Factors of the internal environment of the organization briefly. Abstract: Internal and external environment of the organization
All organizations operate in the external environment. Any action of an organization is possible only if its implementation is permitted by the environment in which it operates.
It is known that the organization is open system, since it interacts with the external environment and receives resources from it in the form of raw materials, materials, labor, information, etc. Part of the resources received from the external environment is processed, transformed into products that are subsequently transferred to the external environment in the form of goods or services. Thus, any organization carries out three key processes:
- obtaining resources from the external environment;
- production of products (internal transformation of resources);
- transfer of products to the external environment.
Internal environment of the organization represents part of the external environment located within the organization. In the course of its activities, the organization experiences constant direct influence of factors internal environment. The internal environment includes the goals and objectives of the organization, its structure, employees, equipment and technologies used in production, internal information, organizational culture and other elements. In the internal environment of the organization, the following subsystems are distinguished:
- social - this includes all employees of the organization along with the complex of their relationships;
- organizational - covering communication processes; subordination, distribution of powers, norms, work schedule, etc.;
- information - a set of organizational and technical means that provide the organization with the information necessary for its normal functioning;
- production and technical - it includes a complex of means of production (equipment, raw materials, materials, etc.);
- economic - a set of economic processes (movement of capital and property rights, movement Money).
Despite the importance of all components of the internal environment, people occupy a special place in any organization. Since the result of an organization’s activities directly depends on the abilities, qualifications, attitude to work and motivation of its personnel.
External environment of the organization represents the main source of resources necessary for the functioning of the organization. The external or environment includes great amount components that have an impact on the organization of different nature, degree and frequency. While some environmental components provide an organization with opportunities for development, others create serious obstacles to its activities. The external environment includes economic, political, legal, political, technological, social and other components. There are two relatively autonomous parts of the external environment, which have different impacts on the organization - macroenvironment And immediate environment.
Macro environment represents part of the external environment common to all organizations. There are global, international and national levels macroenvironment. The main components of the macroenvironment are:
Economic component defines general level economic development, market relations, competition, in other words, the conditions in which the organization operates. The main indicators of macroeconomic processes are: the value of gross domestic product (GDP), inflation rate, unemployment rate, etc. Changes in these indicators entail fluctuations in demand for certain products, price levels, profitability of enterprises, determine investment policy, etc.
Political component determines direction and pace social development, dominant ideology, foreign and domestic economic policy of the state, etc. The political structure has significant influence on the functioning of organizations, creating new opportunities or difficulties for the development of various areas of business.
Legal component establishes through legislation acceptable standards business relationships (rights, obligations, responsibilities of organizations, etc.).
Social component reflects social processes and trends in social development that directly affect the activities of the organization. These include: social values, traditions, ethical standards, people's attitudes towards work, tastes and consumer behavior.
Technological component represents the level of scientific and technological progress. Analysis of the technical components of the external environment allows for the timely application of developments that can significantly contribute to increasing the competitiveness of an enterprise in a constantly developing market.
The immediate environment of the organization otherwise called the "business environment". The business environment includes everything that, being outside the organization, directly interacts with it, having a direct impact on both the organization as a whole and its individual elements. At the same time, the organization itself can have a significant influence on the nature and content of such interaction, taking a direct part in shaping the business environment.
Business environment is formed in the course of the organization’s activities and depending on various factors may undergo significant changes. The business environment may change when the organization’s strategy or field of activity changes, the range of products manufactured, entry into new markets, etc. The following components of the business environment are distinguished:
- Consumers- direct buyers of products (works, services) produced by the organization. The impact of consumers on the activities of the organization can be manifested in different forms: in the form of requirements for the quality of goods and forms of payment; in preference to specific types goods and brands. Consumer demand largely determines the pricing and production policy of an enterprise.
- Suppliers- organizations and individuals supplying the organization with the necessary resources (raw materials, materials, energy, etc.). Suppliers can significantly influence the organization's activities by changing supply volumes and prices for resources, creating resource dependence.
