Coursework: Essence and functions of strategic management. Question

Topic 1. Introduction to strategic management

The essence of strategic management, its main stages (strategically analysis, strategic choice, strategy implementation). Definition of strategy as a complex concept by G. Mintzberg (“five Ps”) and A. Chandler. Main characteristics, advantages and disadvantages of the strategy. The main approaches to strategy development: the main strategic approach, "delegation of authority", joint, initiative.

Evolutionary changes in the models of strategic behavior of companies (four periods): reactionary style of management, model of "special management", planning, strategic management). Strategic management as a field of scientific knowledge.

Formation of the strategic vision, mission and goals of the organization. Defining the goals of the organization (economic, social, strategic).

Development of a strategy by hierarchy level:

- corporate strategy (concept and content);

- business strategy(concept and content);

- functional strategy (concept and content);

-operational strategy (concept and content).

The concept of stakeholders. Classification of interested parties. The main variables that determine the degree of influence of stakeholders. The role of stakeholders (shareholders, managers, employees, suppliers, customers, government, trade unions, advocacy organizations) environment etc.) in shaping the goals of the organization.

Essence of strategic management

Strategic management (management) - this is professional activity managers to bring the organization in line with the changing external environment and a certain strategic vision.

Organization is an association of people whose actions are aimed at achieving certain goals.

The main components of the organization:

Human Resources;

Tasks for the solution of which this organization exists;

Management, which forms, mobilizes and sets in motion the potential of the organization to solve its problems.

The main role of management is to ensure the balance and coordination of the three components of the life processes of the organization:

Getting resources from the external environment;

Product manufacturing (service preparation);

Implementation of a product (service) in the external environment.

Organization potential- this is a set of available resources (material - fixed assets, stocks, cash, etc.; intangible - trademark, know-how, image, staff qualifications, experience, competence, etc.), capabilities or abilities of top management.

The strategic aspect means relatively long-term prospects and is associated with external factors in the development of the organization

Strategic management does not give a detailed picture of the future, but only identifies the key moments of the future. entrepreneurial activity specific organization.

Modern strategic management is a synthesis of three components:

Management as a theory;

Management as an art;

Management as an experience of business practice.

The main stages of strategic management:

The first is strategic analysis;

The second is a strategic choice;

The third is the implementation of the strategy.

Tasks of the first stage: collecting information, conducting SWOT - analysis.

SWOT analysis is the identification of the strengths and weaknesses of the organization (internal analysis), as well as opportunities and threats from the external environment (external analysis).

The external environment is the microenvironment and macroenvironment of the organization. The microenvironment is the area in which the business is competitive. The organization is not only influenced by the competitive environment (its industry and markets), but can itself influence it. The macro environment affects both the organization and the industry in which the organization operates. As a rule, the organization is not able to influence the factors of the macro environment.

Target strategic analysis- identification of the key activities of the organization and the elements of the SWOT - analysis, which should first of all be paid attention to.

Tasks of the second stage: study of the results of strategic analysis, development of alternative strategies, evaluation of each option according to the relevant criteria.

Target - right choice the most optimal strategy that ensures the correspondence between the internal capabilities of the organization and the external situation.

Tasks of the third stage: developing ways to resource the organization, bringing the structure and culture of the organization in line with the strategy, managing the process of change within the organization.

Strategic management is a field of science and practice of management, the purpose of which is to ensure the development of an organization in a rapidly changing environment.

In today's rapidly changing socio-political and economic conditions an organization operating in the market of goods and services is faced with the task of ensuring not only survival, but also continuous development, increasing its potential.

The concept of strategic management allows an organization to achieve its goals in a dynamic, changeable and uncertain environment.

Strategic management - activities to ensure the implementation of the organization's goals in a dynamic, changeable and uncertain environment, which allows optimal use of existing potential and remain receptive to external requirements.

Strategic management is a field of scientific knowledge that covers the methodology for making strategic decisions and how to implement them in practice to achieve the goals of the organization.

In the modern sense, strategic management is a set of strategic decisions that determine the long-term development of an organization and specific actions that ensure a quick response of an enterprise to changes in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment of the general direction of development.

The essence of strategic management lies in the answer to three critical questions (Fig. 1).

Figure 1 - The essence of strategic management.

So, strategic management is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on comparing the enterprise's own resource potential with the opportunities and threats of the external environment in which it operates.

Effective strategic management should be based on certain principles.

The principles of strategic management are the basic rules for the organization to achieve its goals. These include:

1. Unity of direction. An organization operating in a dynamic environment must have a unity of goals, interests and principles of management.

2. Scientific. Application of the achievements of the systemic, situational approaches, the science of human behavior to the management and formation of an organization to achieve its goals. Definition based on scientific analysis better ways tasks.

3. Identification of the dominant development. Determination of the perspective that opens up for the organization in terms of growth, profit margins, stability and technology; allocating on this basis strategic economic zones and strategic economic centers. A strategic business area (SZH) is a separate segment of the environment to which an organization has (or wants to get) access. Strategic economic center (SHC) - an intra-organizational unit responsible for developing the organization's strategic positions in one or more business zones.

4. Economy and efficiency. The development and implementation of the organization's strategy is based on the available resources and is aimed at exceeding the results over the costs in a certain planning period.

5. Subordination of personal interests to the general. The interests of one employee or group of employees should not prevail over the interests of the organization.

6. Optimal proportions between centralization and decentralization depending on specific conditions that ensure the achievement of the goals of the organization, rational use existing potential and susceptibility to the requirements of the external environment.

7. Staff motivation.

8. The division of labor is aimed at doing work that is larger in volume and better in quality, under the same conditions. This is achieved by reducing the number of tasks on which attention and efforts must be directed.

9. Corporativeness ensures the harmonization of the interests of all personnel, and the harmony of interests, in turn, contributes to the achievement of the goals set by the organization.

Strategic management in the enterprise is expressed in the following five functions:

1. Strategy planning. Strategy planning involves the implementation of such sub-functions as forecasting, strategy development and budgeting. Forecasting precedes the actual drawing up of strategic plans. It is based on the analysis of a wide range of internal and external factors, the conditions for the functioning of the enterprise in order to anticipate the possibility of development and risk assessment. A systematic forecast allows you to develop a reasonable approach to the strategy of the enterprise. Three dimensions are traditionally used in forecasting: time (how far ahead are we trying to look?), direction (what are the future trends?), magnitude (how big will the change be?). Taking into account the results of the analysis, the management of the enterprise formulates a mission (business area, global goal), determines the prospects for the development of the organization and develops a strategy. Linking the strategic goals of the enterprise with the results of the activities of individual units is carried out through the development of the necessary action program and budgeting. Budgeting includes program costing and resource allocation.

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Essence of strategic management.

The essence of strategic management lies in the answer to three critical questions.

1. What is the current state of the enterprise?

2. Where would it like to be in three, five, ten years?

3. How to reach the desired position?

To answer the first question, managers must have a good understanding of the current situation in which the enterprise finds itself before deciding where to go next. And this requires an information base that provides the process of making strategic decisions with relevant data for the analysis of past, present and future situations. The second question reflects important feature strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set. The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

In its subject content, strategic management refers only to the main, basic processes at the enterprise and beyond, paying attention not so much to available resources and processes as to the possibilities of increasing the strategic potential of the enterprise. Strategic decisions are at the heart of strategic management.

Strategic Decisions are management decisions that:

1) are future-oriented and lay the foundation for making operational management decisions;

2) are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise;

3) are associated with the involvement of significant resources and can have extremely serious, long-term consequences for the enterprise.

Strategic decisions include:

Reconstruction of the enterprise;

Introduction of innovations (new products, new technologies);

Organizational changes (changes in the organizational and legal form of the enterprise, the structure of production and management, new forms of organization and remuneration, interaction with suppliers and consumers);

Entering new markets;

Acquisition, merger of enterprises, etc.

