Open Library - an open library of educational information. Enterprise as an open system

Significant penetration into the internal structure of the organization is ensured by the use of systematic approach.

System is a collection of interrelated and interconnected parts put together in such an order that the whole can be recreated. A unique characteristic when considering systems is the internal relationships between the parts. Each system is characterized by both differentiation and integration. The system uses various specialized functions. Each part of the organization performs its specific functions. At the same time, in order to maintain individual parts in one organism and form a complete whole, an integration process is carried out in each system. In organizations, this integration is usually achieved through coordination of levels of hierarchy, direct supervision, rules, procedures, and courses of action. Therefore, each system requires division in order to determine its constituent parts. Along with this, there is a need for integration in order to create conditions under which the system does not break up into independent units. Although organizations created from components or elements, are themselves subsystems within a larger system. There are not only systems, but also subsystems and super-systems. The classification of these concepts depends on the characteristics of the subject of analysis. Moreover, the whole is not a simple sum of parts, since the system should be considered as a unity.

There are open and closed systems. The concept of a closed system is generated by the physical sciences, where it is understood that the system is self-sufficient. its main characteristic is that it essentially ignores the effect of external influence. A perfect closed system would be one that does not receive energy from external sources and does not give energy to its external environment. The closed organizational system is rarely used.

An open system recognizes dynamic interaction with the surrounding world. Organizations obtain their raw materials and human resources from the world around them. They depend on clients and customers from the outside world to consume their products. Banks that actively interact with the outside world use deposits, turn them into loans and investments, and use the profits received to support themselves, develop, pay dividends and pay taxes.

The degree of demarcation between open and closed systems varies within systems. An open system can become more closed if contact with the environment decreases over time. In principle, the opposite situation is also possible.

Open systems tend to increase complexity and differentiation. In other words, an open system, as it grows, will strive for greater specialization of its elements and more complex structure, often expanding its boundaries or creating a new supersystem with wider limits. If a business enterprise grows, then there is a lot of differentiation and complications. New specialized departments are created, raw materials are purchased, the range of products is expanded, and new sales offices are organized.

System components. Within each system, two closely interacting subsystems can be distinguished - the control and the controlled. The control subsystem is “who” controls, and the managed subsystem is “what” or “who is controlled.” The concepts “subject of control” and “object of control” are similar in content.

In this sense, any organized socio-economic system can be represented as a combination of a control subsystem (the subject of management) and a controlled subsystem (the object of management) (Fig. 4.5).

Rice. 4.5. Interaction between the control and managed systems in an organization

The managed subsystem includes elements that provide the direct process of production, economic, commercial and other types of activities. In Figure 4.6. shows the process of functioning of the organization as an open system.

Rice. 4.6. The process of functioning of an organization as an open system

The subject and the control object interact through communication channels through which information flows pass. These flows represent control actions and messages regarding the state of the managed object. Management can be represented as a process of exchange of activities, as a result of which the system is normalized and brought into a state of dynamic equilibrium.

The dynamic balance of an organization occurs under the influence of environmental factors. Impacts come in the form of deviations to standards in the provision of resources (late delivery of materials, raw materials, components, loans, etc.), as well as deviations in the process of converting resources into finished products.

Information about appropriate actions is received through feedback channels.

Communication serving the management apparatus (subject), which develops management decisions (influence), and ensures the transfer of the latter to the control object, is called direct communication. Feedback, which carries information about the state of the object and its reaction to management decisions, serves as the basis for the formation of a corrective effect on the input of a dynamic system. Thus, there is a connection between the “input” (goals, norms, resources) and the “output” of the system, which characterizes the degree of achievement of a given goal (result).

The input of the system is the flow of resources that arrive at the control object, and the flow of information about resources, environmental factors and operations that are carried out in the object. These information flows reach the control subject (control apparatus). The input (both the resources themselves and the management information) is processed according to the established order of operations in order to obtain the initial results.

The transformation process in the managed and control subsystems differs not only in inputs, but also in the elements of the transformation process and useful products (output).

A targeted process takes place in the object, thanks to which individual elements are converted into useful products. In other words, this process is a specific technology according to which the transformation of costs into products is completed.

An essential component in the control subsystem, in addition to the subject, is certain means of controlling the system. The main purpose of the control subsystem is to stabilize the output data of the system within established limits determined by goals, norms and values. Such stabilization can only be achieved when:

1) initial data can be compared with established goals and standards;

2) a feedback mechanism is provided for issuing corrective information in the form of input data to the system, which reflects deviations in the process of converting resources.

The system output is represented by two results:

1) management decisions that are the result of information processing;

2) useful products (goods, knowledge, services) obtained as a result of processing resources.

The organization is characterized by a cyclical nature of functioning. The system's output provides funds for new investment, allowing the cycle to repeat. Income received by customers industrial organizations, must be sufficiently adequate to pay loans, workers’ labor and repay loans, if the cyclicality is persistent and ensures the viability of the organization.

It is also worth emphasizing that organizational systems are prone to reduction or disintegration into parts. If a closed system does not receive energy and new inputs from its external environment, it may subsequently contract. In contrast, an open system is characterized by negative entropy, that is, it can reconstruct itself, maintain its structure, avoid liquidation and even grow, because it has the ability to receive energy from the outside to a greater extent than it gives out.

The influx of energy to prevent entropy maintains some constancy in the exchange of energy, resulting in a relatively stable position. Even though there is a constant influx of new investments into the system and a constant outflow, a certain balance of the system is ensured. When an open system actively recycles inputs into its original output, it is able to sustain itself for a certain period of time.

Research shows that large and complex organizational systems tend to continue to grow and expand. They receive a certain margin of safety that goes beyond ensuring only survival. Many subsystems within a system have the ability to obtain more energy than is required to produce their products. It is believed that a stable position applies to simple systems, but at a more complex level it becomes one of the factors in maintaining the system through growth and expansion.

Each organization acts as an open system and is characterized by certain features and properties (Table 4.1).

Table 4.1 . Organization as an open system

Traits and properties	Characteristics, rationale
Components	The system consists of a number of parts called elements
	System components are interconnected
Structure	The form of communication is organizationally fixed in the structure
Interaction	The components influence each other by their stay in the system and their exit from it, which is the result of mutual influence and interaction with the environment
	Changes that occur as a result of interactions are called processes
Holism and emergent properties	System - integrity (Holism - English Greek holos - whole), which exhibits properties and arises only as a result of the interaction of its components
Identification	Properties of a system on the basis of which it can be identified and distinguished from other phenomena that are not part of the system
Environment	Represented by phenomena, formations that, although not part of the system, significantly influence it. This is the environment of the system
Conceptualism	A system is a concept whose particular form reflects the goals and values ​​of the individual or group that developed the concept

Open systems seek to reconcile two, often conflicting, courses of action. Actions to maintain a balanced system ensure consistency and interaction with the external environment, which in turn prevents very rapid changes that could unbalance the system. On the contrary, actions to adapt the system to various changes allow it to adapt to the dynamics of internal and external demand. One course of action, for example, focused on stability and maintaining the achieved position through the purchase, maintenance, inspection and repair of equipment, the recruitment and training of workers, the use of rules of procedure. Another course focuses on change through planning, market research, new product development, etc. Both are necessary for the survival of the organization. Stable and well-equipped organizations, but not adapted to changing conditions, will not be able to survive for long. On the other hand, those that are adaptable but not stable organizations will not be effective and are also unlikely to survive for long.

An organizational system can achieve its goals with various inputs and transformation processes. This is why it is necessary to consider various shapes and ways to solve emerging problems, rather than looking for any one “optimal” solution, which leads to quick results.

