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

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

Staff motivation

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

Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories of motivation are divided into two categories: content and process.

Content theories of motivation are based on the definition of need. A need is a person's feeling of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.

Control

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

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

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

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

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

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

DEFINITION

Purpose of the organization represents the end state or desired outcome that any company aspires to. The company always has one common goal, which all members of the labor collective should strive to achieve.

The defining feature of the goals is that they must be realistically feasible and achievable, while being understandable to the team.

When planning, the company's management conducts the development of goals, informing their employee. In some companies, all members of the workforce may be involved in the development of tactical goals. Joint definition of goals − main motive and the coordinating power of the enterprise, because as a result of this process, each employee understands what he should strive for.

The goals and objectives of the organization may include winning and maintaining a share of a particular market, achieving more High Quality products, increasing the profitability of the company, achieving the maximum level of employment, etc.

Requirements for goals and objectives

The goals and objectives of the organization should be:

1.) Achievable (you can not overestimate the goal);

2.) Specific (determine the term);

3.) Address (identify the artist);

4.) Flexible (revised in accordance with changes in the internal and external environment);

5.) Consistent (if the company sets several goals, they must be consistent with each other).

The goals and objectives of the organization, set by management, are used in the process of establishing and evaluating the effectiveness of the company.

The goals and objectives of the organization set a general guideline for activities.

Tasks of the organization

DEFINITION

Tasks of the organization are goals that must be achieved by a certain time within the periods for which it is calculated managerial decision. Organizational objectives are goals that are not tied to time.

Depending on the structure of the organization, each position is characterized by a number of tasks considered as a necessary contribution to achieving the goals of the enterprise. At the same time, the tasks indicate the immediate goals of the company, which can be quantified.

The goals and objectives of the organization are mainly aimed at generating income from the production or sale of products.

The objectives of the organization may be to provide staff salary, generating income for the owners of the company, providing consumers with quality products in accordance with demand and contracts, protecting environment, preventing disruptions in the work of the company, etc.

1. National public specifics,
2. Features of the development of society that have developed historically,
3. Geographical and natural conditions,
4. Factors of the cultural environment, etc.

Goals and objectives of the organization

The goals and objectives of the organization can be determined by the interests of the owners, the situation within the company and the external environment, as well as the size of the company's capital.

The goals and objectives of the organization can be set both by the owners of the company and by managers and staff. When formulating and setting the goals and objectives of the organization, the owners rely on their own priorities, most often this is making a profit through production or sales.

The department formulating and concretizing the corresponding goals and objectives of the organization must take into account the real conditions for their implementation. Tasks and goals should be appropriate from the standpoint of the interest and profile of the organization; to achieve them, a sufficient amount of material and financial resources is required.

The main goal of most enterprises is to exceed the result over the costs incurred, that is, to maximize profits and a high level of profitability. To achieve this goal, enterprises perform a number of tasks: the production of high-quality products, the introduction of new technologies, the development of a strategy and tactics of behavior, ensuring competitiveness, caring for employees, etc.

Examples of problem solving

EXAMPLE 1

The environment of an organization is made up of various elements that constantly interact with each other. The degree of manageability of the company will be determined by the level of knowledge about the opportunities that open up in the external environment, the threats lurking in it, and the ability to realize these opportunities and counter threats with the help of the organization's potential, i.e. readiness of its internal environment.

Under internal environment of the organization is understood as the totality of all internal factors of the organization that determine the processes of its life. The internal environment of the company is considered as universal, regardless of organizational form companies.

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

Goals. An organization is a group of people with common conscious 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.

An organization can have a variety of goals. Organizations that do business are focused on creating certain goods or services within specific constraints - in terms of costs and profits.

Organization structure- this is a logical relationship between levels of management and functional areas, built in such a form that allows you to most effectively achieve the goals of the organization.

Tasks a prescribed work, a series of tasks, or a portion of a task that must be completed in advance established way within predetermined time frames. From a technical point of view, tasks are assigned not to the employee, but to his position. It is believed that if the task is performed in a given way and in such time as prescribed, the organization will operate successfully. The tasks of the organization are traditionally divided into three categories: work with people, objects and information.

Technology- a means of transforming raw materials - whether people, information or physical materials - into the desired products and services. Tasks and technology are closely related. Completing a task involves using specific technology as a means of converting input material into output form.

People. And the organization, and management, and subordinates are nothing but groups of people. People are central to any management model. There are three main aspects of the human variable in the situational approach to management: the behavior of individuals, the behavior of people in groups, the nature of the leader's behavior, the manager's functioning as a leader, and his influence on the behavior of individuals in groups. Human behavior is the result of a combination individual characteristics personality and the external environment.

