Description of the impact of the macroeconomic environment on the management of the organization. Practice report Assessing the impact of the macroeconomic environment on the activities of VEK NT
Postgraduate studies are sometimes called super higher education. Postgraduate study is a form of training that is designed to prepare scientific as well as scientific and pedagogical personnel. She is the next step after higher education. As a rule, people who want to seriously engage in scientific work and (or) teach at a university tend to get into it. At the end of her man gets a degree
There are three main postgraduate courses: full-time, part-time and post-graduate studies. On lasts for three years, on correspondence - for four. In the competition, training lasts five years. It can be paid and free. The result of postgraduate studies should be a dissertation - a scientific work on a specific topic. If a person wants to devote himself to science, he wonders: what to do in graduate school?
First of all, of course, higher education is necessary. It is impossible to enter graduate school without higher education. If you have a higher education post, any person has the right to graduate school, regardless of gender, age, nationality, religion, etc. When deciding how to enter graduate school, you should choose a specialty in which you would like to study. The fact is that it is not at all necessary to take postgraduate studies in the same specialty in which you studied, getting a higher education. For example, a person who is a historian by training can easily go to graduate school in any technical specialty, the only question is whether he can manage to graduate school. The same applies to the university.
For postgraduate studies, you can choose a university in which you have never studied before. Having chosen a specialty and university, you should find out what documents this institution requires from entering graduate school. Most often, a copy of a higher education diploma, an application for admission, photographs, a list of published works, etc. are required. All documents should be carefully prepared. Next should be well prepared for the entrance examinations. Entrance examinations are writing an essay on a specialty and three exams: an exam in a specialty, a foreign language and philosophy.
To think about how, of course, it is better to advance, if you decide to enter graduate school as a student, this can make it easier for you to enter. For example, as an abstract, you can provide some article that you once spoke at at a conference.
In addition, even if you thoroughly know the specialty that you want to enroll in and are ready to go to take an exam on it even tomorrow, then everything is not so simple with philosophy and foreign. Philosophy can be studied independently, but do not forget that it will take time. It’s not so easy to prepare for the foreign language exam, especially considering that in most universities the study of a foreign language ends somewhere in the third year. Perhaps you should contact a tutor.
Having prepared all the documents and having passed the mandatory entrance exams, you just have to wait for the results. If you have passed the contest, you can be congratulated - you are a graduate student. If you didn’t pass the competition, don’t be upset: you can try in a year, or undergo training for a fee.
In addition, you can try to enter another university, maybe, how to enter graduate school at another university will be much easier. In any case, there are many opportunities open to you that you, of course, will be able to realize, would be a desire.
The organization on the market does not act separately, but in the environment and under the influence of various forces that make up the external environment and largely determine the nature of its activities. Therefore, one should properly approach the assessment of the characteristics of the components of the external environment and the determination of their relative importance. Effective interaction of the enterprise with the external environment requires managers and specialists of the highest level of marketing training, analytical skills and intuition. In general, the external environment of the organization can be described as the whole set of factors affecting the organization’s activities, namely: consumers, competitors, government agencies, suppliers, financial organizations, sources of labor resources, as well as science, culture, society and natural phenomena. The organization should reflect the state of the external environment. Its construction is based on the prerequisites of an economic, scientific, technical, political, social or ethical nature. An organization must be created so that it functions normally. Each member's contribution to the overall work and effective assistance to employees in achieving their goals should be ensured. In this sense, an effective organization cannot be static. She must quickly monitor all changes in the environment, evaluate them and choose the best response that contributes to the achievement of her goals. It should effectively respond to environmental influences. Classification of environmental factors.
Since environmental factors have different power of influence on the organization, they are divided into direct and indirect factors, and the entire external environment on the environment of direct and indirect action.
2.1. Direct factors:
Consumers. These are those people who are interested or may be interested in the goods or services produced by the organization. The need to meet the needs of the buyer affects the processes within the organization, since the number of consumers determines, ultimately, the necessary production resources, and the characteristics of consumers (what they are) - the necessary range of goods and services and their quality.
An important component of the external environment are competitors. Each leader must be aware that if he does not satisfy his customers as efficiently (with certain quality and price) as his competitors, then for a long time the company will not be able to exist in market conditions. Competitors mean not only those companies that offer the same products, but with a different brand, but also companies that produce substitutes. 3) For the business activities of each company, external supplies are needed: raw materials, materials, labor, capital. In this case, there is a direct relationship between the organization and the network of suppliers that ensure the supply of these resources. In the procurement market, the organization is most interested in the conditions for obtaining resources, namely: price, quality and delivery conditions (terms, volumes, terms of payment, etc.). It is these trends in the procurement market that affect the overall turnover of the enterprise.
Some public organizations also have a direct impact on the activities of enterprises. Especially this impact has intensified in recent years. The influence of trade union organizations, which fight for the rights of workers, thereby establishing a balance of relations between owners and wage workers, is well known. The influence of organizations fighting for consumer rights and environmental friendliness is expanding. So, for example, in 1992, the Law on the Protection of Consumer Rights was adopted in Russia, which strengthened the position of public organizations protecting consumer rights to purchase quality goods and to receive reliable information.
The state has an impact on organizations primarily through legislative regulation of activities. The number and complexity of laws directly related to business have increased dramatically. Various forms of reporting by enterprises and organizations are undergoing changes, tax and customs regulation is changing. The state of the legislation is characterized by complexity and mobility, and often even uncertainty. The uncertainty of the current influence of state bodies on business stems from the fact that the requirements of some organizations conflict with others, and at the same time, many organizations are backed by government bodies that enforce these requirements.
Ministry of Education and Science of the Russian Federation
Federal Agency for Education GOU VPO
All-Russian Correspondence Financial and Economic Institute
Branch in Kaluga
Department of Management and Marketing
COURSE WORK
discipline "Fundamentals of Management"
on the topic: « The influence of the external environment on the effectiveness of the organization»
Teacher: Pilipchak Yu.V.
Work completed:
Gruzdova Tatyana Vladimirovna
Organisation management
No. 06ММБ01791
Kaluga 2008
Introduction …………………………………………………………………………… ..3
Chapter 1. THEORETICAL ASPECT OF STUDYING THE EXTERNAL ENVIRONMENT AND ITS INFLUENCE ON THE EFFECTIVENESS OF THE ORGANIZATION.
The concept of "external environment of the organization" ………………………………… 5
Environmental characteristics ………………………………………………… 7
1.2.1 The environment of direct exposure .............................................. 11
1.2.2 Indirect exposure environment ……………………………………… 17
Chapter 2. ANALYSIS OF THE INFLUENCE OF THE EXTERNAL ENVIRONMENT ON THE EFFICIENCY OF THE ACTIVITY OF THE ENTERPRISE CJSC “SECONDARY MATERIALS” ………………… ..22
2.1 Brief description of the company CJSC "Intertwice" ............. .... 22
2.2 The main indicators of the economic activity of the enterprise CJSC "Intertwice" …………………………………………………………… ..
2.3 Assessment of the impact of environmental factors on the activities of the enterprise CJSC "Intertwer" .............................................. 26
Chapter 3. WAYS TO IMPROVE THE STRATEGY OF THE ENTERPRISE CJSC “SECONDARY MATERIALS” WITH ACCOUNT OF INFLUENCE OF FACTORS OF THE EXTERNAL ENVIRONMENT …………………………………………………………… ..32
3.1 Measures to improve the management system and a favorable investment climate for the development of enterprises for the processing, use and disposal of waste .................................. 32
3.2 Measures to improve the efficiency of the enterprise CJSC "Intersector" .............................................. 34
Conclusion ………………………………………………………………………… ... 37
References ………………………………………………………………… ..39
Appendices ……………………………………………………………………… ..41
Introduction
The relevance of the topic of the course work lies in the fact that in the current economic conditions of the enterprise fully realized the need to study the external environment and its impact on the development of the enterprise.
The external environment is the source that nourishes the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a constant state of exchange with the external environment, thereby providing itself with the possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.
In order to determine the organization’s behavior strategy and put this strategy into practice, management must have an in-depth understanding of not only the organization’s internal environment, its potential and development trends, but also its external environment, its development trends and the place the organization occupies in it. At the same time, the external environment is studied by strategic management primarily in order to reveal the threats and opportunities that the organization must consider when determining its goals and their subsequent achievement.