Features of strategic decisions

Strategic decisions are characterized by the fact that they:

Innovative by nature, and since it is common for a person and an organization to reject all innovations, special measures are required to overcome rejection (persuasion, training, involving performers in the strategy development process and, finally, coercion). Such decisions should be open and understandable to employees, which can be implemented through the use of internal marketing;

Aimed at the long-term goals of the enterprise, at opportunities, not at tasks, at the future, not the present;

They differ from tactical decisions in that the set of alternatives is not defined, the procedure for their formation plays an important independent role;

Directed towards the future and are therefore indeterminate in nature;

Require knowledge - the result, as a rule, depends more on the quality of the decision than on the speed or timeliness of its adoption. There is no hard time frame for them;

Subjective in nature, not amenable, as a rule, to an objective assessment;

Irreversible and have long-term consequences.

In general, the leading idea, reflecting the essence of the transition to strategic management, was the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, to respond in a timely manner to the challenge thrown by the external environment.

There are a number of definitions of the concepts of "strategy" and "strategic management". Let's name some of them, in our opinion, the most characteristic.

Strategy - decision-making process at the highest level of the organizational hierarchy.

Strategy- the process of determining and (establishing) the connection of the organization with its environment, consisting in the implementation of the selected goals and in attempts to achieve the desired state of relations with the environment through the allocation of resources, allowing the organization and its units to operate effectively and efficiently.

There are also a number of definitions of the concept of "strategic management". As a working definition, we give the following: strategic management- this is a management activity for setting and implementing long-term goals, maintaining effective relationships between the company and its environment, while meeting the goals set for its internal capabilities.

Analyzing the conceptual apparatus of strategic management, it is useful to consider this category in parallel with the concept of "operational management" (OS). operational management– management of current events; a set of measures that allow influencing specific deviations from the established production targets. Operational management is divided into operational planning, operational accounting and operational control. The differences between the approaches to operational and strategic management (MS) by parameters are clearly presented below (Table 1).

Table 1

Differences between operational and strategic management

Conceptual apparatus	Control
Conceptual apparatus	operational	strategic
Mission, purpose	The organization exists for the production of goods and services in order to receive income from their sale.	Survival of the organization in the long run through establishing a dynamic balance with the environment
Preferential focus of management	Looking inside the organization, looking for ways to use resources more efficiently	Looking outside the organization, looking for new competitive opportunities, tracking and adapting to changes in the environment
Time Factor	Focus on the short and medium term	Orientation to the long term
The main factors in building a control system	Functions and organizational structures, procedures, technique and technology	people, systems information support, market
Personnel Management	A look at employees as a resource of the organization, as performers individual works and functions	View of employees as the basis of the organization, its core value and source of its well-being
Efficiency mark	Performance and management efficiency is defined as a category that reflects the profitability of the use of production potential	The effectiveness of the management of organizations is expressed in how timely and accurately the organization is able to respond to new demands from the market and change depending on the changing environment.

Although strategic management is the most important factor in successful survival in a competitive environment, nevertheless, there is often a lack of strategies in the actions of organizations, which leads them to defeat in the market struggle.

According to some scientists, Russia is a reserve of undecided or incorrectly determined companies in their choice of strategy. Like unscared protected game, Russian firms can become easy prey for competitors who have better mastered the cruel science of the market. The inconsistent throwing of domestic enterprises that have discovered their weakness, which have not chosen or have chosen the wrong strategy, complicates the situation.

The lack of a strategy or mistakes in its choice lead to the waste of already limited resources, and the inevitable failures in this case create a reputation for enterprises as hopeless patients who will not be helped by anything, and, therefore, scare away potential partners and investors. Finally, time is lost - the most irreplaceable factor in market success.

Choosing the right corporate strategy is a task on which the future of the domestic economy depends no less than on the macroeconomic experiments of the authorities. It is much more difficult to solve it, since the situation cannot be corrected by any decree. Success will be brought only by the conscious efforts of each specialist of the enterprise individually.

The lack of strategic management leads to the fact that, firstly, organizations plan their activities based on the fact that the environment will either not change at all, or there will be no qualitative changes in it.

In non-strategic management, a plan of specific actions is drawn up, both for the present and for the future, a priori based on the fact that the final state is clearly known and that the environment will not actually change.

A long-term vision is an important part of management, but in no way should it mean extrapolating current practice and the current state of the environment many years into the future.

With strategic management in each this moment it is fixed what the organization must do now in order to achieve the desired goals in the future, based on the fact that the environment and living conditions will change. In other words, with strategic management, the view from the future rushes to the present. The actions of the organization are being developed and implemented at the present time, providing it with a certain future. In this regard, strategic management not only fixes the desired state of the organization in the future, but also predicts the ability to respond to changes in the environment, allowing you to achieve the desired goals in the future.

Secondly, with non-strategic management, the development of a program of action begins with an analysis of the internal capabilities and resources of the organization. With this approach, all that an organization can determine based on an analysis of its internal capabilities is how much product it can produce and what costs it can incur. At the same time, the volume of production and the value of costs do not answer the questions: how the product created by the company will be accepted by the market, how much will be bought and at what price. All this will determine the market.

The test of a successful strategy is the degree to which the firm's strategy:

Improves the firm's ability to compete successfully in its place in the market;

Improves its ability to achieve competitive advantages;

Allows you to earn super profits.

The analysis showed that about 20% of the largest American corporations currently use a strategic management system, and 75% of companies use certain elements of this system. At the same time, the method of strategic management combines a strategic approach to setting goals and a program-target approach to their implementation.

The essence of complex strategic management systems is that firms, on the one hand, have a clearly defined and organized so-called strategic planning. On the other hand, the enterprise management structure, systems and mechanisms of influence of its individual links are built in such a way as to ensure the development of a long-term strategy for success in competition and create a management tool for turning this strategy into current production and economic plans.

However, in real economic practice, it often happens that for one reason or another, the strategy is not implemented. In this case, the company must go to its adjustment. The most typical cases that force changes in the company's strategy usually include the following:

Failure of the strategy to provide satisfactory indicators of sales volume and profits in recent years;

A sharp change in strategies by competing firms, which has a significant impact on the characteristics of the market;

Changes in other external factors affecting the company's activities;

The emergence of prospects for taking measures that can significantly increase profits;

The emergence of new customer preferences or trends in this area;

Fulfillment of strategic tasks.

Elements of the organization of strategic management require clear coordination. Most often, failures in the implementation of the strategy are due to the fact that in a strategy drawn up in strict accordance with the market external environment, either organizational structure did not take into account the requirements of the chosen course and was retained as it was, or the management system or the evaluation system did not reflect it. That is, the higher the level of consistency of each element of strategic management and the correspondence between them, the higher the probability of success. An analogy with driving a car or other vehicle: if we turn on, for example, the fourth speed, then with one movement of the gearshift lever we must set all the links of this system to the operating mode at this particular speed.

04.10.04

Topic: " general characteristics strategic management"

one). Essence of strategic management.

2). Strategic management system

Question 1. The essence of strategic management.

The process of developing a strategy for each company is unique, it depends on:

The position of the firm in the market

The dynamics of its development,

Her potential

The behavior of competitors

The characteristics of the product it produces

state of the economy,

cultural environment, etc.

The idea of transition to strategic management from operational management- this is the idea of the need to shift the focus of top management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it, in a timely manner to respond to the challenge posed by the external environment.

Strategic management- such management of the organization, which relies on human potential as the basis of the organization, orients production activities to the needs of consumers, implements flexible regulation and timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together allows the organization to survive and achieve its goals in the long term.