Many quantitative characteristics that are associated with input and output variables are considered constant over a given period of time or relative to the nature of the organization's functioning.

For each specific set of these characteristics, the organization is in a certain state."

Such characteristics that determine the state of the organization are called parameters.

Each element and component is determined by its own parameters, which together determine the successful functioning of the organization. An organization can be considered successful if, given the prevailing environmental factors, it ensures the achievement of certain goals. It is obvious that in addition to specific parameters that influence the system’s achievement of its own goals, there are generalizing (general) parameters that determine its successful activity.

Meskon M.Kh., Albert M., Khedouri F., define them as follows.

Survival. Some organizations plan to dissolve after they have achieved a number of predetermined goals. An example of such an organization is any government commission that is created to fulfill a specific purpose.

But basically, survival, the ability to exist as long as possible, is the primary goal of most organizations. This can last for a very long time because organizations have the potential to last forever. For example, Roman Catholic Church has been in effect for almost 2000 years.

However, in order to remain strong and to survive, most organizations have to periodically change their goals, choosing them in accordance with changes and needs of the external environment.

Efficiency and efficiency. To be successful over time, to survive and achieve its goals, an organization must be efficient and effective. According to the classic of modern management Peter Drucker, performance is a consequence of the fact that “the right things are being done.” Efficiency is a consequence of “getting these very things right.” Both the first and second are equally important.

Performance. Effectiveness, in the sense of “getting the right things done,” is something elusive that is difficult to define, especially if the organization is internally ineffective. But efficiency can, of course, be measured and quantified, so that a monetary value can be placed on its inputs and outputs, that is, the resources consumed and the products produced. The relative efficiency of an organization is called productivity.

Productivity is expressed in quantitative terms. This is the ratio of the number of units at the output to the number of units at the input.

The more efficient organization, the higher its performance.

For example, a marketing department that increases the volume of sales of goods and increases profits without spending additional funds, thereby increasing its productivity, or a team that increases output per hour of work and at the same time does it without defects.

Achieving these indicators by an organization is the result of complex management and production activities of people.

The secret of success is
ready to take advantage of favorable opportunities,
when they appear.

The company is open holistic system, it is connected by numerous threads with the internal and external environment (Fig. 1.1), changes in which have a control effect on the company’s activities with its own goals. The more complex and large-scale the company, the more management has to pay attention to analyzing and assessing the environment and taking into account its impact on the quality of its own management.

Figure 1.1 - External environment of the company.

Thus, an important element of management and planning in a company is the analysis and assessment of the external environment, in particular monitoring of business markets. The threats that lie in wait for a company in the process of doing business, and the opportunities that are provided to it - all this is present precisely in the external environment, of which the company is a part and which interacts with it.

In the external environment, the company is threatened by competitors, unscrupulous suppliers, changing legislation, social disasters and many other “surprises”. In addition, clients are waiting for the company, whether there are or are not sufficient resources to conduct the business.

Analysis of external aspects helps to develop strategic decisions that provide algorithms for the company’s interaction with the environment in the short and long term, which will allow it to maintain its potential at the level necessary to achieve the vector of the company’s goals, helps to reveal threats and opportunities.

The external environment is usually divided into two parts:

macro environment-microenvironment

If it is difficult to significantly influence the macroenvironment of a company or control its processes, then the dynamics of the microenvironment may directly depend on the choice of the company's strategy.

Open systems, however, have some specific features that those who study company management systems need to know. One of these features exists border, separating the company from its environment; - changes in the environment affect one or more aspects of the company, and vice versa, changes in the company affect the environment.

Without a boundary, there is no company, and the boundary or boundaries define where the company begins and ends. Boundaries can be physical or have psychological content through symbols such as names, dress codes, and rituals. The concept of boundaries is required for a deeper understanding of the company. So the boundaries of the company should be “drawn” where the influence of the company’s management systems ends, i.e. on those aspects of the environment that the company can no longer purposefully manage at its own discretion.

The company must reflect the external environment. Its construction is based on prerequisites of an economic, scientific, technical, political, social or ethical nature. In this sense, a company cannot be static. She must quickly learn about all changes in the environment, imagine their significance, choose the best response to achieve her goals, and respond effectively to environmental influences.

In order to consider a company as an open system, it is useful to return to the concept complete control function , which was discussed in Chap. III r. 1 “Goal setting.” The steps of the complete control function are presented in Table 1.1. Column 1 is the numbering of the stages of the complete function. Column 2 - content of each stage. Column 3 - parameters that need to be monitored during the full function control process.

Table 1.1. Full control function.

Item no.	Contents of the stages of the complete control function	Contents of control by stages of the complete control function
1	Identification of the environmental factor that causes subjective need for management. Management starts here.	Has a real factor been identified, or has someone's nonsense or illusion been elevated to the role of an objective factor? — You can only manage objectively existing processes or objectively feasible projects. — The feasibility of this stage of the full function presupposes the preliminary accumulation of a certain minimum of information about the environment with which the company interacts, since otherwise it is not able to recognize the influencing factors in their full spectrum.
2	Formation of a skill (stereotype) for recognizing an environmental factor for the future and disseminating it in the company’s culture.	Essentially, these are questions of metrological consistency of identifying a factor. — It is necessary to identify and analyze a list of parameters characterizing the presence of a factor that requires management, and decide on a measurement system for each of the parameters.
3	Goal setting in relation to the identified factor. At its essence, goal setting is the formation of a vector of management goals in relation to a given factor and the inclusion of this vector of goals in the general vector of the company’s goals.	Analysis of goals, metrological consistency of each of them. Analysis of the structure of the goal vector for the absence of defects in it (mutually exclusive goals, violation of the order of goals by priority, repetition of the same goals at different priorities, etc.).
4	Formation of a management concept based on solving the problem of predictability of company behavior under the influence of: the external environment, own changes in the company and management.	Has the problem of forming a strategy been solved and how has it been solved in relation to the impact of the factor identified in paragraph 1 and the possibilities of achieving the set goals in relation to it?
5	Implementation of the management concept in life - the organization of new or reorganization of existing management structures in the company.	Company management in practice this is the distribution of personal sole responsibility for different stages of activity between different people, the distribution between them of powers and heterogeneous resources necessary for them to carry out their functions.
6	Control (monitoring) of the activities of structures in the process of management carried out by them, and coordination of the interaction of different structures.	Strictly speaking, this is control over the activities of the company and the activities of the structures and officials who head each of them personally.
7	Improving the current concept if necessary.	Similar to steps 1-4 of the full function.
8	Elimination of existing structures and release of used resources when no longer needed or maintaining them in working order until the next use.	In the event of liquidation, the first question is: who is the recipient and custodian of the results of the activities? and further employment of released personnel and sale of equipment that has become unnecessary. If it is maintained in working condition, questions arise about maintaining staff at the proper professional level, supplying new equipment, etc.

Points “1” and “8” are always present in the complete control function. The intermediate ones between them can be combined or more deeply detailed, presenting them as a successive sequence of some smaller “stages” in accordance with the needs of the company’s practice.

Analysis of the complete control function leads us to the conclusion that internal environment a company, like the company itself, is essentially a reaction to its environment. The future of the company, its safety and the stability of its position in the market will depend on how well the company organized the work at stages 1 and 2 of the complete management function. Since it is environmental factors that determine goal setting and, as a consequence, the company’s attraction of the necessary resources. In the event of an error, the expenditure of resources will never pay for itself.

Forward and backward connections are of fundamental importance for the functioning of the company as an open system:

• from the company and the environment surrounding the company into the company's management system - feedbacks;
• and from the management system to the company and environment - direct connections.