Currently, the priority is the point of view that, in order to survive and develop in modern conditions, any organization should not only adapt to the external environment by adapting its internal structure and behavior in the market. It should actively shape the external conditions of its activities, constantly identifying threats and potential opportunities in the external environment. This position formed the basis of strategic management used by leading firms in conditions of high environmental uncertainty.
The purpose of the course work - is a study of the external environment of the enterprise, its impact on the activities of the enterprise and ways to improve the strategy of the enterprise (for example, CJSC “Recycled materials”).
Research Objectives:
Consider the concept of "the external environment of the organization" and its factors that influence the activities of the company;
Express an assessment of the impact of environmental factors on the activities of the enterprise (for example, CJSC "Recycled materials");
Based on the analysis, to develop a project to improve the enterprise strategy, taking into account the influence of environmental factors.
Object of study - the external environment of the company CJSC "Recycled materials".
Research methods: analysis of the scientific literature on the research problem; description; explanation.
Significance of work consists in the fact that various environmental factors affecting the activities of the enterprise have been studied; The most relevant environmental factors of CJSC “Recycled materials”, methods and principles of their satisfaction are highlighted. Based on extensive scientific, educational, journalistic literature and personal production experience, recommendations are developed for improving the motivational mechanism in the enterprise.
Work structure. The work consists of an introduction; three thematic chapters in which: 1) the theoretical issues of researching the external environment of the organization are revealed; 2) an analysis of the influence of the external environment on the activities of the enterprise is carried out on the example of CJSC "Recycled materials"; 3) proposals are made to improve the efficiency of the enterprise, taking into account the external environment; conclusions; list of literature, consisting of 27 sources; two figures and three tables, appendices.
Chapter 1. THEORETICAL ASPECT OF STUDYING THE EXTERNAL ENVIRONMENT AND ITS INFLUENCE ON THE EFFECTIVENESS OF THE ORGANIZATION.
The concept of "external environment of the organization."
In the theory of management, there is such a thing as an “entrepreneurial environment”, which means the presence of conditions and factors that affect the functioning of the organization and require adoption or adaptation to them. It is customary to consider the environment of any organization as consisting of two areas: internal and external.
The external environment is a combination of active business entities, economic, social and natural conditions, national and interstate institutional structures and other external conditions and factors that act in the environment of the enterprise and affect various areas of its activity. The external environment is due to external factors of influence.
External factors of influence are conditions that the organization cannot change, but must constantly consider in its work: consumers, government, economic conditions, etc.
The state of the external environment is of key importance for business, since the external environment in relation to the organization is an objective environment, that is, it exists independently, which leads to the need to take it into account in its activities. In this regard, the effectiveness and efficiency of the organization's activity depends on the correctness of accounting for all aspects of the external environment.
Under the external environment understand all conditions and factors that arise in the environment, regardless of the activities of a particular company, but that have or may have an impact on its functioning and therefore require management decisions.
However, the set of these factors and the assessment of their impact on economic activity are different for each company. Typically, the company in the management process itself determines what factors, and to what extent can affect the results of its activities in the present period and in the future. The findings of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions. Moreover, first of all, environmental factors that affect the state of the internal environment of the company are identified and taken into account.
One of the ways to determine the environment and facilitate taking into account its influence on the organization is to divide external factors into two main groups: microenvironment (direct impact environment) and macro environment (indirect impact environment).
The direct impact environment is also called the immediate business environment of the organization. This environment is formed by such environmental actors that directly affect the activities of a particular organization. We include the following entities, which we will consider further: suppliers, consumers, competitors, laws and government bodies.
Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, the manager needs to constantly keep a record of them, since the environment of indirect impact is usually more complex than the environment of direct impact. The macroenvironment creates the general conditions for the organization to exist in the external environment. The main factors of indirect impact include: technological, economic, sociocultural and political - legal, as well as international changes.
A schematic representation of a firm and its interaction environment is presented in Figure 1.
INDIRECT EXPOSURE ENVIRONMENT
DIRECT EXPOSURE
Fig. 1. The environment of the organization.
A volatile external environment is an area of \u200b\u200bconstant concern for organizations. The analysis of the market environment includes aspects that directly affect the success or failure of the organization. These aspects include changing demographic conditions, life cycles of various products or services, ease of penetration into the market, income distribution of the population and the level of competition in the industry.
1.2 Environmental characteristics.
The company's management usually seeks to limit the consideration of the external environment in the first place to those factors on which the effectiveness of the company at a particular stage depends decisively. Making decisions depends on the breadth of information about the state of the external environment and the action of its various factors. The classification of factors and environmental qualities due to their diversity is quite different and can be based on various principles. Adhering to the generally accepted classification in management, we can offer the following list of environmental characteristics.
interconnectedness of factors;
complexity;
mobility;
uncertainty.
Like environmental factors, environmental factors are interconnected. Under interconnectedness environmental factors is understood as the level of force with which a change in one factor affects other factors.
The external environment has a certain complexity.
Under complexitythe external environment is understood as the number of factors that the organization must respond to, as well as the level of variability of each factor. If an organization is pressed by government regulations, several interested influence groups, numerous competitors and accelerated technological changes, it can be argued that this organization is in a more complex environment than, for example, an organization preoccupied with the actions of only a few suppliers, in the absence of political “lobbies” and slow motion technology change.
The next characteristic of the external environment is mobility.
Mobility environment - this is the speed with which changes occur in the environment of the organization. Many researchers point out that the environment of modern organizations is changing at an increasing rate.
However, despite the fact that this trend is common, there are organizations around which the external environment is especially mobile. It is believed that the most rapid changes in the external environment affect, first of all, the pharmaceutical, chemical, electronic, aerospace industries, the production of software products, biotechnology, as well as telecommunications. In these sectors, firms are affected by factors such as changes in technology and competition. Less noticeable changes in the external environment occur in mechanical engineering, the production of spare parts for cars, in the confectionery, furniture industry, the production of containers and packaging materials, and canned food.
There is another characteristic of the external environment that should be highlighted is its uncertainty.
Uncertainty the external environment is a function of the amount of information that an organization (or person) has about a specific factor, as well as a confidence function in this information. If there is little information or there is doubt about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to consider it highly reliable. As the business is increasingly becoming a global occupation, more and more information is required, but confidence in its accuracy is declining. Thus, the more uncertain the external environment, the more difficult it is to make effective decisions.
The effective activity of the organization assumes that the manager has the skills to work in conditions of environmental uncertainty, the lack of sufficient information to accurately predict the dynamics of consumer needs and changes in external factors. When the speed of changes is increasing, the organization is faced with a fairly high level of uncertainty. As a result, the organization needs to adapt as quickly as possible to rapid changes, but this requires considerable effort, time and financial costs.
Currently, there are two basic strategies for working in conditions of high environmental uncertainty: adaptation and environmental impact.
1. Adaptation of the organization to environmental changes in order to make it more conducive to functioning.
Depending on the influence of the uncertainty of various environmental factors, company management may use various adaptation strategies, the four main types of which are given below:
the role of observers "diplomats". Special departments or employees may be created in the company, acting as observers - “diplomats”. Their task is to link and coordinate the organization’s interaction with key elements of the external environment. Firstly, they are engaged in the search and processing of information about changes taking place outside the organization. Secondly, they represent the interests of the organization in the external environment, overcoming existing borders. Employees in the marketing and purchasing departments, for example, do this through contacts with customers and suppliers. As practice shows, the most promising is such monitoring of the external environment as competitive intelligence, which is often called simply espionage. Their activities are completely legal and include analysis of commercial databases, news selections, advertisements, publications in industry magazines, descriptions of products, samples, information obtained through personal contacts;
forecasting and planning. In many corporations, the functions of forecasting and planning changes in the external environment are considered as one of the most important activities. As a rule, additional planning departments are created in those cases when the environmental uncertainty is at a critically high level. Forecasting is an attempt to identify trends (trends) in the development of the external environment and based on them to predict its future conditions and possible events. Planning also helps mitigate the impact of abrupt changes in the environment;
flexible structure. The structure of the organization should allow it to respond effectively and quickly enough to changes in the external environment. Studies show that a flexible (organic) structure allows an organization to adapt most effectively to both external changes and internal transformations. On the contrary, a rigid (mechanistic) organizational structure is most adequate to the external environment with a low level of uncertainty;
merger and joint ventures. A merger is a combination of two or more organizations into one organization, as a result of which it is possible to reduce the level of uncertainty. A joint venture is a strategic alliance or program in which two or more organizations participate. As a rule, such organizations are created to implement complex projects related to significant investments, when one of the companies does not have enough experience to conduct independent operations.