The lack of strategic management manifests itself primarily in the following forms:

1. the organization plans its activities on the basis that the environment will either not change at all, or there will be no qualitative changes in it

2. The development of an action program begins with an analysis of the internal capabilities and resources of the organization, the management determines how much of the product the company can produce and what costs it can incur.

Disadvantages and limitations on the use of strategic management:

1. strategic management cannot give an accurate and detailed picture of the future, it only forms the future desired state of the organization.

2. strategic management does not have a descriptive theory, that is, a set of routine procedures and schemes

3. strategic management requires a lot of effort and a lot of time and resources, the strategic plan must be flexible. Services needed - marketing service, public relations, etc.

4. The negative consequences of strategic foresight errors are sharply increasing.

5. The most important component of strategic management is implementation strategic planning, this involves the creation of an organizational culture, the creation of systems of motivation and organization of work, the creation of a certain flexibility in the organization.

Question 2. Strategic management system

The strategic management structure consists of:

Analysis of the environment;

Choosing a strategy;

Definition of mission and goals;

Implementation of the strategy;

Evaluation and monitoring of implementation.

Environmental analysis is the initial process of strategic management. Environmental analysis involves the study of:

1) macroenvironments. Analysis of the macro environment includes the study of: The state of the economy; Legal regulation and management; Political processes; Natural environment and resources; Social and cultural component; Scientific, technical and technological development of society; Infrastructure.

2) immediate environment. Analysis of the immediate environment involves the study of: Suppliers; Buyers; Competitors; Market work force.

3) internal environment. The analysis of the internal environment involves the study of: Personnel of the company: their potential, qualifications, interests, etc.; Management organizations; production; Firm finances; Marketing; organizational culture.

Choosing a strategy The organization determines how it will achieve its goals and realize its mission.

Definition of mission and goals:

Definition of the mission, which, in a concentrated form, expresses the meaning of the existence of the organization, its purpose;

Definition of long-term goals;

Definition of short-term goals.

Execution of the strategy. The main task is to involve the existing potential of the company for the implementation of the strategy.

Evaluation and control of the implementation of the strategy. Provides feedback between how the process of achieving goals and, in fact, the goals of the organization.

The main tasks of control:

1. Determination of what and by what indicators to check;
2. Assessment of the state of the controlled object in accordance with the reference indicators;
3. Finding out the reasons for deviations, if any;
4. Making adjustments.

Topic 2. "Analysis of the environment."

one). Analysis of the external environment.

2). Analysis of the internal environment.

Question 1. Analysis of the external environment

Analysis of the macro environment. The macro environment consists of:

1. Economic component: Inflation rate; GNP value; Unemployment rate; Interest rate; labor productivity; Taxation norms; Payment balance; The rate of accumulation; General level of economic development; Extracted natural resources; Climate; Type and level of development of competitive relations; Population structure; The level of education of the labor force; The amount of salary.

2. Legal component: Laws and legal acts; Acceptable methods of defending their interests; The effectiveness of the legal system; The established traditions in this area; procedural side; Party of practical implementation of legislation.

3. political component– is studied in order to have a clear idea of the intentions of the authorities state power with regard to the development of society and the means by which the state intends to carry out its policy.

4. social component: People's attitude to work and quality of life; Existing customs and beliefs in society; Values shared by people; Demographic structure of society; Population growth; The level of education; Mobility; Readiness to relocate.

5. Technological component- its analysis allows you to see the opportunities that the development of science and technology opens up for production new products, modernization of manufacturing and marketing of products.

Analysis of the immediate environment

1. Buyer analysis: Which product will be most accepted by customers; How much sales can the organization expect; To what extent are buyers committed to the product of this organization; How can you expand the circle of potential buyers; How strong is the position of the buyer in relation to the organization in the bargaining process;

Buyer Trading Power Factors:

The degree of dependence of the seller on the buyer (number of sellers and buyers in the market);
The volume of purchases made by the buyer;
Buyer awareness level;
Availability of substitute products;
The cost to the buyer of switching to another seller;
Buyer sensitivity to price;
The level of his income;
Profit incentive system;
Orientation of a certain buyer to a certain brand.

2. Analysis of suppliers:

1 Identification of those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources; finances, etc., on which depend: the efficiency of the organization, the cost and quality of the product produced by the organization.

3. Study (Analysis) of competitors: Identification of the strengths and weaknesses of competitors.

4. Analysis of the labor market: Availability of personnel, the necessary specialty and qualifications, the required level of education, age, gender; labor cost; Analysis of the policy of trade unions with influence in this market.

Question 2. Analysis of the internal environment

The internal environment is that part of the overall environment that is located within the organization:

1. Personnel profile of the internal environment - interaction between managers and workers: recruitment, training and promotion of personnel; Analysis of labor results and stimulation; Maintenance between workers.

2. Organizational cut: Communication processes; Organizational structures; Norms, rules, procedures; Distribution of rights and obligations; Hierarchy of subordination;

3. Production cut;

4. Marketing section - this is everything that is connected with the sale of products;

5. Financial cut - effective use and cash flow in the organization;

6. Organizational culture - a set of the most important assumptions accepted by the members of the organization and expressed in the declared organizational values that give people guidelines for their behavior and actions.

The internal environment is permeated with organizational culture, which should also be subjected to the most serious study.

Strategic management, studying the external environment, focuses on finding out what threats and what opportunities the external environment is fraught with.

The threat- something that can harm the company, deprive it of its existing advantages: unauthorized copying of the company's unique developments, the emergence of new competitors or substitute products, a decrease in the purchasing power of the consumer.

Capabilities- something that gives the company a chance to strengthen its position: the introduction of new technologies, release New Product, tax cuts, income growth.

Weaknesses and strengths of the internal environment as well as threats and opportunities determine the conditions for the successful existence of the organization.

SWOT - analysis (strength, weakness, opportunities, threats).

	Capabilities:
Strengths:	Strength and opportunity (a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities that have appeared in the external environment)	Force and threat (use of force to eliminate threats)
Weak sides:	Weakness and opportunity (the strategy should be built in such a way that, due to the opportunities that have appeared, try to overcome the weaknesses in the organization)	Weakness and threat (develop a strategy that allows you to get rid of the weakness and prevent the threat)

StagesSWOTanalysis:

1. The strengths are studied: the solvency of goods, the price of the goods, advanced technologies, the qualifications of personnel, the price of resources, the geographical location of the company, the strength of competition at the input and output of the management system, infrastructure.

2. The study of the weaknesses of the company (it begins with an analysis of the competitiveness of manufactured goods in all markets).

3. Factors of the firm's macro environment are studied: political, economic, market, in order to predict strategic (for the future) or tactical (here and now) threats to the firm and timely prevent losses from them.

4. The strategic and tactical capabilities of the firm are studied, which are necessary to prevent threats, reduce weaknesses and increase strength.

5. Consistent forces with opportunities for the formation of the project of individual sections of the company's strategy.

Impact of opportunities on the organization:

Opportunities falling on the fields of BC, WU, SS are of great importance for the organization and they must be used without fail.

Opportunities falling on the fields of SM, NU, NM practically do not deserve the attention of the organization.

The remaining opportunities are used if the organization has enough resources.

The impact of threats on the organization.

Probability of Threats Implementation	destruction	Critical situation	serious condition	Light bruises

The field BP, VC, SR pose a huge threat to the organization and require immediate and mandatory elimination.

The fields BT, SK, HP should be in the field of view of the management and be eliminated as a matter of priority.

Fields NK, ST, VL attentive and responsible approach to their elimination.

The remaining fields are carefully monitored for their development, although the task of their primary elimination is not set.

Environment profile.

Individual environmental factors are listed in the environment profile table. Each of the factors is given in an expert way:

1. assessment of its importance for the industry on a scale: 3 - strong value, 2 - moderate value, 1 - weak value.

