Introduction
The external environment is the source that supplies the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive. But the resources of the external environment are not limitless. And they are claimed by many other organizations located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The objective of this course is to identify such interaction between an organization and its environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thereby enable it to survive in the long term.
The importance and significance of optimally determining the operating environment of an enterprise in modern business has necessitated an in-depth consideration of this topic. When writing this course work The goal is to highlight the following problems and ways to solve them:
1. determine the essence of the economic environment of the enterprise and its elements;
2. conduct an analysis of production economic activity enterprise environment;
3. determine areas for increasing the efficiency of the enterprise.
1. The economic environment of the enterprise and its elements
1.1 Factors in the external environment of the enterprise
The operating environment of an enterprise is a set of business entities, their relationships, infrastructure links and conditions of their activities. The study of this environment is due to the fact that business entities, when carrying out their activities, do not function in isolation, but interact with each other, with government bodies, public structures, etc., that is, they carry out their activities in the external environment.
The main characteristics of the external environment are the interconnection of its factors, complexity, mobility and uncertainty.
The relationship of factors is the degree to which a change in one factor affects other environmental factors.
The complexity of the external environment refers to the number of factors to which a production system must respond in order to survive, as well as the level of variation of each factor.
Mobility (dynamism) is the speed with which changes occur in the external environment of the enterprise. For example, in some industries (pharmaceuticals, electronics, chemicals, etc.) these changes occur relatively quickly. In others (mining industries) they are slowed down.
Uncertainty is a function that depends on the amount of information that an enterprise has about a specific environmental factor, as well as a function of confidence in the accuracy of the information available. The more uncertain the external environment, the more difficult it is to make effective decisions.
The relationship of an enterprise with the external environment is dynamic. The external environment is characterized by the presence of many connections between its elements, which are conventionally divided into vertical and horizontal.
Vertical connections arise from the moment state registration, since each business entity carries out its activities in accordance with current legislation.
Horizontal connections ensure continuity of production processes and sales of products, reflect the relationship between manufacturers and suppliers material resources, product buyers, business partners and competitors. The connections of a business entity in the external environment are presented enlarged and schematically in
Figure 1. 1.
Rice. 1.1. Relations of a business entity in the external economic environment
In the external environment of the functioning of business entities, a distinction is made between the macro level (macro environment) and the micro level (micro environment).
Each level has its own factors that influence the business entity. Thus, at the macro level, natural, environmental, socio-demographic and political factors are distinguished.
At the micro level, economic activity is influenced by factors such as market conditions, the form and closeness of partnerships, relationships with suppliers and consumers, and the degree of development of market infrastructure.
In accordance with the specific influence on the functioning of business entities, factors of direct and indirect impact are distinguished (Figure 1.2).
Direct impact factors directly affect business activities and cover the following elements:
State;
Suppliers of material and financial resources;
Labor market;
Legal space (legislative and regulatory acts regulating activities in the economic environment);
Consumers;
Competitors;
Public structures (environmental organizations, trade unions, etc.).
Rice. 1.2. Main factors of the enterprise’s external environment
 |
Indirect impact factors do not have a direct impact on the activities of a business entity. They are broadly grouped as follows:
Situational (reflecting economic situation in the country, the world, features of interstate relations, etc.);
Innovative (forming the potential for the accelerated development of a business entity, industry, country and generated by scientific and technological progress);
Sociocultural (including a complex of life values, traditions and customs accepted in the country);
Political (reflecting the policy of administrative bodies of the state in relation to business entities, setting standards for the level of product safety, environmental issues, etc.).
It is impossible to list all the elements of the external environment. The main ones include:
Economic environment - inflation is reducing purchasing power consumers, new taxes may change the distribution of income, the level interest rates on capital can make investments in new enterprises profitable or unprofitable;
Political environment - changes in government can affect the degree of support for private enterprise, change attitudes towards the public sector, political instability can lead to long-term investments being risky;
Legal environment - changes in legislation relating to the activities of enterprises can encourage or, conversely, restrain certain areas of entrepreneurship;
Technological environment - new technologies can lead to increased competitiveness or decreased competitiveness if a competitor is successful in developing new technologies;
Socio-cultural environment - the emergence of new styles, new fashion can create new opportunities;
Natural, climatic, geographical situation - a good or bad harvest is immediately reflected in the price level;
The demographic situation - population migration, changes in fertility and mortality rates have a corresponding impact on the level of demand.
1.2 Internal environment of the enterprise
In addition to the external environment, the nature of economic processes depends on internal organization activities of a business entity or its internal environment.
The internal environment is a set of conditions and a system of relationships between divisions of a business entity, allowing it to effectively realize the goals of its activities. Elements of the internal environment are:
Organizational structure;
Structure of functional responsibilities;
Service exchange structure;
Information structure;
Resource and technological structure;
Structure of labor resources;
Organizational culture, understood as a set of norms and rules that govern interactions between members of the workforce and are an expression of their collective knowledge and experience.
The goals set for an entrepreneur can be achieved due to many internal factors. However, the internal environment, focused on achieving the goals of the functioning of a business entity, requires the identification of tasks, which are understood as a set of works that must be performed using developed methods and within the time period established by the regulations.
In market conditions Special attention is given to such a property of the internal environment as adaptability, which implies the possibility of rapid reorganization of the control system. To measure adaptability, indirect indicators are used:
The time from the moment of price increases by suppliers or an increase in inflation rates to the moment of an increase in prices for the products of a business entity;
Time to develop a new product or technology compared to major competitors;
Time to prepare documents necessary to assess solvency and creditworthiness, etc.
Forming an internal environment that is adaptive to external situational changes, business entities are faced with a number of problems caused by the complexity of economic processes occurring in national economy. Thus, a fairly widespread problem, especially among large enterprises, is that their internal environment includes developed auxiliary production services, as well as facilities social sphere. For example, almost every large enterprise has a department capital construction, own boiler houses, energy shops, kindergartens, etc., requiring the diversion of funds for their maintenance. This has a negative impact on the solvency of the enterprise and the sustainability of its functioning.