Direct connections are divided into internal And external:

• localized within the company and its management system - internal direct connections;
• leaving the management system and the company to the external environment - external direct connections.

Similarly on external And internal are divided and feedbacks:

• those that provide information about the state of the environment and the company’s position in it—external feedback;
• and those through which information is received about the state of the elements of the object and its control system are internal feedbacks.

All companies, no matter how large or small, face internal and external factors that create uncertainty about whether they will be able to achieve their goals. The effect of this uncertainty is “risk” and it is inherent in all activities.

Fourth stage complete control function involves solving the problem of predictability of company behavior, under the influence of various factors. Solving these types of problems requires organizing work in the company, including those related to risk analysis, in particular risks that arise in the external environment and may affect the achievement of the company’s goals.

From the above it is clear that the activities of the main areas of the company are intertwined and depend on each other and on the external environment. Thus, we can say that company management is determined by two factors: the peculiarities of the production process and the nature of the external environment.

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Organization as an open system.

Plan

IN 1. Formation of open and closed system models within the framework of general systems theory.

AT 2. Specifics of the organization as a target social system.

AT 3. The problem of entry and entry stability.

AT 4. Dependence of the internal environment and internal processes of the organization on the state of the external environment. Equifinality.

IN 1. Formation of open and closed system models within the framework of general systems theory.

Systems theory was first applied in the exact sciences and technology. The application of systems theory to management in the late 1950s was the most important contribution of the school of management science. A systematic approach is not a set of guidelines or principles for managers - it is way of thinking in relation to organization and management. To understand how a systems approach helps a manager better understand an organization and achieve goals more effectively, let's first define what it is. system.

A SYSTEM is a certain integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole.

Cars, computers, televisions are all examples of systems. They are made up of many parts, each of which works in conjunction with the others to create a whole that has its own specific properties. These parts interdependent. If one of them is missing or does not function correctly, then the entire system will not function correctly. For example, the TV will not work if the setting is not set correctly. All biological organisms are systems. Your life depends on the proper functioning of many interdependent organs that together make up the unique being that you are.

All organizations are systems. Since people are, in a general sense, components of organizations (social components), along with technology, which together are used to perform work, they are called sociotechnical systems. Just like in a biological organism, in an organization its parts are interdependent. It doesn't matter how hard RCA's national sales manager works to attract new VCR buyers if the designs developed by the engineering department are flawed, the people on RCA's assembly lines refuse to assemble the equipment, or the company doesn't can pay for the supply of components.

Just as a doctor will collect information about your breathing, metabolism, heart rate, eating habits and other vital signs before diagnosing and prescribing medication, a good leader must collect information about all the essential elements of the organization. to diagnose problems and take corrective action.

OPEN AND CLOSED SYSTEMS.

There are two main types of systems: closed and open. A closed system has rigid, fixed boundaries; its actions are relatively independent of the environment surrounding the system. A clock is a familiar example of a closed system. The interdependent parts of the watch move continuously and very precisely once the watch is wound or the battery is inserted. And as long as the watch has a source of stored energy, its system is independent of environment.

Open system characterized by interaction with the external environment. Energy, information, materials are objects of exchange with the external environment through the permeable boundaries of the system. Such a system is not self-sustaining; it depends on energy, information and materials coming from outside. In addition, an open system has the ability fit to changes in the external environment and must do this in order to continue its functioning.

Managers are primarily concerned with open systems because all organizations are open systems. The survival of any organization depends on the outside world. Even for a monastery to operate for a long time, it is necessary for people to come and food to arrive, and contact to be maintained with the church that founded it. The approaches developed by the early schools of management could not suit all situations because they assumed, at least implicitly, that organizations are closed systems. They did not actively consider the environment as an important variable in management.

SUBSYSTEMS.

Large components of complex systems, such as an organization, a person, or a machine, are often systems themselves. These parts are called subsystems. The concept of a subsystem is an important concept in management. By dividing an organization into departments, which is discussed in subsequent chapters, management intentionally creates subsystems within the organization. Systems such as departments, departments, and various levels of management each play an important role in the organization as a whole, just like the subsystems of your body such as circulation, digestion, nervous system, and skeleton. The social and technical components of an organization are considered subsystems.

Subsystems can, in turn, consist of smaller subsystems. Since they are all interdependent, the malfunction of even the smallest subsystem can affect the system as a whole. A corroded battery cable does not supply current to the vehicle's electrical system, resulting in the entire vehicle being unable to operate. Likewise, the work of every department and every employee in an organization is very important to the success of the organization as a whole.

Understanding that organizations are complex open systems consisting of several interdependent subsystems helps explain why each of the schools of management has proven to be practical only to a limited extent. Each school sought to focus on one subsystem of the organization. The behaviorist school was mainly concerned with the social subsystem. Schools scientific management and management science - mainly with technical subsystems. Consequently, they often failed to correctly identify all the major components of the organization. Neither school seriously considered the impact of the environment on the organization. More recent research shows that this is a very important aspect of organizational performance. There is now a widespread view that external forces can be the main determinants of an organization's success, determining which tools in the management arsenal are appropriate and most likely to be successful.

MODEL OF ORGANIZATION AS AN OPEN SYSTEM.

The figure is a simplified representation of the organization as an open system. As inputs, the organization receives information, capital, human resources and materials from the environment. These components are called inputs. During the transformation process, the organization processes these inputs, converting them into products or services. These products and services are exits organizations that it brings into the environment. If the management organization is effective, then during the transformation process an added value of inputs is generated. As a result, many possible additional outputs appear, such as profit, increased market share, increased sales (in business), implementation of social responsibility, employee satisfaction, organizational growth, etc.

Variables and systems approach

Since this is a fairly new approach, we cannot yet fully assess the true impact of this school on management theory and practice. However, it can already be said that its influence is great and seems to be growing in the future. According to Professors Rosenzweig and Kast, systems theory provided the management discipline with a framework for integrating concepts developed and proposed by earlier schools. Many of these earlier ideas, although they may not be considered entirely correct, are of great value. On a systematic basis, it will probably be possible to synthesize new knowledge and theories that will be developed and appear in the future.

However, systems theory itself does not tell managers which elements of the organization as a system are especially important. It only says that an organization consists of numerous interdependent subsystems and is an open system that interacts with the external environment. This theory does not specifically identify the major variables that influence the management function. It also does not determine what in the environment affects management and how the environment affects the results of the organization’s activities. Obviously, managers must know what the variables of the organization as a system are in order to apply systems theory to the management process. This identification of variables and their impact on organizational performance is the main contribution of the situational approach, which is a logical extension of systems theory.

AT 2. Specifics of the organization as a target social system.

The structure of an organization is a way of interconnecting all heterogeneous and differently oriented elements of the organizational system. More adequate to the specifics of the organization as a target social system and widespread is the definition of social organization as a method of distributing and connecting heterogeneous types of activities, coordination and control, as well as a method of distributing power and competence in an organization.

Like any other structure, the S.O. fixes the morphological profile of the functioning of the organization, ensures the stability of relationships and predictability of the behavior of people in it. However, unlike biological, technical, physical systems, in which the rigidity and stability of the structure are guaranteed by the material nature of objects, S.O. is formed on the basis of reproducible patterns of interaction and activity, and its emergence is closely related to the processes of institutionalization (see Patterns of interaction and activity) . Sociologists consider the component that gives structure stability and predictability to people’s behavior. social norms, which are usually interpreted as a system of social standards and rules that define the behavior and activities of workers. Norms are characterized by varying degrees of rigidity and formalization (see: Organization; Formal (official) organization; Informal organization).