- Competitors- enterprises selling homogeneous goods (services, works) in one market. There is also the concept of "potential competitors"; This is the name given to companies that only intend to enter the market with a product similar to the company’s products. In addition to the obvious threat from direct and potential competitors, a danger to the organization’s activities can be posed by companies that produce goods that can replace or completely displace its products.
- Infrastructure represents a part of the business environment that supplies the organization with the financial, labor, information and other services necessary for its normal functioning. The infrastructure consists of numerous organizations: banks, stock exchanges, auditing firms, personnel, security and advertising agencies, tenants, etc.
- Authorities- various government and municipal government. The influence of these bodies on the activities of the enterprise can manifest itself to varying degrees and differ in content. It can range from regulation of the scope of activity to direct intervention in the affairs of the organization.
The internal and external environment of an organization are the subject of mandatory analysis for an organization that expects to continue its activities in the long term. A correct understanding of the conditions in which the organization finds itself contributes to the development of the most effective strategy for its development.
External environment - is a set of active economic entities, economic, social and natural conditions, national and interstate structures and other external conditions and factors operating in the environment of the enterprise and influencing various areas his activities.
The first consists of factors of the general external environment(macroenvironment) of organizations. The impact of these factors is more or less the same for many organizations. The main factors are:
-state of the state’s economy;
- sociocultural factors;
- natural-geographical conditions;
- legislative system;
- credit and financial policy;
- level of development of equipment and technologies;
- world market, etc.
The second group includes factors of direct(business) environment of organizations that are directly related and interact with them. This:
- consumers;
- competitors;
- suppliers;
- business partners;
- bodies of the state regulatory system;
- sources of “power pressure” on organizations;
- trade unions, etc.
Internal environment of the organization- this is the part general environment, which is located within the organization. It has a constant and direct impact on the functioning of the organization.
The internal environment is analyzed by the following factors:
Personnel of the company, their potential, qualifications, interests, etc.; - management organization; - production, including organizational, operational, technical and technological characteristics and Scientific research and development; - company finances; - marketing; - organizational culture.
Interaction of internal and external environment: elements of the organization's environment do not experience unilateral influence, but are in conditions of active interaction. The external environment is: on the one hand, a source that supplies the organization with the resources necessary to maintain its internal potential at the proper level, on the other hand, it is a consumer of the organization’s products, and therefore a source of profit.
All internal factors are interconnected. In their entirety, they are considered as sociotechnical subsystems (people - social component; goals, objectives, structures and technologies - technical components). Changing one of them affects all the others to some extent. At the same time, “improving one variable may not necessarily lead to an increase in the efficiency of the organization if these changes have a negative impact on another variable(s).
19. Objectives, content and procedure for developing a plan for cost, profit and profitability.
Purpose of cost planning is the optimization of the current costs of the enterprise, ensuring the necessary growth rates of profits and profitability, based on rational use monetary, labor and material resources.
Initial data for cost planning are: production and sales plan, material and technical support plan, labor plan, price lists, planned volume of work to prepare the production, development and implementation of new equipment.
Cost plan:
1. Calculation and analytical, i.e. according to the main technical and economic factors. Provides for the calculation of cost reduction according to the main technical and economic factors.
2. Balance sheet (normative - balance sheet) - direct accounting method in which the planned cost of all products and services provided for in the production program is calculated, and an estimate of production costs is drawn up. Used in developing current cost plans,
Technical economic forces:
Reduced material consumption rates and prices;
Increased labor productivity, and therefore growth wages;
Increase in production volume, and therefore reduction in management costs.
Changes in material consumption standards.
M – reduction in material consumption rates;
C – price change;
D M – specific gravity material costs in cost.
Increased labor productivity.
, Where
W – wage growth;
P – growth of labor productivity;
DZ – the share of wages in the cost price.
Growth in production volume.
, Where
U – change in management expenses;
V – change in production volume;
D U – share of management expenses.
