The goals and objectives of the organization. The theoretical foundations of the internal and external environment Leaders are very fond of taking an active part in actions

[M.Kh. Mescon, M. Albert, F. Hedouri. Fundamentals of Management.]

Entrepreneurial activity- according to the legislation of the Russian Federation - an independent activity of citizens and their associations, carried out at their own risk, aimed at systematic receipt profits from the use of property, the sale of goods, the performance of work or the provision of services by persons registered in this capacity in the manner prescribed by law. In the Russian Federation, regulation entrepreneurial activity based on the norms of civil law.

The entrepreneur realizes his functions, rights and obligations directly or with the help of managers. An entrepreneur, in whose case employees subordinate to him participate, performs all the functions of a manager. Entrepreneurship precedes management. In other words, the business is organized first, then its management.

First of all, you should define the concept of "organization". The main significant features of the organization can be identified:

• the presence of two or more people who consider themselves members of the same group;
• the presence of a common, joint activities these people;
• the existence of certain mechanisms or systems for coordinating activities;
• the presence of at least one common goal, shared and accepted by the absolute majority (in the group).

By combining these characteristics, you can get a practical definition of an organization:

An organization is a group of people whose activities are deliberately coordinated to achieve a common goal or goals.

In the domestic literature, a typology of organizations based on industry characteristics has become widespread:

industrial and economic,

financial,

administrative and managerial,

research,

educational, medical,

sociocultural, etc.

In addition, it seems possible to typologize organizations:

by scale of activity:

large, medium and small;

by legal status:

society with limited liability(OOO),

open and closed joint stock companies (OJSC and CJSC),

municipal and federal unitary enterprises(MUP and FGUP), etc .;

by ownership:

state,

• public

  mixed ownership organizations;

by funding sources:

budget,

extrabudgetary

blended funding organizations.

The role of management in the organization

Can an organization do without management? Hardly! Even if the organization is very small, simple, for its successful functioning you will need at least elements of management.

Management is essential for an organization to be successful.

Success is when an organization is operating profitably, i.e. makes a profit in an amount sufficient for its reproduction and maintenance in a competitive state.

The success and failure of an organization is usually associated with success and failure in management. In the practice of the West, it is generally accepted that if an enterprise is unprofitable, then the new owner will prefer, first of all, to change the management, but not the workers.

Internal environment of the organization

In most cases, management deals with organizations that are open systems and consist of many interdependent parts. Let's consider the most significant internal variables of the organization.

The main internal variables are traditionally: structure, tasks, technology and people.

In general, the entire organization consists of several levels of management and various departments, interconnected with each other. This is usually called organizational structure... All divisions of the organization can be attributed to one or another functional area. The functional area refers to the work performed for the organization as a whole: marketing, manufacturing, finance, etc.

A task is prescribed work that must be performed in a specified manner and in deadlines... Each position in an organization includes a number of tasks that must be performed in order to achieve the goals of the organization. Tasks are traditionally divided into three categories:

tasks for working with people;

tasks for working with machines, raw materials, tools, etc .;

tasks for working with information.

In an age of explosive growth in innovation and innovation, tasks become more and more detailed and specialized. Each individual task can be quite complex and in-depth. In this regard, the importance of managerial coordination of actions in solving such problems is increasing.

The next internal variable is technology... The concept of technology goes beyond the usual understanding of production technology. Technology is a principle, an order of organizing a process for the optimal use of various kinds of resources (labor, material, temporary money). Technology is a method that allows some kind of transformation. This can relate to the field of sales - how to best implement the manufactured product, or to the field of collecting information - how to most competently and with less cost to collect the information necessary for managing the enterprise, etc. Information Technology became a key factor for the enterprise to gain a sustainable competitive advantage in doing business.

People are the central link in any control system. There are three main aspects of the human variable in an organization:

behavior of individuals;

behavior of people in groups;

the nature of the leader's behavior.