The concept of SO is usually used in organization theory as a synonym for the concept of “formal structure of an organization” (see Formal (official) organization). Based on this understanding, S.O. is a formalized and strictly structured way of regulating and reproducing business relations, based on norms, rules and standards enshrined in documents and legally formalized that govern the activities of employees and business interaction. It is focused on achieving corporate goals. Many experts highlight as its specificity: conscious character; role in suppressing conflict between departments and overcoming group egoism, regulating business communications, making and implementing management decisions, etc. The main function of the S.O. is to ensure a reduction in the uncertainty of relations in the business sphere, as well as the necessary level of social order in the organization , which creates the preconditions for purposeful collective activity.

It was precisely the target orientation and rational-instrumental nature of SO that was emphasized by Charles Barnard, who argued that the organization is a system of “conscious coordination of activities” and has a scalar structure (see Scalar principle of the structure of organizations). This was also kept in mind by other researchers (M. Albert, M. Mescon and F. Khedouri), who defined the organizational structure as a system of “logical relationships, levels of management and functional areas” and considered it as a tool for achieving goals.

There are open and closed systems. The concept of a closed system originates from the physical sciences. Here it is understood that the system is self-restraining. Its main characteristic is that it essentially ignores the effect of external influences. A perfect closed system would be one that does not receive energy from external sources and does not provide energy to its external environment. A closed organizational system has little applicability.

An open system recognizes dynamic interaction with the surrounding world. Organizations obtain their raw materials and human resources from the world around them. They depend on clients and customers from the outside world to consume their products. Banks that actively interact with the outside world use deposits, turn them into loans and investments, and use the profits received to support themselves, for development, to pay dividends and pay taxes.

In a diagram representing an industrial organization as an open system, one can see the flow of materials, labor, and capital. The technological process is created to process raw materials into final product, which, in turn, is sold to the customer. Financial institutions, work force, suppliers and customers, government - all are part of the environment.

The degree of demarcation between open and closed systems varies within systems. An open system can become more closed if contact with the environment decreases over time. In principle, the opposite situation is also possible.

Open systems tend to increase complexity and differentiation. In other words, an open system, as it grows, will strive for greater specialization of its elements and more complex structure, often expanding its boundaries or creating a new supersystem with wider boundaries. As a business enterprise grows, there is significant differentiation and complexity. New specialized departments are created, raw materials are purchased, the range of products is expanded, and new sales offices are organized.

All systems have an input, a transformation process and an output. They receive raw materials, energy, information, and other resources and transform them into goods and services, profit, waste, etc. Open systems, however, have some specific features.

One of these features is the recognition of the interdependence between the system and the outside world. There is a boundary separating the system from its environment. Changes in the environment affect one or more attributes of the system, and vice versa, changes in the system affect the environment.

The organization must reflect the external environment. Its construction is based on prerequisites of an economic, scientific, technical, political, social or ethical nature. An organization must be designed to function well, to receive input from all its members, and to effectively help employees achieve their goals now and in the future. In this sense, an effective organization cannot be static. She must quickly learn about all changes in the environment, realize their significance, choose the best response to achieve her goals, and respond effectively to environmental influences.

Without a boundary, there is no system, and the boundary (or boundaries) define where systems or subsystems begin and end. Boundaries can be either physical or have psychological content through symbols such as names, dress codes, and rituals. The concept of boundaries is required for a deeper understanding of systems.

Feedback is of fundamental importance for the functioning of organizations. Open systems constantly receive information from their environment. This helps you adapt and allows you to take corrective actions to correct deviations from the accepted course. Here, feedback is understood as a process that allows part of the output product to be received back into the system in the form of information or money for modifying the production of the same output product or establishing the production of new products.

It is also necessary to take into account that organizations are staffed by people. Obviously, when grouping activities and distributing authority within any organizational system, it is necessary to take into account the various shortcomings and habits of people. This does not mean that an organization should be created in relation to people, and not on the basis of goals and activities associated with their achievement. However, for a manager, a very important, often limiting factor is which people will work in the organization.

The behavior of members of an organization can be considered as its internal environment. An organization constantly faces problems that can change its position, and in order for all its elements to act and be intelligently coordinated, a continuous supply of resources is necessary. The production apparatus wears out, technology becomes obsolete, materials need to be replenished, workers quit. To ensure the viability of the organization, these resources must be replaced by elements of equal productivity without interrupting the production process.

Other internal problems arise due to lack of interaction and coordination of different parts of the organization. One of the reasons that workers leave and shareholders are unwilling to invest their savings is that these groups are dissatisfied with the working conditions and rewards for participation in the organization, and this dissatisfaction can become so strong that the very existence of the organization is threatened.

The organization is characterized by a cyclical nature of functioning. The system's output provides funds for new investment, allowing the cycle to repeat. The income received by customers of industrial organizations must be sufficiently adequate to pay for loans, workers' labor and repayment of loans, if the cyclicality is stable and ensures the viability of the organization.

It should also be emphasized that organizational systems are prone to reduction or disintegration. Because a closed system does not receive energy and new inputs from its external environment, it can shrink over time. In contrast, an open system is characterized by negative entropy, i.e. it can reconstruct itself, maintain its structure, avoid liquidation and even grow, because it has the ability to receive energy from the outside to a greater extent than it gives out.

The influx of energy to prevent entropy maintains some constancy in the exchange of energy, resulting in a relatively stable position. Even though there is a constant influx of new investments into the system and a constant outflow, a certain balance of the system is ensured. When an open system actively processes inputs into output products, it nevertheless turns out to be able to maintain itself for a certain time.

Research shows that large and complex organizational systems tend to continue to grow and expand. They receive a certain margin of safety that goes beyond providing only survival.

As an organization grows, senior leaders are forced to increasingly delegate their decision-making responsibilities to lower levels. However, since top-level managers are responsible for all decisions, their role in the organization changes: from making decisions, top-level managers move on to managing the decision-making processes. As a result, the increase in the size of organizations leads to the need for a division of labor in management. One group - top-level managers - has primary authority and is responsible for determining the nature of the organization's management system, i.e. the process by which organizational problems are to be resolved. Another group of managers reports to senior management. Its people are components of the management system, and their main responsibility is to make decisions.

Open systems seek to reconcile two, often conflicting, courses of action. Actions to maintain a balanced system ensure consistency and interaction with the external environment, which in turn prevents very rapid changes that could unbalance the system. On the contrary, actions to adapt the system to various changes allow it to adapt to the dynamics of internal and external demand. One course of action, for example, focuses on stability and maintaining the achieved position through the purchase, maintenance, inspection and repair of equipment, the recruitment and training of workers, and the use of rules and procedures. Another course focuses on change through planning, market research, new product development, and the like. Both are necessary for the survival of the organization. Stable and well-equipped organizations, but not adapted to changing conditions, will not be able to survive for long. On the other hand, organizations that are adaptable but not stable will be ineffective and also unlikely to survive for long.

An organizational system can achieve its goals with various inputs and transformation processes. That is why it is necessary to consider various forms and methods of solving emerging problems, rather than looking for any one “optimal” solution that leads to quick results.

Plan

Introduction

.The concept and essence of the organization

.Organization as an open system

System properties

Conclusion

Bibliography

Introduction

Complex nature Russian market reforms changed the emphasis in the modern approach to managing organizations. Bureaucratic, authoritarian and technocratic leadership tools in conditions of shortage of time, information and people have proven to be largely ineffective. Modern theories of humane management are nothing more than an attempt to return to a harmonious way of existence, based, first of all, on the development of the individual and determining his place in the world.