2. assessment of the impact on the organization; 3 - strong influence, 2 - moderate influence, 1 - weak influence, 0 - no influence.

3. assessment of the direction of influence on a scale: (+1) - positive direction, (-1) - negative direction.

Topic 3: "Mission and goals of the organization"

one). The mission of the organization.

2). Organization goals.

3). Goal setting.

Question 1. The mission of the organization.

When broad understanding of the mission is considered as a statement of philosophy and purpose, the meaning of the existence of the organization.

In the event that there is narrow understanding of the mission, it is considered as a formulated statement regarding why and for what reason the organization exists, that is, the mission is understood as a statement that reveals the meaning of the existence of the organization, in which the difference between this organization and its similar ones is manifested.

Mission characteristics:

1. The tasks of the company formed in it must be measurable.

2. The mission statement of the company should demonstrate its difference from other firms, reflect individuality or even uniqueness.

3. The mission statement should define the types of activities that the company intends to engage in, and they do not have to coincide with the current business.

4. The mission statement must be relevant (pertinent) to all interested groups.

Groups of people whose interests should be taken into account when determining the purpose of the organization:

Organization owners

Organization employees

The organization's product buyer

Business partners of the organization

Local community interacting with the organization (social and environmental component)

Society as a whole.

The mission should be developed taking into account the following factors:

The history of the company, during which the philosophy of the company is developed, its profile and style of activity, its place in the market are formed.

The existing style of behavior and the way of action of the owners and management personnel.

The state of the organization's habitat

Resources she can bring to bear to achieve her goals

Distinguishing characteristics of an organization.

The transcript that accompanies the mission should reflect the following characteristics of the organization:

1. targets of the organization, reflecting what tasks the organization's activities are aimed at, and what the organization is striving for in its activities in the long term.

2. the scope of the organization, reflecting what product the organization offers to the buyer, and in which market the organization sells its product.

3. philosophy of the organization.

4. opportunities and ways of carrying out the activities of the organization, reflecting what is the strength of the organization, what are its distinctive capabilities for survival in the long term, in what way and with what technology the organization does its job.

What gives the mission for the activities of the organization:

1. it gives the subjects of the external environment general idea about what the organization is.

2. the mission contributes to the formation of unity within the organization and the creation of a corporate spirit.

3. mission creates an opportunity for more effective management of the organization.

Question 2. The goals of the organization.

This is a specific state of individual characteristics of the organization, the achievement of which is desirable for it and the achievement of which its activities are aimed at.

Long-term goals are goals that are expected to be achieved by the end of the production cycle.

In practice, short-term goals are usually considered to be achieved within 1 year, long-term - in 2-3 years.

There are areas for which organizations set goals:

Organization income

Work with clients

Needs and welfare of employees

Social responsibility

The most common areas in which business organizations set goals are:

1. profitability, reflected in the following indicators: profitability, profit margin, earnings per share.

2. position in the market, reflected in the following indicators: market share, sales volume, relativity in relation to a competitor, market share, share of individual products in total sales.

3. productivity: unit costs, material intensity, return per unit production capacity, the volume of products produced per unit of time.

4. financial resources: the structure of capital, the movement of money in the organization, the amount of working capital.

5. capacity of the organization: the size of the occupied area, the number of pieces of equipment, etc.

6. product development, product manufacturing and technology upgrade.

7. change in organization and management.

8 human resources: absenteeism, staff turnover, qualifications.

9. work with buyers: speed of service, number of complaints, etc.

10. assistance to society: the amount of charity, etc.

Growth Goals organizations reflect the ratio of the rate of change in sales and profits of the organization, the rate of change in sales and profits by industry as a whole:

1. fast growth goals - they assume that management understands the market well, knows how to choose the most suitable part of the market, concentrate its efforts on it, while the organization develops faster than the industry as a whole.

2. the goal of stable growth - when it is achieved, the organization develops at the same pace as the industry as a whole, it seeks to maintain its market share unchanged.

3. The goal of reduction is set by the organization when, for a variety of reasons, it is forced to develop at a slower pace than the industry as a whole, or in absolute terms to reduce its presence in the market.

Key requirements that properly formulated goals should satisfy:

Goals must be achievable

Goals must be flexible

Goals must be measurable

The goals should be specific, that is, clearly fix what needs to be obtained as a result of the activity, who and in what time frame should achieve it.

Goals should be compatible: long-term goals should be consistent with the mission, short-term goals should be long-term, should not contradict each other, related to profit and to establishing a competitive position, the goal of profitability and charity.

Objectives must be acceptable to the main influencers that determine the activities of the organization, and in the first place for those who will have to achieve them.

Question 3. Setting goals.

When centralized setting goals - all goals are subject to a single orientation, however, rejection of these goals and even resistance may occur at the lower levels of the organization.

When decentralization both upper and lower levels of the organization are involved in the process of setting goals. There are two schemes for decentralized goal setting:

1. the process of setting goals goes from top to bottom (decomposition of goals) - each of the lower levels determines its goals, based on what goals were set for a higher level.

2. the process of setting goals goes from the bottom up - the lower levels set goals for themselves, which serve as the basis for setting goals at a higher level.

The process of developing goals involves the passage of phases:

1. identification and analysis of trends observed in the environment.

2. setting goals for the organization as a whole: determine which of the wide range of possible characteristics of the organization's activities should be taken as a basis; Of particular importance is the system of criteria used in determining the purpose of the organization, they are derived from the mission, from the results of the analysis of the macro environment, industry, competitors and the position of the organization in the environment. The decision on goals depends on the resources that the organization has.

3. building a hierarchy of goals - involves the definition of such goals for all levels of the organization, the achievement of which by individual units will lead to the achievement of a corporate goal

4. setting individual goals - the hierarchy of goals within the organization must be communicated to each individual worker; in this case, each employee is included through their personal goals in the process of joint achievement of the ultimate goals of the organization. Employees of the organization imagine how the result of their work will affect the final results of the functioning of the organization.

The established goals should have the status of law for the organization, however, they should not be eternal and unchanging, they can change due to the dynamism of the environment.

25.10.04

Topic: Types of business strategies»

one). Areas of strategy development

2). Reference Development Strategies

3). Strategy definition steps.

Question 1. Areas of strategy development.

The firm's strategy faces three main questions related to the firm's position in the market:

1. what business to stop

2. what business to continue

3. what business to go to.

The strategy focuses on the following:

What the organization does and does not do

What is more important and what is less important in the activities carried out by the organization.

The main areas for developing a strategy for the company's behavior in the market:

1. associated with the leadership of minimizing production costs. A firm implementing such a strategy must have a good organization of production and supply, good technology and engineering and design base, as well as effective system product distribution.

2. associated with specialization in product manufacturing: in this case, the firm must carry out highly specialized production and marketing in order to become a leader in the production of its products.

3. The definition of strategy refers to fixing a certain market segment and concentrating the firm's efforts on the selected market segment. In this case, the company does not seek to work on the entire market, but works on its clearly defined segment, thoroughly clarifying the needs of the market for a certain type of product; the company should build its activities on an analysis of the needs of customers in a particular market segment.

Question 2. Reference development strategies.

These strategies reflect different approaches to the growth of the company and are associated with a change in the state of one or more elements: product, market, position of the company within the industry, technology, industry.

The first group of reference strategies - concentrated growth strategies: they are associated with a change in the product and / or market and do not affect other elements.

Specific types of strategies in this group are:

1. strategies for strengthening positions in the market. The company is doing everything to win the best positions in this market with this product.

2. market development strategy - the search for new markets for an already manufactured product.

3. the strategy of "product development" - solving the problem of growth through the production of a new product and its implementation in the market already mastered by the company.