Understanding and managing the human variable in an organization is the most complex component of the entire management process and depends on many factors. Let's list some of them:
Human abilities... According to them, people are most clearly divided within the organization. Human ability refers to the characteristics that are most readily changeable, such as learning.
Needs... Each person has not only material, but also psychological needs (respect, recognition, etc.). From a management point of view, the organization should strive to ensure that the satisfaction of the employee's needs would lead to the realization of the organization's goals.
Perception, or how people react to the events around them. This factor is important for the development of various kinds of incentives for the employee.
Values, or general beliefs about what is good or bad. Values ​​are embedded in a person from childhood and are formed throughout all activities. Shared values ​​help leaders bring people together to achieve organizational goals.
The influence of the environment on the personality... Today, many psychologists say that human behavior depends on the situation. It was noticed that in one situation a person behaves honestly, and in another - not. These facts point to the importance of creating a work environment that supports the type of behavior desired by the organization.

In addition to these factors, a person in an organization is influenced by group and managerial leadership... Any person seeks to belong to a group. He accepts the norms of behavior of this group, depending on how much he values ​​his belonging to it. An organization can be viewed as a kind of formal group of people, and at the same time, in any organization there are many informal groups that are formed not only on a professional basis.

In addition, there are leaders in any formal or informal group. Leadership is a means by which a leader influences people's behavior and forces them to behave in a certain way.

External environment of the organization

Being open systems, organizations are highly dependent on changes in the external environment. An organization that does not understand its environment and its borders is doomed to perish. In the external environment of business, like Darwinian theories, there is a cruel natural selection: only those survive who have sufficient flexibility (variability) and are able to learn - to fix in their genetic structure the traits necessary for survival (Darwinian inheritance).

An organization can survive and become effective only if it can adapt to the external environment.

From the point of view of the intensity of interaction between the organization and its environment, three groups can be conditionally distinguished:

Local environment(direct impact environment) - these are factors that directly affect the operations of the organization and are directly influenced by the operations of the organization (definition by Elvar Elbing). The objects of the local environment traditionally include consumers, suppliers, competitors, laws and government bodies, and trade unions.

Global environment(environment of indirect impact) - the most general forces, events and trends that are not directly related to the operational activities of the organization, but in general, they form the business context: socio-cultural, technological, trade forces, economic, environmental, political and legal.

International environment(business environment of multinational companies) - when a company moves outside its country of origin and begins to develop overseas markets, factors come into play international business, which most often include the unique features of culture, economy, government and other regulation, as well as the political situation.

Governance structures

Managment structure- a set of management links that are interconnected and subordinate and ensure the functioning and development of the organization as a whole.
(Organization Management: Encyclopedia of Words - M., 2001)

To achieve the goals and perform the corresponding tasks, the manager must create an organizational structure (organizational management system) of the enterprise. In the most general sense of this word, the structure of a system is a set of connections and relationships between its elements. In turn, organizational system management is a set of units and positions related by relationships and subordination. When creating a management structure, the manager must, as much as possible, take into account the specifics of the enterprise and the peculiarities of its interaction with the external environment.

The process of creating an organizational management structure usually includes three main stages:

determination of the type of organizational structure (direct subordination, functional, matrix, etc.);

the allocation of structural units (management apparatus, independent units, targeted programs and etc.);

delegation and transfer to lower levels of authority and responsibility (management-subordination relations, centralization-decentralization relations, organizational mechanisms of coordination and control, regulation of the activities of units, development of regulations on structural units and positions).

The organization and management of the work of the enterprise is carried out by the management apparatus. The structure of the enterprise management apparatus determines the composition and relationship of its divisions, as well as the nature of the functions assigned to them. Since the development of such a structure is associated with the establishment of a list of relevant departments and the staff of their employees, the manager determines the relationship between them, the content and scope of work performed by them, the rights and obligations of each employee.

From the point of view of quality and efficiency of management, the following main types of enterprise management structures are distinguished:

hierarchical type, which includes linear organizational structure, functional structure, linear-functional management structure, staff structure, line-staff organizational structure, divisional management structure;

organic type, including team, or cross-functional, management structure; project management structure; matrix structure management.

Let's consider them in more detail.

Hierarchical type of management structures. On the modern enterprises the most common is a hierarchical management structure. Such management structures were built in accordance with the management principles formulated by F. Taylor at the beginning of the XX century. German sociologist M. Weber, having developed the concept of rational bureaucracy, gave the most complete formulation of six principles.

1. The principle of hierarchy of management levels, in which each lower level is controlled by a higher level and obeys it.

2. Following from the previous principle, the correspondence of the authority and responsibility of management employees to their place in the hierarchy.

3. The principle of division of labor into separate functions and specialization of workers according to the functions performed.

