1. Areas of application of the equipment. Classification and categories of equipment performance. The concept of external influencing factors.

Radio technical products found application in space technology, in television, in aircraft construction, in control devices for satellites and spacecraft, in devices for studying the physiological properties of the human body, for automatic control of production processes in a wide variety of industries, in household appliances etc.

Under external influencing factors (EIF) we will understand phenomena, process or environment external to the product or its components, which cause or may cause limitation or loss of the product’s operational state during operation 2.

VVF are divided into the following types:

mechanical VVF(noise, mechanical shock, hydraulic shock, aerodynamic shock, sonic shock, shock wave, seismic impact, earthquake impact, seismic shock, pitching, roll, trim, mechanical vibrations, vibration, random vibrations (vibration), harmonic vibrations (vibration), mechanical pressure, static pressure, dynamic pressure);

climatic WWF(precipitation, atmospheric precipitation, atmospheric condensation, sea fog, static dust (sand), dynamic dust (sand), wind, corrosive agent sea ​​water, corrosive agent of the soil environment, corrosive agent of the environment, thermal shock, atmospheric pressure, integral solar radiation);

biological WWF– Organisms or their communities that exert external influences and cause disruption of the serviceable and operational condition of the product (bacteria, mold, fouling);

WWF special media. Special media - inorganic and organic compounds, oils, lubricants, solvents, fuels, working solutions, working fluids, external to the product, which cause or may cause limitation or loss of the working condition of the product during operation or storage (filling medium, working fluid , test environment, working solution

, radioactive aerosol); thermal VVF

(thermal shock, radiation heating, electrical heating, ultrasonic heating, aerodynamic heating); VVF electromagnetic fields

(laser radiation)

There are stability, strength and resistance to the effects of VVF.Product resistance to WWF

during action Product strength to VVF – the property of a product to maintain a working condition after exposure

on it a certain VVF within the specified values. Product strength to VVF Resistance of the product to VVF during and after exposure

for a product of a certain VVF during its entire service life within the specified values.

The operating conditions of various types of radio products and equipment based on them significantly depend on the climatic characteristics of the area where they will operate, on the type of object (ship, airplane, satellite, etc.) on which they are installed, and other reasons.

In accordance with the accepted classification, table 3.1 shows the climatic regions.

Table 13.4 Climatic versions	products
	Designations*			alphabetic
		digital
Latin Products intended for use on
land, rivers, lakes
For a macroclimatic region with a temperate climate**
For macroclimatic regions with temperate and cold climates**
For a macroclimatic region with a humid tropical climate***
For a macroclimatic region with a dry tropical climate***
For macroclimatic regions with both dry and humid tropical climates***
For all macroclimatic regions on land, except for the macroclimatic region with a very cold climate (general climatic version) Products intended for use in macroclimatic areas with
maritime climate
For a macroclimatic area with a tropical maritime climate, including for coastal navigation vessels or others intended for navigation only in this area
For macroclimatic areas with both moderately cold and tropical maritime climates, including for ships of unlimited navigation area
Products intended for use in all macroclimatic regions on land and at sea, except for macroclimatic regions with very cold climates (all-climatic design)

* In brackets are the designations previously adopted in the technical documentation of some CMEA countries.

** Products in U and UHL versions can be used in warm humid, hot dry and very hot dry climatic regions in accordance with GOST 16350, in which the average annual absolute maximum air temperature is above 40 ° C and (or) a combination of temperatures equal to or above 20 °C, and relative humidity equal to or above 80%, observed for more than 12 hours per day for a continuous period of more than two months a year.

Specific types or groups of exported or other products for a macroclimatic subregion with a warm temperate climate are allowed to be manufactured in the climatic design TU, if the design differences of the products of this design from the climatic design U are technically and economically justified.

*** The specified versions can be designated by the term “tropical version”.

**** If the main purpose of the products is operation in an area with a cold climate and it is not economically feasible to use them outside this area, instead of the UHL designation, the KHL (F) designation is recommended.

The products are intended for use in one or several macroclimatic regions and are manufactured in the climatic versions specified in Table 13.1. Several macroclimatic regions can be combined into a group of macroclimatic regions (for example, UHL, T).

Thus, each product can have a climatic design corresponding to the specified areas and is abbreviated by the same letters that indicate the area.

If the product is intended to work:

How when wet, so in dry tropical climates, then this design is designated by the letter T;

execution allowing operation in all climatic regions on land, denoted by the letter O;

For all sea areas– letter M;

for all areas on land and sea- letter B.

