emergence strategic management in Russia is caused by objective reasons arising from changes in the nature of the environment for the activities of enterprises. This is due to the action of a number of factors. The first group of such factors is due to global trends in the development of a market economy. These include: internationalization and globalization of business; the emergence of new unexpected business opportunities opened up by the achievements of science and technology; the development of information networks that make it possible for lightning-fast dissemination and receipt of information; wide availability modern technologies; role change human resources; increased competition for resources; accelerating environmental change. The second group of factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries. As a result, the entire higher layer of management structures, which was busy collecting information, developing a long-term strategy and directions for the development of individual industries and industries, was eliminated. The third group of factors is associated with the emergence of a huge number economic structures various forms property, when a mass of unprepared for professional management activities workers, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.
The fourth group of factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed in the transition period from a planned to a market economy. This situation is characterized by a decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this extremely complicates the activity of economic organizations and is accompanied by a growing wave of bankruptcies, and so on. Naturally, what is happening in the country's economy predetermines the need for increased attention to the problems strategic management, which in turn should ensure the survival of enterprises in extreme conditions. It is no coincidence that a number of authors put forward the thesis that in such a situation one should speak first of all about a survival strategy and only then about a development strategy.
Recourse to strategy becomes vital when, for example, there are sudden changes in the firm's external environment. Their cause may be: saturation of demand; major changes in technology inside or outside the firm; the sudden emergence of numerous new competitors. In such situations, the traditional principles and experience of the organization do not correspond to the tasks of using new opportunities and do not provide for the prevention of dangers. If an organization does not have a unified strategy, then it is possible that its various departments will develop heterogeneous, contradictory and ineffective solutions: the sales service will struggle to revive the former demand for the company's products, production units- make capital investments in the automation of obsolete industries, and the R&D service - to develop new products based on old technology. This will lead to conflicts, slow down the reorientation of the firm and make its work irregular and inefficient. It may turn out that the reorientation started too late to guarantee the firm's survival.
ANNOTATION
Akulov A.A. Course work on the course "Strategic management" on the topic "The essence and application of strategic management." - Chelyabinsk: SUSU, FEiP 475, 2009, 54. Literature bibliography - 10 titles.
This course work considers the essence and application of strategic management, as well as the strategy of OAO Gazprom.
The first theoretical part characterizes the essence of strategic management, defines its main elements, key aspects, concepts of development and prerequisites for its emergence.
The second part discusses how the strategies are implemented and applied, as well as their advantages and disadvantages.
The third part, practical, analyzes the internal and external factors of OAO Gazprom's activities, identifies its strengths and weaknesses, characterizes this research object, and reviews current and future strategic plans.
INTRODUCTION…………………………………………………………………………..4
1 ESSENCE OF STRATEGIC MANAGEMENT…….……...………….6
1.1 Prerequisites for the emergence of strategic management………………..6
1.2 Strategic management concepts………………………………………..7
1.3 The evolution of strategic management…………………………………….10
1.4 Stages of development of organization management systems…………………………..12
1.5 The key position of strategic management in the organization………….16
1.5.1 The concept of strategic management…………………………………….16
1.5.2 Levels of strategic decisions………………………………………………………………………17
1.5.3 Stages of formation of strategies in small and medium-sized enterprises….….18
2 APPLICATION OF STRATEGIC MANAGEMENT…………………..25
2.1 Benefits of applying strategic management………………....25
2.2 Limitations of strategic management…………………………..……..33
2.3 Strategic choice……………………………………………………………35
2.4 Essence and system of strategic planning………………………..40
3 STRATEGIC MANAGEMENT IN OAO GAZPROM………………..47
CONCLUSION…………………………………………………………………….54
REFERENCES……………………………………………….55
INTRODUCTION
The present time is characterized by a sharp increase in the complexity of the problems faced by a decision maker. The uncertainty and ambivalence of information about ongoing processes, the lack and inadequacy of knowledge about the functioning of social, political and economic systems require new skills from the leader and new approaches to the decision-making process.
Making strategic decisions on the development of an enterprise requires a systematic approach with an analysis of the economic situation in the region, marketing factors, the capabilities of the company itself, legal and financial support.
An enterprise strategy is a time-ordered system of priority directions, forms, methods, means, rules, methods of using the resource, scientific, technical and production potential of an enterprise in order to cost-effectively solve the tasks set and maintain a competitive advantage.
The relevance of research. The definition and implementation of strategies are among the complex and time-consuming work that was rarely performed at the proper level at the enterprises of our country. Today, the management of most enterprises is focused mainly on solving short-term problems. Under these conditions, there are frequent changes in tasks, priorities of activity, decisions, which results in imperfection of the structure of performance indicators, and a decrease in the competitiveness of enterprises.