Organization is one of the most ancient public entities on the ground. Thus, according to archaeologists, during excavations of ancient Sumer (which existed approximately 3 thousand years BC), clay tablets were found on which information about the commercial activities of organized groups of people was recorded.

The development of organizations proceeded slowly, experience in their creation gradually accumulated, world-famous plants and factories appeared; talented managers, manufacturers, breeders, etc. The composition gradually expanded public organizations. The first scientific approach to the analysis of organizations and the process of managing them is attributed to Frederick Taylor (USA), who in 1911 published the book “Principles of Scientific Management”. Since that time, sustained public interest in the management of social systems has contributed to the development of all areas of scientific research in this area, including organizations.

The main capabilities of a modern organization are associated with the use of internal reserves: changing internal reserves, changing the management structure, building a model of organizational behavior, developing personnel and activating their work consciousness (motivation based on higher needs and personality components).

1. Concept and essence of organization

Modern world based on the existence of organizations various kinds: commercial and non-profit (the latter include, in particular, charitable foundations and religious organizations), having a clear or vague structure, managed in one way or another. However, they are all built according to certain laws and principles. Let's consider the features, principles of design, development and existence of organizations and their properties.

An organization is a consciously coordinated social entity with defined boundaries, functioning on a relatively permanent basis to achieve common goal or goals.

The phrase “consciously coordinated” means management, and “social formation” means that the organization consists of individuals or their groups interacting with each other. Organizational processes have a social essence. The patterns of interaction that individuals follow are deliberate, and the interaction of group members must be balanced, which involves coordination.

The following features of organizations:

An organization is separate from its external environment and its boundaries may change over time. They can be physical or psychological, due to the existence of symbols such as names, clothing, rituals. The concept of boundaries is required for a deeper understanding of systems and organizations.

1. An organization always has a set of goals that are hierarchically interconnected, from its mission to its daily operational goals.
2. Members of the organization, who are assigned specific responsibilities, contribute to the achievement of established overall (organizational) goals.
3. To do this, they create a system of norms of corporate behavior, including generally accepted values, attitudes and motives for the behavior of personnel within the organization.
4. The definition of an organization requires formal coordination of employee interactions.
5. The structure of the organization determines the method of distribution of tasks and responsibilities (reporting), formal coordinating mechanisms and models of interaction between employees and departments in the process of achieving organizational goals.

The organization is characterized by the following principles of design, development and existence: complexity, formalization and a certain ratio of centralization and decentralization.

Complexity allows us to consider an organization as a set of its elements and the relationships between them.

Formalization refers to pre-developed and established rules and procedures that regulate the behavior of employees and intra-company relationships.

The relationship between centralization and decentralization is determined by the levels at which management decisions are developed and made in the organization. The accepted ratio determines the nature and type of the established organizational management structure. Organizations are designed in advance to form a structure subordinated to the achievement of established goals. There is no universal organization that can achieve different goals without changing the structure. When designing an organization, the following properties are taken into account:

1. it has an a priori established goal - a mission in the name of which people unite and carry out their activities. The mission justifies the existence of the organization in the eyes of its employees and society as a whole throughout its life cycle. There are only two types of missions: making a profit and bringing selfless benefit to society. The mission defines the strategic goals of the organization: survival, growth, stabilization and change;
2. the organization develops by improving methods of achieving goals.

The design of organizations in modern conditions is brought to life by the increasing complexity of management, the increase in the speed of performing management functions, changes in the external and internal environment, as well as the specialization of managerial work. This approach is qualitatively different from widespread methods of increasing the efficiency of an organization (traditional division and unification on an experimental basis of divisions or areas of responsibility of managers, their replacement, improvement of certain organizational procedures) in that it sees not quantitative, but qualitative transformations (a complete change in the model ).

The design of an organization during its creation or reform is carried out taking into account the following aspects of its activities:

the intended product or service market sector and consumer; in its place and role in the system of market relations;

• goals of the organization (survival, growth, stabilization, change);
• technologies (processes, innovations);
• in philosophy (basic views of the leader, values, motivation);
• internal concept (sources and degree of competitiveness, survival factors);
• formation external image, image (responsibility to partners, consumers, society as a whole, ethics);
• corporate culture.

All these aspects determine not only the features of creating or reforming a particular organization, but also the model of organizational behavior in it.

2. Organization as an open system

A system is a collection of interconnected and interdependent parts, arranged in such an order that allows the whole to be reproduced under any conditions.

A unique characteristic of systems is the internal relationships between parts (elements):

1. Any system is characterized by both differentiation and integration. Each part performs individual functions. At the same time, integration is carried out to maintain the interconnection of individual parts of the system and form a single whole.

Although organizations are made up of parts, or elements, they are themselves subsystems within a larger system. Moreover, the whole is not a simple sum of parts, since the system should be considered as a unity not only of elements, but also of the relationships between them, which can increase or decrease the efficiency of their activities (multiplex, or synergistic, effect). There are closed and open systems. The concept of a closed system originates from the natural sciences. Such a system, being self-sustaining, almost does not react to external influences. A perfect system of this type would not receive energy from external sources at all and would not give off its energy to the external environment. It cannot be a subsystem of the system of economic and social relations in society and, accordingly, cannot fulfill a mission that is significant for society and carry out economic or other activities.

An open system, on the contrary, interacts with its environment. Organizations that are systems of this type receive raw materials and human resources from there and depend on clients and customers from the outside world to consume their products. Banks, actively interacting with the environment, convert deposits into loans and investments, use the profits received to maintain and develop their activities, pay dividends and pay taxes.

The degree of openness changes as a result of any changes within the system. An open system can acquire the features of a closed one if, over time, contacts with the environment become limited. The opposite situation is also possible.

Open systems tend to become more complex and differentiated.

All systems (organizations) have an input, a transformation process and an output. They receive raw materials, energy, information, and other resources and transform them into goods, services, profits, waste, etc.

Open systems, however, have some specific features. The first of them is the presence of interdependence between the system and the external environment. There is a boundary separating the system from its environment.

Changes in the external environment affect one or more attributes of the system, and vice versa, changes in the system affect the environment. The external environment of the organization is schematically presented in Fig. 1. The organization must reflect the state of the external environment. Its construction is based on prerequisites of an economic, scientific, technical, political, social or ethical nature. The organization must be created so that it functions normally. The contribution of each of its members to the overall work must be ensured and effective assistance employees in achieving their goals. In this sense, an effective organization cannot be static. It must quickly monitor all changes in the external environment, evaluate them and choose the best response to achieve its goals. It must respond effectively to environmental influences.

Fig.1. External environment of the organization

The second feature is the adaptability of the organization. It reflects changes in the external and internal environment. Therefore, the basis for building an organization is the prerequisites for its changes not only of an economic, scientific, technical, political, but also of a social and ethical nature. In this sense, an effective organization cannot be static.

The third feature is feedback, which is of fundamental importance for the functioning of organizations as open systems. Here, feedback is understood as the introduction of information or means into the system (after the sale of part of the product) for modifying production or establishing the release of new products.

The internal environment of an organization influences the effectiveness of its activities no less, and in certain periods of the life cycle even more than the external environment. One of the most important parameters of the internal environment is the behavior of groups and individuals in an organization. (Fig. 2.)

Fig.2. Internal environment of the organization

The organization is characterized by a cyclical nature of functioning. In case of disruption or termination of the cycle without the possibility of further existence, organizational systems are predisposed to reduction (collapse) or disintegration into parts. If the system does not receive energy and new inputs from the external environment, then over time it may shrink. An open system is capable of reconstructing itself, maintaining its structure, avoiding liquidation, and even expanding, because it has the ability to receive energy from the outside in greater quantities than it gives out.