4. The principle of formalization and standardization of activities, ensuring the uniformity of performance by employees of their duties and the coordination of various tasks.

5. The principle arising from the previous one is the impersonality of the performance by employees of their functions.

6. The principle of qualified selection, according to which hiring and firing from work are carried out in strict accordance with qualification requirements.

The organizational structure built in accordance with these principles is called the hierarchical or bureaucratic structure.

All employees can be differentiated into three main categories: managers, specialists, performers. Leaders- persons performing main function and carrying out general management of the enterprise, its services and divisions. Specialists- persons performing the main function and engaged in the analysis of information and preparation of decisions on economics, finance, scientific, technical and engineering problems, etc. Performers- persons performing an auxiliary function, for example, work on the preparation and execution of documentation, economic activities.

The management structure of various enterprises has a lot in common. This enables the manager to use so-called standard structures within certain limits.

Depending on the nature of the links between different departments, the following types of organizational management structures are distinguished:

linear

functional

divisional

matrix

Linear management structure

At the head of each department is a leader, endowed with all powers, solely responsible for the work of subordinate links. His decisions, passed along the chain from top to bottom, are mandatory for all lower levels. The leader himself, in turn, is subordinate to the superior leader.

The principle of one-man management assumes that subordinates carry out the orders of only one leader. The superior body does not have the right to give orders to any executors, bypassing their immediate supervisor.

The main feature of a linear OSS is the presence of exclusively linear relationships, which determines all its pros and cons:

Pros:

a very clear system of relationships of the "boss - subordinate" type;

explicit responsibility;

quick response to direct orders;

simplicity of building the structure itself;

a high degree of "transparency" of the activities of all structural units.

Minuses:

lack of support services;

lack of the ability to quickly resolve issues arising between different structural divisions;

high dependence on the personal qualities of managers of any level.

The linear structure is used by small and medium-sized firms with uncomplicated production.

Functional management structure

If in linear structure management to make direct and reverse functional connections between various structural units, then it turns into a functional one. The presence of functional links in this structure allows different departments to control the work of each other. In addition to everything, it becomes possible to actively include various service services in the OSU.

For example, Service for ensuring the operability of production equipment, Service technical control and so on. Informal connections also appear at the level of structural blocks.

At functional structure general management is carried out by the line manager through the heads of the functional bodies. At the same time, managers specialize in individual management functions... Functional units have the right to give instructions and orders to subordinate units. Compliance with the instructions of a functional organ within its competence is mandatory for production links.

This organizational structure has its advantages and disadvantages:

Pros:

removing most of the load from the top management level;

stimulating the development of informal ties at the level of structural blocks;

reducing the need for generalists;

as a consequence of the previous plus - an improvement in the quality of products;

it becomes possible to create headquarters substructures.

Minuses:

significant complication of communications within the enterprise;

the emergence of a large number of new information channels;

the emergence of the possibility of transferring responsibility for failures to employees of other departments;

difficulty in coordinating the activities of the organization;

the emergence of a tendency towards excessive centralization.

Divisional management structure

A division is a large structural subdivision of an enterprise with great independence due to the inclusion of all the necessary services.

It should be noted that sometimes divisions take the form of subsidiaries of the firm, even legally registered as separate legal entities, in fact being constituent parts one whole.

This organizational structure has the following pros and cons:

pros:

the presence of tendencies towards decentralization;

high degree of independence of divisions;

unloading of managers of the basic level of management;

high degree of survival in the modern market;

development of entrepreneurial skills among division managers.

Minuses:

the emergence of duplicate functions in divisions:

weakening ties between employees of different divisions;

partial loss of control over the activities of divisions;

lack of the same approach to managing different divisions The Director General enterprises.

Matrix management structure

At an enterprise with a matrix OSU, work is constantly being carried out in several directions at the same time. An example of a matrix organizational structure is a design organization that functions as follows: at startup new program a Responsible Leader is appointed who leads it from start to finish. From specialized divisions, he is assigned the necessary employees for work, who, upon completion of the implementation of the tasks assigned to them, return back to their structural divisions.

The matrix organizational structure consists of basic basic structures of the "circle" type. Such structures are rarely permanent, but are mainly formed within the enterprise for the rapid implementation of several innovations at the same time. They, like all the previous structures, have their pros and cons:

pros:

the ability to quickly focus on the needs of its customers;

reduction of costs for the development and testing of innovations;

a significant reduction in the time for the implementation of various innovations;

a kind of forge of management personnel, since almost any employee of the enterprise can be appointed as the project manager.