Many enterprises resemble temporary structures that do not have the necessary stock of intellectual, organizational, economic, and production "strength" that allows for effective renewal if necessary. The development of market relations makes it necessary to change the existing stereotypes of management, the nature of management. First of all, this applies to activities that determine the prospects for the development of enterprises, i.e. strategic management.
According to the Association of Consultants in Economics and Management (AKEU), there are three levels of problems facing business leaders. At the first level, managers explain the existence of problems either by unfavorable environmental conditions or by shortcomings in the internal environment of enterprises. The second level of understanding by managers of problems explains their existence mainly by the lack of a long-term vision due to poor knowledge of the market, factors that determine the competitive advantages of an enterprise, insufficient skill level, etc. And, finally, the third level of understanding the essence of the problems includes those managers who see their origins in insufficient knowledge and ability to motivate employees, develop enterprise development strategies, choose effective ways to increase innovative potential, and use the results of marketing research. The different level of understanding of the essence of the problems reflects the idea of managers about the complexity of managing the organization and their capabilities. The attempts of some of them to manage a complex organization as a simple one due to poor knowledge of modern management methods and organizational structures, inability to determine the pricing strategy and behavior of the enterprise in the market - turns into losses in practice, the true value of which is difficult to imagine.
Thus, the purpose of this work is to consider the essence and objectives of strategic management, as well as to study current trends in its development and application. To achieve this goal, it is necessary to solve a number of the following tasks:
Consider the prerequisites for the emergence of strategic management;
Consider the theoretical aspects of strategic management;
1 ESSENCE OF STRATEGIC MANAGEMENT
1.1 prerequisites for the emergence of strategic management
The emergence and practical use of strategic management as an organization management system is caused by objective reasons arising from the nature of changes in the conditions for the activities of organizations. Significant changes in the business environment in terms of the growing unpredictability, novelty and complexity of the environment set the task for firms to solve the problems of survival and development of the organization in a new way, to create mechanisms that make it possible to make coordinated and effective decisions. For more than a hundred years, the formation of management systems has been taking place as a result of a long evolution of theoretical thought in close connection with the practical needs of firms. The more complex and unexpected the future became, the more complex the systems and methods of managing the organization became, respectively.
The origin of strategic management is associated with the long-term planning of large-scale military campaigns involving various branches and types of troops, in alliance with the armies of other countries. However, its further very rapid development occurred as a result of the increasing dynamics of socio-economic development, competition, scientific and technological progress, the increasing role of the human factor in management, the emergence of new methodologies for foresight and modeling of social development trends.
Due to the need to solve more and more new problems, at various stages of historical development, the need periodically arose for the evolution of intra-company management systems, which developed in the direction of transition from control-based management, initially to extrapolation-based management, and then to entrepreneurial type management.
The largest American expert in the field of strategic management, I. Ansoff, analyzed the retrospective of changes in the business environment in countries with market economies in conjunction with the evolution of management systems. The successive change of control systems was considered from the point of view of three characteristics of instability environment:
The degree of familiarity of events, which, as the environment becomes more complex, can change from familiar to unexpected and completely new.
The rate of change, which may be slower than the firm's response, comparable to or faster than the firm's response.
The predictability of the future, which may be a repetition of the past, is determined by extrapolation, partially predictable or unpredictable.
1.2 Strategic management concepts
In strategic management, the dominant paradigm is characterized by two main principles: strategy formation and its application. The main contribution to the development of these approaches was made by such outstanding scientists as Ansoff, Andrews, Porter. In general, the essence of strategic management is how strategies are developed and implemented. On the other hand, the formation of strategies is determined by how the company chooses to define its strategy and how it implements it through strategic management. Ultimately, it is the approach to strategy formation that determines the possible style of management. On the other hand,
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Vikhansky O.S. Strategic Management: Textbook. - M.: Publishing House of Moscow State University, 1998. - 252 p.
only after a company has determined how it intends to formulate strategy can the path of strategic management be effectively pursued. Strategy development can be either formal or rational, emerging or progressively developing along a logically sound trajectory. Strategic management is designed to manage the process of developing a strategy and how and where the external environment of the organization's activities is analyzed - this precedes the selection and implementation of a strategy.
Before proceeding with the consideration of the process of strategic management, it is advisable to define it. What is strategic management? Thompson states that the area to which strategic management is addressed is "management processes and decisions that determine the long-term structure and nature of the organization's activities." This definition includes five key concepts: management process, management decisions, time scale, organization structure, and its activities.