2. Environmental impact- The second version of the strategy, in which the organization seeks to influence the factors of the uncertain external environment.
The basic strategies of influence include advertising and public relations, membership in trade associations, political activity (political lobby).
The analysis of the external environment requires constant attention on the part of managers, therefore it is carried out on the basis of studying a large amount of information and requires concretization to make correct and timely decisions.
When considering the influence of the external environment on the organization, it is important to understand that the characteristics of the environment are excellent, but at the same time related to its factors, since all of the above characteristics describe factors of both direct and indirect effects. Further, we will dwell in more detail on the features of the impact of different groups of factors on the organization.
Direct exposure medium.
The external environment of direct impact for the organization is a combination of factors that directly affect the organization’s operations and are directly affected by the organization’s operations
The external microenvironment of the organization can be schematically represented as a system of its (firm) material, financial and information ties.
Fig. 2. External relations of the organization with microenvironment factors.
The direct impact environment is also called the immediate business environment of the organization or the task environment. As already indicated by us above, it includes:
suppliers of material resources, equipment, energy, capital and labor;
government bodies and laws;
consumers (individuals and companies, government bodies;)
competitors - persons, groups of persons, firms, enterprises competing in the achievement of identical goals, seeking to possess the same resources, benefits, to occupy a market position;
Suppliers
Suppliers provide the types of resources necessary for the functioning of the organization, the main of which are raw materials, energy, equipment and technologies, financial and information resources, and labor. Even a small firm can have dozens of suppliers.
There are situations when the transaction costs of supply contracts are too high, or the supplier of basic raw materials from time to time breaks the delivery time, supplies defective products. Failure to provide supplies in the right volumes can create great difficulties for organizations.
It is more efficient to build your relationship with a supplier-partner on the principles of exclusivity, which allows the organization to implement a strategy of price leadership and market conquest, and reduce costs. In the field of trade, dealer contracts are often used that give the right to the retailer (or wholesale) seller to receive goods with the maximum discount.
Interactions with financial resource providers have always been built in a special way. This group includes banking and credit institutions, investment and venture funds, private investors, shareholders. The ability to develop a business often depends on the possibility of attracting additional finance. Therefore, for any commercial organization it is very important how attractive it looks like an investment. In Russia, now more and more large enterprises - industry leaders are switching to Western reporting standards, introducing a corporate culture and assessing goodwill. Image becomes their weapon in the struggle for the “favor of money”.
Labor resources are an important element of the organization’s internal environment. Many activities cannot be carried out without the availability of skilled labor, and the slogan “Cadres decide everything!” it becomes by no means a template phrase. When designing a new enterprise, the availability and accessibility of the workforce of the required qualifications in the local labor market is necessarily evaluated. It is legitimate to single out two factors that directly and constantly affect the organization of the labor market factor: the need to continuously invest in staff education and training; and the impact of production automation, the location of production facilities on the distribution of labor.
Laws and government bodies
Each organization has a certain legal status, being a sole proprietorship, company, corporation or non-profit corporation, and this determines how organizations can carry out their business activities and what taxes should pay. No matter how the leadership relates to the laws of the country, it has to adhere to them or reap the benefits of refusing to obey the law in the form of fines or even completely stop the business.
As you know, the state in a market economy has an indirect effect on organizations, primarily through the tax system, state property and the budget, and direct through legislative acts and the activities of local authorities. However, there are positive examples of interaction between government and firms.
In the RF Ministry of Economic Development and Trade, the factors of investment attractiveness of the territory are divided into 2 groups: exogenous (objective) and endogenous. The first is a favorable geographical location, personnel potential, the necessary transport and production infrastructure. The second is the efforts undertaken by regional and municipal authorities to attract investment.
Consumers
The first group of influence in the market environment are consumers. These are individuals, households, as well as corporate consumers (enterprises) who use the goods and / or services of the manufacturer to meet their needs.
Analysis of consumers, as a component of the immediate environment of the organization, primarily has the task of compiling a profile of those who buy the product sold by the organization. A study of customers allows us to better understand which product will be most accepted, how much sales the organization can count on, and to what extent customers are committed to the product, how much you can expand the circle of potential buyers, what the product expects in the future, and much more.
A customer profile can be compiled by the following characteristics:
buyer's geographic location
demographic characteristics of the buyer (age, education, industry);
socio-psychological characteristics of the buyer, reflecting his position in society, behavior, tastes and habits;
customer’s attitude to the product, reflecting why he buys the product, whether he is the user of the product and how he evaluates the product.
Studying the consumer, the company also clarifies for itself how strong its position is in relation to it during the bidding process. There are a number of factors that determine the trading power of the buyer, which must be revealed during the analysis of the consumer. These factors include:
the ratio of the degree of dependence of the buyer from the seller with the degree of dependence of the seller from the buyer;
volume of purchases made by the buyer:
customer awareness level;
the presence of replaceable products;
cost for the buyer to switch to another seller;
the buyer's sensitivity to price, which depends on the total cost of the purchases he makes, his orientation to a particular brand, the presence of certain requirements for the quality of the goods, their profits, incentive systems and the responsibility of decision-makers about the purchase.
All the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy. On the one hand, hypothetically, the influence of each consumer is strongly reflected in the activity of the enterprise, since it is the consumer who exercises the “vote in rubles” for the goods or services of the enterprise. On the other hand, only the combined effect of the majority of consumers can have a serious impact on the achievement of a market goal by an enterprise.
Competitors
The study of competitors with which organizations have to fight for resources received from the external environment occupies an important place in strategic management. This study is aimed at identifying the strengths and weaknesses of competitors and on the basis of this to build their competitive strategy.
Under the competitive environment, firms are understood as a combination of subjects and market factors that influence the relationship between the producer (seller) and the consumer of the product.
The competitive environment of the market is determined by the type of competition and market structure, as well as other factors of development of various organizational and legal forms of ownership of market entities, the nature of state regulation. The market structure is characterized by:
Degree of monopolization;
The level of differentiation of competing products;
The presence of barriers to entry into the market;
Level of integration of firms;
The degree of diversification of the production of goods;
The level and structure of costs for the production and marketing of products.
Assessing the competitive environment, it is also important to identify the competitive forces that determine the attractiveness of the industry and the position of firms in the competition. M. Porter identifies five competitive forces:
The emergence of new competitors;
The threat of replacing this product with new products;
Strength of suppliers position;
The strength of the position of buyers;
Competition among manufacturers in the industry.
The impact on the organization of such a factor as competition is manifested in many aspects of management. In many cases, it’s not consumers, but competitors who determine what kind of performance can be sold and what price can be requested. Underestimation of competitors and revaluation of markets lead even the largest companies to significant losses and crises.
1.2.2 Indirect exposure environment.
The macroenvironment is the outermost layer of elements that are most remote from the company itself, which in one way or another affect the company without directly affecting its current operations. Four main factors of the macro environment are usually distinguished: technological, socio-cultural, economic and legislative. Richard L. Daft in his textbook "Management" identifies another consolidated factor - international changes (conditions)
Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, management needs to consider them. The indirect impact medium is usually more complex than the direct impact medium. Therefore, her research usually relies primarily on forecasts.
Consider the possible areas of impact on the enterprise of each of the above factors.
Technology
Technology is a combination of means, processes, operations, with the help of which elements included in production are converted into output.
Technological changes include scientific and technical innovations in a particular industry and in society as a whole. Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the areas of automation, informatization, etc. Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of product obsolescence, how to collect, store and distribute information, as well as what kind of services and new products consumers expect from the organization.
The state of the economic environment
Economic changes reflect the general economic situation in the country or region in which the company operates. Economic factors are the most significant, since the current and forecasted state of the economy can negatively affect the strategic goals of the organization. Indicators such as inflation rate, stability of the national currency, international balance of payments, tax rate, purchasing power of the population, GNP dynamics, GDP, unemployment rate, interest rates, as well as the main trends in changes in the structure of industries and organizational forms of management, should be constantly diagnosed and evaluated . Each of them can be either a threat or a new opportunity for the organization.