The second group of reference strategies - integrated growth strategies (business strategies), which involve the expansion of the company by adding new structures.

There are types of strategies:

1. The strategy of "reverse vertical integration", aimed at the growth of the company through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiaries that carry out the supply.

2. The strategy of "forward vertical integration" is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, that is, over distribution and sales systems. This type of integration is beneficial in cases where the firm cannot find intermediaries with a quality level of work.

The third group - diversified growth strategies. Diversification is the process by which a firm expands into other industries. Used to prevent an organization from becoming too dependent on a single strategic business unit.

Many companies see diversification as the most appropriate way to invest capital and reduce risk, especially if further expansion in core business areas is limited.

Diversification strategies are:

1. centered diversification strategy - search and use of prisoners in existing business additional features for the production of new products. At the same time, the existing production remains at the center of the business, and a new one arises based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning.

2. horizontal diversification strategy - involves the search for growth opportunities on existing market through new products requiring new technology different from the one used. With this strategy, the firm focuses on the production of such technological unrelated products that would use the already existing capabilities of the firm (for example, in the field of supply). Since the new product must be oriented towards the consumer of the main product, it must be related in its qualities to the already produced product.

3. The strategy of conglomerate diversification - is that the company expands through the production of technologically unrelated new products that are sold in new markets.

The fourth group - targeted reduction strategies. They are implemented when a firm needs to regroup forces after a long period of growth or due to the need to increase efficiency when there are recessions and dramatic changes in the economy.

Targeted reduction strategies:

1. liquidation strategy - an extreme case of a reduction strategy, carried out when the company cannot conduct further business.

2. "harvest" strategy - involves the rejection of a long-term view of the business in favor of maximizing income in the short term. This strategy is applied to an unpromising business that cannot be sold profitably, but can bring in profits at harvest time.

3. downsizing strategy - the firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries.

4. cost reduction strategy - looking for opportunities to reduce costs and taking appropriate measures to reduce costs. This strategy is more focused on eliminating rather small sources of temporary or short-term measures.

Question 3. Steps to define a strategy.

1. Understanding the current strategy.

2. analysis of the product portfolio

3. choice of firm strategy

4. evaluation of the chosen strategy

In order to understand the strategy being implemented, it is necessary to evaluate 5 external and internal factors.

External factors:

1. the scope of the company and the degree of diversity of products, the diversification of the company.

2. The general character and nature of the firm's recent acquisitions and sales of some of its property.

3. the structure and direction of the company's activities for the last period.

4. Opportunities that the firm has been focusing on recently.

5. attitude towards external threats.

Internal factors:

1. goals of the firm

2. Criteria for the distribution of resources and the existing structure of investment in manufactured products.

3. relation to financial risk, both from the management side and in accordance with real practice implemented by the financial policy.

4. the level and degree of concentration of efforts in the field of R&D.

5. strategies of individual functional areas: marketing, production, personnel, finance, Scientific research and development.

Product portfolio analysis involves the following steps:

1. The choice of levels in the organization for conducting product portfolio analysis: it should start at the individual product level and end at the top level of the organization.

2. fixation of units of analysis, called strategic business units (SEBs), in order to use them when positioning on product portfolio analysis matrices. SEBs can cover one product, several products that meet similar needs, SEBs can be considered as product-market segments.

3. Determining the parameters of the product portfolio analysis matrices. It is carried out in order to have clarity regarding the collection of the necessary information, as well as to select the variables for which the analysis is carried out.

4. Variables used to measure business strength: market share, market share growth…

5. collection and analysis of data conducted in the areas of an attractive industry, the competitive position of the company, opportunities and threats, resources and qualifications of personnel.

6. Determination of the desired product portfolio in accordance with which of the options can best contribute to the achievement of the company's goals.

Topic: "Choice of strategy"

Key factors to consider when choosing a strategy:

1. industry strengths and firm strengths (concentrated growth diversification strategy)

2. weaknesses of the firm (all reduction strategies)

3. goals of the firm

4. interests and attitudes of top management

5. financial resources of the firm

6. qualification of workers

7. the firm's obligations under previous strategies. Fulfilling old commitments before starting new ones.

8. degree of dependence on the external environment. Dependence on suppliers and buyers; legislation, legal regulation firm behavior.

9. time factor.

Evaluation of the developed strategy.

It is carried out in the form of an analysis of the correctness and sufficiency of taking into account when choosing a strategy the main factors that determine the possibility of implementing the strategy. The procedure for evaluating the chosen strategy is subject to one thing: whether the chosen strategy will lead the company to achieve its goals.

If the strategy meets the goals of the company, then its further evaluation is carried out in the following areas:

1. compliance of the chosen strategy with the state and requirements of the environment

2. compliance of the chosen strategy with the potential and capabilities of the company.

3. acceptability of the risk included in the strategy:

The realism of the prerequisites underlying the choice of strategy

What are the negative consequences for the company if the strategy fails?

Does the possible positive result justify the risk of losses from failure in the implementation of the strategy

Topic: "Strategic business unit and enterprise portfolio."

Types of organizational structures:

First stage.

simple structure- an example of an entrepreneur who establishes a company to implement some idea, product, service. At this stage, the entrepreneur directly manages the activities of each employee, makes all decisions and is aware of all the affairs of the organization. The firm is characterized by an informal structure, planning is short-term and reactive. The strength lies in its flexibility and dynamism, the weak point is that the entrepreneur bears full responsibility for the choice of strategy and for the implementation of operational tasks. As a result, it develops leadership crisis- the entrepreneur does not cope with the whole complex of typical management functions.

Second stage.

Functional structure- the entrepreneur is replaced or supplemented by a group of managers with a functional specialization: R & D, production, marketing, finance, personnel. When switching to new types of products from other industries, the advantages functional structure may be lost. While concentration in one attractive industry can bring good results.

Crisis of autonomy occurs when people managing new production lines (new types of business) need more decision-making freedom than they have within the existing functional structure.

Third stage.

Branch (divisional)) structure - the enterprise focuses on the management of various production lines in several industries (different types of business). Such enterprises have a central headquarters and decentralized operational units, with each unit or business unit being a functionally organized company in the second stage of development.

Strategic business unit- an intra-firm organizational unit responsible for developing the firm's strategy in one or more segments of the target market.

Segment- a part of the market (in a certain way allocated), where the company's products can be sold.

Segmentation criteria:

Geographical position

Socio-demographic (gender, age)

Behavioral (Gardening Products)

To size

By form of ownership

By industry

Criteria for the allocation of strategic business units (SBU):

1. SEB has a certain range of clients and customers

2. the business unit independently plans and carries out production and marketing activities, logistics

3. The performance of business units is valued on the basis of profit accounting.

13.11.04

Topic: "Peculiarities of strategies of large and medium-sized firms"

Depending on the growth rate and the degree of diversification of production large companies can be divided into three groups:

1. Proud Lions are industry leaders. For example, the Sony company, which was the first to find the production of transistor radios, consumer video recorders, laser compact discs and high-definition televisions.

2. "Mighty elephants" are firms that follow the leader. For example, Siemens: benefits from many inventions in the field of electrical devices.

3. "Clumsy hippos." For example, Philips has 350 factories scattered around the world.

Medium firms, can function successfully if they can stick to a niche specialization.

market niche is a narrow area of competition within an industry. A niche can be defined in terms of geographic uniqueness, special requirements for the use of a product, or its specific characteristics that are important only to participants in the niche.

Strategies:

1. reduction strategy - is aimed at reducing the existing position of the enterprise, since there is neither the need to expand the company's activities (the growth rate of the niche is stable), nor the opportunity (its growth rate is not high). In this strategy, there is a danger of losing a niche due to a change in need.