The surface of the globe is divided into climatic regions according to the following criteria:

to areas with temperate climate include areas in which the air temperature ranges from +40 to minus 45 ºС;

to areas with cold climate include areas in which the minimum temperature is below minus 45 ºС;

To the macroclimatic region with Antarctic cold climate These include areas where the average minimum temperature is below minus 60 ºС (Central Antarctica).

areas where the temperature is more than 20 ºС in combination with high relative humidity (more than 80%) is observed for at least 12 hours a day continuously for at least two months in a row, are classified as areas with humid tropical climate.

If the air temperature exceeds +40 ºС, and the humidity is below the norms specified in the previous paragraph, then such a climate is called tropical dry;

to areas with moderately cold maritime climate include seas and oceans located north of 30° north latitude and south of 30° south latitude, provided that the temperature in them does not fall below minus 45 ºС;

in marine areas located between 30° north latitude and 30° south latitude, the climate tropical sea.

If blocks (parts) of equipment belong to different classification groups, then they are subject to requirements for durability, strength and resistance to VVF depending on whether the block (part) of equipment belongs to the corresponding classification group.

Macroclimatic regions of the globe are shown on the map in Figure 13.1.

Figure 13.6 – Macroclimatic regions of the globe

Table 13.5

Types of climates of the globe, their designations and delimitation criteria

	Designation			Delineation criteria
Climate type		English	Average value of the annual absolute minimum air temperature, °C		Average value of the annual absolute maximum air temperature, °C	Combination of values: average annual relative humidity - average annual temperature, classification group number	Geographic coordinate, degrees latitude
Antarctic cold			Below minus 60
Extreme cold			Below minus 50 to minus 60 inclusive.
Cold			Below minus 45 to minus 50 inclusive.
Cold moderate			Below minus 25 to minus 45 inclusive.
Warm moderate			minus 25 and above
Warm dry moderate			Below minus 10 to minus 25 inclusive.
Warm transitional			minus 10 and above
Soft warm dry			minus 10 and above
Extreme warm dry
Warm humid
Warm moist uniform
Cold sea			Below minus 30
Temperate marine			minus 30 and above				30 or more
Tropical sea

In accordance with the operating conditions of the equipment and the type of room or shelter in which it is located, the equipment is divided into five categories.

Equipment (products) in the versions specified in Table 13.1, depending on the location when operating in the air at altitudes up to 4300 m (including underground and under water), are manufactured according to the product placement categories specified in Table 13.3.

Table 13.6

Characteristic	Designation	Characteristic		Designation (decimal system)
For operationon open air(effect of aggregate climatic factors, characteristic of a given macroclimatic region)		For storage during operation in category 4 premises and operation both in category 4 conditions and (short-term) in other conditions, including outdoors
For use under cover or indoors(volumes) where fluctuations in air temperature and humidity do not differ significantly from fluctuations in the open air and there is relatively free access to outside air, for example, in tents, bodies, trailers, metal rooms without thermal insulation, as well as in the shell of a complete product of category 1 (no direct exposure to solar radiation and precipitation)		For use as built-in elements inside complete products of categories 1; 1.1;
2, the design of which eliminates the possibility of moisture condensation on the built-in elementsFor use in enclosed spaces (volumes) with natural ventilation without artificially controlled climatic conditions, where fluctuations in temperature and humidity and exposure to sand and dust are significantly less than in the open air		, for example, in metal with thermal insulation, stone, concrete, wooden rooms (no exposure to precipitation, direct solar radiation; significant reduction in wind; significant reduction or absence of exposure to diffuse solar radiation and moisture condensation)
For use in irregularly heated rooms (volumes) For use in rooms (volumes) with artificially controlled climatic conditions		, for example, in closed heated or cooled and ventilated industrial and other premises, including well-ventilated underground premises (no exposure to direct solar radiation, precipitation, wind, sand and dust from outside air; no or significant reduction in exposure to diffuse solar radiation and moisture condensation )
		For use in laboratory, permanent residential and other similar types of premises
For use in rooms (volumes) with high humidity(for example, in unheated and unventilated underground premises, including mines, basements, in the soil, in such ship, ship and other premises in which there may be a long-term presence of water or frequent condensation of moisture on the walls and ceiling, in particular in some holds , in some workshops of textile, hydrometallurgical production, etc.).		For use as built-in elements inside complete products of category 5, the design of which eliminates the possibility of moisture condensation on the built-in elements(for example, inside electronic equipment)

For products intended for operation only in a non-air environment and (or) at atmospheric pressure less than 53.3 kPa (400 mm Hg), including at altitudes above 4300 m, the concept of product category is not applied to all stages of operation. If the same product is intended for operation both in the air at altitudes up to 4300 m, and in the non-air environment and (or) at atmospheric pressure less than 53.3 kPa (400 mm Hg), including at altitudes more than 4300 m, then the concept of product category is used only for the stage of operation in the air at altitudes up to 4300 m.