Management should be able to evaluate how overall changes in the state of the economy will affect the organization’s operations. The state of the global economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. It is important to understand that one or another specific change in the state of the economy can have a positive impact on some and negative on other organizations. Indicators of the economic environment are indicators of business activity (decline, stagnation, recovery, stability); inflation, deflation; pricing policy of market participants, etc.
Socio - cultural factors
The activities of the enterprise are held in society. In the process of this activity, the enterprise establishes relationships with various elements of the structure of society, which determines the influence on the enterprise of factors of social and cultural environment. The socio-cultural factors of the macro environment include demographic characteristics, norms, customs and life values \u200b\u200bof the country in which the organization operates. Socio-cultural factors affect the formation of population demand, labor relations, wages, working conditions, etc.
First of all, the demographic situation is considered, within which the geographical distribution and population density, gender and age structure, social stratification of society, national homogeneity, educational level of the population, and income level are taken into account. These indicators affect the demand and purchasing habits of the population; allow us to assess the prospects of labor supply and quality characteristics of the labor market.
A great influence on the activities of firms is provided by factors of the system of social norms: social behavior and cultural environment. These factors include social values \u200b\u200band accepted principles of behavior (for example, attitude to work, spending free time) and social expectations. Important issues at present are the prevailing attitude towards entrepreneurship in society, the role of women and national minorities in society, the changing social attitudes of managers, and the movement to protect the interests of consumers.
A special role is played by socio-organizational structures - parties, trade unions, the press, consumer associations, institutions, youth organizations. Of particular interest are the principles of building a family, social division and the influence of authoritative persons.
Often it is social factors that can create the biggest problems for the firm. In order to effectively respond to changes in social factors, the company must change, consciously transforming into a form adapted to the new external environment.
Legislative and political factors
This factor is based on federal and local legislative acts, as well as political actions aimed at establishing control over the activities of the company. The political component of the external environment should be studied first of all in order to have a clear idea of \u200b\u200bthe intentions of state authorities regarding the development of society and the means by which the state intends to implement its policy. The study of the political situation includes the clarification of which programs embody various parties, the attitude of the government to various sectors of the economy and regions of the country, etc.
Of great importance to companies conducting operations or having markets in other countries is the factor of political stability. National conflicts, the activities of terrorist organizations or unstable political regimes are conditions that impede the development of normal activities. They increase property, operational, financial risks.
The management of the organization should also take into account the existence of diverse influence groups, whose representatives are closely connected with legislative and political circles and are interested in ensuring that the activities of companies do not go beyond socially acceptable limits. The most famous among them were fighters against smoking, for car safety, and the environmental movement.
International change
International changes in the external environment are understood to mean events occurring outside the country of origin of the company and opportunities for the development of the company's business in other countries. New competitors, buyers and suppliers emerge from the international environment, and it also forms new technological and social trends. The process of globalization now covers more and more countries. Therefore, even companies focusing only on the domestic market are forced to think internationally, assessing the potential and threats of the external international environment. The importance of the domestic political factor is complemented by the international one due to the integration of economies of various countries.
The factor of international change becomes a particularly important issue when companies adopt a global or pan-regional strategy, i.e. a multi-country strategy.
Factors determining the effect of this trend include:
association of regions;
transition to an open economy;
global investment;
development of production and production strategy;
the growing popularity of travel around the world;
rapid literacy, education and urbanization in developing countries;
the convergence of consumption patterns, lifestyles and tastes;
achievement in the field of information and communication technologies;
global media merger;
an increase in the flow of information, labor, money between borders.
Integration of strategies gives organizations a number of advantages, including cost savings due to economies of scale, improved product quality, as well as a stronger market position and increased competitiveness.
For successful integration of a company into a multivariate and complex international environment, management must first of all constantly monitor and evaluate changes in this wider environment. Threats and opportunities here may arise as a result of facilitating access to raw materials, changes in the exchange rate and political decisions in countries acting as investment objects or markets, national cultures and consumer habits, etc.
Chapter 2. ANALYSIS OF THE INFLUENCE OF THE EXTERNAL ENVIRONMENT ON THE EFFICIENCY OF THE ACTIVITY OF THE ENTERPRISE CJSC “SECONDARY MATERIALS”
2.1 Brief description of the company ZAO “Recycled"
Since 1996, CJSC “Intersyrye” has been actively involved in the processing and disposal of waste from enterprises in the city of Tomsk, and has extensive practical experience in the field of their processing based on the development of new technologies. By the decree of the administration of the city of Tomsk No. 863 of 04.25.2000. CJSC “Recycled materials" was determined as the base enterprise having licenses for the right to conduct environmental activities in the city of Tomsk.
CJSC "Intersyrye" provides professional services and a full range of services for organizing and implementing the disposal of industrial waste in accordance with the current license. Performs work on the collection, removal of waste and disposal - of any complexity.
CJSC "Recycled materials" provides the following range of services:
Comprehensive service for enterprises:
Environmental support
External cleaning
Internal cleaning
Technological cleaning of production sites (painting chambers, furnaces, ventilation systems, grease traps with partial disassembly of elements)
Collection, sorting, pressing of waste for recycling
Destruction of archives, unsold and deducted circulations
Waste collection
Disposal of waste 1,2,3,4,5 hazard classes
In accordance with the issued license for the collection, use, disposal, transportation, disposal of hazardous waste
CJSC "Recycled materials" organizes:
Collection, removal and disposal:
Sand, rags, sawdust, contaminated with oils and petroleum products
Oil sludge from cleaning tanks, storage tanks; Mixtures of petroleum products
Spent Lubricant-cooling emulsions, coolant
Oils used and lost consumer properties of CHO group
Emulsions and emulsion mixtures for grinding metal waste, containing oils in an amount of less than 15% and more than 15%
Oil-contaminated cleaning material (oil content less than 15% and more than 15%.)
Oil, air, fuel filters
Oil contaminated soil
Oil contaminated soil
Sludge from a car wash
Sludge from sewage treatment plants
Spent pickling solutions (neutralized) sludge pickling industries (neutralized)
galvanic waste (including chromium)
Galvanic waste
Organic waste solvents (including chromium)
Paint and varnish production waste; paper contaminated with paintwork materials, containers contaminated with paintwork materials
Acids, alkalis, concentrates
Salt waste
Oxide, hydroxide waste
Polymer solutions
Chemical reagents
Perfume and cosmetic products waste
Expired medical waste, drugs
Food waste
Expired and substandard juices with expired shelf life
Animal and vegetable fats from grease traps; animal and vegetable fat production wastes (emulsions, sludges)
In addition to production activities, CJSC “Intersyrye” also carries out a trade area related to the sale of products obtained as a result of waste processing. Conducting trading activities suggests that the company seeks to rationally use the available resources to obtain additional profit.
The size, structure and changes in the property condition of the enterprise are indicated by the data in table 1 [Appendix 1].
2.2 The main indicators of economic activity of the enterprise CJSC "Intertwer".
Analysis of the financial stability of CJSC “Intersyrye” for 2004-2006 allows us to establish how effectively the company manages its own and borrowed funds. External signs of financial stability is the solvency and liquidity of the enterprise.
To assess the financial stability of CJSC “Intersyrye” we will analyze based on the study of absolute and relative indicators. Practical work on the analysis of indicators of absolute financial stability is carried out on the basis of financial statements (form No. 1).
Indicators of financial stability of CJSC “Recycled materials" are presented in table 2 [Appendix 2].
The analysis of financial stability indicators for CJSC “Recycled materials” indicates the growth of own working capital by 2019 thousand rubles. (from 1589 to 3608) and the total value of the main sources of enterprise funds for 3937 thousand rubles. (from 1589 to 5526), \u200b\u200bwhich go to the formation of stocks of the enterprise, which was not the basis for the full coverage of stocks, as the lack of working capital for the analyzed period increased by 307 thousand rubles. Even reducing the shortage of the total amount of sources of funds intended for covering reserves by 1611 thousand rubles. did not lead to full coverage of stocks. Here we see the crisis financial condition of the enterprise, when the reserves are not provided with sources of financing. To improve the financial condition of CJSC "Intersyrye" it is necessary to improve the structure of the balance sheet and, above all, financial potential by reducing the volume of stocks.
Relative indicators of financial instability characterize the degree of dependence of the enterprise on external investors and creditors. The owner of the enterprise should be interested in optimizing equity and minimizing borrowed funds in the total amount of financial sources.