Ansoff and McDonnel distinguish between goal setting (concerning goals) and strategy (concerning means). Within the subject of strategic management, they define this process as a systematic approach to managing strategic change, including positioning the company through strategy and planning its capabilities, real-time strategic response through problem management, and systematic control of personnel resistance in the process of implementing strategies. This definition rather reflects an adaptive approach to strategic management.
According to Johnson and Scholes, it is not enough to be limited to the statement that strategic management is a process of making strategic decisions, since strategic management, by its nature, is fundamentally different from other aspects of management. Of course, for the effective implementation of the strategy, these tasks are vital, but they cannot be identified with strategic management. Johnson and Scholes believe that strategic management is not limited to making decisions on the main problems facing the organization, but also ensures the implementation of the developed strategy. They distinguish three main elements of strategic management: strategic analysis, strategic choice and strategy implementation.
Strategic planning is a specific type of planning in an enterprise, the scientific substantiation of which has begun quite recently. Strategic management can be represented, on the one hand, as an activity associated with the implementation of a set of actions aimed at the formation of one or more strategies, on the other hand, as a scientific discipline that develops methods, approaches, techniques for creating a strategy as a special type of planning documents, with the help of which the enterprise in the future will be able to successfully carry out its entrepreneurial activity. At the same time, the criterion for success, depending on the goals, specifics of production and the market environment of the enterprise, can be different indicators, for example, high efficiency and profitability, quick response to external changes, acceptable level innovativeness, etc.
The long evolution of management activities has shown not only the need, but also the possibility of strategic management of the enterprise. It is widely believed that the main reason for the emergence of the theory of strategic management in the enterprise is the increasing level instability external environment, which means high speed and the complexity of environmental factors such as demand, technical equipment, technology, competitors, suppliers, etc. Its sharp growth in the last century led to the birth of a new concept of overcoming the difficulties and problems that were caused by the growing instability and, as a result, the growth uncertainty, that is, the impossibility of accurate foresight (forecasting) of future changes in environmental factors.
W. King and D. Cleland in the early 80s XX centuries have argued that “although much has not yet been said about the accelerating pace of change in which modern organizations operate, the spirit of change has become an integral part of the way of life, and this is recognized by most managers, at least in principle. Indeed, change in all spheres of life has now become more rapid and common, whereas in the past it was relatively slow and astonishing when it was finally realized. I. Ansoff notes that “compared with the current (post-industrial) dynamism, the problems of entrepreneurship in the industrial era may seem simple to an outside observer. The attention of the manager was entirely concentrated on business affairs, the concerns of his own economy. He had a lot of people willing to work, as long as he offered reasonable pay and consumers weren't picky. He was rarely bothered by issues such as customs tariffs, exchange rates, inflation differentials, cultural differences, and political measures taken to block market access. Scientific research and development was a manageable tool to increase production efficiency and improve product quality. Another scientist in the field of strategic management, M. Porter, emphasizes that “over the past decades, increased competition has been observed virtually all over the world. Not so long ago, it was absent in many countries and industries. The markets were protected and their dominance was clearly defined. And even where there was rivalry, it was not so fierce. The growth of competition was held back by the direct intervention of governments and cartels.
Thus, dynamic changes have replaced the rather “comfortable” existence of industrial enterprises in the past with problems post-industrial era when, outside the enterprise, managers must constantly compete intensely, defending or increasing market share, anticipating customer requirements, ensuring product release High Quality, and maintaining a high reputation, etc. Inside the enterprise, they had to wage a relentless struggle to increase labor productivity through better planning, more effective organization, automation of production processes, etc. At the same time, it was necessary to simultaneously take into account the requirements of workers and ensure the growth of labor productivity, maintain a competitive position in the market, pay dividends to shareholders at such a level as not to lose their confidence, and leave a sufficient amount of retained earnings to ensure production growth.
Regarding the nature of changes in the external environment modern enterprises the following can be noted:
- an increase in the number of new management tasks, many of which are fundamentally new and cannot be solved based on the experience gained earlier;
- changing the required management skills and methods, including planning methods;
- a variety of management tasks that are becoming more complex, including due to the expansion of geographical boundaries economic activity;
- an increase in the intellectual and psychological burden on the top managers due to the complexity and novelty of tasks;
- an increase in the likelihood of unexpected events for which management organizations must be prepared;
- inconsistency of changes in the external environment, the presence of intermittent changes and, as a result, the unpredictability of the future.