Having your own base of auxiliary production and service farms was necessary in a planned economy with a low level of development of market elements. At the same time, the formation and strengthening of market relations, the emergence on the market of new enterprises capable of performing high-quality similar works with lower costs, lead to the fact that there is no need to maintain such services.
Internal and external environmental factors are interconnected. This relationship reflects the degree to which a change in one factor causes an immediate impact on the pattern of manifestation of another factor. Since one of significant characteristics determining the strategy and tactics of a business entity is its dependence on the external environment, then the definition and ranking of these factors become an important component in the mechanism for making management decisions. For example, the introduction of new automated technology can provide a company with a tangible competitive advantage. However, in order for an enterprise to master new technology, it is necessary to select personnel with certain skills and experience in this area, review organizational relationships within the enterprise and functional distribution responsibilities in the relevant departments.
In addition, if the economic situation improves, an increasing number of environmental factors have to be taken into account to strengthen positions on the market. commodity markets. Accordingly, this requires an understanding of areas that are relatively new for business entities, such as international jurisprudence, global cultural values, etc. Increased specialization, dictated by the law of social division of labor, leads to the need to adjust management functions and tasks of current activities.
In order for an economic entity to have a real opportunity to realize its goals and solve the corresponding problems, it is necessary to pay close attention to the organizational structure and the principles of its construction, which is especially important in the context of increasing information flows. The uncertainty of the external environment is determined by the amount of information that the subject has regarding the action of a particular factor. If there is insufficient information, the environment becomes more uncertain. As business becomes an increasingly global endeavor, more and more information is required, but confidence in its accuracy decreases.
2. Analysis of production and economic activities of JSC "ElectraKIP"
2.1 a brief description of JSC "ElectraKIP"
The enterprise JSC "ElectraKIP" is a legal entity in accordance with the legislation of the Republic of Belarus, it owns separate property, and bears independent responsibility for its obligations. The Company has an independent balance sheet, settlement (current) and other accounts in banking institutions.
In 1996, JSC "ElectraKIP" was registered in the Unified Register legal entities And individual entrepreneurs The Republic of Belarus. The company was re-registered in 2000. Certificate of state registration of a commercial organization issued on October 18, 2000 No. 1081. Legal address enterprises: st. Kabushkina, 80, 220118, Minsk, Republic of Belarus
The main goal of the enterprise is economic activity aimed at generating profit to satisfy the social, cultural and economic interests of shareholders and members of the workforce of ElectraKIP CJSC.
The subject of activity of JSC "ElectraKIP" is:
· installation and commissioning work on instrumentation and automation;
· installation and commissioning work on telemechanization of linear pipeline structures, tank farms;
· installation, adjustment and maintenance of security and perimeter alarm systems, access control systems and video surveillance;
· installation, adjustment and maintenance of fire automatic systems;
· power supply on main gas pipelines and oil products
wires, tank farms;
· construction, installation and commissioning of gas supply systems (including instrumentation and automation and telemechanization).
The Company's property consists of fixed assets, working capital, as well as other valuables, the value of which is reflected on the Company's independent balance sheet.
The company employs 71 people, of which 15 people are administrative and management personnel and 56 people are workers.
Rice. 2.1. Organizational structure of JSC "ElectraKIP".
2.2 Connections between the elements of the economic operating environment at JSC "ElectraKIP"
The cost of production is the most important indicator economic activity enterprises. It reflects all aspects of economic activity, accumulates the results of using all production resources. Depends on its level financial results activities of enterprises, rates of expanded reproduction, financial condition of the enterprise.
Let us analyze the cost of construction and installation work performed using Table 1. By analyzing the cost, we can find reserves for further development enterprises and making the right management decisions.
Table 1 shows that during the period under review, the cost of work and services increased significantly. If in 2006 the growth rate was 125%, then in 2007. - 137%. The main share of costs in the cost is occupied by material costs, among which the largest element is “Raw materials”. Firstly, this is explained by a significant increase in the cost of raw materials and materials associated with the choice of new suppliers selling higher quality materials, and secondly, construction and installation work and services are quite material-intensive production. The increase in costs for raw materials in 2006 compared to 2005 was 16%, and in 2007 compared to 2006 - 19%. Despite the fact that more progressive standards for the consumption of materials are being introduced, the share of materials in the cost price remains quite high in 2007. - 35%.
Table 1. Cost items in the cost price for 2005 – 2007, million rubles.
| Indicators | Years | Rates of growth, % | |||
| 2005 | 2006 | 2007 | 2006k2005 | 2007k2006 | |
| Product cost | 1340 | 1684 | 2319,8 | 125 | 137 |
| including: | |||||
| Direct costs: | 938 | 1212,48 | 1767,2 | 129 | 146 |
| material costs | 513,4 | 627,3 | 820 | 122 | 131 |
| fund wages | 243 | 370 | 670 | 152 | 181 |
| social contributions needs and CN | 168,2 | 198 | 254 | 118 | 128 |
| Depreciation | 13,4 | 16,84 | 23,2 | 126 | 138 |
| Indirect costs: | 402 | 471,52 | 553,2 | 117 | 117 |
| overhead costs | 227,8 | 269,44 | 309,6 | 118 | 115 |
| general running costs | 174,2 | 202,08 | 243,6 | 116 | 121 |
| Variable costs | 924,6 | 1195,64 | 1744 | 129 | 146 |
| Fixed costs | 415,4 | 488,36 | 576,4 | 118 | 118 |
| Revenue from product sales | 2102 | 2669 | 3450 | 127 | 129 |
| Revenue in comparable prices 1991 | 1,4 | 1,7 | 2,3 | 127 | 129 |
| Labor productivity. | 30 | 31 | 33 | 103 | 107 |
| Average number of industrial production personnel, people. | 45 | 55 | 71 | 122 | 129 |
| including: | |||||
| workers | 35 | 45 | 56 | 129 | 124 |
| administrative and management personnel | 10 | 10 | 15 | 100 | 150 |
| Average annual cost of OPF. | 788 | 973 | 1289 | 123 | 132 |
| Capital productivity | 1,7 | 1,73 | 1,8 | 102 | 104 |
| Material consumption | 0,38 | 0,37 | 0,35 | 97 | 95 |
| Average wages of workers. | 5,4 | 6,73 | 9,44 | 125 | 140 |
The cost item that changed the most rapidly was labor costs. During the analyzed period, the growth rate of the wage fund in 2006 was compared to 2005 was 152%, and in 2007 compared to 2006 - 181%. This growth is explained by a significant increase in salaries, especially in 2007, associated with an increase in the labor intensity of the work performed and the ongoing policy aimed at increasing labor motivation. Moreover, a sharp increase in the number of personnel by 29% in 2007 also significantly influenced the increase in labor costs. Consequently, social contributions and emergency taxes increase.