The calculated values \u200b\u200bof the financial stability ratios for CJSC “Recycled materials” are shown in table 3.
Table 3
Relative indicators of financial stability for CJSC “Recycled materials" (shares of a unit).
|
Name of coefficient |
To start |
Finally |
Period Changes |
|
1. The financial independence ratio |
|||
|
2. Debt ratio |
|||
|
3. The ratio of financing |
|||
|
4. Maneuverability coefficient |
The analysis of financial stability ratios for CJSC “Intersyrye” indicates the strengthening of the financial independence of the enterprise from external sources, as evidenced by the financial independence ratio (share of equity in the balance sheet currency), which increased by 15.8% (from 36.8 to 52.6 %), the financing ratio (the ratio between own and borrowed funds), which increased over the analyzed period by 53% (from 58.3 to 111.3%), indicates the possibility of an enterprise covering its borrowed funds with its own capital.
Thus, the enterprise has a decrease in attracted sources, as evidenced by the debt ratio (the ratio between borrowed and own funds), which decreased by 81% (from 171.4 to 89.9%), although it did not reach the recommended value in 67% and improvement of the availability of own financial resources of CJSC “Intersyrye”.
To further improve the structure of financial capital, an enterprise needs to reduce accounts payable through the rational use of profits. Therefore, in order to restore the financial balance of CJSC “Intersyrye” it is necessary to implement a set of measures aimed at pursuing an independent financial policy.
2.3 Evaluation of the impact of environmental factors on the activities of the enterprise CJSC "Recycled materials".
Environmental factors of the company CJSC “Intersyrye” can be divided into factors of direct and indirect impact. The external environment of the organization includes such elements as consumers, competitors, laws and government bodies relevant to operations in the organization, trade unions, suppliers (labor, equipment and material capital). ” The environment of indirect impact refers to factors that may not have a direct immediate effect on operations, but, nevertheless, affect them. They mean the state of the economy, scientific and technological progress, sociocultural factors, political factors, international events.
Consider the factors most affecting the activities of the enterprise CJSC "Recycled materials".
For the processing of industrial waste, CJSC “Intersyrye” requires expensive equipment, such as:
Equipment for the disposal and recycling of waste:
Hydraulic presses for waste packaging
Heat recovery boilers
Containers for household waste
Biogas plants
Waste incineration chambers
Equipment for the processing of polymer waste
Waste shredders
Wood waste disposers
Baling presses
Non-metal waste baler
Equipment for recycling:
Equipment for the processing of polymeric materials
Waste paper processing equipment
Recycling Equipment
Tire recycling equipment
Cullet processing equipment
Scrap metal processing equipment
At the choice of suppliers, the company CJSC “Intersyrye” takes into account such parameters as the price of equipment, the speed and rhythm of deliveries, the reliability of the supplier, the constant availability of goods in stock, special conditions (deferred payment, free delivery, staff training). Preference is given to one of the suppliers on the basis of the total score according to the specified criteria, taking into account the degree of importance of each of the factors. The influence of suppliers on the company is enormous - a bad supplier can greatly undermine the organization’s image by delayed delivery or price changes at the last moment. Suppliers affect the amount of profit of the organization - depending on sales policy. With the development of the economy and an increase in the productivity of enterprises in the city of Tomsk, the amount of garbage that needs to be recycled constantly grows, but the equipment that is available at CJSC “Vtorysirye” simply cannot cope with such volumes of garbage and waste. To solve this problem, the latest equipment is needed that can cope with such volumes of work. The equipment is very expensive. Capital providers can solve this problem by filling up the lack of working capital.
There is a problem of ever-increasing costs of transporting waste, as well as problems of downtime of garbage trucks at landfills due to an increase in the volume of solid waste - modern, technologically advanced equipment for garbage pressing, which also has a strong impact on the work of waste processing enterprises. Including CJSC "Recycled materials".
Legislative regulation has an equally great impact on the activities of the company CJSC “Intersyrye”. In June 1998, the federal law "On Production and Consumption Wastes" was finally adopted, which began to be developed in the early 90s. The law defines the legal framework for the management of production and consumption waste in order to prevent the harmful effects of production and consumption waste on human health and the environment, as well as the involvement of such waste in economic circulation as additional sources of raw materials.
The key issues affecting the activities of CJSC "Intertwice" are:
inefficiency and imperfection of the system of accounting for waste producers and control by federal and regional services in the field of environmental protection, ensuring the collection of payments for negative environmental impacts;
unacceptably large volume of waste sent to landfill, low level of recovery of secondary raw materials from waste;
imperfection of the waste collection, sorting and processing system, lack of appropriate processing technologies and poor development of the system of specialized waste processing enterprises;
the lack of a system for the disposal of bulky waste containing commercially attractive materials;
lack of a hazardous waste management system;
weak competitive environment, insufficient participation in this sphere of small businesses;
lack of economic interest in the collection and processing of production and consumption waste, including hazardous;
imperfection of the regulatory framework;
insufficiency and unsettled financial sources, cost compensation by providing tax incentives that stimulate the activity of small and medium-sized businesses.
All these factors have a negative impact on the enterprise. The unsystematic nature of the waste sector, namely the lack of a legislative framework, is the main pain today.
With regard to the competitive environment, the Tomsk Region has a very weak competitive environment, which also weakens the efficiency of the enterprise. The management of each enterprise clearly understands that if you do not meet the needs of consumers as effectively as competitors do, the company does not last long afloat. This is a factor whose influence cannot be disputed. In many cases, not consumers, but just competitors stimulate more efficient work of the enterprise.
A major influence on the sale of recycled products is provided by the absence of a system for stimulating the sales market and secondary raw materials in general. Naturally, the main component is the demand for waste products and the environmental factor. The price and quality of goods determines the demand for recycled materials.
But, unfortunately, the prices of such products are sometimes comparable with the prices of a product made from primary raw materials. The ratio of prices for primary and secondary products is as follows: for polymers - 2.5-10 times, fiber and wood pulp, waste paper - 5-8 times, ferrous metals - 1.2-1.5 times, aluminum (except cans) - 2 , 8 times, copper - 1.4 times. The higher the quality of the waste, the smaller the difference in ratio.
According to their consumer qualities, the waste can be divided into several groups: high-quality raw materials - 15%, 60% - medium-quality waste, the processing and utilization of which can be cost-effective, and waste that is difficult to process and require additional material costs. Moreover, processing costs may exceed the cost of the raw material itself.
Waste packaging and packaging are not considered in Russia as an independent object. In accordance with the law, only payments to enterprises for the disposal of unused waste are provided. Such organizations may be granted benefits. But here we need to focus on two circumstances: not every company can take advantage of these benefits and the level of payments is indexed lower than the inflation rate by 5 times.
The influence of technological factors is often the most obvious and impressive. The revolutionary technological changes and recent discoveries provide serious opportunities and threats that management must recognize and evaluate their impact. Waste processing equipment using the latest technology allows you to cope with the volume of waste processing and disposal that is growing every year. At the time of acquisition of the latest presses and utilizers by CJSC “Intersyrye”, the problem arose of selecting and training personnel to work with new technologies (how to get rid of excess labor) and the problem of finance (how to finance the costs of new equipment).
The ability of CJSC “Recycled Materials" to remain profitable is directly affected by the overall health and well-being of the economy. The macroeconomic climate as a whole will determine the level of opportunities for organizations. Poor economic conditions will have an impact on the demand for the organization’s services, while more favorable ones can provide room for growth. When analyzing the external environment for the CJSC “Recycled materials” it is required to evaluate a number of economic indicators. This includes interest rates, currency exchange rates, economic growth rates and inflation.
Various legislative and state factors may limit the organization’s activities and influence the level of existing opportunities and threats. The main regulators, sources of subsidies, employers and buyers for organizations are national and foreign governments. ZAO Recycled is heavily dependent on government contracts and subsidies. This may mean that for a given organization, assessing the political situation may be the most important aspect of the external impact on the enterprise.
Social, cultural, demographic and geographical factors form the style of our life, work, consumption and have a significant impact on almost all organizations. New trends create a type of consumer and, accordingly, cause a need for other goods and services, other organization strategies. The problem of environmental pollution and poor ecology is relevant all over the world, including the Tomsk region, which is an incentive for more efficient work of waste processing enterprises, a high share of government and local government interest in improving the efficiency of enterprises in this field. As well as the development of more environmentally friendly and versatile equipment for the processing and disposal of industrial waste.