The growing instability of the external environment of industrial enterprises in Russia is easy to see. In essence, the economic crisis in many industries since the early 1990s has been caused by nothing more than a sharp increase in the level of environmental instability, while business leaders who worked in a planned economy were unable to reorganize themselves to work in conditions of a sharply increased uncertainty and instability of the external environment. Management team enterprises was not ready for such changes and did not even predict such a course of events. Increased competition for the heads of Russian organizations, firstly, required completely new management methods, and secondly, it necessitated a change in the management structure in market conditions. Neither for the first nor for the second management of the former Soviet enterprises did not have enough knowledge, skills, experience.
The lack of complete and accurate information and, as a result, uncertainty ended the period of relatively calm (stable and predictable) existence of Russian industrial enterprises in a planned economy. At present, Russia is included in the world economic processes, therefore, in the future, the leaders of Russian enterprises expect only drastic changes caused by various reasons, including the narrowing of markets, the intensification of competition with foreign companies, problems in the provision of raw materials, etc.
To some extent, this fact is confirmed by the estimate Federal Service state statistics of factors limiting the business activity of organizations (Table 1.1).
Table 1 can be used to assess the level of instability. 1.2. To do this, it is necessary to evaluate the characteristics of the external environment that determine its instability.
Table 1.1
Assessment of factors limiting the business activity of organizations (as a percentage of the total number of basic organizations)
|
Factors |
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|
Lack of funds |
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Insufficient demand for the organization's products within the country |
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Uncertainty in the economic environment |
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Lack of proper equipment |
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High competition from foreign manufacturers |
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|
Insufficient demand for the organization's products abroad |
Scale and instability factors
Table 1.2
If an enterprise makes a conclusion about a high level of instability of its external environment, then this will require an increase in the speed of reaction to external changes, the speed of information passing, the complexity of organizational structures, etc. High instability (the rate of change and an increasing variety of environmental factors) and the uncertainty of the external environment to a large extent will influence the acceptance management decisions, since the main role of managers is to respond in a timely manner to changes in environmental factors. These changes may not always be familiar (understandable) within the existing management experience, but also new (unusual, uncertain), such as, for example, Yu
the development of new technologies, the actions of foreign competitors, government regulations, etc.
The consequences of the growth of instability of the external environment for the enterprise are expressed in the following:
- the need to anticipate changes in environmental factors;
- shortening the horizon of forecasting and planning;
- reducing the time to make a management decision;
- search for new management methods;
- changing requirements for management personnel;
- reduction life cycle competitive advantage and accelerating the creation of new competitive advantages;
- composition change planned indicators;
- changing and improving communication channels;
- using more complex organizational structures.
In this regard, the strategy is designed to overcome the consequences of increasing environmental instability and is therefore seen as a panacea for ever-increasing instability and, as a result, the inability of leaders to cope with rapid change. Obviously, managers would like clear decision-making algorithms in certain conditions, approaches to overcoming new complex and rapidly emerging problems, and see the strategy as a means of survival in an unstable market environment, containing a description of algorithms and procedures for overcoming changes in the external environment. In addition, the strategy would make it possible to overcome organizational difficulties that arise in unstable conditions of the external environment and are associated with the fact that various divisions of the enterprise will develop in different directions, and this will lead to contradictions between divisions, respectively, to a decrease in efficiency. For example, the marketing department will try to stimulate falling demand for an existing product, the manufacturing department will insist on investment in the production of this product, the design department will focus on creating new products based on old technology, and so on.
Nevertheless, the causes of the emergence of strategic management should not be reduced only to the growing instability and uncertainty of the external environment. The emergence of strategic management is also due to other objective factors that determine common approaches to solving problems, even if they are found in enterprises of various industries. These include:
- the presence of the same (typical, similar) methods of making managerial decisions for a certain type of problem. Moreover, many problems are common and widespread for most enterprises operating, for example, in one industry;
- the dependence of most enterprises on a "standard" set of environmental factors (competitors, consumers, suppliers, etc.);
- the presence of a limited and known number of competitive advantages for successful activities;
- The effectiveness of the organization's activities largely depends on the correct interaction of the main elements of the management system: management structure, culture, personal characteristics of managers, etc.;
- the use of the same methods of forecasting, planning, accounting for the formation of a management information base;
- the use of the same methods for the implementation of management functions (organization, control, etc.);
- the use of the same accounting systems.