The company operates in the Republic of Belarus and abroad, sending installation teams to the place of work, so the company incurs large costs for travel expenses.
Table 1 shows that the growth rates of general production and general expenses increase.
Great importance in the increase in cost in 2006. played by the innovation fund, which is also included in the cost price. It was introduced in August 2006. in the amount of 13.5% of the actual cost.
Revenue growth in 2006 in relation to 2005 equal to 27%, and in 2007. by 2006 - 29%, which indicates a fairly high increase in revenue over three years. It should be noted that the growth rate of the cost of work and services is significantly higher than the growth rate of revenue from the sale of services. This indicates a slowdown in profit growth.
Thus, the analysis allows us to draw the following conclusion: it is necessary to pay great attention to the organization of work to reduce direct and overhead costs, significantly reduce costs by introducing a strict regime for saving fuel and household supplies, and observe the basic principle of payroll.
The stable position of the enterprise is characterized, first of all, by the constant presence within optimal limits Money, absence of overdue debt, regular customers of services, rational volume and structure working capital, profit growth, etc.
Analysis financial situation enterprises of JSC "ElectraKIP" was made on the basis of data balance sheet for 2005 - 2007
Analysis financial condition enterprises for 2005-2007. Table 2 showed that during the period under study there was an almost 2-fold increase in assets. The increase was in 2007. in relation to 2006 94%. If at the end of 2006. their cost was 1350 million rubles, then at the end of 2007. it increased to 2260 million rubles. This growth was primarily due to an increase in working capital, which during the study period increased by more than 838 million rubles. and amounted to 1667.1 million rubles at the end of the analyzed period, while at the beginning of the period its value was equal to 829.1 million rubles. The structure of the enterprise's assets also changed significantly during the period under study. At the beginning of the analyzed period, the share of fixed capital in the total assets of the enterprise was 39%, and working capital - 61%. At the end of the analyzed period, the situation changed: the share of fixed capital decreased to 26%. Accordingly, the share of working capital increased by 13%. The increase in working capital occurred due to the growth of inventories, as well as accounts receivable for all items of the enterprise's balance sheet.
Table 2. Enlarged balance sheet structure, million rubles.
| Indicators | Years | ||
| 2005 | 2006 | 2007 | |
| Main capital | 521,8 | 520,9 | 593 |
| tangible real estate | 517,3 | 517,5 | 583,6 |
| intangible assets | 4,2 | 3,4 | 4,6 |
| financial real estate | 0,3 | 4,8 | |
| Working capital | 799,7 | 829,1 | 1667,1 |
| inventories | 154,5 | 308,1 | 495,5 |
| finished goods inventories | 0,6 | 0,3 | 2,7 |
| accounts receivable | 287,75 | 479,6 | 893,5 |
| securities | 17,3 | 35,4 | 13,6 |
| Availability | 339,55 | 5,7 | 261,8 |
| Total assets | 1322 | 1350 | 2260 |
| Equity | 924 | 1032 | 1133 |
| authorized capital | 207,8 | 207,8 | 207,8 |
| net profit | 345 | 454 | 463 |
| Reserves | 1,5 | 1,5 | 1,5 |
| additional fund | 369,2 | 369,2 | 460,2 |
| Borrowed capital | 0 | 0 | 0 |
| short-term loans | 0 | 0 | 0 |
| long-term loans | 0 | 0 | 0 |
| Accounts payable | 398,8 | 317,1 | 1127,1 |
| Total liabilities | 1322 | 1350 | 2260 |
JSC "ElectraKIP" carries out foreign economic activity in accordance with the legislation of the Republic of Belarus.
The right of an enterprise to carry out activities for which it is necessary to obtain a license arises from the moment of receipt of such a license or within the period specified therein and terminates upon expiration of its validity, unless otherwise provided by law.
The main foreign economic partner of ElectraKIP CJSC is Russia and Ukraine. Main areas of work in foreign economic activity:
Let's analyze the profit from foreign economic activity from Table 4.
Table 4
During the analyzed period, there was a significant increase in export volumes, more than four times.
For 2008 CJSC ElectraKIP is developing a system of measures to increase the volume of exports of services, which involves working together with Gazprom to empower the sale of services to CJSC ElectraKIP abroad, concluding agreements on trade and economic cooperation with foreign countries.
To increase the competitiveness of the services provided in the global market, ElectraKIP CJSC is implementing the ISO 9001 quality management system, as well as qualification certification of workers.
The enterprise carries out foreign economic activities in accordance with the legislation of the Republic of Belarus. JSC "ElectraKIP" began its active work to promote the export of works and services in 1998. In the first couple of years, the company encountered certain difficulties until it occupied a certain niche in the foreign market. But over time, the position of ElectraKIP CJSC on the foreign market has strengthened and every year the company takes measures to increase exports.
The main foreign trade partner of ElectraKIP CJSC is the Russian Federation. In 2005 on the territory of the Russian Federation, a representative office of ElectraKIP CJSC is registered, a certificate of registration of the state Companies House Ministry of Justice of the Russian Federation. Purpose of opening a representative office:
· territorial expansion of the enterprise’s scope of activity, effective promotion of development economic ties with the Russian Federation;
· representation and protection of the interests of JSC "ElectraKIP" and Russian Federation in all state and non-state structures: marketing study of the construction market of the Russian Federation;
· effective assistance in the implementation of contracts concluded by the enterprise;
· development and implementation of the strategic construction and production program of JSC ElectraKIP, improvement of forms of cooperation between the enterprise and business entities of the Russian Federation.
The main business partner of ElectraKIP CJSC is Gazprom OJSC and its subsidiaries (Gazavtomatika OJSC, Gazpromstroyengineering CJSC, etc.)