Minuses:

undermining the principle of one-man management and, as a consequence, the need on the part of management to constantly monitor the balance in the management of an employee who is simultaneously subordinate to both the project manager and his immediate superior from that structural unit from which he came;

the danger of conflicts between project managers and heads of departments, from which they receive specialists for the implementation of their projects;

great difficulty in managing and coordinating the activities of the organization as a whole.

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DEFINITION

The purpose of the organization represents the end state or desired result that any company aspires to. The company always has one common goal, towards which all participants should strive. labor collective.

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

When carrying out planning, the company's management develops goals, communicating them to the employee. In some companies, all members of the workforce may be involved in developing tactical goals. Joint determination of goals is the main motive and coordinating force of the enterprise, since as a result of this process, each employee understands what he should strive for.

The goals and objectives of the organization can include winning and maintaining a share of a specific market, achieving higher quality products, increasing the company's profitability, achieving maximum employment levels, etc.

Requirements for goals and objectives

The goals and objectives of the organization should be:

1.) Achievable (you can't overestimate goals);

2.) Specific (to determine the term);

3.) Addressable (identify the contractor);

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 provide a general guideline for activities.

Organization tasks

DEFINITION

Organization tasks represent the goals, the achievement of which is necessary by a certain time within the periods for which the management decision... The objectives of an organization 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 the achievement of the goals of the enterprise. At the same time, the tasks indicate the immediate goals of the company, which lend themselves to quantitative characteristics.

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

The organization's tasks may be to provide staff wages, receiving income by the owners of the company, providing consumers with quality products in accordance with demand and contracts, protecting the environment, preventing disruptions in the work of the company, etc.

1. National social specifics,
2. Features of the development of society, which have developed historically,
3. Geographic and natural conditions,
4. Cultural factors, 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 by both the owners of the company and the executives and staff. When formulating and setting goals and objectives of the organization, owners rely on their own priorities, most often it is making a profit through production or sales.

The department, formulating and concretizing the relevant 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 profit and high level profitability. To achieve this goal, enterprises are performing a number of tasks: producing high-quality products, introducing new technologies, developing strategies and tactics of behavior, ensuring competitiveness, caring for employees, etc.

Examples of problem solving

EXAMPLE 1

Introduction

1. The concept of an enterprise, goals and objectives of its activities

2. Analysis of the main indicators of the enterprise

3. The main economic problems of the enterprise and possible ways to solve them

Conclusion

List of sources used

Introduction

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

In order to successfully manage an enterprise, it is necessary to clearly understand the main mechanisms and patterns according to which the economic activity of the enterprise is carried out, what needs to be paid attention to. In other words, it is necessary to have a sufficiently high level of competence in matters of enterprise economics.

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

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

In this course work, the main economic categories and indicators that can be used to evaluate the activities of the enterprise from various angles are considered and the main technical and economic indicators of the enterprise are calculated on the basis of the proposed data.

The methodological basis for the implementation of the course work is the textbooks and periodicals on the economy of the enterprise of the enterprise, the research of domestic and foreign scientists in the field of developing the efficiency of enterprises.

1. The concept of an enterprise, goals and objectives of its activities

Before proceeding to consider the essence of the enterprise, the definition of the term "enterprise" should be given.

An enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective, capable, using the means of production at its disposal, to manufacture the products necessary for consumers (perform work, provide services) for the corresponding purpose, profile and assortment.

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

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

The enterprise is the primary link in the economic system of the state. The enterprise produces goods, performs work, renders services; jobs are created that provide employment for the working-age population and consumer demand. The company 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. The enterprises manufacture products, perform work, 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 kind of products the 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 worker, 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 industrial relations that develop in the process of production and sales of products between various participants.

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

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 sphere of human habitation.

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

Currently, 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 activities, the relationship of the enterprise with government and local government bodies are mainly regulated by national legislation.

Government authorities set the rules for the economic behavior of enterprises through a system of laws and regulations governing and regulating their activities.

There are two main models of 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 with the rights of a legal entity, which, based on the use of property by the labor collective, produces and sells products, develops according to a plan, 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, is carried out at its own risk and under its own property responsibility. There are three significant differences in the above definitions.