Thus, for each level of instability, taking into account industry specifics, it is possible to select such a combination of elements of the management system that would optimize the activities of the enterprise by developing a certain “scheme” of actions, rules, procedures, algorithms, fixed in the strategy. This is the fundamental function of the strategy - the standardization of the elements of this scheme in the form of a kind of "instruction" for making managerial decisions in predictable situations, which reduces the time for making decisions and increases their efficiency. A strategy as an instruction for making a decision allows you to provide:
- right choice directions of future development among many, not always accurately and consciously perceived directions of development;
- organization of personnel activities for effective development in the chosen direction;
- adequate response to changes in the internal and external environment of the enterprise;
- solution of short-term and long-term problems of the enterprise;
- purposeful obtaining of complete and reliable information about the internal and external environment of the enterprise;
- coordinated work of the personnel of the enterprise;
- creation of necessary competitive advantages;
- development of long-term performance indicators of the enterprise (strategic indicators);
- determination of the list of necessary managerial qualities of managers for the creation and implementation of the strategy;
- overcoming internal resistance to change, etc.
However, the implementation of a strategy as an instruction for making managerial decisions may face the following problems.
- 1. The preparation problem background information. At various stages of the process of strategic planning and achievement of planned strategic indicators, as a rule, there is a different degree of completeness, detail and reliability of the initial information. In addition, it is not always possible to use all the information because of its inconsistency and the need to involve specialists to clarify or obtain additional information.
- 2. The problem of choosing the type of accounting, within which planned calculations will be carried out. The most common types of accounting with their historically developed different terminology and indicators are accounting, tax and economic (it is also operational, managerial, technical and economic and other) accounting. Terminological and conceptual differences in these accounts require the choice of the most appropriate type of accounting for planning strategic indicators.
- 3. The problem of adequate consideration of the time factor. We are talking about the need to take into account lags in income and expenses, depreciation and obsolescence of fixed assets, features of the processes of development of commissioned capacities, discounting of payment flows, etc.
- 4. The problem of optimizing planned indicators. In the course of strategic planning, individual strategic indicators need to be optimized. In this case, it becomes difficult to choose optimization criteria.
- 5. The problem of the legal justification of the strategy. Formally legal issues are not related to the assessment of the economic feasibility of the strategy, including its effectiveness. However, without knowledge and understanding of the legal side of the relationship of the organization with other economic entities, government bodies it is not possible to correctly calculate, for example, many planned cost indicators (the amount of income and expenses, the market valuation of property, etc.). In particular, the assessment of efficiency is influenced by tax legislation, which makes it possible to choose a special tax regime, receive tax benefits, implement tax optimization, etc.
- 6. The problem of accounting for non-standard situations. Since the future is unique, it is quite difficult to unify the organizational and economic conditions for future activities and, accordingly, the criteria for making the right decisions in the future.
- 7. The problem of achieving competitiveness. Competitiveness achieved through the implementation of the strategy does not always lead to high profitability and performance. Competitiveness determines the presence of competitive advantages of the enterprise from the point of view of buyers who "vote" for this company an increase in demand, which leads to an increase in income. However, income growth does not always lead to profit and economic effect. In addition, competitiveness does not reduce the risk of activity, does not allow avoiding a shortage of resources in the process of implementing the strategy, etc.
Solving these problems is the most important function of strategic management, but their solution is often limited by the amount of information available, so information is often used, the volume of which makes it necessary to call it "weak signals". For example, the volume of information about the emergence of new technologies in the future, which may arise as a result of the latest fundamental scientific discoveries in the field of nanotechnology, about the development of the global crisis, etc., is extremely limited. As a rule, weak signals can be a source of new opportunities for the enterprise, therefore, at high levels of instability, it becomes necessary to prepare a solution even when weak signals come from the external environment. The use of weak signals involves the creation of such a management system that would receive information about them by constantly monitoring these signals, choosing those for which the organization should prepare a response.
In this regard, one should remember the phenomenon of limited rationality, identified by G. Simon, who notes that both individuals and entire organizations are not able to cope with problems whose complexity exceeds a certain level. When this level is exceeded, managers are no longer able to understand what is happening around, nor to implement a rational strategy for the company. Lack of information (weak signal) reduces the completeness of the perception of changes, which can cause ineffective strategic planning, as it does not prevent the emergence of "strategic surprises" when the problem arises suddenly and contrary to expectations, sets new tasks that do not correspond to the past experience of the company, and, as a result, leads to a significant decrease in profits, income, etc.
Thus, both the initial data for developing a strategy and the indicators contained in the strategy (strategic indicators) cannot be determined completely correctly, which means that they can be considered conditional, that is, the achievement of strategic indicators is possible when the planned conditions occur.