Main types of exported works and services:
· construction of gas supply systems;
· installation, adjustment and maintenance of security systems (except for personal protective equipment);
· design of security equipment and systems (except for personal protective equipment);
· installation of water, heat, gas meters;
· installation, adjustment and maintenance of automatic fire protection and smoke protection systems.
All of the listed types of work are carried out on the basis of licenses for the work performed obtained in the Russian Federation.
To analyze the effectiveness of exported works and services, you need to consider Table 5.
Table 5 shows that revenue from the sale of works and services is growing and, if in 2006. the increase was 27%, then in 2007. already - 41%. This suggests that the volume of exports of services is increasing every year. Consequently, profits from the export of works and services are also growing.
Table 5. Export indicators for 2005-2007, million rubles.
Let's evaluate the competitiveness of construction and installation works and services. However, in order to assess the competitiveness of your own services, you need to compare them with similar services from other enterprises. Therefore, let’s take two enterprises providing construction and installation work. Initial data in table. 6 are formed on the basis of documents participating in the tender. All indicators are assessed on a 10-point system.
Table 6. Initial data for 2007
Thus, according to the data in Table 6, we can draw the following conclusion that the works and services of ElektraKIP CJSC are more competitive than the services of TekhnoSvyazStroy OJSC and SvyazStroyservis CJSC.
Currently, the company does not stop at the achieved results in the field of cooperation with other countries, and takes an active part in tenders. Also for 2008-2009. The company is developing a system of measures to increase the volume of exports of services.
To effectively study the state of the macroenvironment components in the organization, a special environmental tracking system . This system should carry out both special observations related to some special events, and regular (usually once a year) observations of the state of external factors important for the organization. Observations can be carried out in many ways in various ways. The most common monitoring methods are:
· participation in professional conferences;
· analysis of the organization’s experience;
· studying the opinions of employees of the organization;
· holding meetings and discussions within the organization.
The study of the components of the macroenvironment should not end only with a statement of the state in which they were previously or are now. It is also important to reveal trends that are characteristic of changes in the state of individual important factors and try to predict trends in the development of these factors in order to anticipate what threats the organization may face and what opportunities may open up for it in the future.
The macroenvironment analysis system gives the necessary effect if it is supported by top management and ensures it necessary information, if it is closely related to the planning system in the organization and, finally, if strategic specialists are able to trace the connection between data on the state of the macroenvironment and the strategic objectives of the organization and evaluate this information from the point of view of threats and additional features implementation of the organization's strategy.
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 and thereby actively participate in the formation of additional opportunities and in preventing threats to its further existence.
Analysis buyers as components of the organization's immediate environment, its primary task is 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. .
A buyer profile can be compiled using the following characteristics:
· geographical location;
· demographic characteristics (age, education, field of activity, etc.);
· socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
· the buyer’s attitude towards the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).
By studying the buyer, the company also understands for itself how strong his position is in relation to it in the bargaining process. If, for example, a buyer has a limited ability to choose the seller of the product he needs, then his bargaining power is significantly lower. If, on the contrary, the seller should strive to replace this buyer with another who would have less freedom in choosing a seller. The buyer's bargaining power also depends, for example, on how important the quality of the purchased product is to him.
There are a number of factors that determine the buyer's trading power, which must be revealed and studied during the analysis process. These factors include:
· the ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
· volume of purchases made by the buyer;
· level of buyer awareness;
· availability of substitute products;
· cost for the buyer to switch to another seller;
· the buyer's sensitivity to price, depending on the total cost of his purchases, on his orientation towards a particular brand, on the presence of certain requirements for the quality of the product, on the amount of his income.
When measuring the indicator, it is important to pay attention to who pays, who buys and who consumes, since all three functions are not necessarily performed by the same person.
Analysis 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, finances, etc., on which the efficiency of the organization, the cost and quality of the services offered by the organization depend.
Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when selecting suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the following factors:
· level of supplier specialization;
· the cost for the supplier of switching to other clients;
· the degree of specialization of the buyer in the acquisition of certain resources;
· supplier's concentration on working with specific clients;
· importance for the supplier of sales volume.
When studying suppliers of materials and components, first of all you should pay attention to the following characteristics of their activities:
· cost of the goods supplied;
· guarantee of the quality of the supplied goods;
· time schedule for delivery of goods;
· punctuality and commitment to fulfill the terms of delivery of goods.
Studying competitors, those. those with whom the organization has to fight for the customer and 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. Such a study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, building your competitive strategy.
The competitive environment is formed not only by intra-industry competitors producing similar products and selling them in the same market. The subjects of the competitive environment are those firms that can enter the market, as well as those that produce a substitute product. In addition to them, the organization's competitive environment is significantly influenced by buyers of its services and suppliers, who, having bargaining power, can significantly weaken the organization's position.
Many firms do not pay due attention to the possible threat from newcomers to their market and therefore lose to them in the competitive struggle. It is very important to remember this and create barriers in advance to the entry of potential aliens. Such barriers may be in-depth specialization in the provision of services, low costs due to economies of scale in production, control over distribution channels, use of local characteristics that give an advantage in competition, etc. However, it is very important to be well aware of what barriers can stop or prevent a potential newcomer from entering the market, and to erect precisely these barriers.
As a result of the analysis, enterprises were identified as competitive advantages, as well as some disadvantages. Growing up in Lately requirements for the quality of construction and reliability of facilities, the introduction of the organization into the international construction complex is urgently required to bring the organization to a single high pan-European level. In this regard, the only correct solution to increase the competitiveness of an enterprise will be the development and successful implementation of an ISO 9000 quality management system into production.
The ISO 9000 series of international standards is a system of guiding principles in the field of quality management and is aimed at continuous improvement of the foundations of this system.
No other standard or tool in the field of quality management has played such a role as the ISO 9000 series of standards. Their importance is demonstrated by the fact that almost 100 ISO 9000 series standards have already been issued by independent certification bodies in more than 70 countries. thousands of certificates.
ISO 9000 is a set of international quality standards that set the minimum requirements for a practice to be considered good in order to build trust in a business and ensure that suppliers and customers “speak the same language”.