Chapter 3. WAYS TO IMPROVE THE STRATEGY OF THE ENTERPRISE CJSC “SECONDARY MATERIALS” WITH ACCOUNT OF INFLUENCE OF FACTORS OF THE EXTERNAL ENVIRONMENT.
3.1 Measures to improve the management system and a favorable investment climate for the development of enterprises for the processing, use and disposal of waste.
The solution to the problems of the work of the enterprise for the processing of waste from CJSC “Intersyrye” should be first of all decided at the federal level by local authorities. The goal should be achieved by reorganizing the waste management system in conjunction with the creation in the territory of the region of a developed production infrastructure for the collection, disposal, neutralization and use of waste. Achieving the goal is provided in three directions:
1. Formation of an integrated, intersectoral regional waste management system that provides environmentally friendly, cost-effective waste management in the Krasnodar Territory.
2. Performance of work and implementation of measures aimed at eliminating the consequences of environmental pollution by production and consumption waste.
3. Creation (construction) of production facilities forming a regional industry for the processing, disposal and use of waste.
At the same time, the implementation of environmental monitoring measures and monitoring compliance with environmental laws governing waste management.
To achieve the above goals, the following tasks have to be completed.
1. To create a regulatory and legal guidance and methodological base in accordance with which state regulation will be implemented in the field of waste management.
2. To create a system of intersectoral management of waste management, built on the basis of organizational and managerial, legal, regulatory, economic, information and control regulators.
3. In order to take urgent measures to improve the environment, carry out environmental measures and work aimed at eliminating the effects of environmental pollution by production and consumption waste.
4. To apply promising methods of waste processing and implement new investment projects for the processing and disposal and use of certain types of waste for subsequent replication as the initial stage of a large-scale solution to the problem of waste accumulated in the region.
5. The tasks of local governments in the light of federal (89-ФЗ, 131-ФЗ) and regional legislation (245-КЗ):
Carrying out an inventory of waste disposal sites in order to assess their impact on the environment and determine the disposal sites of waste to be reclaimed;
Development of design proposals and pre-design work to bring waste disposal sites in line with environmental requirements;
To consider the issue of involving small and medium-sized enterprises on the basis of public-private partnership in the process of collecting, transporting and processing waste;
To organize a system of environmental education and upbringing of the population, heads of enterprises, waste management organizations, including systematic work with the population on the separate collection of municipal solid waste;
To organize selective (separate) collection of waste in settlements of the region, in which the population is involved by applying a system of remuneration and material incentives for the delivered secondary raw materials, to reduce the cost of essential goods at trade enterprises for participants in the separate collection of solid household waste.
6. Implement investment projects in the Tomsk Region as part of the creation of a production infrastructure that meets the needs of the region in the processing, disposal and use of production and consumption waste.
The organization of work on the implementation of program activities is carried out in accordance with the requirements of the Russian legislation, including in accordance with the requirements of the Federal Law of July 21, 2005 N ° 94-ФЗ "On placing orders for the supply of goods, performance of work, provision of services for state and municipal needs. "
Institutional transformations aimed at reforming the waste management system in the region are carried out by the executive authorities of the Tomsk region and local governments with the involvement of leading experts in the field of environmental management, environmental protection and waste management, as well as research organizations on a competitive basis .
3.2 Measures to improve the efficiency of the company CJSC "Intertwer".
One of the ways to increase the efficiency of CJSC “Intersyrye” is the use of sorting and deep pressing technology. It gives great financial savings, as a result of:
Exclusions of environmental pollution;
Cheaper construction of landfills both by increasing the service life and by simplifying protection systems against the spread of wastewater, biogas and garbage separation by wind;
Reducing the need for garbage trucks and machinery at landfills (the average cost of garbage trucks is 850,000 rubles and reducing the number of garbage trucks will reduce the cost of their acquisition);
Reduction of transportation costs for the collection of garbage and its delivery to landfills;
Reducing the cost of waste disposal;
Improving waste management;
Exclusions of repeated landfill reclamation after closure;
Useful land after closure of landfills;
Revenues from the functioning of the waste sorting system.
Waste storage at landfills is still the main method of waste disposal. To reduce the area for landfills, methods of multi-tier storage with multiple compaction have been developed, which can significantly increase the load per unit area. With the high-altitude scheme, municipal solid waste is stacked to a height of more than 20 meters.
The system of deep compaction of solid waste with preliminary sorting solves the most acute environmental, economic and social problems. Sorted secondary raw materials and an economical recycling system turn it from unprofitable to highly profitable. The problem of solid waste is not solved due to the lack of necessary financial resources, at the same time many times large funds literally lie underfoot. Together with municipal solid waste for every 100,000 inhabitants about 2,000 tons of metal, 10,000 tons of paper and cardboard, 3,000 tons of plastic, 1,500 tons of glass, 1,500 tons of textiles, billions of dollars nationwide are buried in the ground per year. The business plan shows that with a capital investment of $ 2 million in a household waste sorting and pressing plant with a capacity of 200 thousand tons per year, net income over 5 years will be $ 14 million, a profitability of 150%. One of the reasons for such high rates is the low cost of sorted recyclables, about $ 3 per ton, with the cost of waste paper, plastic more than $ 50 per ton, aluminum cans - more than $ 300 per ton. The price of waste paper in 10 years increased 10 times. A sorting and pressing plant for 200 thousand tons of solid waste per year gives 70 new jobs. On the basis of the income received, it becomes possible to introduce expensive technologies for the deep processing of waste left after sorting. To date, proposals for deep, up to 100% processing of solid waste have proved to be insolvent. The latest technology, which may actually make it possible to achieve almost 100% waste processing, is the Swedish "reCulture" technology for the separation of waste in water to produce pulverized, granular or briquetted fuel, after preliminary removal of chlorine-containing components, heavy metals and other elements that form highly toxic compounds from MSW when burning. The "reCulture" technology is expensive and its implementation is advisable on the basis of the implementation of the solid waste deep pressing system with preliminary sorting.
To implement such projects, it is necessary to attract new funds. CJSC “Recycled materials" can work with Western financial companies to attract investment in environmental projects in Russia. Investments are provided at 6% per annum for up to 15 years - the exact term for the return on investment is agreed with the customer when drawing up the preliminary project. To ensure a return on investment, technologies are involved with the maximum production of valuable end products - which, for example, makes profitable the operation of a tire recycling plant and significantly reduces municipal payments for the operation of solid waste processing plants.
The use of the most advanced waste processing technologies and the involvement of Western construction companies allows for full risk insurance at the stages of construction, launch and operation. Insurance instruments are the main guarantee of return on investment and do not require the issuance of municipal or bank guarantees.
Conclusion
An analysis of the state of the economy of Russian enterprises shows that their functioning under unpredictable conditions is characteristic of the current period, and the rapidly changing market conditions, first of all, depend on the presence of such an organizational principle in the enterprise that could mitigate the negative impact of the environment. It is also important that the internal capabilities of the enterprise meet or are adequate to the requirements of the market environment, which can only be achieved through planning.
Planning allows you to link the resource capabilities of the enterprise to produce products with the existing demand in the market.
The interconnectedness of environmental factors is the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can cause a change in others.
If we talk about the number of external factors that an organization is forced to respond to, then if it is pressed by government regulations, frequent renegotiation of agreements with trade unions, several interested influence groups, numerous competitors and accelerated technological changes, it can be argued that this organization is in a more complex surrounded by, let’s say, an organization preoccupied with the actions of only a few suppliers, several competitors in the absence of trade unions and a slow change in technology. Similarly, when it comes to a variety of factors, an organization that uses only a few source materials, several specialists, and does business with just a few firms in its country should consider the conditions for providing less complex than an organization with different parameters. In terms of the variety of factors, in an increasingly difficult environment, there will be an organization that uses numerous and different technologies that undergo faster development than an organization that does not concern all of this.
Solving the problems of waste processing enterprises and increasing their efficiency is to create an effective management system and a favorable investment climate for the development of the waste processing, use and disposal industry.
Today, the implementation of state policy in the field of waste processing is difficult for several reasons:
imperfect legal framework
lack of a unified information network and database for all types of waste, which makes it difficult to make the right decisions,
improper execution and lack of control over the implementation of existing laws and other legal acts,
insufficient funding for work.