The combination of performance, category and reduced pressure group is called “ type of climate control "(for example, type of climatic modification UHL4 or type of climatic modification UHL2O4a). In the designation of the type of climatic modification of the product, a designation of the type of atmosphere in which the product is intended is added, if this is specified in the standards or technical specifications for the product.

Introduction

Relevance of this course work is that in modern conditions market formation, any enterprise cannot carry out planning without taking into account an analysis of the external environment. After Russia's transition to market relations, in our country a great amount companies and commercial enterprises. It’s no secret that not only obtaining maximum profit, but also the very existence of any enterprise depends on proper long-term planning. Currently, there is an opinion that, in order to develop and survive in modern Russian reality, any enterprise must not only adapt to external environment by adapting its internal structure and behavior in the market, but it must actively shape external conditions through its activities, constantly identifying potential opportunities and threats in the external environment.

The purpose of the course work is to analyze the external environment of the company and identify the influence of environmental factors on the planning of the enterprise.

In accordance with this goal, the following tasks have been set:

1. Comprehensively consider the concept of “external environment of the company” and highlight the factors that have an external influence on the activities of the enterprise;

2. Analyze the impact of environmental factors on the activities of an enterprise using the example of the Heineken company;

3. Analyze the influence of the external environment on forward planning activities of the Heineken company;

Object of study: factors of the company's external environment.

Subject of the study: analysis of the influence of the company’s external environmental factors on the planning of the enterprise’s activities.

The theoretical significance of this work is the definition of the external environment as a set of forces that negatively or positively influence the work of the company, a detailed study of environmental factors, identifying their influence on the activities of the enterprise, comprehensive coverage of the properties external factors impacts, as well as a study of taking into account external influences in planning the work of an enterprise.

The practical significance of this work is the analysis of environmental factors (using the example of a specific company) and the development of recommendations for planning the activities of an enterprise in each specific case of this external influence.

The external environment of the company and its influence on the planning of enterprise activities

The concept and essence of the external environment

Currently, firms need to take into account the effects of factors outside the firm, since it is completely dependent on the external world. Any enterprise cannot exist without: supply of resources; recruitment of qualified personnel; energy use; interaction with government agencies and public organizations; building competent relationships with partners and consumers. All this is contained in the entrepreneurial process aimed at achieving the company's goals. The components of these processes are diverse and are included in the external environment of the enterprise.

A manager, when planning a company's activities, must be able to identify the most significant factors in the external environment that will positively affect his company, as well as find methods and means of responding to negative external influences. In these conditions, companies are forced to adapt to the environment in order to survive and maintain the efficiency of their activities, which is their main task.

The external environment is a set of external factors and forces that actively influence the position and prospects of the company, as well as the efficiency of its activities.

So what determines the external environment of an enterprise? Customers, competitors, government agencies, suppliers, sources labor resources, financial and public organizations that are of great importance for the company’s operations constitute a set of external influences taken into account when planning its activities.

Any company strives to respond as quickly as possible to constantly changing environmental conditions and cope with the consequences of its changes. This is one of the most important components of the success of an enterprise. At the same time, this ability to sensitively capture the slightest fluctuations in the optimal balance of external factors is a condition for implementing planned strategic changes, which can be both long-term and current.

The external management environment as a whole is characterized by multicomponentity, complexity, uncertainty, mobility and increasing interconnectedness of factors. It is safe to say that a change in at least one of its subjects entails a change in many other factors.

Please note that any company is open system. In the process of obtaining resources from suppliers, designing and manufacturing products, providing services, selling products or services, the enterprise actively interacts with the external environment, which, in turn, also maintains a continuous connection with the internal environment. That is why there is mutual influence of external and internal environment enterprises against each other.

Environmental factors that influence the activities of the enterprise are presented in Figure 1.

Figure 1. Environmental factors influencing the activities of the enterprise

Let us consider in detail each environmental factor:

· external economic factors;

Any company can be affected by many external economic factors. When planning the activities of an enterprise, it is necessary to take into account the general state of the country’s economy, the availability of credit, understand what impact currency exchange rates can have, how much taxes will have to be paid, and much more.

When analyzing the external environment of a specific company, it is imperative to evaluate a number of economic indicators. This includes: lending interest rate; currency exchange rates; economic growth rates; inflation rate; consumption structure and its dynamics; economic conditions in foreign countries; trade balance indicators; change in demand; monetary and financial policy; trends in the securities market; the level of labor productivity in the industry and its growth rate.