The ISO 9000 standard can be used for external purposes (contractual relationships involving a second party or the use of third party certification schemes) or internal (for example, to improve the quality of a product).
This standard is a kind of instruction for an enterprise; what should be done must be determined by the enterprise itself, based on its technical capabilities and assigned tasks.
The quality management system includes organizational structure, personnel, methods, standards, processes and equipment that are used to implement the Policy for achieving quality goals.
To fully describe the Quality System, it is necessary to develop a Quality Manual, which will simultaneously serve as a permanent source, against which this system will be implemented and ensured.
In accordance with the requirements of ISO 9000 series standards, the Quality Manual has 20 sections:
1. Management Responsibility
2. Quality system
3. Analysis of the agreement (contract)
4. Design management
5. Document and data management
6. Procurement
7. Management of customer supplied products
8. Product identification and traceability
9. Process management
10. Control and testing
11. Management of instrumentation and testing equipment.
12. Inspection and testing status
13. Management of non-conforming products
14. Corrective and preventive actions
15. Handling, storage, packaging and delivery
16. Quality data registration department
17.Internal quality control
18. Personnel training
19. Maintenance
20. Statistical methods
The quality manual is revised when the quality system changes. Changes in the quality system may be the result of changes in marketing strategy, production relations, undertaken in order to more fully and more specifically meet quality objectives.
The responsibilities, authorities and interactions of personnel directing, performing and reviewing work that affects quality must be defined and documented. This is especially true for personnel who need organizational freedom and authority:
· initiation of activities aimed at
to prevent the occurrence of inconsistencies in works and services, process and quality system;
· identifying and recording any issues relating to
works and services, process and quality system;
· checking the implementation of decisions;
· control the further processing of non-conforming services until the deficiencies or unsatisfactory conditions are corrected.
Taking into account the requirements of the ISO-9001 standard, it is advisable to establish the responsibilities and powers of the managers of ElectraKIP CJSC as follows:
1) Director. Establishes a quality policy, defines its goals and objectives for the enterprise, ensures understanding of the quality policy and its implementation at
all levels of the enterprise. Responsible for general management of
quality areas.
2) First Deputy Director - Deputy Director for Production is accountable in his work to the director and manages:
· implementation of the quality policy in production;
· conducting marketing research.
Responsible for:
· results of implementation of production policy in the field
quality;
· decisions made on the basis of marketing research;
· analysis of the contract and its implementation.
3) The quality manager is accountable in his work to the director, manages the implementation and improvement of the quality system at the enterprise, assesses the effectiveness of tasks for implementing the quality policy and is responsible for:
· results of implementation of the quality system at the enterprise;
· effectiveness of the corrective actions taken;
· setting goals and developing programs to achieve the goals of the quality policy;
· carrying out internal audit quality systems;
· formation and control over the implementation of corrective action programs;
· development, implementation and maintenance of enterprise standards in production;
· determining the need to apply state and interstate standards.
4) Chief Accountant is accountable in his work to the director and is responsible for accounting for quality costs, including losses associated with the provision of non-conforming work and services. The chief accountant provides management accounting at JSC "ElectraKIP"
5) The supply agent is accountable in his work to the production deputy and is responsible for the purchase of materials, components and services, storage and delivery of purchased materials and components to production in accordance with the approved instructions and standards of the enterprise.
6) The HR inspector is accountable in his work to the director and is responsible for the selection and training of personnel.
7) The head of the production and technical department is accountable in his work to the director and manages the departments that carry out production preparation. Responsible for:
· implementation of scientific and technical programs;
· technical support for the quality policy pursued by enterprises;
· acquisition, installation and repair of equipment;
· providing the enterprise with energy resources.
8) The work foreman (head of the production area) is accountable to the head of production and is responsible for:
· organization of production in accordance with design and technological documentation;
· ensuring that work is performed by workers and specialists of the required qualifications and experience.
9) The Head of the Technical Control Department (QCD) reports to the Deputy Director for Production and is responsible for:
· Carrying out incoming inspection of raw materials, purchased materials and semi-finished products, components;
· monitoring of work;
· ensuring that control is carried out by qualified personnel and on working equipment;
· organizing actions to stop production, shipment or installation in order to eliminate inconsistencies;
· monitoring the implementation of quality plans.
Quality management system documents.
In addition to the quality policy and the Quality Program, there are a number of important documents that are an integral part of the quality management system.
Activities affecting quality are carried out in accordance with the following documents:
· enterprise standards;
· instructions and techniques.
Enterprise standards are used for the functioning of the quality system.
During the contract analysis period, at the request of the consumer or the deputy production director, a decision is made on the need to prepare a Quality Program.
Quality programs include:
· quality goals to be achieved;
· requirements for qualification and certification of personnel, selection of qualified personnel, training, instruction, certification of personnel;
· requirements for raw materials and equipment, purchase of necessary materials and equipment;
· planning, development of design and technological documentation for all technological stages, as well as control “points”;
· requirements for the preparation of quality documents;
· distribution of responsibilities and powers of managers, quality assurance and quality control specialists during various phases of contract implementation;
· other measures to achieve quality goals.
Development of enterprise standards.
1) System-wide issues:
2)Marketing:
3) Ensuring an increase in technical level and quality
when designing and developing work:
4) Organization of logistics:
5) Preparation of production and development of technological processes:
6) Quality control in the process of providing work and services:
7) Carrying out tests and examinations. Work certification:
8) Implementation of works and services:
9) Installation and operation:
10) Stimulating improvement of work quality:
11) Personnel training:
12) Legal support of product quality:
Currently, each industry also has its own certification and standardization system. Since ElectraKIP CJSC cooperates with Gazprom and operates in Russia, the company needs to obtain certification in the GAZCERT system - the Gazprom certification system.
Conclusion
The operating environment is a set of business entities, their interconnections of infrastructure links and the conditions of their activities.
Analysis of external and internal environmental factors in general is one of the most important and complex processes in developing a company's strategy and planning its activities.
Environmental analysis is a very important and very complex process that requires careful monitoring of the processes occurring in the environment, assessing factors and establishing relationships between factors, the strengths and weaknesses of the organization, as well as the opportunities and threats that exist in the external and internal environment. It is obvious that without knowing the environment, the organization cannot exist. The organization studies the environment in order to ensure successful progress towards its goals, develops a strategy for interaction with elements of the external and internal environment, providing it with the most comfortable coexistence.