2. search strategy for an "invader" - under these conditions, the average company feels an acute shortage of funds to maintain its position within the niche, under such conditions, the average company begins to look for a large company that could absorb it, while maintaining it as a relatively independent, autonomous production division. Usage financial resources large firms will allow the medium firm to maintain its place in the niche.

3. Niche leadership strategy - perhaps in two cases:

The firm grows as fast as the niche, which allows it to become a leading monopoly company and keep competitors out of the niche.

The firm must have adequate financial resources to sustain accelerated growth

4. The strategy of going beyond the niche - effective only when the scope of the niche is too narrow for the firm.

The firm may attempt to become a large monopoly with the loss of a "niche" face. Having reached the boundaries of a niche, the firm will face direct competition from stronger and larger firms (the existence of a niche protected it from direct competition). To overcome the boundaries of a niche, a firm must accumulate within its framework a sufficient amount of financial and other resources.

Topic: "Strategies for the development of small businesses"

In competition with large firms, small businesses use their main advantages: flexibility, mobility, territorial maneuverability. There are four main strategies for small firms. Their goal is to minimize the severity of competition with large firms and make the best use of their advantages.

The first two strategies relate to the independent development of a small firm:

1. copy strategy. Within its framework, the company can go in one of two ways:

Produce under license a branded product of a large firm

To develop and release a "copy", the prototype of which is some original product.

2. optimal size strategy. It consists in the development of small-scale and specialized markets, those areas of activity in which large production not efficient, but the best is a small enterprise. In these areas, the activities of large firms are difficult due to insufficient profits, high costs for wages, high risk, not manufacturable.

The following two strategies are associated with the possibility of embedding a small firm in the activities of a large one:

3. strategy of participation in the product of a large firm. Large firms often abandon small and few technological productions, since it is more profitable for them to purchase individual parts, assemblies and components from small enterprises. In turn, the small firm gets the possibility of a guaranteed subcontracting order and the benefits associated with it. To avoid dangerous dependence on a large firm, small businesses use the tactic of limiting the share of turnover attributable to one large customer, that is, they strive to ensure that the share of supplies to each large customer in total sales does not exceed, for example, 20%.

4. strategy of using the advantages of a large firm. Franchising is a system contractual relations between a large and a small firm, according to which a large firm undertakes to supply a small firm with its own goods, advertising services. Processed technology business, provides a short-term loan on favorable terms, rents out its equipment. A small firm undertakes to have business contacts exclusively with this large firm, conduct business according to the "rules" of this large firm and transfer determined by the treaty share of sales to a large firm. As a rule, a large firm requires from such a small enterprise an initial large remuneration for the right to operate in the market from its niche and under its brand name. Franchising is most often used in the field retail, fast food restaurants.

Franchising integrates elements of rent, sale, contract, representation, however, in general, it is an independent form of contractual relationship between independent economic entities. The parties to the agreement are the franchisor - large enterprise and the operator (franchisee) is a small business. The parties to the contract must have the status of a legal entity.

Issues related to the functioning of franchising are decided depending on its type and the creditworthiness of the participants. The operator can fully invest in the fixed assets purchased from the franchisor, however, in case of a shortage of funds, the fixed assets are leased out.

Small businesses are interested in franchising for a number of reasons:

1. the presence of the image of a company that has already won the loyalty of customers

2. less investment

3. ability to manage own enterprise with very limited prior experience.

4. guarantee of constant assistance in management

For large enterprises, the benefits are as follows:

1. expanding the marketing of their products

2. attraction of additional capital (at the expense of small entrepreneurs)

3. A large enterprise can establish the quality of products and services produced and sold by the operator.

Flaws:

1. Realization of sales volume may be less

2. the operator cannot influence the policy of the franchisor

3. costs may be higher when franchising

4. difficulties with rent collection

20.11.04

Topic: "Execution of the strategy"

Question 1. Stages of implementation of the strategy.

Implementation of the strategy is aimed at solving the following tasks:

1. prioritization among administrative tasks so that their relative importance is consistent with the strategy that the organization will implement. This applies to such aspects as: the distribution of resources, the establishment of organizational relationships, the creation of auxiliary systems.

2. Establishing a correspondence between the chosen strategy and internal organizational processes in order to orient the activities of the organization towards the implementation of the chosen strategy. Compliance must be achieved in terms of such characteristics as: the structure of the organization, the system of motivation and incentives, the norms and rules of behavior, the sharing of values and beliefs, the qualifications of employees.

3. selection and alignment with the ongoing strategy of leadership style and approach to managing the organization.

All three tasks are carried out by means of change, which is the core of the execution of the strategy, it is called strategic change. Depending on the state of the main factors that determine the need and degree of change (the state of the industry, the state of the organization, the state of the product, the state of the market).

Can be distinguished four stable and characterized by a certain completeness type of change:

1. restructuring of the organization involves fundamental changes organization that affects its mission and culture. Such changes occur when an organization changes its industry and its product and market position change accordingly. In this case, the greatest difficulties arise with the implementation of the strategy, especially in the field of creating a new organizational culture, in the technological field in the labor market.

2. a radical transformation of the organization is carried out if the organization does not change the industry, but at the same time it undergoes changes caused by its merger with another organization or the emergence of new products. In this case, changes require intra-organizational changes regarding the organizational structure.

3. moderate transformation - is carried out when an organization enters the market with a new product and tries to attract customers to it. The changes concern production process, as well as marketing, especially in the part that is associated with drawing attention to a new product.

4. regular changes - associated with the implementation of transformations in the marketing sphere in order to maintain interest in the organization's product. These changes are not significant, and their implementation has little effect on the activities of the organization as a whole.

Remark: the unchanging functioning of the organization occurs when it consistently implements the same strategy, no changes are required, since the organization can get good results based on the accumulated experience.

Question 2. Areas of implementation strategic changes.

There are two environments of the organization that are the main ones when carrying out strategic changes:

1. organizational structure.

2. organizational culture.

Analysis of the organizational structure. From the perspective of the implementation process, the strategy aims to answer the following questions:

1. to what extent the organizational structure can contribute to or hinder the implementation of the chosen strategy

2. Which levels in the organizational structure should be entrusted with the decision of defining tasks in the process of implementing the strategy.

Factors influencing the choice of organizational structure:

The size of the organization the degree of diversity of its activities

Geographic location of the organization

Technology

Attitudes towards the organization of management and employees

Dynamism of the external environment

Strategy implemented by the organization

The organizational structure should correspond to the size of the organization and not be more complex than necessary for the existing size of the organization (usually the effect of the size of the organization on its structure is manifested in the form of an increase in the number of levels of the organization's management hierarchy).

The impact of technology on the organizational structure is manifested in the following:

The organizational structure is tied to the technology used in the organization: the number of structural units and their relative position depend on it

The organizational structure should be built in such a way that it allows for technological renewal, it must facilitate the emergence and dissemination of ideas for technological development and the implementation of renewal processes.

If the external environment is stable, changes in it are insignificant, then the organization can apply mechanistic organizational structures that have little flexibility and require a lot of effort to change them.

The dynamism of the external environment largely determines what organizational structure the organization should choose.

If the external environment is dynamic, the organizational structure should be organic, flexible and able to quickly respond to external changes (such a structure should imply a high level of decentralization, the presence of greater rights for the unit structure in decision-making).

Organizational culture. Components of organizational culture:

1. philosophy that defines the meaning of the existence of the organization and its attitude towards employees and customers

2. prevailing values on which the organization is based and which relates to the goals of its existence, or to the means of achieving these goals.

3. norms behavior, separating the employees of the organization and status for individual members of the organization.

4. establishment of norms governing informal relations between persons of different sexes.

5. development of assessments regarding what is desirable in the behavior of employees and what is not.