The constant influx of resources into the system and the constant outflow of results ensure its certain dynamic balance.

Research shows that large and complex organizational systems tend to continue to grow and expand. They have a certain “margin of safety” that exceeds the limit necessary to ensure only survival. The organization's resources (energy) mean not only finances, but also ideas, technologies, promising personnel, new opportunities in the external environment, management principles and organizational structures.

As an organization grows, senior management is forced to transfer more and more of its decision-making responsibilities to lower levels (delegate authority).

However, since senior managers are responsible for all decisions, their role in the organization changes from making decisions to managing the process of making decisions. Thus, the increase in the size of organizations leads to the need for a division of labor in management. One group - top-level managers - has primary authority and is responsible for determining the methods of managing the organization by which its problems should be resolved. Another group of managers reports to senior management. The people included in it are components of the management system, their main responsibility is to develop decisions. Such a harmonious organizational structure is very stable, since it embodies the principle of hierarchy, which states: there are no systems in the world in which all elements would be completely equal and bear equal responsibility for the final result. Everything is governed by hierarchy.

Another basic principle of forming an organizational structure is to ensure that the system can return to its original state after changes, as well as the ability to reproduce itself in different conditions. Management's actions to maintain its stability, which is one of the main functions of management, must respond to specific environmental conditions, which prevents very rapid changes in the system that could unbalance it.

Also important is the principle of increasing the adaptability of the system to various changes in the internal and external environment.

Both are necessary for the survival and development of the organization. Stable and well-equipped organizations, but unadapted to changing conditions, will not be able to survive for long in an open system mode. At the same time, adaptive but unstable organizations will be ineffective and also unlikely to function for long. Therefore, it is necessary to consider various forms and methods of solving problems of design and existence of an organization, rather than looking for any one “optimal” solution that leads to quick results.

An organizational system can achieve its goals using various combinations of resources and strategies. That is why it is necessary to consider various forms and methods of solving emerging problems, rather than looking for any one “optimal” solution that leads to quick results.

Table 1. Principles of existence of organizations as systems

No. Name of the principle Brief description 1 The principle of the internal unity of the system, its internal logic, the feasibility of its existence Clear goal setting when creating an organization, its limitation from the external environment and identification in comparison with other organizations; Availability strong personality when creating an organization and business2 The principle of uniquenessDefining the uniqueness of an organization, finding its place in the external environment based on specific significant differences. It is the basis for the positioning of goods and services in the future. 3 The principle of pairing (polarization of processes) The pairing of processes occurring in the organization: origin - destruction; quantitative - qualitative changes (which are opposite); process balance ; their harmony (the principle of dynamic balance). If this principle is observed, the development and transformation of systems is possible. Fixing the system in an extreme state will stop its development and lead to rapid destruction 4 The principle of the effectiveness of the combination of opposite principles (antagonistic and non-antagonistic) The presence of a positive result from each operation carried out within the organization; the meaningfulness of the actions taken and the exclusion of ineffective ones. Focus on the result, not the process5 The principle of dynamic stability and reproducibility in micro parts (fractal principle) Each smallest subsystem of the organization must be adaptive and sustainable and, in addition, if necessary, be able to develop into an independent system. This will ensure the dynamic stability of the mother system. Subsystems must be interchangeable, functions must be pulsating (expanding and collapsing depending on the strategic objectives of the organization) 6 The principle of development restrictions in the system: development cannot take place without reasonable restrictions, and the system must remain itself, changing in accordance with changes in the external environment Presence in the structures of the organization certain unchangeable parameters that allow you to recreate the system in a previous state without failure; restrictions on creativity and non-standard solutions that threaten the existence of the organization with “permanent repairs”; a certain pace of change, the introduction of control indicators and corrective systems; balance of all internal subsystems of the organization 7 Principle of movement and development Constant changes and adjustment to the external environment and internal goals; understanding the cyclical nature of changes, their constant nature; exclusion of stagnation at any point of development; movement of processes8 The principle of completing actions and processes Anticipating the results (both positive and negative) of processes in the organization; readiness for these results; manifestation of the will and determination of leaders, the ability to take responsibility for failure. If the principle is violated, the attenuation of organizational processes is possible9 Principle of similarityLogical or intuitive relationship of processes occurring in the external and internal environments of the organization, their interdependence10Principle of creativityPresence of creative ideas in the process of development (and not expansion); creation of fundamentally new elements and subsystems for a given organization; investment in such development is required; maintaining previously achieved results: balance between development and stable production; commercialization of inventions 11 The principle of combining material and intangible principles The presence of a vision (image), mission and other intangible components of the business along with material goals and indicators. A business without ideas is dead, only an idea can bring in really big money. Attention! Not to be confused with two missions: making money by satisfying human needs (business) and bringing good to people (not business). Mixing them is possible, but destructive for business, since spiritual ideas are stronger than material ones. 12 The principle of dynamic complexity Taking into account the constant complication of elements and interconnections of subsystems in a modern organization in connection with the cognitive (cognitive) processes of civilization and scientific and technological progress. As the external environment becomes more complex and a person realizes this, the systemic nature of the organization’s internal environment also becomes more complex. At the management block modern systems there must be a high systemic level of decision-making. Increasing complexity of systems and decisions increases the risk of negative consequences of incorrect decisions made . The responsibility of people in an organization requires the development of their decision-making abilities in conditions of increased complexity and instability, as well as the growing unpredictability of external processes 13 The principle of determinism There are no random processes. There are processes in which people cannot yet understand the laws. What is needed is persistent search, study of the causes of events, collection of statistical information and comprehensive development of the analytical function in the organization, attention to the construction of information networks and the quality of information 14 The principle of harmony Selection of management decisions that do not violate internal organizational and external (in society) naturally occurring processes; a reasonable approach to the power component of decisions that does not give rise to unreasonable violence both inside and outside the organization. The solution as a tool should not be more complex or powerful than the task 15 The principle of timely action Understanding the natural course of processes in order to avoid unnecessary acceleration and disastrous delay, which will lead to the waste of the organization's capital; a sense of the right moment and the development of productive thinking among modern managers of organizations 16 Field principle The influence of individual elements in an organization as a system extends to other elements. The influence of the organization on the external environment and the influence of the environment on the organization also extend. There is not a single isolated object, all mutually influence each other, this is a two-way process in each case. Taking into account the influence of people in the organization and the influence of the organization itself on society 17 The principle of constant investment (investments, sacrifices) Understanding the need for energy exchange both within the organization and in the business infrastructure and society; constant investment of effort, energy, money, knowledge and the manifestation of creativity and other types of energy in the development of processes in the internal and external environment; constant willingness to give a lot for the sake of success 18 The principle of rhythm Taking into account a certain amplitude (rhythm) of fluctuations in various processes: from the life cycle of an organization to the cycle of human relationships within it. The duration of various cycles gives an understanding of the rhythm and moment of the organization’s readiness for targeted impact. Rhythm also contributes to the maximum use of the organization’s capital: the refusal to accumulate and the introduction of a “just-in-time” system into all processes. Rhythm is also a measure of fluctuation: a period of prosperity or development will be approximately equal to a period of disaster and destruction. This makes it possible to maintain the concentration of efforts at the desired level. Finding a rhythm is necessary for every system. 19 The principle of return of influence It would be more correct to call it the principle of inevitable retribution for any (good or other) deed. There are no decisions and actions that do not have certain consequences in the organization, which in themselves are already retribution, but can also lead to more significant, specific results. Everything comes back. It is advisable to remember this20 The principle of instrumentalismAn organization is only a tool for achieving its goals. People are her soul. Once the goals are achieved, the organization may cease to exist, but human capital is the seed of a new business idea. As long as it is there, the business can last a long time. It is necessary to understand what needs to be created for each goal new organization or transform the old one

Internal variables are situational factors within organizations. Since organizations are systems created by people, internal variables in. are mainly the result of management decisions. This, however, does not mean that all internal variables are completely controlled by management. Often the internal factor is something “given” that management must overcome. So. The monotony and fatigue associated with assembly line work cannot be overcome by eliminating assembly lines because... By doing so, the organization will jeopardize its existence. Instead, management recognizes the adverse impact of the assembly line on workers and productivity and takes measures to reduce it,

Key variables within the organization itself that require management attention. - these are goals, structure, tasks, technology and people.