In particular, we can single out the following factors that determine the conditionality of strategic indicators:
- incompleteness or inaccuracy of information about the composition, values, mutual influence and dynamics of the most significant technical, technological or economic parameters of the internal and external environment;
- errors and errors in the calculation of parameters due to the methods of forecasting and planning used;
- excessive simplification when modeling complex technical or organizational-economic systems;
- production and technological problems;
- fluctuations in market conditions, prices, exchange rates, etc.;
- legislative, political, social and other factors. The lack of sufficient information about the future leads to a situation of uncertainty regarding the assessment of the effectiveness and feasibility of the strategy. When some activity is planned to be carried out under conditions of uncertainty, then various options for the implementation of the future are always acceptable, more precisely, different conditions these activities, which are collectively referred to as scenario.
The possibility of different future scenarios necessitates an assessment risk, which is most often interpreted as the possibility of the occurrence of such conditions that will lead to negative consequences in the future (for example, lead to a decrease in profits, economic effect, deterioration financial condition enterprises, etc.). In strategic planning, risk can be characterized both from an objective and subjective point of view. subjective The side of risk is manifested in the fact that people perceive the same amount of economic risk differently due to differences in psychological, moral, ideological, religious principles, attitudes, etc. The assessment of the probability of future events is also subjective, since, as a rule, there is no frequency of manifestation of this event in the past. objective the existence of risk is manifested in the fact that it reflects real-life phenomena, processes, aspects of life. Therefore, the developed strategy should take into account these aspects of risk, as well as anticipate the occurrence of risk events, assess the consequences and provide for measures to reduce it.
It is believed that the development of management can be divided into three stages.
End of the 19th century - 1920s. During this period, market demand for most products was stable and predictable. This guaranteed the stability of the production of a constant range of products. The control model of management reigned supreme, requiring strict adherence to standards and rules, focusing on the current control of technological processes of marketing, supply, and preventing failures.
1920 - 1970 years. The economy began to become more unstable, but the future was still predictable on the basis of extrapolation methods, statistical and mathematical models. A planned management model has been formed, aimed at the implementation of long-term and current plans and allowing for their correction, taking into account changes in the situation.
Since the 1970s, there has been a period of instability in the market environment, due to the unpredictability of economic life. The answer to this situation was the emergence of strategic management (this term was introduced at the turn of the 1960-70s to distinguish between management at the enterprise level, carried out in the old ways, and management at the firm level).
The emergence of strategic management in Russia is caused by objective reasons arising from changes in the nature of the environment for the activities of enterprises. This is due to the action of a number of factors.
First group of such factors is due to global trends in the development of a market economy. wide availability of modern technologies; changing role of human resources; increased competition for resources; accelerating environmental change.
Second group factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries.
Third group factors is associated with the emergence of a huge number of economic structures of various forms of ownership, when a mass of workers unprepared for professional management activities came into the business sphere, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.
Fourth group factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed in the transition period from a planned to a market economy. This situation is characterized by a decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this extremely complicates the activity of economic organizations and is accompanied by a growing wave of bankruptcies, and so on. Naturally, what is happening in the country's economy predetermines the need for increased attention to the problems of strategic management, which in turn should ensure the survival of enterprises in extreme conditions.
2. Stages of development of strategic management: budgeting and short-term planning, long-term planning, strategic planning, strategic management.
The emergence of strategic management techniques and their implementation in the practice of firms is easiest to understand in a historical context. Business historians usually distinguish four stages in the development of corporate planning: budgeting, long-term planning, strategic planning, and finally strategic management.
1. Budgeting. In the era of the formation of giant corporations before the second world war special planning services, especially long-term ones, were not created in companies. Top executives of corporations regularly discussed and outlined plans for the development of their business, however, formal planning associated with the calculation of relevant indicators, maintaining forms financial reporting etc., was limited only to the preparation of annual financial estimates - budgets by item of expenditure for various purposes.
Budgets were drawn up, firstly, for each of the major production and economic functions (R & D, marketing, capital construction, production). Secondly, for individual structural units within the corporation: departments, factories, etc. Similar budgets and modern economy serve as the main tool for distributing intracorporate resources and monitoring current activities. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e. the organization in this case is considered as a closed system. When using only budgetary and financial methods, the main concern of managers is the current profit and cost structure. The choice of such priorities naturally poses a threat to the long-term development of the organization.
2.Long term planning usually covers three or five year periods. It is rather descriptive and determines the overall strategy of the company, since it is difficult to predict all possible calculations for such a long period. Long term plan is developed by the management of the organization and contains the main strategic goals of the enterprise for the future.
Main areas of long-term planning:
-organizational structure;
-production capacity;
- capital investments;
-needs for financial resources;
-Research and development;
- market share and so on.
3. Short term planning
can be calculated for a year, six months, a month, and so on. The short-term plan for the year includes the volume of production, profit planning and more. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or individual points of the plan are common to the manufacturing company and its partners.