The second group includes problems that the organization has to solve in the process of interaction with the external environment.

Question 3. development of the mission, goals and means to achieve them.

Primary factors that shape organizational culture:

Point of focus for senior management.

The response of management to critical situations that arise in the organization

Attitude towards work and style of behavior of managers

Criteria base for employee incentives

Criteria for selection, appointment, promotion and defining principles of relationships in the organization

- regulations, on which the “game” is played in the organization

The climate that exists in an organization and manifests itself in the way the atmosphere in the organization exists and how members of the organization interact with outsiders

Behavioral rituals, expressed in the organization of certain ceremonies, in the use of certain expressions, signs.

Organizational culture is formed as a response to the problems faced by the organization. One of these problems is the problem of integration of internal resources and efforts.

These include the following questions:

1. Creation of a common language and common terminology

2. establishing the boundaries of the group and the principles of inclusion and exclusion from the group.

3. creating a mechanism for empowerment and deprivation of rights, as well as fixing the definition of dismissal from the organization

Secondary factors:

1. organization structure

2. information transfer system and organizational procedures

3. external and internal design and decoration of the premises in which the organization is located

4. myths, stories about important events and people who played and still play a key role in the life of the organization.

5. formalized position on the philosophy and sense of existence of the organization.

27.11.04

Topic: "Problems of carrying out strategic changes and conflicts in the organization"

Difficulties in the task of making changes in the organization are due to the fact that any change meets resistance, sometimes so strong that it is not possible to overcome it by those who carry out the change.

To make a change, do the following:

1. uncover, analyze and predict what resistance a planned change may meet

2. reduce resistance (potential and real) to the minimum possible

3. set the status quo of the new state

Attitudes towards change can be viewed as a combination of the states of two factors:

1. acceptance or rejection of the change

2. open or covert demonstration of attitude towards change

Change-resistance matrix

Based on conversations, interviews, questionnaires and other forms of information gathering, management should find out what type of reaction to change will be observed in the organization.

Managers should remember that when implementing change, they should demonstrate a high level of confidence in its rightness and necessity and try to be as consistent as possible in the implementation of the change program. Of great importance in this case is complete information, constantly brought to the attention of the employees of the organization.

The style of change implementation has a big influence on resistance management.

The autocratic style is only useful in very specific situations that require the immediate elimination of resistance while conducting very important changes. In most cases, a more acceptable style is one in which leadership reduces resistance by bringing to its side those who initially resisted resistance.

Question 2. Conflicts in the organization.

Reasons for conflicts:

Limited resources

Task Interdependence

Differences in ideas and values, in goals, in the level of education, demeanor, as well as poor communication.

Methods of management in a conflict situation.

Conflict management methods are divided into interpersonal and structural.

Interpersonal:

1. evasion - a person tries to get away from the conflict, not to show in situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreement

2. smoothing - this style is characterized by behavior that is dictated by the belief that signs of conflict and bitterness should not be released. In this case, the parties appeal to the need for solidarity, unfortunately forgetting about the problem underlying the conflict. Sometimes the only way to resolve a conflict is to fixtures when you act in concert with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working environment

3. coercion - within the framework of this style, attempts to force people to accept their point of view at any cost prevail. A person using this style usually behaves aggressively, is not interested in the opinions of others, and uses power through coercion to influence non-employees.

4. compromise - this style is characterized by accepting the point of view of the other side, but only to some extent (through mutual concessions)

5. collaborative style - most effective in resolving conflict situations, since in this case you find the most acceptable solution for both sides and is made from the opponents of the partners. In this situation, all participants are involved in the process of conflict resolution, their desire to satisfy the needs of all prevails.

Structural conflict management methods:

1. clarification of job requirements - clarification of what results are expected from each employee and unit (level of results to be achieved, who provides and who receives different information, system of authorities and responsibilities, clear definition of policies, procedures and rules)

2. coordination and integration mechanisms - a chain of commands, the principle of unity of command, a managerial hierarchy, the creation of cross-functional and target groups.

3. Organization-wide comprehensive goals - the effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The goal is to direct the efforts of all participants to achieve common purpose.

4. structure of the reward system - rewards are used to influence people's behavior and avoid the dysfunctional consequences of conflict.

Topic: "Management analysis"

Question. Goals, principles and methods of management analysis.

Management analysis- the process of a comprehensive analysis of internal resources and capabilities of enterprises, aimed at assessing the current state of the business, its strengths and weaknesses, identifying strategic problems.

The ultimate goal of management analysis is to provide information to managers and other stakeholders for making strategic decisions, choosing a strategy that best suits the future of the enterprise.

In the process of such an analysis, the compliance of the internal resources and capabilities of the enterprise with the strategic tasks of ensuring and maintaining the competitive advantages of the enterprise, the tasks of meeting future market needs is revealed.

The need for management analysis is determined by the following factors:

1. It is necessary when developing an enterprise development strategy and in general for the implementation of effective management, since it is an important stage in the management cycle.

2. It is necessary to assess the attractiveness of the enterprise from the point of view of an external investor, which determines the position of the enterprise in national and other ratings.

3. Management analysis allows you to identify the reserves and capabilities of the enterprise, determine the direction of adaptation of the internal capabilities of the enterprise to changes in environmental conditions.

As a result of the internal analysis by the enterprise, a number of points are revealed:

1. overestimate or underestimate the company itself

2. it overestimates or underestimates its competitors

3. what demands of the market it betrays too much or too little value.

Groups of indicators for which an economic analysis is mandatory:

1. indicators characterizing the economic potential of the company.

2. indicators characterizing economic activity firms. These indicators include: assets of the company, sales volume, indicators of gross or net profit, number of employees, scientific and technical potential of the enterprise.

Basic indicators:

1. profitability (balance sheet profit / ………..)

2. return on assets

3. rate of return on equity

4. rate of net return on equity

5. labor efficiency.

Question. Methodological principles of managerial analysis and the level of its implementation.

Principles:

1. system approach: the enterprise is considered as a complex system operating in the environment open systems and consisting in turn of a number of subsystems.

2. the principle of a comprehensive analysis of all constituent subsystems, elements of the enterprise.

3. dynamic principle and the principle of comparative analysis: analysis of all indicators in dynamics, as well as in comparison with similar indicators of competing firms.

4. the principle of taking into account the specifics of the enterprise (industry and regional).

There are three levels of managerial decision-making and, accordingly, three levels of analysis:

Corporate

Competitive (business or business level)

Functional.

The complexity of the analysis lies in the fact that the management decisions of these levels are closely related and at the same time have a hierarchical structure.

Identification of the level of certain types of activities (business units) significantly complicates the task of managerial analysis, since this level of decision-making is the least developed and least formalized in Russian enterprises.

Question 1. Methods of management analysis:

1. situational analysis

2. portfolio analysis

3. Desk research: work with accounting documents, statistical and other internal company information.

4. observation and interviews of employees of the enterprise using special methods (diagnostic interview)

5. brainstorming, conferences and other teamwork methods

6. expert opinions

7. mathematical methods - trend analysis, factor analysis, calculation of averages, special coefficients.

The main methods for obtaining high-quality information are: a conversation with managers and specialists of the enterprise, experts, questionnaire surveys of employees, as well as various methods group work which allows to develop a coordinated view and positions on the issues under discussion.

The inconsistency of information is determined by the position of a specialist in the enterprise management system (view from his own level) and the lack of skills to comprehend his own activities.

Question. Organization problems.

The problem is understood as the inconsistency of the managed object with the goals set by the managing subject (manager).

A problem is a contradiction in an organization that requires a managerial solution.

The involvement of consultants to identify and identify problems of the organization gives the following advantage: the novelty of information about the state of the organization, access to the main problem, the solution of which will remove other problems or reduce their severity.