One of the most effective measures to increase the efficiency of the company’s operations is the use of the MSW deep-pressing system, solving environmental and social problems, providing the greatest economic efficiency, turning solid waste utilization into a highly profitable, quickly paid back business. On the scale of a country, republic, region, this is a new branch of the economy that creates the basis for the development of numerous highly profitable industries based on very cheap raw materials.
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Applications
Attachment 1
Table 1
Analysis of the property status of CJSC "Recycled materials".
|
Indicators |
To start (calculation base) |
To start |
To start |
||||||
|
I. Non-current assets |
|||||||||
|
Intangible assets |
|||||||||
|
Fixed assets |
|||||||||
|
Not finished. construction |
|||||||||
|
Return on investment |
|||||||||
|
Long term financial investments |
|||||||||
|
Snooze tax assets |
|||||||||
|
Other non-current. assets |
|||||||||
|
Total for section I |
|||||||||
|
II. Current assets |
|||||||||
|
VAT on purchased assets |
|||||||||
|
DZ (- “- h / z 12 months after the postdate) |
|||||||||
|
DZ (- “- within 12 months after the date of the report) |
|||||||||
|
Short term financial investments |
|||||||||
|
Cash |
|||||||||
|
Other current assets |
|||||||||
|
Total Section II |
|||||||||
|
BALANCE (I + II) |
|||||||||
|
III. Capital and reserves |
|||||||||
|
Authorized capital |
|||||||||
|
Extra capital |
|||||||||
|
Reserve capital |
|||||||||
|
Retained earnings (uncovered loss) |
|||||||||
|
Total Section III |
|||||||||
|
IV. Long term duties |
|||||||||
|
Loans and loans |
|||||||||
|
Deferred tax liabilities |
|||||||||
|
Other long-term liabilities |
|||||||||
|
Total Section IV |
|||||||||
|
V. current liabilities |
|||||||||
|
Loans and loans |
|||||||||
|
Debt to participants (founders) on the payment of income |
|||||||||
|
revenue of the future periods |
|||||||||
|
Reserves for future expenses |
|||||||||
|
Other short-term. required. |
|||||||||
|
Section V total |
|||||||||
|
BALANCE (III + IV + V) |
|||||||||
Appendix 2
table 2
Absolute indicators of financial stability in a closed joint-stock company, thousand rubles
|
Indicators |
Legend |
At the beginning of 2004 |
At the beginning of 2006 |
Period Changes |
|
1. Sources of the formation of own funds (capital and reserves) |
||||
|
2. Non-current assets |
||||
|
3. Availability of working capital (p. 1 - p. 2) |
||||
|
4. Long-term liabilities (loans and borrowings) |
||||
|
5. Own and long-term borrowed sources of working capital formation (p. 3 + p. 4) |
||||
|
6. Short-term loans |
||||
|
7. The total value of the main sources of funds (p. 5 + p. 6) |
||||
|
8. Total inventory |
||||
|
9. Surplus (+), lack (-) of working capital (p. 3 - p. 8) |
||||
|
10. Surplus (+), deficiency (-) of own and long-term borrowed sources of stock coverage (p. 5 - p. 8) |
||||
|
11. Surplus (+), deficiency (-) of the total value of the main sources of financing reserves (p. 7-p. 8) |
ON THE EFFICIENCY CREDIT ORGANIZATIONS ON THE EXAMPLE OF THE VOLGA BANK ... external environment jar her influence on the the activity the organization, as well as the development of optimal strategic management measures. External wednesday the organization ... |
Ministry of Education and Science of the Russian Federation
Introduction 3
1. Marketing characteristics of LLC "VEK NT" 4
2. Analysis of the organizational structure of the company LLC "VEK NT" 7
3. Assessment of the impact of the macroeconomic environment on the activities of LLC "VEK NT" 10
4. Industry risk analysis 13
5. Analysis of the internal potential of the enterprise 15
6. Analysis of the symptoms of internal marketing LLC "VEK NT" 19
7. Development of the organization strategy of LLC "VEK NT" 22
8. Organizational and distribution documents necessary for the creation of new business structures 24
Conclusion 26
References 27
Introduction
This report is based on internships at VEK-NT LLC.
The practice took place at the enterprise in the period from 02.20.17 to 04.04.17. The total duration of the practice was 7 weeks.
The purpose of the practice is to conduct a study of the activities of VEK NT LLC in the market.
Tasks to be solved in the process of achieving the established goal of practice:
- conduct a marketing profile of LLC "VEK NT";
- to study the organizational structure of the enterprise;
- assess the impact of the macroeconomic environment on the enterprise;
- identify the risks of the enterprise;
- analyze the internal potential of LLC "VEK NT";
- evaluate the effectiveness of marketing activities of the enterprise;
- develop an enterprise strategy.
The object of study is LLC "VEK NT".
As sources of information was used internal information of the enterprise, such as financial statements, information on the implementation of plans of the enterprise. External information was also used, namely, data from expert reviews of the market in which VEK NT LLC operates.
1. Marketing characteristics of LLC "VEK-NT"
VEK-NT Limited Liability Company was established in accordance with the current legislation of the Russian Federation on November 18, 2009. Registered at the address Chernoistochinskoe highway 78, Nizhny Tagil, Sverdlovsk region.
The company is a commercial organization, pursuing profit as the main goal of its entrepreneurial activity.
The company has full economic independence, has a separate property, recorded on its independent balance sheet, is responsible for its obligations with this property, independently acts as a participant in civil turnover, acquires and exercises property and personal non-property rights, and bears responsibilities.
The management bodies of the Company are:
· General meeting of the Participants of the company, the functions of which are performed by its sole Participant (Founder);
· The sole executive body of the company is the General Director.
The constituent documents of the company is the memorandum of association and the charter of the company.
The memorandum of association shall determine the composition of the company’s participants, the size of the company's authorized capital, the size and composition of contributions, the liability of the founders of the company for violation of obligations to make contributions, the conditions and procedure for the distribution of profit between the company’s members, the composition of the company’s bodies and the procedure for the company’s members to leave the company.
The charter contains the full and abbreviated company name of the company, information on the location of the company, information on the size of the authorized capital, on the size of the par value of the share of the company’s participant, the rights and obligations of participants, other information provided for by the Federal Law on Limited Liability Companies.
VEK NT LLC systematically provides free consultations on the basics of investing in global financial markets (currency, oil, precious metals). At the end of 2016, the customer base of the enterprise exceeded 250 thousand people.
The company is engaged in providing our customers with high-quality information on the most modern ways of generating income in the financial markets.
The purpose of the activity is the provision of high-quality consulting services for trading and investment.
Activities of the enterprise:
- training in trading in the foreign exchange market;
- training in stock market trading;
- trade in the foreign exchange market;
- trading in the stock market.
Main economic activity: 70.22 - Advice on business and management.
Report on the financial results of the company for 2015 and 2016 presented further in Table. 1.1.
Table 1.1 - Report on the financial results of the activities of LLC "VEK NT" for 2015 and 2016. in thousand rubles.
Name of indicator Year Dynamics
2016 2015 Thous. rub. %
Revenue 52,730 28,947 25,687 79.01
Cost of sales 5580 5669 -89 -1.57
Gross profit (loss) 46,750 21,578 25,172 116.66
Selling expenses 0 0 0 0
Management expenses 39527 19734 23793 100.28
Profit (loss) from sales 5223 844 4379 518.84
Income from participation in other organizations 0 0 0 0
Interest receivable 0 0 0 0
Interest payable 0 0 0 0
Other income 0 0 0 0
Other expenses 373 138 235 170.29
Profit (loss) before tax 4850 706 4144 586.97
Current income tax 970 141.2 828.8 586.97
Changes in deferred tax liabilities 0 0 0 0
Change in deferred tax assets 0 0 0 0
Other 0 0 0 0
Net profit (loss) 3880 564.8 3315.2 586.97
Analysis of financial ........
List of references
1. The balance sheet of LLC "VEK-NT"
2. Report on the financial results of LLC "VEK-NT"
3. Kotler, F. Marketing fundamentals [Text]: short course: [translation from English] / Philip Kotler. - Moscow: Williams, 2015 .-- 488 p.