Goals. An organization is a group of people with conscious common goals. It can be seen as a means to an end that allows people to accomplish collectively what they could not accomplish individually. During the planning process, management develops goals and communicates them to organizational members.

Goals can be varied, especially for organizations various types. Organizations that engage in business focus primarily on the production of certain goods or services within specific constraints - costs and profits. This objective is reflected in objectives such as profitability and productivity. Government agencies, educational institutions and non-profit organizations are not looking to make a profit, but they are concerned about costs. And this is reflected in a set of goals, formulated as the provision of specific services within certain budgetary constraints.

This diversity of focus extends further, as large organizations have many goals. In order to make a profit, for example, a business must formulate goals in areas such as market share, new product development, service quality, management training and selection, and even social responsibility. The orientation determined by goals permeates all subsequent management goals.

Structure. The structure of an organization is the logical relationship between management levels and functional areas, built in a form that allows the organization's goals to be most effectively achieved. The concept of "functional area" refers to the work that a particular department performs for the organization as a whole, for example, marketing, production, personnel training, planning. Structural variables will be discussed in detail below. Here we will focus on two basic concepts related to structure: the specialized division of labor and the span of control.

In most organizations, division of labor does not mean random distribution of processes among workers. A characteristic feature is the specialized division of work - assigning this work to specialists, that is, those who are able to perform it better from the point of view of the organization as a whole. IN this moment In all organizations, with the exception of the smallest, there is a horizontal division of labor along specialized lines. If the organization is large enough in size, specialists are usually grouped together within a functional area. How exactly to implement the division of labor in an organization is a question that relates to the most significant management decisions. The choice of functional areas determines the basic structure and, to a large extent, the possibilities for successful operation. The efficiency and appropriateness of the way work is divided among people - from the top down to the very first level of the organization - 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. 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. Span of control is an important aspect of organizational structure. If a large number of people report to one manager, we are talking about a wide span of control, which results in a flat management structure. If the sphere of control is narrow, that is, each manager is subordinate to a small number of people, we can talk about a multi-level structure.

There is no perfect span of control. Many variables within the organization itself and in the external environment can influence it. Moreover, neither the span of control nor the relative "height" of an organization's structure is an indicator of its size.

Tasks. Another area of ​​division of labor in an organization is the formulation of tasks. A task is a prescribed job, series of jobs, or piece of work 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 job includes a number of tasks that are seen as a necessary contribution to achieving the organization's goals, it is believed that if the task is completed in the manner and within the time frame prescribed, the organization will perform successfully.

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

Two others important points in work - this is the frequency of repetition of a given hall and the time required to complete it. In general, we can say that managerial work is less monotonous, repetitive in nature and the time it takes to complete each type of work increases as we move from lower level to the highest.

From a historical point of view, changes in the nature and content of tasks were closely related to the evolution of specialization. Task specialization quickly found its way into many simple operations. For a long time, there has been a tendency to expand specialization and thereby fragment all work into smaller operations: In our century, technological innovations and the systematic combination of technology and specialization of labor have made the specialization of tasks in-depth and complex.

Technology has a much broader meaning than traditionally believed. Most people view technology as something to do with inventions and machines. However, for some professionals, technology refers to the combination of skills, equipment, infrastructure, tools and related technical knowledge needed to bring about desired changes in materials, information or people.

Tasks and technology are closely related. Performing tasks involves using a specific technology as a means of converting input material into output form.

The influence of this variable on management was largely determined by three major revolutions in technology: the industrial revolution; standardization and mechanization; using conveyor assembly lines. As a result of these and more recent innovations, technology and tasks have become a major influence on efficiency.

5. People. Management achieves the organization's goals through other people. Therefore, people are a central factor in any management model.

Environmental factors refer to the force with which changes in one factor affect other factors. When organizing management, it is necessary to take into account factors of external influence as much as possible and consider a specific organization as an integral system consisting of mutually related parts.

External environmental factors in the management system in our management science as more early period, and currently has not received enough attention. Consequently, the problem remains little studied, especially its factors such as: the importance of the external environment for management; definition of the external environment; relationship between environmental factors; complexity, mobility and uncertainty of the external environment; environment of direct and indirect influence; international environment. The complexity of the external environment refers to the number of factors to which an organization must respond, as well as the level of variability of each factor. If we take into account the number external factors that an organization is forced to respond to, then if it is under pressure from government regulations, frequent renegotiation of union contracts, multiple vested interest groups, multiple competitors, and accelerated technological change, it can be argued that the organization is in a more complex environment than e.g. , concerned about the actions of just a few suppliers, with no unions and slow technology change. Likewise, when it comes to diversity of factors, an organization that uses only a few inputs, a few specialists, and does business with only a few firms in its home country should find its collateral conditions less complex than an organization that has different parameters. In terms of the diversity of factors, an organization that uses diverse and different technologies that have undergone more rapid development will be in more complex conditions than the organization that is affected by all this.

Environmental fluidity is the speed at which changes occur in an organization's environment. Many researchers point out that the environment modern organizations changes with increasing speed. However, while this trend is general, there are organizations around which the external environment is especially mobile. It is believed that the most rapid changes in the external environment primarily affect such industries as pharmaceuticals, chemicals, electronics, aerospace, computer manufacturing, biotechnology, and telecommunications. This is influenced primarily by factors such as changes in technology and methods of competition. Less noticeable changes in the external environment are occurring in mechanical engineering, the production of spare parts for cars, the confectionery industry, the furniture industry, the production of containers and packaging materials, and canned food. In addition, the mobility of the external environment may be higher for some parts of the organization and lower for others. For example, in many companies, the research and development department faces a highly fluid environment because it must keep up with all technological innovations. On the other side, Production Department may be immersed in a relatively slowly changing environment characterized by stable movement of materials and labor resources. At the same time, if production capacity scattered around the world or input resources come from abroad, the production process may find itself in a highly mobile environment. Given the ability to operate in a highly fluid environment, an organization or its units must rely on a greater variety of information to make effective decisions regarding its internal variables. This makes decision making more difficult.

Environmental uncertainty is a function of the amount of information an organization (or person) has about a particular factor, as well as a function of the confidence in that 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 believe that it is highly reliable. As business becomes an increasingly global enterprise, more and more information is required, but confidence in its accuracy decreases. Thus, the more uncertain external environment, the more difficult it is to make effective decisions. In connection with these characteristics, the following main types of external environment can be distinguished:

A changing environment characterized by rapid change. These could be technical innovations, economic changes, changes in legislation, innovations in the policies of competitors. Such an unstable environment, which creates great difficulties for management, is inherent in the Russian market.

