What is the external and internal environment of the organization. Internal and external environment of the organization

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The internal environment of an organization is that part of the general environment that is located within the organization. It has a constant and direct impact on the functioning of the organization. The internal environment has several sections, each of which includes a set of key processes and elements of the organization, the state of which together determines the potential and capabilities that the organization has.

Frame slice covers: interaction between managers and workers; hiring, training and promotion of personnel; assessment of labor results and incentives; creating and maintaining relationships between employees, etc.

Organizational cross-section includes: communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; hierarchy of subordination.

IN production cut includes the manufacture of the product; supply and warehousing; technological park maintenance; carrying out research and development.

Marketing slice covers all those processes that are associated with the sale of products. This is the product strategy, the pricing strategy; product promotion strategy on the market; selection of sales markets and distribution systems.

slice includes processes related to ensuring efficient use and movement Money In the organisation.

The internal environment is completely permeated by organizational culture; it can contribute to the fact that the organization is a strong structure that can sustainably survive in the competitive struggle. But it may also be that organizational culture weakens the organization if it has high technical, technological and financial potential. Organizations with a strong organizational culture tend to emphasize the importance of the people who work within it. An idea of ​​organizational culture comes from observing how employees work in their workplaces, how they interact with each other, and what they prioritize in conversations.

The activities of an organization are carried out under the influence of many factors that exist inside and outside the organization.

Internal factors are called variables of the internal environment, which is regulated and controlled by management.

Main elements of the internal environment:

1) goals - a specific end state or desired result towards which the organization's efforts are directed. The general or general goal is called the mission with which the organization declares itself in the market. Goals are set during the planning process.

2) structure - the number and composition of its divisions, management levels in a single system. Its purpose is to ensure the effective achievement of the organization's goals. It includes communication channels through which information is transmitted for decision making. By using decisions made coordination and control over individual structural divisions of the organization is ensured.

3) task - work that must be completed in a predetermined manner and within a specified time frame. Tasks are divided into 3 groups: work with people, working with information, working with objects.

4) technology - the accepted order of connections between individual types of work.

5) People - the team of the organization.

6) organizational culture - a system of collectively shared values ​​and beliefs that influences the behavior of individual employees, as well as the results of work.

All noted variables interact with each other and help ensure the achievement of the organization's goals.

Sincerely, Young Analyst

The functioning and development of each organization is carried out in the environment (internal and external). Any action of an organization is possible only if the environment allows its implementation. The state and activity of an organization at any given time is the result of its action. internal factors and environmental influences.

The internal environment of an organization is the source of its lifeblood. It contains the potential that enables an organization to function, and therefore to exist and survive in a certain period of time. But internal environment It can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.

When going to market economy There must be a change in the internal environment of the organization, its adaptation to the market.

The internal environment of an organization is a set, a combination of the following main components (Fig. 4.2):
- structure;
- intra-organizational processes;
- technology;
- personnel;
- organizational culture.

The structure of the organization reflects the existing division of individual divisions in the organization, the connections between these divisions and the unification of divisions into a single whole.

Technology including technical means and ways of combining and using them to obtain final product created by the organization is the subject of the closest attention from management. Management must address issues of technology and its most effective use. IN Lately In connection with the emergence of increasingly advanced technologies, the corresponding management tasks are becoming quite complex and significant, since their solution can lead to serious and very positive consequences for the organization in the future. At the same time, they can lead to negative processes in the internal life of the organization and destroy it organizational structure, demotivate employees.

Personnel are the backbone of any organization. Without people there is no organization. An organization lives and functions only because there are people in it. People in an organization create its product, they shape the culture of the organization, its indoor climate, what the organization is depends on them. Because of this, people in an organization are the “number one thing” for management.

Organizational culture, being an all-pervading component of the organization, has a strong influence on both its inner life, and on its position in the external environment. Organizational culture consists of the following components:
- philosophy that sets the meaning of the organization’s existence and its attitude towards employees and clients;
- the prevailing values ​​on which the organization is based and which relate to the goals of its existence or to the means of achieving these goals;
- norms of behavior shared by employees of the organization and defining the principles of relationships in the organization;
- the rules by which the “game” is played in the organization;
- the climate that exists in the organization and is manifested in what kind of atmosphere exists in the organization and how members of the organization interact with outsiders;
- behavioral rituals expressed in the organization of certain ceremonies, in the use of certain expressions, signs, etc.