Internal and external environmental factors are interconnected. This relationship reflects the degree to which a change in one factor causes an immediate impact on the pattern of manifestation of another factor. Since one of the significant characteristics that determine the strategy and tactics of a business entity is its dependence on the external environment, the definition and ranking of these factors become an important component in the mechanism for making management decisions.
Thus, taking into account the characteristics and factors of the internal and external environment helps to increase the adaptability and flexibility of a business entity, as well as ensure the efficiency of economic processes occurring within its framework.
In a market economy economic development- This economic process, including periods economic growth And economic downturn in time. The combination of these two components forms economic cycle, characterized by periodic ups and downs in economic activity caused directly by fluctuations in the relationship between consumption and investment. That is, the economic (business) cycle is a fluctuation in the level of economic activity, when periods of economic growth are followed by periods of economic decline.
About the reasons cyclical development Economics in macroeconomic theory there is no single generally accepted concept. For example, T. Malthus and J. Sismondi associated the cause of cycles with the insufficiency of consumed income in comparison with produced income. K. Marx saw the main reason for the cycle in the main contradiction of capitalism - in the contradiction between the social nature of production and the private form of appropriation of the results of production. M. Keynes saw the root cause of the cycle in an excess of savings and a lack of investment.
A. Spiethof explained the reason for cyclicality by the excess of production of means of production over the production of consumer goods. E. Hansen saw its cause in the expansion and limitation of bank capital (credit) and the movement discount rate. I. Schumpeter deduced the cause of cycles from the cyclical nature of development technical progress, dynamics of innovation implementation. V. Pareto, A. Pigou saw the cause of the economic cycle in the ratio of optimism and pessimism in people's economic activity, and S. Jevons, A. Chizhevsky explained its cause by the impact on people of sunspots, which have a ten-year cycle.
As we can see, the spread in determining the causes of the economic cycle is very wide.
There are four phases of the classical economic (business) cycle:
¨ crisis (downturn, recession);
¨ depression (stagnation);
¨ revival (expansion);
¨ rise (boom, peak).
In modern Western literature, a more enlarged division is used, distinguishing two phases: recession and recovery.
The first (recession) refers to crisis and depression. Under the second (rise) – revival, boom.
Let us briefly consider what characterizes these four phases of the cycle.
1. A crisis(downturn, recession) – it is characterized by a deterioration in all main indicators of economic growth: a sharp decline in production volume; a sharp drop in income; reduction in employment; reduction in investment; falling prices; underutilization of production capacity; mass bankruptcies; the growth of the army of unemployed; depreciation of fixed capital; overstocking.
2. Depression(stagnation) – represents the lowest point of decline and is characterized by: mass unemployment; low wages; low level loan interest; reduction of unrealized inventory; stopping price reductions. At the same time, production has frozen at this level, neither growing nor falling.
3. Revival(expansion), or recovery phase, is characterized by such indicators as: massive renewal of fixed capital; reduction in unemployment; salary increase; rising prices and interest rates; increase in demand for consumer goods. This phase ends with the pre-crisis level of development being reached.
4. Climb(boom, peak) is characterized by the following indicators: an increase in the rate of economic growth; increasing investment; growth in stock prices and other valuable papers, interest rates; rising prices, wages, profits, rents, business income.
After passing through these phases, the cycle repeats again. Therefore, we can say: the economic (business) cycle is the time from one economic crisis to another.
And the crisis of overproduction is the forced elimination of imbalances (an unacceptable gap between the production of goods, services and their consumption by the population) and the temporary establishment of proportionality. The way out of the crisis lies in updating fixed capital. The faster it is updated, the faster they will get out of the crisis.
Modern economic crises have their own peculiarities. They have mostly become weak, sectoral. There is no clear division into four phases of the cycle. There are periods in economic development that do not fit into any of the four phases of the cycle. Crises no longer arise after a period of peak growth, but after a long period of stagnation. There is a period of “creeping into crisis.” During a crisis, prices now most often do not fall, but rise.
All this is due to a number of reasons: the rapid development of scientific and technological revolution; changes in industry structure; reduction in the service life of fixed capital; a sharp increase in wages; deepening international division labor; global integration processes, militarization of the economy, etc.
In general, the following types are distinguished economic crises :
1. Cyclical or general economic crisis of overproduction;
2. Intermediate crisis;
3. Partial crisis;
4. Industry crisis;
5. Structural crisis;
6. The agrarian crisis is an economic crisis of overproduction in agriculture;
7. Ecological crisis.
The first type of crisis is the most profound and lasting and covers all areas of the economy. The second type is less profound. It is local in nature. It interrupts for some time the flow of, for example, such phases of the economic (business) cycle as revival and recovery. The third type of crisis covers only some area of economic activity. Well, the fourth type is just some branch of the national economy. The fifth type is associated with the uneven development of individual industries and covers periods of several reproduction cycles. The sixth is especially long-lasting; the seventh is typical for countries with sufficient high level development.
The economy of the Russian Federation has been subject to economic crises in the last ten years, which is associated with the transition to market principles, mistakes in privatization, price liberalization, the destruction of a single national economic complex, and the washout of working capital from enterprises; sharp decline in investment in real sector economy of the Russian Federation, sharp depreciation of fixed capital, slowdown in scientific and technical progress, etc. The task is to eliminate these moments. The goal now is to double the rate of economic growth in ten years.
They highlight a very large variety of types of economic cycle(more than a thousand species). The objective criteria for their delimitation are: the frequency of renewal of individual parts of capital; changes caused by updating elements of buildings and structures; changes caused by demographic processes and agriculture.
In general, we note the following main types economic cycles.
Cycle by J. Kitchen(inventory cycle) lasting from two to four years, the so-called short cycle. The author associated it with changes in world gold reserves. E. Hansen - associated it with the uneven reproduction of capital. W. Mitchell - with a change in money circulation.
The cycle of K. Juglar and the cycle of K. Marx– lasting ten years (average cycle). The first associated it with the periodicity of fixed capital, and K. Marx with the massive renewal of fixed capital.