Of particular importance for the enterprise is the short-term financial plan. It allows you to analyze and control liquidity, taking into account all other plans, and the reserves included in it provide information on the necessary liquid funds.
4.Strategic management
- this is activity, aimed at achieving the main goals and objectives of the organization, determined on the basis of anticipation of possible changes in the environment and organizational capacity, by coordinating and allocating resources.
Strategic Management can be attributed to the philosophy or ideology of business and management, where a significant place is given to the creativity of top management and staff of the organization.
5.Strategic planning is a set of actions, decisions taken by management that lead to the development of specific strategies designed to achieve goals.
Strategic planning can be represented as a set of management functions, namely:
§ *distribution of resources (in the form of reorganization of companies);
§ *adaptation to the external environment (on the example of the company "Ford Motors");
§ *internal coordination;
§ * awareness of the organizational strategy (for example, management needs to constantly learn from past experience and predict the future).
Strategy- it's comprehensive comprehensive plan designed to ensure the implementation of the organization's mission and the achievement of its goals.
4. Strategic management. To 1990 Over the years, most corporations around the world have begun the transition from strategic planning to strategic management. Strategic management is defined as a set of not only strategic management decisions that determine the long-term development of an organization, but also specific actions that ensure a quick response of an enterprise to a change in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment of the general direction of development.
5. Types of strategic management: strategic management through choice strategic positions, management by ranking strategic tasks, management by weak signals, management in the face of strategic surprises.
Management based on the solution of strategic tasks. Management by ranking strategic tasks focuses on tactical survival, which is based on maintaining the position of the enterprise in the basic areas of activity.
No perfect strategy can take into account all situations that arise as a result of changes in the external environment, as well as the development of the organization itself. In response to their appearance, the enterprise forms and solves strategic tasks, with the help of which the necessary adjustment of its activities (policies, plans) is carried out. An example of such tasks is the achievement of high growth rates, improvement of the internal climate in the team; attraction of new partners and clients, etc.
Management based on the solution of strategic objectives is used when the events that may occur are fully or partially predictable, but it is impossible or impractical to change the general line of behavior of the enterprise in order to respond to them. By solving strategic tasks, the organization has the opportunity to prevent the occurrence of an unfavorable situation in a timely manner, to a large extent mitigate its negative consequences, or to use the opportunities that open up to the maximum benefit.
The management process by solving newly emerging strategic tasks provides.
Constant monitoring of all trends.
Analysis and detection of dangers and new opportunities.
An assessment of the importance and urgency of solving newly emerging tasks based on their classification: a) the most urgent and important tasks that require immediate solutions; b) important tasks of medium urgency that can be solved within the next planning cycle; c) important, but non-urgent tasks that require constant monitoring; d) tasks that are false alarms and do not deserve attention.
Preparation of decisions (it is carried out by specially created operational groups).
Decision making taking into account possible strategic and tactical consequences (leads).
Updating the list of issues and their priority.
Weak signal control. Obvious and specific problems identified as a result of observation are called strong signals. Other problems known from early and inaccurate indications are commonly referred to as weak signals. The stronger the signal, the less time the company has for a response. The order of actions of the enterprise in case of weak signals about the occurrence of a problem is shown in Figure 2.
On a strong signal, an enterprise can act decisively, for example, stop further capacity building and reorient to use them for another purpose. The response to a weak signal can be extended over time and intensify as the signal grows.
Management in conditions of strategic surprises. The system of emergency measures for strategic surprises is used in emergency situations that arose suddenly; when new tasks are set that do not correspond to past experience and the lack of solutions (for example) leads to major damage.
This system involves the following actions:
use of a switching network of communications for emergency situations;
redistribution of top management responsibilities: control and preservation of the moral climate; regular work with a minimum level of disruption; taking emergency measures;
creation of groups of flexible ranging from the most experienced specialists, endowed with the necessary powers; their duties include constant monitoring, analysis and assessment of the situation, development of the necessary operational decisions, taking into account their possible consequences; such groups have a special status and operate contrary to the hierarchy existing in the organization.
The considered systems (types) of strategic management do not replace each other. Each of them is used in certain conditions, depending on the degree of instability of the external environment.
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The concept of "strategy" entered the number of management terms in the 50s, when the problem of responding to unexpected changes in the external environment became of great importance. Following military usage, dictionaries still defined strategy as "the science of warfare, the art of combat", "the science and art of deploying troops for combat", "the highest field of military art"
It is believed that until the mid-70s of the XX century in the world economy there were the most favorable conditions for doing business. Most of the enterprises had their niche in the market and worked relatively calmly in it. Such a concept as fierce competition, the leaders were practically unfamiliar. All changes in the external environment occurred smoothly, and this made it easy to adapt to them. The main task of managers was to competently build such processes as short-term planning, distribution of tasks and control over their implementation.