4. Korotkova T.L. About some market development trends in Russia [Text] / TL Korotkova // Marketing in Russia and abroad. - 2014. - N 6. - S. 125-131;
5. Lebedev O.T. Economics of industrial markets [Text] / / O.T. Lebedev. - M.: Boslen, 2013. Ch.1.3;
Zaplatinskaya A.Yu.
Student of the Department of State and Municipal Management, group BSU 12-03, Vladivostok State University of Economics and Service
EVALUATION OF THE INFLUENCE OF EXTERNAL ENVIRONMENTAL FACTORS ON THE EFFECTIVE ACTIVITY OF THE ORGANIZATION
annotation
The aim of the study presented in this article was to analyze the influence of environmental factors on the effective activities of the organization. The objectives of the study was to study environmental factors and evaluate the effectiveness of the process.
Keywords: external environment, organization, factors, influence, efficiency.
Zaplatinskaya A.Yu.
Student of chair of the public and municipal administration, BGU 12-03 group, Vladivostok state university of economy and service
ASSESSMENT OF INFLUENCE OF FACTORS OF ENVIRONMENT ON EFFECTIVE ACTIVITY OF THE ORGANIZATION
Abstract
The analysis of influence of factors of environment on effective activity of the organization became the purpose of the research presented in the present article. Studying of factors of environment and an assessment of efficiency of process became research problems.
Keywords:environment, organization, factors, influence, efficiency.
Any organization is an open system and is dependent on the outside world in relation to various factors: supply of resources, energy, personnel, and consumer. The internal environment of the organization is a source of vitality and energy of the organization. The external environment is an equally important source that nourishes the organization with the resources that are necessary to maintain its internal potential at the proper level. Organizations are forced to adapt to the environment in order to survive, develop and maintain their own effectiveness. A highly qualified manager should be able to timely identify important factors in the environment that can influence his organization, select appropriate methods and ways of responding to external influences.
The external environment of the organization is characterized by an extremely high degree of complexity, uncertainty and dynamics. Organizations seeking to cover as many markets as possible, produce as many different products as possible in order to meet the needs of different consumer groups, will not necessarily have high profitability rates across the industry.
The study of the influence of environmental factors has been the subject of many works, both by domestic and Western authors. One can single out the studies of such authors as V. Pastukhov, A. Chandler, K. Andrews, M. Porter and others.
An organization, which is an open system that cannot exist without interaction with the external environment. The external environment is a combination of economic, social, natural conditions, political factors that affect the organization and affect different areas of its activities.
All components of the external environment of the organization to varying degrees affect the effectiveness of its activities. The first step in the analysis of environmental factors is the collection of information on social, economic, political and technological trends in changes in the environment of a particular enterprise.
To conduct this study, usually individual employees are assigned to organizations or external consultants are invited, who are tasked with following up on various sources of information, such as professional magazines, books and newspapers, information systems, the Internet, scientific research conducted at universities and scientific research institutes, suppliers, distributors, buyers, competitors, etc.
Based on the results, periodic review reports on the study of environmental factors are presented to the organization’s management. In large companies, such work is ongoing.
In the external environment, the microenvironment and the macroenvironment are isolated. The microenvironment is represented by suppliers, consumers, trade and marketing intermediaries, competitors, financial and credit institutions, government agencies, and insurance companies. All these structures have a direct, direct impact on trade organizations and services. The macroenvironment is a combination of factors of natural, demographic, scientific, technical, environmental, economic, political and other systems.
Environmental factors that should be investigated can be divided into four main groups: economic, political, technological, socio-cultural.
External economic factors must be constantly assessed, as the economic condition of the state affects the goals of the organization and how to achieve them. These are the inflation rate, the international balance of payments, the level of employment, lending rates for businesses, etc. Any of these factors is either a threat or an opportunity for the organization. Among the parameters of the external environment of the organization, one can also single out such as the level of economic development of individual regions, the ratio between consumption and accumulation, export and import, the availability of financial reserves and investment resources, etc.
External political conditions are a state system and state policy, including external and internal. The influence of the political system on its impact on the business activity of business entities: it can contribute to their development or create difficulties for them.
Political stability in society is also important, the level of inflow of investments and other resources to the economy of the state, region depends on it. The attitude of state administrative bodies to business can be expressed in the establishment of various benefits or duties that develop entrepreneurship or supplant it, by creating unequal conditions for different organizations. It is also possible to use lobbying techniques for the interests of certain industrial groups in government bodies, which also affects the whole business.
Technological factors that determine the possibility of increasing production efficiency and, as a result, the effectiveness of customer satisfaction methods have a great influence on the activities of organizations. In order for the organization to be competitive, it is necessary to collect, store and use information about innovations that arise in the environment of the organization. Recently, completely new technologies for processing resources and information have begun to appear: computer and laser technology, robotics, satellite communications, biotechnologies, etc. One can talk about a high rate of change in technology, and this trend will continue in the future.
Social and cultural factors influence the formation of the style of social life, work, consumption and have a significant impact on almost all organizations. New trends contribute to the creation of the type of consumer and, as a result, cause the need for other goods and services, which contributes to the development of new organization strategies. The main socio-cultural factors that organizations face most often are fertility, mortality, coefficient of immigration and emigration, coefficient of average life expectancy, disposable income, educational standards, customer habits, attitude to work, attitude to rest, etc.
The study of macroenvironment factors should not be limited to determining their state in the current period. It is necessary to monitor and anticipate trends characteristic of changes in the state of certain important factors, and try to predict the direction of development of these factors in order to be able to anticipate what threats the organization may expect and what opportunities may open up before it in the future. Each factor in one way or another has a certain impact on the organization’s activities, therefore, each organization should limit the negative impact of these factors on its activities and use the full opportunities.
After the collected information on the above factors is assessed, emerging issues should be discussed with managers whose task is to identify opportunities and threats and, very importantly, develop basic performance indicators for actions in accordance with the identified opportunities and threats.
Top managers should prioritize these indicators and make a list of the most important success factors that are the basis of strategic planning, the results of the study must be transferred to units and widely disseminated throughout the organization.
Thus, a systematic analysis of environmental factors can significantly increase the effectiveness of strategic management and timely provide for the formation of corrective actions for the further development of the enterprise by comparing the quantitative expression of their influence. Analysis of the main forces of influence on the formation of strategic management allows you to adequately distribute the resources of the management system taking into account the time space, which helps to optimize the internal reserves of the enterprise development and increase the overall performance.
The ultimate goal of the study of the external environment of the enterprise is to ensure such interaction of the organization with the environment, allowing it to maintain its own potential at the level necessary to achieve the goals of the enterprise, and thereby give it the opportunity to survive in the long term.
Literature
- Fathutdinov R.A. Strategic marketing. - SPb .: Peter, 2012 - 346s.
- Goremykin V.A., Nesterova N.E. Enterprise Development Strategy. - M.: Publishing House Dashkov and K., 2013. - 592s.
- Yudanov A.Yu. Competition: theory and practice: a training manual. - 5th edition. - M .: GNOME - PRESS. 2012 .-- 384s.
- Azoev G.L. Competition: analysis, strategy and practice. - M.: Law, 2013 .-- 346 p.
- Efremov V.S. Business strategy. - M .: Finpress, 2014 .-- 134s.
- Shcherbakovsky G.Z. Competition and stability of the company. - St. Petersburg: Peter, 2013 .-- 236 p.
- Porter M. International Competition.- M .: PRESS, 2013.- 542 p.
References
- Fathutdinov R.A. Strategicheskij marketing. - SPb .: Piter, 2012 - 346s.
- Goremykin V.A., Nesterova N.E. Strategija razvitija predprijatija. - M .: Izdatel’skij dom Dashkov i K., 2013 .-- 592s.
- Judanov A.Ju. Konkurencija: teorija i praktika: uchebnoe posobie. - 5th izdanie. - M .: GNOM - PRESS. 2012 .-- 384s.
- Azoev G.L. Konkurencija: analiz, strategija i praktika. - M .: Pravo, 2013 .-- 346 s.
- Efremov V.S. Strategija biznesa. - M .: Finpress, 2014 .-- 134s.
- Shherbakovskij G.Z. Konkurencija i stabil’nost ’firmy. - SPb .: Piter, 2013 .-- 236 s.
- Porter M. Mezhdunarodnaja konkurencija.- M .: PRESS, 2013 .- 542 s.
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