Cycle by S. Kuznets– lasting 18–20 years, the so-called construction cycle. It is associated with the frequency of renovation of housing and some types of industrial buildings.
The cycle of “long oscillations”, or the cycle of N. Kondratiev- its duration is 1950-1960 years. The rise of the first big cycle is associated with the industrial revolution in England, the second - with the development of railway transport, the third - with the introduction of electricity, telephone, radio, the fourth - with the automobile industry. Modern scientists link the fifth cycle with the development of electronics, genetic engineering, and microprocessors.
Self-test questions
1. What should be understood by economic growth?
2. How can economic growth be assessed?
3. How to carry out a qualitative characteristic of economic growth?
4. What types of economic growth do you know?
5. What is production intensification and what can it be?
6. What factors of economic growth can you name?
7. What is the business cycle and what are its phases?
8. What types of economic crises are distinguished in modern conditions?
An organization is a consciously coordinated social entity with defined boundaries that operates on a relatively permanent basis to achieve a common goal or goals. An organization is a system. There are open and closed systems. The main characteristic of a closed environment is that it essentially ignores the effect of external influences.
An open system involves dynamic interaction with the outside world. Organizations obtain raw materials and human resources from the external environment. They depend on external clients and customers consuming their products. Banks that actively interact with the external environment open deposits, turn them into loans and investments, and use the profits received to support development, pay dividends and pay taxes.
The external environment surrounding the company, creating the conditions in which it operates, is very diverse.
The following main characteristics of the external environment are distinguished:
interconnectedness of environmental factors - the level of force with which a change in one factor affects other factors. A change in any environmental factor may cause a change in others;
complexity of the external environment - the number of factors to which the organization must respond, as well as the level of variability of each factor;
environmental mobility is the speed with which changes occur in the organization's environment. Environment modern organizations changes with increasing speed. The mobility of the external environment may be higher for some parts of the organization and lower for others. In a highly fluid environment, an organization or department must draw on more diverse information to make effective decisions;
uncertainty of the external environment is the relationship between the amount of information about the environment that an organization has and the confidence in the accuracy of this information.
The more uncertain the external environment, the more difficult it is to make effective decisions.
An enterprise is an open system that can only exist if it actively interacts with the surrounding (external) environment.
The marketing environment of an enterprise is a set of active subjects and forces operating outside the company and influencing the ability of marketing management to establish and maintain successful cooperative relationships with target clients.
The marketing environment consists of a microenvironment and a macroenvironment.
The microenvironment is represented by forces that are directly related to the company itself and its ability to serve clients, i.e. suppliers, marketing intermediaries, customers, competitors and contact audiences.
The macroenvironment is represented by forces of a broader social plan that influence the microenvironment, such as demographic, economic, technical, political, and cultural factors.
The marketing environment of an enterprise is characterized by constantly changing factors (Table 1).
These are factors in the macro-external marketing environment, the forces of which constitute “uncontrollable factors” that the firm must closely monitor and respond to.
Rice. 1 External and internal environment of the enterprise
Study, analysis and forecasting factors environment are a necessary task of organizing effective entrepreneurship to achieve optimal results.
A significantly larger number of factors operate in the macroenvironment of an enterprise than in the microenvironment. They are characterized by multivariance, uncertainty and unpredictability of consequences.
Table 1 Characteristics of factors of the macro-external marketing environment
|
Main characteristics |
|
|
Natural |
Level of development, use of the potential of natural resources. Sources of fuel and energy resources and raw materials. Environmental indicators, their standards and level of compliance. System development state control environmental protection and intensity of use (production) of fuel reserves, energy and raw materials |
|
Demographic |
Structure, numbers, density and reproductive characteristics of the population. Fertility, mortality, stability of family unions, religion, ethnic homogeneity |
|
Economic |
The financial situation of workers, employees and pensioners, their purchasing power. Indicators of the financial and credit system. Economic conditions and inflation. The development of the tax system, its adequacy to the consumer basket of the population. Prices and consumer consumption trends, elasticity of demand |
|
Political and legal |
Development of legal protection of the population and legislation accompanying entrepreneurial activity. The presence of foreign policy alliances and programs that ensure the sustainability and stability of the formation and development of market relations |
|
Scientific and technical |
Status and development scientific and technological progress V basic industries economy. Development of privatization and innovation processes of subjects of the marketing system. The degree of introduction of new technologies and the level of their development in social production. Indicators of economic and technical safety existing and promising technologies |
|
Socio-cultural |
Development of the market mentality of the population, cultural and moral indicators of consumers, organizational and consumer culture, sustainability of customs and rituals, dynamics of cultural behavior |
Economic factors of the marketing macro environment determine the purchasing power of the population and the proportions of income distribution, depending on the sectoral structure of the economy.
The following types of countries are distinguished according to sectoral structure economics:
Subsistence countries - the vast majority of the population is engaged in primitive agriculture. The bulk of the production is consumed. From a marketing point of view, trade opportunities in such countries are limited.
Countries exporting Natural resources. Export of resources is the main part of income. From the point of view of the macro-environment of marketing, such countries represent good market for the sale of mining machinery, trucks, etc.
Countries with developing industries. The share of industrial production is 10-20% of gross domestic product (India, Egypt, Philippines). As production increases, the import of raw materials increases, and the import of finished products decreases. With the development of industry, a new class of wealthy people and a small but growing middle class emerge. Representatives of both classes require completely new goods, which can often enter the country only through imports.
Countries with industrial economies - these countries are the main exporters of finished goods and capital. They buy from each other finished products, export it in exchange for raw materials and materials. A large layer of the middle class. From the point of view of the macro-marketing environment, such countries represent a rich market for any product.
The economic policy of the state determines such macroeconomic indicators as taxation, the cost of the consumer basket, the level of inflation, the availability of credit, the levels of current income of the population, savings, and the price level. All these factors determine the marketing activities of the company. Thus, the poverty (wealth) of society and the lack (presence) of demand for goods and services are closely interrelated.