Each organization carries out difficult process, in which all links and divisions of the subject are involved modern business. enterprise and represents the interaction between all components of production throughout full cycle from the purchase of raw materials to the sale of goods to the consumer.
For successful management It is not enough for a business to understand the mechanisms of interaction of the constituent elements, but it is also necessary to analyze the process both from the inside and from the outside.
For the purpose of detailed and correct analysis, economic activity The enterprise is broken down into several aspects, from which the main indicators are identified, which are used to track the dynamics of activity in different reporting periods.
Synthesizing analysis techniques are often used: all indicators are combined into a single mechanism, and the relationship between them is monitored, the degree of influence on each other and the level of interdependence of factors among themselves are determined (for example, how indirect costs depend on gross income and, conversely, in the reporting period or in previous).
Activities
Undoubtedly, the organization plays an important role in the immediate analysis procedure. It is impossible to evaluate, for example, a private hotel complex and a company producing cellophane bags with a state share in the capital using the same coefficients.
Depending on the form of ownership, private and public enterprises are distinguished. Latest species differ in that they have part of state capital. The first group includes private and cooperative economic entities.
In addition, the type of activity of the organization, according to the degree of entrepreneurship, can be either commercial or non-commercial. In this case, the name speaks for itself - the latter do not set as their primary goal making a profit as a result of their main activities and operate rather according to trade union, religious and stock principles.
also in Russian legislation there is a ranking of organizations according to economic types activities. This list is included in the Unified Classifier and is presented in groups that include about a hundred items.
Enterprise Environment: Definition
An organization cannot function in isolation, according to its plans and objectives, without interfering with the factors influencing its activities. The reasons may be varied: weather, the actions of competitors, the work of the accounting department, certain actions of the personnel selection department employees, etc.
All these events can be subsumed under a separate concept - the environment of the enterprise. Not a single business entity can do without it, and sometimes the environment can influence both positively and negatively, despite the abstractness of its definition as such.
Let's say a person was late for work because his car broke down - he was negatively affected by the external environment. But if he had arrived early for the reason that he met an old friend and he gave him a lift, then it is obvious positive influence external environment.
A business entity is no exception - its activities may be affected by internal and external environments enterprises in a positive or negative aspect.
What is the enterprise environment like?
So, we have decided that any changes in the functioning of a business entity depend on those influencing manufacturing process factors.
However, it is not entirely correct to separate the influencing indicators into purely internal and external environments of the enterprise, since each of them can be divided into several subgroups. For example, any field of activity can be divided according to the degree of influence, factors of distribution of forces and area of influence.
Internal environment of the enterprise
Any components that take place inside the enterprise and somehow affect the economic process are elements of the internal environment economic entity. This phenomenon represents quite controlled process and can be regulated in any way by any management decisions, which together constitutes a mechanism of interaction between technological and organizational engines.
The internal and external environments of an enterprise have a clear distinction between themselves in terms of their components, so the elements of the first are:
- labor resources (ordinary personnel);
- management capabilities (leadership);
- technological stocks (production equipment);
- advertising promotion of goods (marketing group);
- financial support;
- company culture;
- social image.
These indicators are not constant, so some business entities may not have some of them. All of the above elements can be combined and the factors of the internal environment of the enterprise can be identified:
- economics (includes marketing and financial elements);
- ability to work (cultural and image elements of the environment, personnel structure);
- technological support (includes the entire production group).
The procedure for analyzing all of the above forces allows the enterprise to strengthen all its weaknesses and improve its strengths, which allows the business entity to gain greater strength in the foreign market.
The internal environment of an enterprise as an example
Let's look at practical side how changes in the internal environment can affect the business as a whole.
Let's say you have staff who are more or less qualified, but not enough to work quickly and efficiently. You, as a manager, organize advanced training courses aimed at the specifics of your enterprise.
Eventually personnel composition after completing the courses, he receives answers to many of his questions and now it takes less time to perform direct duties, since the employee does not waste his work time, turning to colleagues for help, and thereby distracting them from their work.