The bearers of organizational culture are the employees of the organization, and it is developed and shaped to a large extent by management and, in particular, senior management. Organizational culture can play a huge role in mobilizing all the resources of an organization to achieve its goals. But it can also be a powerful brake on the path to achieving goals, especially if this requires changes.

Therefore, management should pay great attention to solving issues of formation, maintenance and development of organizational culture.

The internal life of an organization consists of large quantity various actions, subprocesses and processes. Depending on the type of organization, its size and type of activity, some processes and actions may occupy a leading place in it, while others may be either absent or carried out in a small volume. However, despite the wide variety of actions and processes, five groups of functional processes can be distinguished that cover the activities of any organization and which are the object of management control. They are:
- production,
- marketing,
- finances,
- work with personnel,
- accounting (accounting and analysis economic activity). Management manages the functional processes occurring in the organization, forms and changes, when necessary, the internal environment of the organization.

Organization in conditions market relations is open system, capable of interacting with the external environment around it in various aspects - informational, material, etc.

The external environment is a source that supplies the organization with the resources necessary to maintain its functioning and internal potential at the proper level. At the same time, the organization, in turn, must transfer the results of its activities to the external environment as compensation for this. Thus, the organization is in a state of constant interchange with the external environment. As soon as ties with it are severed, the organization dies. The interaction of an organization with the external environment ensures the possibility of existence, the vital activity of the organization, its internal potential at the proper level, as well as its stability, i.e. the ability to eliminate emerging deviations and achieve set goals after disturbing influences exerted on it.

The organization must receive the necessary optimal amount of quality information from the external environment. The desire not to spend a lot of effort and money on collecting and processing information is fraught with the danger of incomplete consideration of important development indicators, and this, in turn, limits the ability to timely solve problems in the field of organizational policy. An excessive amount of information increases the cost of obtaining information and creates difficulties in processing it.

The external environment of an organization can be characterized in various ways. Thus, German scientists use the concepts of “complexity” and “dynamics” when characterizing the external environment.

It is advisable to express the complexity of the external environment by the number and variety of characteristics that must be taken into account in the process of managing an organization.

The dynamics of the external environment, which can be expressed by the variability of its characteristics. The main characteristics with which you can assess the variability of the external environment are: frequency, magnitude and regularity of changes in its factors.

If complexity and dynamics are combined into the corresponding continuum of “simple-complex” and “static-dynamic”, then four types of external environment can be distinguished.

A simple static external environment is an environment with little need for harmonization; mostly leads to the creation of bureaucratic organizational structures.

A simple dynamic external environment is an environment with a small number and variety of external influences that must be taken into account when forming an organization. Change requires more organic and less decentralized leadership.

Complex static external environment - an environment with a large number and variety of important factors that have little variability; leads to the creation of bureaucratic structures with decentralized leadership.

A complex, dynamic external environment is an environment that places the most stringent demands on the form of an organization. It corresponds to such forms and models of organization that are called adaptive and which are accompanied by decentralized leadership.

Environmental factors influence all elements and processes within organizations, while at the same time they are largely relevant to the operations of organizations. All factors can be divided into two main groups.

The first consists of factors in the general external environment (macroenvironment) of organizations that are not directly related to a specific organization. The impact of these factors is more or less the same for many organizations. The main factors are:
- the state of the state’s economy;
- sociocultural factors;
- natural-geographical conditions;
- legislative system;
- credit and financial policy;
- level of development of equipment and technologies;
- world market, etc.

The second group includes factors in the immediate (business) environment of organizations that are directly related and interact with them. This:
- consumers;
- competitors;
- suppliers;
- business partners;
- bodies of the state regulatory system;
- sources of “power pressure” on organizations;
- trade unions, etc.

It should be noted that in the portfolio of any company there is always a central core of business partners-customers, who, with special management of relations with them, bring the greatest commercial success. These are the customers who perform special important functions for the supplier company and which the supplier defines as its key customers.

Many of the factors in the immediate environment are probabilistic in nature and to a certain extent depend on organizations. However, there are factors that influence organizations regardless of their wishes. These are state and local regulatory agencies and criminal organizations.