Today's marketers face many complex challenges. A huge number of marketing opportunities open up for them thanks to scientific and technological progress in the use of solar energy, the emergence of household computers and robots, cable television, modern medicine, new types of transport, new forms of recreation and entertainment, and new means of communication. At the same time, forces will operate within the socio-economic environment that impose ever greater restrictions on the practice of marketing activities. And the final word remains with the companies that will be able to create new values and conduct marketing that is full of moral responsibility to society.
A few years after the first oil crisis, the economic environment in Japan presented an unusual picture. Companies had to take drastic cash flow measures to cope with the situation. For example, the textile industry encouraged workers to leave voluntarily, transferred workers to subsidiaries, and stopped hiring college graduates.
As a result of studying the course, future managers will be able to better navigate the constantly changing economic environment, adjust their goals, assessments and criteria, and choose the most appropriate methods and tools for solving problems.
Business forms a self-regulating system, the basis of which is business entities, objects, relationships and business interests of business entities, and the economic environment.
Finally, there are reproductive differences. If technical intensification is carried out (reproduced), as a rule, discretely, in jumps, in accordance with the development cycles of scientific and technological progress, then labor intensification is a reproduction process of a permanent, continuous nature. At the same time, not only the labor itself is reproduced, but also everything connected with it: working conditions, the potential of labor resources (population, physical and mental health of the nation, morality of society, qualifications of workers, their motivation, etc.), conditions that form the potential labor resources (social and economic environment, healthcare, education, culture, etc.), a system for stimulating the labor activity of workers (the degree of coincidence of the goals of society and the enterprise with the goals of the employee, the nature of the connection between the measure of labor and the measure of consumption, etc.) .
Since an enterprise, its suppliers and consumers operate within a larger macroenvironment of forces, the main factors operating in the macroenvironment are factors of the economic environment.
The development of innovation is greatly influenced by external factors. The main partners of enterprises are the state with its taxation system, suppliers, contractors, lenders, and banks. A unique market is the sales market with its own balance of supply and demand. These factors in any economic environment are accompanying elements of risk of any innovation. However, in the industry of the Republic of Belarus their formation is unique.
Despite the lag in the pace of development of the real estate market infrastructure from the infrastructure of other areas of the market economy, real estate is one of the most attractive investment objects. Rapid pace of development domestic market when it is unstable, due to the corresponding phase of the existence of the economic environment, they create conditions for obtaining super-profits that cannot be obtained in a stable economy in conditions of highly developed competition. Such a situation is quite quickly passing in the historical sense, therefore, despite all the attractiveness of real estate transactions in such conditions, the extremely high risk of such investments should be taken into account.
The third attempt was made in a radically changed economic environment. Now the manufacturer (seller) is the full owner and is responsible for the results of his economic and commercial activities, and the consumer has the opportunity to choose those products whose consumer properties suit him to the greatest extent and correspond to his capabilities.
The level of innovativeness of the economic environment depends on many factors, the main of which are the accumulated intellectual potential, the appropriate regulatory framework and the availability of risky investment resources (venture financing). The need for technical re-equipment of the leading sectors of the Russian economy (mechanical engineering, metallurgy, petrochemicals, transport), a significant reduction in quantity and quality of scientific and technical industry institutes and centers led to the fact that a layer of small innovative and engineering firms began to form in Russia, on the one hand, and on the other hand, large enterprises and holdings are creating divisions related to the development and implementation of innovations that increase business efficiency.
In addition to expanding the range of products, large companies began to actively work in various economic regions. There is a need to prepare financial statements not only on an industry basis, but also on a regional basis, depending on whether production belongs to any pei ion or the location of sales markets. In this regard, paragraph 9 of IFRS No. 14 introduces a definition of a geographic segment. A geographic segment is a distinct component of a company that is involved in the production of goods or services in a particular economic environment and that is subject to risks and rewards that are different from those of components operating in other economic environments. The following factors should be taken into account when defining geographic segments:
The main thing in solving this problem is the creation of competitive conditions. Radical changes in the economic mechanism and the introduction of new management elements in the housing and communal services (HCS), the search for financial reserves to increase the reliability of life support systems have changed the economic environment for the formation of pricing policy in the production of potentially competitive work (services).
Even in stable industries, it is necessary to systematically review existing programs, since the surrounding economic environment, consumer tastes and demands, competitive conditions, and production technologies are constantly changing. It is very important to recognize these changes in time and adapt existing programs to the changed conditions.
The course of action chosen by an organization based on the information described above will involve its resources in production for a long period, and the position of the firm will be influenced by the economic environment, i.e. the products it produces, its markets and its ability to respond to future changes. Choosing a course determines the long-term outlook for the organization and, therefore, the decisions it may make in the future. These decisions are usually called long-term, or strategic. Such decisions have a very large impact on the future position of the organization, so it is important that accurate information is collected about the organization's capabilities and its economic environment. In this connection, strategic decisions should be the prerogative of the highest administration.
World experience has proven the vitality and effectiveness of the market mechanism in ensuring a balanced economy, in the rational use of labor, material and financial resources, in the creation of flexible production, receptive to consumer demands and the achievements of scientific and technological progress. Such an organization system stimulates decisive action in mastering new management methods and restructuring activities. A commercial organization becomes the main economic entity. It is an independent commodity producer, the economic space for which is practically unlimited, but entirely depends on the ability to work break-even, adapting to the conditions of a changing economic environment.
However, the fundamental unity of intra-economic reporting compiled by Western and domestic enterprises does not mean that they are identical. There are many features, they are predetermined by the fact that Western enterprises operate in a developed market economy. The market as the economic environment of an enterprise indirectly influences the choice of methods and tools of intra-company management. Moreover, the market constantly forces intra-company management to focus on achieving the external goals of the enterprise as a market subject. This circumstance constantly encourages the enterprise to improve internal management, control the process of implementation and use of new management techniques and methods.
A more detailed structuring of the functions performed by a financial manager is not difficult to do, bearing in mind the following two circumstances: firstly, any enterprise is not isolated - it is forced to interact with its surrounding economic environment; secondly, all the main objects of attention of a financial manager in a generalized view are systematized in accounting (financial) reporting, especially the balance sheet, which is the best financial model enterprises.
Secondary information in the economic environment is extensive and scattered across many sources. Sources of secondary information are data from international organizations such as the International Monetary Fund, the European Organization for Cooperation and Development, the UN and others.