We have looked at changes in the labor factor, let's try to change something in technological support. For example, replacing equipment with newer ones. Thus, we eliminate or minimize production delays due to the breakdown of one or another mechanism. This means that we no longer spend money on repairing fixed assets, thereby influencing the economic factor, changing indirect costs for capital investments.
Work environment
Since we are talking about technological support, let's take a closer look at the production environment of the enterprise, as one of the main components of the internal one.
Each manager must treat product planning with the greatest responsibility, since this component, although not constant, is one of the most long-term.
The production environment of the enterprise includes the following components:
- any space in which the work process is carried out: including main structures, outbuildings with all included infrastructure;
- software and which is involved in the main process;
- other services and systems that are involved in the auxiliary production line.
Each section of the area responsible for the production of products must be equipped in such a way that it can serve the enterprise for many years.
External environment of the enterprise
Any environment outside the business entity that in any way affects its activities, even indirectly, is called the external environment of the enterprise. At the same time, it has macro- and micro-influences. The first are indirect driving forces, and the second are based on the activities directly related to the enterprise of other entities.
Main enterprise environments:
- nature (weather conditions, influence on production by changing them);
- demographic indicator (change in the average age of the population);
- economic component (any processes occurring in the country and affecting national and foreign exchange markets, presence of competitors);
- institutional engine (any actions of government and fiscal authorities).
Thus, we can say that the external environment of an enterprise is in no way subject to management decisions and can influence a business entity chaotically, without a clear algorithm and vector of direction.
External environment as an example
Let's use an example to imagine how the external environment of an enterprise affects a business entity in the demographic aspect. Let's say there is a corporation that has been producing goods for newborns for several decades, and at the same time last years average level the birth rate decreased by 20%.
Roughly speaking, entrepreneurs will have to adapt to demographics and slightly reduce volumes (unless, of course, they were unable to enter the foreign market during these very reporting years).
Let's consider how a natural factor can affect a business entity. For example, a hurricane a storm warning- and supplies of raw materials are disrupted due to unfavorable weather conditions.
The institutional indicator manifests itself in practice under the guise of government regulations, changes in legislation and the taxation process. Jumps in exchange rates are a factor in which the competitive environment of the enterprise also plays an important role, which, by the way, the manufacturer can struggle with in the slightest degree.
Competitive environment
It is known that competition is a certain process of rivalry, which can be caused by the production of identical goods sold within the same geographical framework.
You can fight the competitive environment by varying some of the indicators of your business. For example, pricing policy. The cost of a product is one of the indicators that directly influences the buyer’s choice. Therefore, the lower it is, the higher the demand.
However, we should not forget about the quality of the products. Often, unscrupulous manufacturers sacrifice quality in order to lower the price threshold. You can reduce the cost of a product in other ways: for example, reduce supply costs or automate the production process, thereby reducing direct production costs.
1. External and internal environment of the enterprise
1.1. Analysis of the external environment of the enterprise
1.2. Analysis of the internal environment of the enterprise
Conclusion
List of used literature
INTRODUCTION
Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation. The internal environment contains the potential that enables an organization to function, and therefore 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 an organization if it does not ensure the necessary functioning of the organization.
The external environment is the source that supplies 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 opportunity to survive.
In order to determine the organization's behavior strategy and implement this strategy, management must have an in-depth understanding of both the internal environment of the organization and the external environment, its development trends and the place occupied by the organization in it. At the same time, both the internal environment and the external environment are studied by strategic management primarily in order to reveal those threats And possibilities that an organization must take into account when defining its goals and achieving them.
1. External and internal environment of the enterprise
1.1. Analysis of the external environment of the enterprise
The external environment in strategic management is considered as a combination of two relatively independent subsystems: the microenvironment and the macroenvironment.
Microenvironment is an environment of direct influence on the enterprise, which is created by suppliers of material and technical resources, consumers of the enterprise’s products (services), trade and marketing intermediaries, competitors, government bodies, financial institutions, insurance companies and other contact audiences.