The influence of external environmental factors on the activities of organizations is very complex, ambiguous and changeable. Moreover, these factors are in a state of close mutual influence; a change in one of them leads to changes in the others.

In modern Russian conditions, the external environment of organizations - economic entities as a whole is characterized primarily by the following:
- unpredictability;
- rapid changes;
- significant uncertainty;
- complex structure;
- some aggressiveness.

Domestic organizations are influenced by a number of unfavorable external factors. Thus, data from a survey of heads of Russian industrial organizations conducted by the Center for Economic Research under the Government of the Russian Federation1 revealed the main factors limiting production growth in basic conditions. industrial organizations Russia.

In addition, our research has shown that in Russian conditions there are also the following the most important factors that impede the normal operation of organizations - business entities are:
- organs government controlled and local government, regulatory authorities;
- criminal structures.

A significant obstacle to the normal operation of modern organizations - economic entities - is also created by the insufficient amount of business information and the chronic asymmetry of the information space1. The latter is as follows: different agents on the market and within firms, participants in transactions have unequal access to information, are informed to varying degrees, which leads to opportunistic behavior in the “buyer-seller”, “principal-agent” relationship, and makes it extremely difficult to form transactions on purchase and delivery of goods increases economic risk. The decisions made by firms and managers under these conditions are based on “routines” rather than “rationality”, and this requires application in business relations not so much rigidity and unambiguity, but rather mutual “compromise,” flexibility and multivariance.

A modern organization must be able to effectively respond and adapt to changes in the external environment in order to ensure survival and achieve its goals. To do this, the organization's management, first of all its top level, must reduce the uncertainty of the organization's position in the environment, develop its adaptability to changes in the external environment, develop and implement a policy for the organization's interaction with environmental factors. Wherein effective interaction with the environment involves influencing both processes within the organization and external environmental factors.

The fact is that self-organizing systems with their “diffuse” permeable boundaries are characterized by boundary areas of influence. Around such systems a peculiar space is formed in which these systems can adapt to themselves environment. Companies can and do use this for their own purposes. Thus, highly organized joint stock companies create “subsidiary” companies around themselves, influence politics, economics, social life; powerful scientific organizations create “learning” zones around themselves - enterprises engaged in development research and implementation, scientific societies, publishing houses, etc.

The internal environment of an organization has its own constituent elements or, as they are also called, internal variable factors. Internal variables refer to situational factors within an organization. The main variables within the organization that are constantly in the field of view of managers are:

Structure;

Technology;

Internal variables refer to situational factors within an organization that are primarily the result of management decisions.

The main internal variables of the organization that require management attention are presented in Fig. 1.

Rice. 1.

By definition, an organization is a group of people with conscious common goals. Goals refer to specific end states or desired results that people strive to achieve by working together. Thus, organization can be seen as a means to an end, allowing people to collectively achieve what they could not accomplish individually.

As a result of planning, management develops goals and communicates them to members of the organization in a coordinated manner, giving them the opportunity to understand what they should strive for.

An organization can have a variety of goals. In business organizations, important goals are profitability, productivity, and profit. To obtain, for example, profit, in turn, goals must be formulated in areas such as expanding market share, developing new products, improving the quality of services, etc. Goals non-profit organizations more related to questions social responsibility. In any case, the orientation of the organization, determined by its goals, permeates all subsequent management decisions.

Goals are divided into short-term, intermediate, long-term (accomplishments in turn), large and small (according to the criterion of resource expenditure), competing, independent and additional. The classification of goals allows you to set priorities, give preference to some goals, and postpone others. Depending on changes in conditions, opportunities, and achieved results, goals may remain the same, be adjusted or change. New goals also appear as a result of the analysis of information and decisions of previous years, i.e., based on conclusions and conclusions. New options are being considered: do they lead to achieving the goal faster, what is additionally required for this. If the requirements of new options are high and cannot be satisfied in the near future, then short-term but achievable goals are set. Large and complex goals are achieved gradually, starting with those that have the highest priority. At the same time, the achievement of intermediate goals is recorded.

The development of goals is necessary both for the entire organization and for its individual divisions. Due to the differences in the goals of the departments, management must make efforts to coordinate them. The main guiding vector in this case is common goals organizations. The goals of departments should make a concrete contribution to the goals of the entire organization, and not conflict with the goals of other departments.