1. A hostile environment created by fierce competition and the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry of the United States and countries Western Europe and Japan.
2. A diverse environment is inherent in global business. A typical example of a global business is McDonalds, which operates in many countries. With diverse cultures and gastronomic tastes of consumers. This diverse environment influences the company’s activities and its policy of influencing consumers.
3. Technically challenging environment. In such an environment, electronics, computer technology, and telecommunications are developing, which require complex information and highly qualified service personnel.

The external environment in strategic management is considered as a combination of two relatively independent subsystems: the macroenvironment (industry or immediate environment) and the microenvironment (distant environment). The microenvironment is considered to include all interest groups that directly influence or are directly influenced by the core activities of the enterprise. These include shareholders, suppliers, local organizations, competitors, customers, creditors, trade unions, trade and other organizations. Macro environment includes common factors, which do not directly relate to the short-term activities of the enterprise, but can influence its long-term decisions. These are the government, the economy, natural factors, scientific and technological progress, and the socio-demographic environment. Changes in the macroenvironment affect the strategic position of the enterprise in the market and affect elements of the microenvironment.

The political component of the macroenvironment must be studied first of all in order to have a clear understanding of the intentions of government authorities regarding the development of society and the means by which the state intends to implement its policies. The study of the political component should focus on finding out what programs various party structures are trying to implement, what lobbying groups exist in government bodies, what attitude the government has in relation to various sectors of the economy and regions of the country, what changes in legislation and legal regulation possible as a result of the adoption of new laws and new norms regulating economic processes. At the same time, it is important to understand such basic characteristics of the political subsystem, such as: what political ideology determines the government’s policy, how stable the government is, how capable it is of carrying out its policies, what is the degree of public discontent and how strong are the opposition political structures, so that, using this discontent, seize power.

The study of the social component of the macroenvironment is aimed at understanding the impact on business of such social phenomena and processes such as: people’s attitude to work and quality of life; existing customs and beliefs in society; values ​​shared by people; demographic structures of society, population growth, level of education, mobility of people or readiness to change their place of residence, etc. The importance of the social component is very important, since it is all-pervasive, influencing both other components of the macroenvironment and the internal environment of the organization. Social processes change relatively slowly. However, if certain social changes occur, they lead to many very significant changes in the environment of the organization. Therefore, the organization must seriously monitor possible social changes.

Analysis of the technological component allows you to timely see the opportunities that the development of science and technology opens up for the production of new products, for improving manufactured products and for modernizing the technology of manufacturing and marketing products. The progress of science and technology brings with it enormous opportunities and equally enormous threats for firms. Many organizations are unable to see the new opportunities that are opening up because the technical capabilities to make fundamental changes are predominantly created outside the industry in which they operate. By being late with modernization, they lose their market share, which can lead to extreme negative consequences for them.

When studying various components of the macroenvironment, it is very important to keep in mind the following two points.

Firstly, it is that all components of the macroenvironment are in a state of strong mutual influence. Changes in one of the components necessarily lead to changes in other components of the macroenvironment. Therefore, their study and analysis should be carried out not separately, but systematically, tracking not only the actual changes in a separate component, but also understanding how these changes will affect other components of the macroenvironment.

Secondly, the degree of influence of individual components of the macroenvironment on various organizations different. In particular, the degree of influence manifests itself differently depending on the size of the organization, its industry, territorial location, etc.

The study of the organization's immediate environment is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that an organization can have a significant influence on the nature and content of this interaction, thereby it can actively participate in the formation of additional opportunities and in preventing the emergence of threats to its further existence.

The analysis of buyers as components of the organization’s immediate environment primarily aims to compile a profile of those who buy the product sold by the organization. Studying customers allows an organization to better understand which product will be most accepted by customers, what sales volume the organization can expect, to what extent customers are committed to the product of this particular organization, how much the circle of potential buyers can be expanded, what awaits the product in the future, and much more. .

The analysis of suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depend.

Studying competitors, i.e. those with whom the organization has to fight for the resources that it seeks to obtain from the external environment in order to ensure its existence occupy a special and very important place in strategic management. This study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, building your competitive strategy.

Analysis of the labor market is aimed at identifying its potential in providing the organization with the personnel necessary to solve its problems. The organization must study the labor market both from the point of view of the availability of personnel with the required specialty and qualifications, the required level of education, the required age, gender, etc., and from the point of view of the cost of labor. An important area of ​​studying the labor market is the analysis of the policies of trade unions that have influence in this market, since in some cases they can severely limit access to the labor force necessary for the organization.

3. System properties

organization social system

The organization is characterized by the following principles of design, development and existence: complexity, formalization and a certain ratio of centralization to decentralization. Complexity allows us to consider an organization as a set of its elements and the relationships between them. Formalization refers to pre-developed and established rules and procedures that regulate the behavior of employees and intra-company relationships. The relationship between centralization and decentralization is determined by the levels at which management decisions are developed and made in the organization. The accepted ratio determines the nature and type of the established organizational management structure. Organizations are designed in advance to form a structure subordinated to the achievement of established goals. There is no universal organization that can achieve different goals without changing the structure. When designing an organization, the following properties are taken into account:

1. organization is an organism rather than a mechanism;
2. she acts rationally, organically and purposefully;
3. it has an established goal (mission), in the name of which people unite and carry out their activities. There are only two types of missions: making a profit and bringing selfless benefit to society. The mission defines the strategic goals of the organization: survival, growth, stabilization and change.

Open systems, however, have some specific features. The first of them is the presence of interdependence between the system and the external environment. The second feature is the adaptability of the organization. It reflects changes in the external and internal environment. Therefore, the basis for building an organization is the prerequisites for its changes not only of an economic, scientific, technical, political, but also of a social and ethical nature. In this sense, an effective organization cannot be static. The third feature is feedback, which is of fundamental importance for the functioning of organizations as open systems. Here, feedback is understood as the introduction of information or means into the system (after the sale of part of the product) for modifying production or establishing the release of new products. The internal environment of an organization influences the effectiveness of its activities no less, and in certain periods of the life cycle even more than the external environment. One of the most important parameters of the internal environment is the behavior of groups and individuals in an organization (which is the content of the discipline “Organizational Behavior”). The organization is characterized by a cyclical nature of functioning. If the system does not receive energy and new inputs from the external environment, then over time it may shrink. An open system is capable of reconstructing itself, maintaining its structure, avoiding liquidation, and even expanding, because it has the ability to receive energy from the outside in greater quantities than it gives out. The constant influx of resources into the system and the constant outflow of results ensure its certain dynamic balance.

Conclusion

An organization is a consciously coordinated (managed) social entity (i.e., it consists of people and their groups interacting with each other) with certain boundaries, functioning on a relatively constant basis to achieve a common goal. The structure of the organization determines how tasks should be distributed, what the chain of command should be, what the formal coordinating mechanisms and patterns of employee interaction should be. Using a systematic approach, a comprehensive analysis of the structure of the organization is provided. A system is a set of interconnected and interdependent parts, arranged in such an order that allows the whole to be reproduced. The internal relationships of parts are a special characteristic when considering systems. In every system there is integration (to maintain separate parts in one organism and form a complete whole) and differentiation. Organizations break down into separate parts (component elements) and at the same time are themselves subsystems within a larger system.

There are open and closed systems. The second concept - closed systems - appeared in physics; it denotes a system that is self-restraining, and the main feature is a significant disregard for external influences. An ideal closed system would be one that does not receive energy from external sources and does not provide energy to the external environment. The closed organizational system is rarely used.

An open system enters into dynamic interaction with the world around it. Organizations obtain raw materials and human resources from the outside world and depend on clients and customers consuming their products. Financial institutions, labor, suppliers, customers are all part of the external environment.

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