Suppliers are various business entities that provide the enterprise with the material, technical and energy resources necessary for the production of specific goods or services.
The main clients of enterprises are consumers of products (services) in different client markets: consumer, manufacturers, intermediate sellers who purchase goods and services for their subsequent resale at a profit for themselves, government agencies (wholesale buyers of products for government needs).
Marketing intermediaries are firms that assist a company in promoting, marketing and distributing its products to customers. These include resellers, firms that specialize in organizing product distribution, marketing services agencies, and financial institutions.
Competitors are the rivals of an enterprise in the struggle for more favorable conditions for the production and sale of goods, for obtaining the highest profits.
To produce competitive products, enterprises need to constantly study their competitors, develop and follow a certain market strategy and tactics.
Contact audiences are organizations that show real or potential interest in the enterprise or influence its ability to achieve its goals. These are financial circles (banks, investment companies, stock exchange, shareholders), media, various government agencies representative and executive power, population and citizens of action groups (public organizations).
In the macroenvironment of the enterprise it operates significantly large quantity factors than in the microenvironment:
· Demographic factors;
· Scientific and technical factors;
· Economic factors;
· Political factors;
· International factors.
1.2. Analysis of the internal environment of the enterprise
Internal environment organization is that part of the general environment that is located within the organization. It has a constant and direct impact on the functioning of the organization. The internal environment has several sections, each of which includes a set of key processes and elements of the organization, the state of which together determines the potential and capabilities that the organization has. Personnel a slice of the internal environment covers processes such as the interaction of managers and workers; hiring, training and promotion of personnel; assessment of labor results and incentives; creating and maintaining relationships between employees, etc. Organizational the slice includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; hierarchy of subordination. IN industrial cut includes product manufacturing, supply and warehousing; technological park maintenance; carrying out research and development. Marketing a cross-section of the organization’s internal environment covers all those processes that are associated with the sale of products. This is the product strategy, the pricing strategy; product promotion strategy on the market; selection of sales markets and distribution systems. Financial profile includes processes related to ensuring effective use and cash flows in the organization. In particular, this is maintaining liquidity and ensuring profitability, creating investment opportunities, etc.
CONCLUSION
As follows from the above, environmental analysis is very important for developing an organization’s strategy and a very complex process that requires careful monitoring of processes occurring in the environment, assessing factors and establishing connections between factors and those strong and weaknesses, as well as the opportunities and threats contained in the external environment. It is obvious that without knowing the environment, an organization cannot exist. However, it does not float surrounded like a boat without a rudder, oars or sail. An organization examines its environment to ensure its successful progress toward its goals. Therefore, in the process structure strategic management The environmental analysis is followed by the establishment of the organization's mission and goals.
List of used literature
1. O.S. Vikhansky, A.I. Naumov, Management: person, strategy, organization, process, M., 1995
2. Yakushina O.A., Fundamentals of Psychology, M.: Infra M, 1997
3. Shmalen G. Fundamentals and problems of enterprise economics: Transl. with him. / Ed. prof. A.G. Porshneva, 2002 - 512 p.
4. Economics of a trading enterprise: Textbook for trade universities./Grebnev A.I., Bazhenov Yu.K., Gabrielyan O.A., Gorina G.A. - M.: Economics, 1996. -238 p.
5. Enterprise Economics: Textbook / Ed. prof. O.I.Volkova. - M.: IN-FRA-M, 2003. -520 p.
6. Economics of organizations. /Ed. Khudokormova A.G. - M.: INFRA-M, 2003- 160s
Management: training course Makhovikova Galina Afanasyevna
3.6. Internal and external environment of the organization
Totality internal elements organization (objects, processes), the so-called internal variables, giving it a specific personality, forms its internal environment. Since organizations are human-created systems, internal variables are largely the result of management decisions. The major variables within the organization itself that require management attention include goals, structure, objectives, technology and people.