Organization structure

As the most important organizational characteristics structure is a set of connections and relationships that have developed in a system between its elements.

So short definition the structure must be supplemented with a number of essential provisions.

1. The structure of the organization consists only of system-forming connections and relationships that form the coordinated unity of elements within whole system. The rupture of system-forming connections and relationships violates the integrity and balance of the system.

2. According to its content and functional purpose The connections and relationships that make up the structure of the organization are divided into three groups:

in connection with direct interaction, ensuring the formation of new system properties in the system that are absent in its individual constituent elements;

relationships of subordination that establish hierarchical dependence in the organization, determining the number of levels of the organization’s structure;

relationships that determine the proportionality of the structure of the organization and ensure the correspondence of the quantitative and qualitative parameters of the individual components of the system with each other.

3. Structure is a stable characteristic of a system that has its own stability and balance. Therefore, I form it, only stable connections and relationships. Random, episodic, one-time connections and relationships are not included in the structure of the organization.

4. The connections that make up the structure must be clear, sufficiently expressed and strong, and the relationships must be clear, definite and unambiguous. Weakness of interactions, vagueness, implicitness and uncertainty of relationships lead to the formation of dissipative structures (structures with weakened connections). Many organizations, especially self-regulating systems purposeful behavior (such as enterprises) cannot function normally if they have formed a dissipative structure. With a more pronounced weakening of connections, a complete destruction of the structure and, consequently, the organization as a whole occurs.

Organizations consist of several levels of management and divisions (functional areas - marketing, production, financial planning, etc.).

The logical relationships between management levels and functional areas, built in a form that allows the organization's goals to be most effectively achieved, is called the structure of the organization.

The main concepts relevant to organizational structure are specialized division of labor and span of control (span of control).

In almost all organizations, there is a horizontal division of labor along specialized lines (i.e., assignment of this work to specialists). If the organization is large enough in size, specialists are usually grouped together within a functional area.

The choice of functional areas determines the basic structure of the organization and, to a large extent, its ability to operate successfully. The efficiency and appropriateness of the way work is divided among people in many cases determines how productive an organization can be compared to its competitors. Equally important is how the vertical division of labor is carried out.

Vertical division of labor, as coordination of work to complete immediate tasks, is necessary for successful group work. The deliberate vertical division of labor in an organization results in a hierarchy of management levels. The central characteristic of this hierarchy is the formal subordination of individuals at each level.

The number of people reporting to one manager represents the span of control. If a large number of people report to one leader, then we're talking about about wide: the scope of control, resulting in a flat management structure. With a narrow sphere of control (each manager has few people reporting to him), they talk about a multi-level structure. There is no perfect span of control. Many variables both within the organization itself and in the external environment can influence it. As a result, in practice, the scope of control within an organization often varies significantly across both management levels and functional areas.

The need for coordination is most important when work is clearly divided horizontally and vertically. Unless management creates formal coordination mechanisms, people in the organization will not be able to collaborate effectively. Without appropriate formal coordination, groups of people at different levels, in different functional areas, as well as individuals, will focus their aspirations on ensuring their own interests, rather than the interests of the organization as a whole.

Formulating and communicating organizational and departmental goals to employees is just one of many coordination mechanisms. Each management function plays a specific role in coordinating the specialized division of labor. Therefore, the manager must constantly compare his coordination obligations with the activities for their implementation.

So, structure is an organizational characteristic of systems, which is a set of stable system-forming connections and relationships that ensure stability and balance of the system, interaction, subordination and proportionality between its constituent elements. The structure is in close relationship with the composition of the system, is determined by it and itself, in turn, largely determines it.

Objectives of the organization

Another direction of division of labor in an organization is the formulation of tasks, which are understood as works that must be completed in a predetermined manner within a predetermined time frame. WITH technical point From a perspective, tasks are prescribed not to the employee, but to his position. Based on management's decision about the structure, each position involves performing a number of tasks that are considered as elements necessary to achieve the organization's goals.

The tasks of an organization are traditionally divided into three categories: working with people, objects (raw materials, tools, machines, equipment) and information.

Important points in the work of an organization are the frequency of repetition of a given task and the time required to complete it. At the same time, management work is less monotonous and repetitive, and the time required to complete each type of work increases as management work transitions from lower level to the highest.