Factors affecting individual behavior and success:

1) Mental and physical needs

2) Performance

3) Needs

4) Values ​​and attitudes

5) Values ​​and claims

All internal variables are interconnected (Fig. 1.1). In their totality, they are considered as sociotechnical subsystems. Changing one of them affects the others to some extent.

Rice. 1.1. Relationship of internal variables

External environment includes all the forces and organizations that the firm faces in its day-to-day and strategic activities.

The leader must take into account the external environment as a whole, since the organization is open system dependent on the exchange of inputs and outputs with the outside world.

The significance of external factors varies from organization to organization and from unit to unit within the same organization. Factors that have an immediate impact on the organization are referred to as the direct impact environment; all others - to the environment of indirect influence.

All environmental factors are interdependent and interact with each other. The complexity of the external environment refers to the number and variety of external factors to which the organization is forced to respond. The mobility of the environment is characterized by the speed with which changes occur in the environment. The uncertainty of the environment is a function of the amount of information available for a particular factor and the confidence in the reliability of this information.

Main environmental factors of direct impact are suppliers of materials, labor and capital, laws and authorities state regulation, consumers and competitors.

Suppliers. From point of view systems approach organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital and work force. The dependency between an organization and its supply chain is one of the most striking examples of the direct impact of the environment on the operations and success of an organization.

Laws and state regulatory bodies. Interactions between buyers and sellers are subject to numerous legal restrictions. Each organization has a specific legal status, and this determines how she can conduct her business and what taxes she must pay.

Consumers. The very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy its needs. Customers, by deciding what goods and services they want and at what price, determine almost everything related to the results of its activities for the organization.

Competitors. If you do not meet the needs of consumers as efficiently as competitors do, the enterprise will not last long. In many cases, competitors rather than consumers determine what kind of product to sell and what price to ask.

Environmental factors of indirect impact usually do not affect the organization as noticeably as direct environmental factors. However, they must be taken into account. The main environmental factors of indirect impact include technology, the state of the economy, the political environment and socio-cultural factors.

Technology is both an internal variable and an external factor of great importance. Technological innovations affect the efficiency with which products can be made and sold, the rate at which a product becomes obsolete, how information can be collected, stored, and distributed, and the types of services and products an organization's customers expect.

The state of the economy. Management must be able to assess how general changes in the state of the economy will affect the state of affairs of the organization.

Sociocultural factors. Every organization operates in at least one cultural environment, so attitudes life values and traditions affect the organization.

Political situation. Certain aspects of the political environment are of particular interest to management. One of them is the mood of the administration, legislative bodies and courts in relation to business. The other is special interest groups and lobbyists. The factor of political stability is also of great importance.

Organizations must be able to respond effectively and adapt to changing external environments in order to survive and achieve their goals.

To study the internal and external environment of the organization, you can conduct SWOT analysis , having developed a managerial matrix for choosing strategic alternatives (Fig. 1.2.).

When filling out the matrix, you must adhere to the following recommendations:

1) Clearly distribute all factors. When dividing factors into internal and external, it is necessary to ask the question whether we can influence it. If we can, the factor is internal; if not, it is external.

2) A factor can be both a strength and a weakness

3) The wording in the cells should be in the form of an order: “implement”, “develop”, etc.

4) The number of factors in blocks does not matter. It is necessary to choose really influencing factors.

Internal environment External environment	S- POWER S 1 ……… S 2 ………	W - WEAKNESSES W 1 ………….. W 2 ………….
O – EXTERNAL CAPABILITIES O 1 …… O 2 ……	SO field	WO field
T- EXTERNAL THREATS T 1 …… T 2 ……	ST field	WT field

Rice. 1.2. Strategic Alternatives Selection Matrix

The method of studying the internal state of the organization and the competitive environment is the managerial STEP analysis (Fig. 1.3).

Rice. 1.3. Management STEP matrix

The matrix should present only the factors that actually exist at the moment. No forward-looking proposals are allowed. Since STEP factors are environmental factors, their wording should be such that it is clear that the firm itself cannot influence this factor. As a rule, the “T” block is of increased complexity; it should reflect the advanced directions for the development of similar industries in the world.

1.4. Control questions on this topic

1. Definition of an organization.

2. General characteristics organizations.

3. The main elements of the internal environment of the organization.

4. Factors of the external environment of the organization

5. Qualities of a modern manager.