The main problem of most Russian enterprises lies in the contradiction between the external market environment and the internal production organization.

Types of organization problems:

1. essential - they can't decide whether it is only possible to reduce their severity in specific situations and avoid their aggravation (for example, the contradiction between stability and development of an enterprise). The problem of departmentalization is one of the essential problems. Its essence lies in the hierarchy of building an enterprise in the need to divide the general goal of the enterprise into more specific goals, and those, in turn, into local goals and subgoals. Under these conditions, each division is inclined to exaggerate the significance of its goal, to interpret it in its own way, imposing personal and group interests on it.

2. socio-cultural problems - they do not always occur, their presence depends on a certain type of business and organizational culture.

3. situational problems - may appear due to the mistakes of specific managers, due to a special set of circumstances. Such problems are always specific: they exist in one enterprise, but not in another.

Topic: "Determination of the strategic resources of the enterprise and areas of activity"

Management analysis is always focused on profitability, despite the specifics of its implementation at a particular enterprise, a number of typical blocks can be distinguished in its structure:

1. goals of the enterprise.

2. order book, new products

3. resource potential of the enterprise

4. factorial analysis of costs (the cost of the enterprise)

5. availability financial resources, possible sources of funds.

6. management system: structure, qualifications of managers, staff motivation, management culture and traditions….

Management analysis is based on the analysis of current activities, and the main problem is the assessment of this activity in terms of ensuring future long-term profit (indicators: profitability, risk level, market share, asset value, share of new products).

The success of managerial analysis is associated with the definition of the area of freedom, which determines the process of strategic choice. In doing so, it is useful to analyze the following aspects:

1. past and current strategy

2. strategic issues

3. organizational opportunities and limitations

4. financial opportunities and limitations

5. organizational flexibility, strengths and weaknesses

11.12.04

The strategic problem involves awareness, identification and a clear constructive formulation of the problem, involving certain methods for solving it. In this case, the problem can be aimed both at overcoming the identification of weaknesses and at developing the capabilities of the enterprise.

Organization of enterprise capabilities, such as: structure, management system, existing corporate culture and customs, the system of labor motivation, the management team, in any situation can be a source of strengths and weaknesses of the enterprise. The most important part of management analysis is the analysis of the financial obligations of the enterprise in terms of paying taxes, as well as the structure of the debt.

Flexibility can be achieved in several ways:

1. a diversification strategy as a means of adapting to changes in the external environment.

2. investment in personnel training, formation and evaluation of managerial alternatives.

The determination of the strengths and weaknesses of an enterprise is based on its resources and strategically important areas of activity. These parties are always relative (relative to the main competitors or given standards).

Approaches to identify strengths and weaknesses can be as follows:

1. internal (opinion of enterprise specialists)

2. external (comparison with competitors)

3. normative (as it should be)

Question. Competitive advantages of the enterprise

These are unique tangible and intangible resources owned by the enterprise, as well as strategically important for this enterprise areas of business that allow you to run in the competition.

Competitive advantage can be defined as the high competence of the company in any area that gives the best opportunity to overcome the forces of competition, attract customers and maintain their commitment to the company's products.

Tangible (material) resources- physical and financial assets of the enterprise, which are reflected in the balance sheet (fixed assets, stocks, cash)

It is possible to increase the efficiency of the enterprise (improve the use of these resources) in the following ways: reducing inventories, work in progress, improving the use of fixed assets, saving resources.

Intangible (intangible) resources are the characteristics of the company:

1. intangible assets not related to people - brand, know-how, prestige, company image,

2. intangible human resources ( human capital) - personnel qualification, experience, competence, popularity of the management team.

Other important sources competitive advantage strong or weaknesses enterprises can be separate strategic areas of its activities: production, sales, research, marketing, finance, personnel management.

The weak side of almost all Russian enterprises is sales and financial management, while the strengths can be: a monopoly position (energy, railway transport), highly efficient production, availability of sources of raw materials (gas production).

For the consumer, fame is of great importance trademark, advantageous location, opening hours, highly qualified personnel.

Question. Goals and main stages of portfolio analysis.

Enterprise portfolio (corporate portfolio) is a set of relatively independent business units (strategic business units) owned by one owner.

Portfolio analysis - a tool by which the company's management identifies and evaluates its economic activity in order to invest in the most promising and profitable areas and reduce (terminate) investments in inefficient projects.

At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. The company's portfolio must be balanced, that is, it must be the right mix of units or products that need capital for growth, with business units that have some excess capital.

The purpose of the portfolio analysis method is to help the manager understand the business, create a clear picture of the formation of costs and profits in the diversification of the company.

Portfolio analysis helps to solve the following problems:

1. harmonization of business strategies or strategies business units enterprises

2. distribution of human and financial resources between departments

3. Portfolio balance analysis

4. setting performance targets

5. restructuring of the enterprise.

The main advantage of portfolio analysis is the possibility of logical structuring, a visual reflection of the strategic problems of the enterprise, the simplicity of the results presented, and the emphasis on the qualitative aspects of the analysis.

Portfolio analysis scheme:

1. all activities of the enterprise are divided into strategic business units:

The business unit must:

Serve the market, not other divisions

Have your customers and competitors

Business unit management must control the key factors that determine success in the marketplace.

2. The relative competitiveness of these business units and the prospects for the development of the respective markets are determined.

3. A strategy is developed for each business unit (business strategy) and business units with similar strategies are combined into homogeneous groups.

4. management evaluates the business strategies of all departments of the enterprise in terms of their compliance with corporate strategy, commensurate with the profit and resources required by each department.

The main disadvantage of portfolio analysis is to use data about the current state of the business, which cannot always be extrapolated into the future.

The essence of strategic management is the answer to three critical questions:

What is the current state of the company?

Where would it like to be in three, five, ten years?

How to reach the desired position?

The second question reflects such an important feature of strategic management as its orientation to the future. To answer it, it is necessary to clearly define what to strive for, what goals to set.

The third issue of strategic management is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components or limitations of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement the chosen strategy.

I. Ansoff recommends considering strategic management as consisting of two complementary subsystems: analysis and selection of a strategic position and operational management in real time. Thus, strategic management, unlike strategic planning, is an action-oriented system that includes the process of implementing the strategy, as well as evaluation and control. Moreover, the implementation of the strategy is a key part of strategic management, since in the absence of implementation mechanisms, the strategic plan remains only a fantasy.

The differences between strategic management and strategic planning, in addition to being related to the process of implementing the strategy, are determined by several more important factors:

Information content - in strategic management, the measure of the uncertainty of the external environment increases while at the same time weakening signals about changes and, consequently, the information content of the management system decreases. This leads to the development of more sensitive information monitoring systems for the external environment;

The emergence of strategic surprises, such as the sequestration of the Russian budget, which force strategic decisions to be made outside of planning cycles, i.e. strategic management is characterized by a quick response to changes in the external environment within the planned periods. To capture such surprises, systems are being created for collecting, analyzing information and making strategic decisions in real time (on-line system);

The reaction of strategic management to external changes is dual: long-term and operational at the same time. Long-term response is laid down in strategic plans, operational - is implemented outside the planned cycle in real time;

In strategic management, the external environment is not seen as something given and unchanging, to which the firm must adapt. Rather, the ways and strategies of changing the external environment are considered;

Strategic management includes elements of all previous management systems, i.e. involves budgeting, the use of extrapolation to estimate relatively stable factors, the application of elements of strategic planning, and the improvements necessary to adapt real-time strategic decisions.

Another definition of strategic management is the activity of ensuring the achievement of the goals of an organization in a dynamic, changing and uncertain environment, allowing optimal use of existing potential and remaining susceptible to external changes.

Coursework: Essence and functions of strategic management. Question

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