The changes occurring in the nature and content of tasks were closely related to the evolution of specialization. As the Scottish economist Adam Smith noted in his famous example of pin manufacturing, when the work is divided among specialists instead of having one person do it, the potential benefits are enormous. Entrepreneurs quickly realized that specializing tasks increased profits by increasing productivity and reducing production costs. Currently, technological innovations and the systematic combination of technology and labor specialization have made the specialization of tasks in-depth and complex, allowing for a significant increase in productivity. However, further development of specialization encounters monotony and increased fatigue of workers performing the same work.

Technology of the organization's activities

The fourth important internal variable of an organization is technology. Technology, in the words of work design specialist Lewis Davies, is understood as “the combination of skilled skills, equipment, infrastructure, tools and relevant technical knowledge necessary to bring about desired changes in materials, information or people.”

Tasks and technologies are closely related. Completing a task involves the use of a specific technology as a means of converting the material entering the input of the system into the form obtained as the output

Technology as a factor in the internal environment is much more important than many people think. Most people view technology as something related to inventions and machines, such as semiconductors and computers. However, sociologist Charles Perrow, who has written extensively about the impact of technology on organizations and society, describes technology as a means of transforming raw materials—whether people, information, or physical materials—into desired products and services.

Technology implies standardization and mechanization. That is, the use of standard parts can significantly facilitate the production and repair process. Nowadays, there are very few products whose production process is not standardized.

At the beginning of the century, such a concept as assembly conveyor lines appeared. Now this principle is used almost everywhere, and greatly increases the productivity of enterprises.

Technology, as a factor that greatly influences organizational effectiveness, requires careful study and classification. There are several methods of classification, I will describe the classification according to Thompson and according to Woodward.

Joan Woodward's classification of technology is the most famous. It will highlight three categories of technologies:

Single-piece, small-scale or individual production, HD, only one product is manufactured at a time.

Mass or large-scale production is used to make a large number of products that are identical or very similar to each other.

Continuous manufacturing uses automated equipment that runs around the clock to continuously produce the same product in large volumes. Examples - oil refining, operation of power plants.

Sociologist and organization theorist James Thompson suggests three other categories of technology that do not contradict the previous three:

1. Multi-link technologies, characterized by a series of independent tasks that must be performed sequentially. A typical example is mass production assembly lines.

2. Intermediary technologies are characterized by meetings of groups of people, such as clients or customers, who are or want to be interdependent.

3. Intensive technology is characterized by the use of special techniques, skills or services in order to make certain changes in a specific material entering production.

These two categories are not so different from each other. For example, multi-link technologies are equivalent to mass production technologies, and intermediary technologies occupy an intermediate place between individual technologies and mass production technologies. The differences in these classifications are primarily caused by the different areas of specialization of the authors. That is, Woodward was mainly concerned with the technologies of industrial enterprises, while Thompson covered all types of organizations.

One type of technology cannot be said to be better than another. In one case, one type may be more acceptable, and in another, the opposite type is more suitable. People determine the ultimate suitability of a given technology when they make their consumer choices. Within an organization, people are an important deciding factor in determining the relative suitability of a given task and the content of operations to selected technologies. No technology can be useful and no task can be accomplished without the cooperation of people, who are the fifth internal variable.

People are the backbone of any organization. Without people there is no organization. People in an organization create its product, they form the culture of the organization, its internal climate, and what the organization is depends on them.

Due to this situation, people are the “number one thing” for a manager. The manager forms personnel, establishes a system of relations between them, includes them in the creative process collaboration, contributes to their development, training and career advancement.

People working in an organization are very different from each other in many respects: gender, age, education, nationality, Family status, his abilities, etc. All of these differences can have a major impact on both the job characteristics and behavior of the individual worker and the actions and behavior of other members of the organization. In this regard, management must structure its work with personnel in such a way as to promote the development of positive results in the behavior and activities of each individual person and try to eliminate negative consequences his actions. Unlike a machine, a person has desires, and is characterized by having an attitude towards his actions and the actions of others. And this can seriously affect the results of his work. In this regard, management has to solve a number of extremely difficult problems, on which the success of the organization largely depends.

In management under business environment is understood as the presence of conditions and factors that affect the functioning of the company and require management decisions aimed at eliminating them or adapting to them

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