The first is complete independence in a market economy and limited independence in a directive. The second is the purpose of the activity: profitable work in a market environment and output - in a centralized system of government. 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 model of management into a social-market system is called a transitional economy.

In a transitional economy, an enterprise is influenced by both market factors and prescriptive 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 an enterprise is people, means of production, information and money. The result of the interaction of the components of the internal environment is the finished product (work performed, services rendered) (Fig. 1).

(staff)				Production environment
		PRODUCTION
							PRODUCTS
					Information

Fig. 1. Internal environment of the enterprise

The external environment, which directly determines the efficiency of the enterprise, is, first of all, 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. 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 to consumers (work performed, services rendered). On the basis of 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 company 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 government orders, as well as concluding contracts and making settlements with suppliers of the required production resources.

The main functions of the enterprise include:

production of products for industrial and personal consumption;

sale and delivery of products to consumers;

after-sales service of products;

material and technical support of production at the enterprise;

management and organization of personnel work at the enterprise;

all-round development and growth of production volumes at the enterprise;

entrepreneurship;

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

compliance with applicable standards, regulations, government laws.

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

the size of the enterprise;

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 characteristics.

Enterprises can consist of a number of structural units and structural divisions that perform certain stages of the production process (main shops, sections) or prepare conditions for the manufacture of products (auxiliary shops). In a number of industries (coal, sugar, alcohol, etc.), the main production process is not subdivided into shops. Such enterprises have a shopless structure and are subdivided into sections. For the most part, small enterprises do not have a workshop division.

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

By forms of ownership, enterprises are state and private. If there is a share of state and private property in the authorized capital of a business entity, then such an enterprise has a mixed form of ownership. Communal and republican are varieties of state ownership. There is the property of public and religious organizations. Enterprises with such forms of ownership have the main goal not to make a profit and increase capital, but to fulfill 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 enterprise ownership: collective, joint, share, public, national. Such interpretations of ownership are highly controversial.

Economic efficiency enterprisesThesis >> Economics

Patterns and directions of increasing social economic work efficiency enterprises, economic and the financial results of its activities ... for all countries is relevant problem using the available opportunities (given ...

All organizations differ from each other in various ways. However, they have characteristics common to all organizations. One of the most significant characteristics of an organization is its dependence on the 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.
Distinguish between 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 subdivided into factors of direct and indirect impact.

To factors of direct influence include suppliers of resources, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is joint stock company) that have a direct impact on the activities of the organization;
To factors of indirect impact include factors that do not directly affect the activities of the organization, but they should be taken into account in order to develop the correct strategy... The following factors can be distinguished indirect impact:
1) political factors - main directions public policy and methods of its implementation; possible changes in the legislative, regulatory and technical base; international agreements concluded by the government in the field of tariffs and trade, etc .;
2) economic forces - the rate of inflation; the level of employment of labor resources; international balance of payments; interest and tax rates; the size and dynamics of GDP; labor productivity, etc .;
3) social factors external environment - the attitude of the population to work and the quality of life; customs and traditions existing in society; mentality of society; level of education, etc .;
4) technological factors - Opportunities associated with the development of science and technology, which make it possible to quickly reorganize to the production and implementation of a technologically promising product, to predict the moment of abandoning the technology used.
INTERNAL ENVIRONMENT OF THE ORGANIZATION - it is the environment that defines the technical and organizational conditions the work of the organization and is the result of management decisions. The organization analyzes the internal environment in order to identify weaknesses and strengths her activities. This is necessary because an organization cannot take advantage of external opportunities without having some internal capacity. At the same time, she needs to know her weak points, which can aggravate the external threat and danger. The internal environment of organizations includes the following main elements:
Production : volume, structure, production rates; product range; provision of raw materials and materials, the level of stocks, the speed of their use; available equipment park and the degree of its use, reserve capacities; ecology of production; quality control; patents, trade marks etc.
Staff: structure, qualifications, quantitative composition of employees, labor productivity, staff turnover, labor cost, interests and needs of employees.
Organization of management: organizational structure, management methods, management level, 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 sales channels of products, 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 activities of the enterprise. The financial analysis allows you to reveal and evaluate the sources of problems on a qualitative and quantitative level.
Enterprise culture and image: factors that create the image of the enterprise; high image of the enterprise allows attracting highly qualified workers, stimulating consumers to buy goods, etc.
THUS , internal environment of the organization is the source of her life force. It contains the potential that enables an organization to function, and, therefore, exist and survive in a certain period of time. But the internal environment can also be a source of problems and even 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 many other organizations in the same environment apply for them. 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. Therefore, the interaction of the organization with the environment must maintain its potential at the level necessary to achieve its goals, and thereby give it the ability to survive in the long term.