By the end of the 70s of the XX century, due to the global oil crises, the situation in the world economy also changed. A new era has begun - an era of rapid change. Many processes that used to take decades began to take place in a matter of months. As a result, the conditions for doing business have changed dramatically. What used to be a huge profit has become a loss. Large enterprises began to "suffocate" in the new conditions, and unknown to anyone - became leaders in their markets. Companies are born and die.
It was at that moment that a new economic science called strategic management appeared. And its founder was a professor at Harvard University Michael Porter, which the in 1980 published a book Competitive strategy is a technology for analyzing industries and competitors. In his work, the author argued that in order to successfully conduct business in the new conditions, the manager, first of all, must set clear long-term goals, carefully develop a strategy for achieving them and put it into practice.
Increasing attention to strategic aspects - feature management in the 1970s, when "uncertainty elimination" was hailed as a critical success factor
However, the crisis of the early - mid-70s revealed the inconsistency of strategic planning under capitalism. By the very nature of the capitalist corporation, the manager is forced to give preference to current tasks at the expense of the future. The social position of the manager also prevents the resolution of this contradiction. As employees, most managers are not sure that their fate will be permanently connected with this company, so it is important for them to get the maximum profit and, therefore, the greatest remuneration from the board of directors as soon as possible.
This contradiction is reflected in the methods and forms of management, most of which are also aimed at solving current problems. Organizationally, strategic planning services were also disconnected from the current activities of companies.
This so-called "separation of strategy from tactics" led to the fact that in the event of a conflict between long-term development plans and short-term goals, current needs always prevailed. Therefore, the transition to strategic management at the turn of the 1980s was a foregone conclusion.
under the word "strategy" Porter meant a detailed written long-term development plan commercial enterprise, which must be developed for 5, 10 or 15 years, but it is possible for a longer period of time.
Thus, according to Porter, the term "strategic management" literally means "the practical activity of the leader in developing a strategy and managing an enterprise based on it."
Thus, we can summarize the prerequisites for the emergence of strategic management:
In the military sphere, the development strategy as an element of control has been known since ancient times, and in the field of business management (other socio-economic systems, the state), SU has become widespread in the second half of the 20th century. Among the reasons for this are:
1. A sharp increase in labor productivity.
2. Development of competition in the markets.
3. Achievement high level welfare of society in developed countries (satisfaction of primary processes), with outstripping growth of needs.
These features are characteristic of the so-called post-industrial era (information societies).
The development of these features in the economy are:
· Increasing degree of product differentiation (diversity).
· Significant growth in the share of services in the gross product.
Strengthening the intensity of competition and the complication of its structure, including due to the development of transport, communications and communications, as well as conservation technology commodity value product.
· Globalization of markets.
· Increasing impact of innovations on the competitiveness of products (especially radical ones).
· Strengthening the attention of the state and society to the activities of business and their impact on it.
The result of the impact of these prerequisites on the activities of the enterprise are:
1. Instability of the external environment.
2. High rates of change (acceleration).
3. Non-linear development of economic processes.
Thus, the formation of strategic management as an independent field of research and management practice has gone through four stages:
Budgeting and control. These managerial functions actively developed and improved already in the first quarter. 20th century A significant contribution to their development was made by the school of scientific management. The main premise of budgeting and control is the idea of a stable environment for the organization, both internal and external: the existing conditions of the company's activities (for example, technology, competition, the degree of availability of resources, the level of personnel qualification, etc.) will not change significantly in the future.
2. Long term planning. This method was developed in the 1950s. It is based on the identification of current changes in certain economic indicators activities of the organization and extrapolation of identified trends (or trends) into the future.
3. Strategic planning. Its widespread use in business practice begins in the late 1960s and early 1970s. This approach is based on identifying trends not only in the economic development of the corporation, but also in the environment of its existence.
4. Strategic management. As an independent discipline, it appears in the mid-1970s. It involves the establishment of clearly defined goals and the development of ways to achieve them based on the use of the strengths of the organization and the favorable opportunities of the environment, as well as compensation weaknesses and methods of avoiding threats.
In general, strategic management represents the process that determines the sequence of actions of the organization for the development and implementation of the strategy. It includes setting goals, developing a strategy, defining necessary resources and maintaining relationships with the external environment that enable the organization to achieve its objectives.