Goals. An organization is a group of people with conscious common goals; organization can also be seen as a means to achieve goals. A goal is a specific end state or desired outcome that a group strives to achieve by working together.
Organization structure represents a logical relationship between management levels and functional areas, built in a form that allows the organization’s goals to be most effectively achieved. Specialized division of labor in most modern organizations doesn't mean at all random distribution work between existing people. The successful functioning of the elements of the organization's structure is facilitated by a specialized division of labor.
Tasks. One of the areas of division of labor in an organization is the formulation of tasks. Tasks are a specific job, series of jobs, or pieces of work that must be completed in advance. in an established manner, within a predetermined time frame. Tasks are the elements that make up a job. According to the organization's structure, a task (a set of tasks) is considered as part of a necessary contribution to achieving the organization's goal.
Technology– the fourth internal variable – has a much more widespread impact on the organization than traditionally believed. Technology (in relation to an organization) is a set of means, processes, operations, methods by which incoming elements are converted into output ones; it covers machines, mechanisms and tools, skills and knowledge. Tasks and technology are closely related. Completing a task involves using a specific technology as a means of converting an input material into an output form.
People. Organizations, leaders, and subordinates are nothing more than groups of people. There are three main components of the human variable in the situational approach to management: behavior individuals, the behavior of people in groups, the nature of the leader’s behavior, i.e. the functioning of the manager as a leader and his influence on the behavior of individuals and groups. People differ most clearly in their individual abilities their inherent qualities. Organizations almost always try to take differences in abilities into account when deciding what position a particular employee will fill and what work he will do. In their work to coordinate the efforts of staff to effectively achieve the organization's goals, managers must take into account the personality of employees, their needs, expectations, and values.
Taken together, all internal variables of an organization are considered as sociotechnical subsystems. A change in one of them affects all others to a certain extent.
An organization, in order to survive in the market conditions, must adapt to environmental factors. TO external environment factors include: suppliers, buyers (or clients), competitors, business partners, laws and government agencies, economic factors, trade unions, labor resources, culture, morality, traditions, political and international factors.
The external environment in management is divided into business environment, which includes factors of direct influence on the organization, and background environment, which covers indirect influence factors. Of the factors listed above, factors of direct (immediate) influence include suppliers, buyers, business partners, competitors, and the state with its laws and institutions (Fig. 3.2). The remaining factors are factors of indirect influence. They do not have a direct impact, but have a noticeable impact on the effectiveness of the organization.
Rice. 3.2. Main factors of the external environment of an enterprise or organizationThe external environment is characterized by complexity, mobility and uncertainty.
Complexity the external environment is determined by the number of factors to which the organization must respond, as well as their variability. Environmental factors are characterized by many categories of data that are taken into account when making management decisions.
Mobility characterized by the speed with which changes in environmental factors occur. The greatest changes are taking place in industries focused on scientific and technological progress.
Uncertainty external environment is explained by the lack of information about factors and often its low reliability. The more uncertain the data characterizing environmental factors, the more difficult it is to make effective management decisions.
The organization is indirectly affected by the state of the economy and the changes occurring in it. Such economic phenomena, such as inflation, production declines, taxes and currency fluctuations, significantly affect the interests of organizations. For example, tax cuts increase the amount of money the population has, which contributes to business development.
Any organization is exposed to the influence of sociocultural factors, which include traditions, stereotypes of people’s behavior, commitment to a certain trademark or, conversely, a negative attitude towards any product, etc. The sociocultural factor in Russia, due to its scale, multinationality, stratification of the population into poor and rich, is very relevant.
Closely related to the sociocultural factor political factor, which largely determines the environment in which the organization operates. It's about O practical actions administrative, legislative and judicial bodies protecting the rights of citizens, business, private property; about the structure and correlation of interests in society.
If an organization conducts business outside the domestic market, it needs to take into account the peculiarities of the external environment of the country where it has organized its business. In the environment international business factors such as culture, economics, legislation, government regulation and political situation. All of them must be taken into account in the activities of organizations operating in an international environment.
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