3. Methods of studying and managing the assets of the enterprise: fixed and circulating assets and their purpose.

Control current assets the enterprise is carried out in the following stages

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

The main purpose of this analysis is to determine the level of provision of the enterprise with circulating assets and to identify reserves for increasing 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. The second stage of the analysis examines the dynamics of the composition of the company's current assets 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 monetary assets and their equivalents. In the process of 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 circulating assets in their total amount is considered. Analysis of the composition of the company's current assets for their individual types allows you to assess the level of their liquidity. At the third stage of the analysis, the turnover of certain types of circulating assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the turnover period of current assets. At the fourth stage of the analysis, the composition of 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 is determined financial risk generated by the existing structure of funding sources for current assets. The results of the analysis make it possible to determine the general level of efficiency of current asset management at the enterprise and to identify the main directions of 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 a common philosophy financial management enterprise from the standpoint of an acceptable ratio of the level 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 the volume of production and sales of products. The total volume of current assets for the coming period is also determined here:

ОАп = ЗСп + ЗГп + ДЗп + DAp + Pp, (4)

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

ЗСп - the sum of stocks of raw materials and materials at the end of the coming period;

ЗГп - the sum of finished goods stocks at the end of the forthcoming period (including the recalculated volume of work in progress);

ДЗп - the amount of current accounts receivable at the end of the coming period;

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

Пп - the sum of other current assets at the end of the coming period.

IV. Optimization of the ratio of constant and variable parts of current assets. The need for certain types of circulating assets and their amount as a whole varies significantly depending on the seasonal and other characteristics of existence 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 need for them throughout the year.

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

Vi. Ensuring the required profitability of current assets is achieved by the timely use of the temporarily free balance of monetary assets to form an effective portfolio of short-term financial investments.

Vii. Minimization of losses of circulating assets in the process of their use. At this stage, measures are being developed to reduce the risk of losses from various factors (primarily inflationary and associated with the possibility of non-repayment of receivables).

VIII. Selection of forms and sources of financing of current assets.

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

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

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

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

Coefficient of provision with own assets of the total value of current assets:

Ko = Coa / OA, (5)

where Co is the coefficient of the provision of own assets,

Сср - own current assets,

ОА - the amount of current assets, i.e. p. 290 balance sheet.

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

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

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

One of the main types of current assets are the production inventories of the enterprise, which include raw materials and supplies, work in progress, finished products and other supplies.

Inventory management can be roughly divided into two parts16:

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

· The second part - periodic monitoring of reserves.

Effective management inventory allows to reduce the duration of the production and the entire operating cycle, reduce the current costs of their storage, free up 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 special financial policy inventory management.

Inventory management policy is part of the general policy of managing current assets of the enterprise, which consists in optimizing the total size and structure of inventories, minimizing the cost of maintaining them and ensuring effective control over their movement.

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

1. analysis of inventories in the previous period;

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

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

4. Justification of the accounting policy for reserves

5. building effective control systems for 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 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 effect on the volume of production, the growth of labor productivity, a constant increase in these funds is associated with an improvement in the welfare of employees of the enterprise, an increase in the material and cultural standard of their lives, which ultimately affects the result of the enterprise. Fixed assets - the most important and predominant part of all funds in industry (meaning fixed and circulating assets, 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, profits and the level of profitability.

The working capital of the enterprise is an economic category in which many theoretical and practical aspects are intertwined. Among them, a very important question is the essence, meaning and foundations of the organization of working capital. To revolving production assets 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. Material elements revolving funds in the process of labor, they undergo changes in their natural form and physical and chemical means. They lose their use-value as they are consumed in production. Negotiable production assets consist of three parts: production inventories, work in progress and semi-finished products self-made, future spending.

Circulation funds 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, accounts receivable.

So, working capital is advanced in monetary form value that takes the form of circulating funds and circulation funds in the process of systematic circulation of funds, necessary to maintain the continuity of the circulation and returning to its original form after its completion