The overall health and well-being of the economy has a direct impact on an organization's ability to remain profitable as the business cycle progresses. The macroeconomic climate as a whole will determine the level of opportunities for companies to achieve their economic goals. The growth of the country's economic indicators increases the demand for the company's goods and services and provides the prerequisites for growth; a decline in economic indicators, in turn, reduces the demand for goods and services, which reduces the company's profit.

Thus, with unfavorable economic development in the country and lack of stability, the population’s ability to purchase goods changes. Many consumers are inclined to buy cheaper goods, durable goods are postponed for the future. Sometimes, if prices for goods decrease, demand increases slightly due to people who believe that in the future it will rise sharply and this purchase will bring tangible benefits. There is a redistribution of costs. The money is mainly spent on buying food and clothing. We must also take into account the unemployment rate in the country.

The lending rate also affects the purchasing power of the population. The lower the rate, the more people can afford a loan, the more likely the population is to make purchases. This also affects the development of the enterprise. Lending for production expansion affects the increase in enterprise capacity and the time of introduction of these capacities.

Inflation is one of the most destabilizing factors. Even a predictable increase in inflation does not provide an accurate answer to the question of consumer demand for each specific product.

And yet, each sector of the economy is characterized by its own growth, determined by the productivity of labor in the industry and its relevance at this stage.

* external political and legal factors;

In the company's activities various factors legislative and governmental nature play a huge role. They influence the level of existing opportunities and threats in its activities. The main regulators for some companies are national and foreign governments, which can act as employers, buyers or intermediaries. This means that for these companies, the assessment of the political situation may be the most important aspect analysis of the external environment. This assessment is carried out through identifying political and legal factors affecting the company. There are many such factors, even more of their various combinations, so we will highlight and list the most frequently encountered ones when analyzing the external environment: changes in tax legislation; protection legislation environment; alignment of political forces; business-government relations; patent law; money-credit policy; antimonopoly legislation; government regulation; federal elections; political conditions in foreign countries; the size of state budgets; government relations with foreign countries.

* External social and cultural factors;

These factors shape the way we live, work and consume. They have a significant impact on almost all companies. New trends create a type of consumer and, accordingly, create a need for other goods and services, defining new strategies for the organization.

Socio-cultural factors that companies face most often:

ь lifestyle, educational standards;

b the presence of subcultures;

b the attitude of the population to the quality of goods and services;

ь attitude to work, attitude to rest;

ь attitude towards the government;

ь attitude towards environmental pollution control and energy saving; social welfare;

b birth rate and mortality rate;

b coefficient of average life expectancy;

b coefficients of intensity of immigration and emigration;

b average income of the population.

We must remember that the basic views on life and the preservation of spiritual values ​​in society are characterized by a high degree of stability. This must be taken into account when planning long term strategies company activities. Any company choosing target audience some subculture, should focus on general systems spiritual values, habits and traditions of this subculture.

The specifics of products supplied to the regions directly depend on demographic characteristics, such as birth and death rates and the quantitative ratio of women and men.

* External technological factors;

Their influence on companies is considered the main driver of industrial progress. Revolutionary technological changes and discoveries of recent decades, for example, production with the help of robots, penetration into daily life human computers, new types of communications, transport, weapons and much more, represent great opportunities and serious threats, the impact of which managers must recognize and assess. Some discoveries can create new industries and close old ones.

The process of creating the new and destroying the old can be assessed as the impact technological factors. Accelerating technological change is shortening average lifespan life cycle product, so companies must anticipate what changes new technologies will bring. These innovations can impact not only production, but also other functional areas, such as human resources (recruiting and training personnel to work with new technologies) or e.g. marketing services, whose goal is to develop methods for selling new types of goods.

All these components of the external environment of enterprises, to a greater or lesser extent, influence the planning of its activities in order to increase productivity.

The competitive external environment is also important for the company’s activities, when several business entities competing with each other simultaneously operate, offering goods or services of the same name.

Subsection “Protection from noise and other physical factors”.- 2.5.6. Subsection “Protection from noise and other physical factors”. When reviewing and analyzing the submitted design materials, the following is checked in this part: the presence of noise sources and other factors in the area where the facility is located... ...

GOST 15150-69: Machines, instruments and other technical products. Versions for different climatic regions. Categories, operating, storage and transportation conditions regarding the impact of environmental climatic factors- Terminology GOST 15150 69: Machines, instruments and other technical products. Versions for different climatic regions. Categories, operating, storage and transportation conditions regarding the impact of environmental climatic factors... ... Dictionary-reference book of terms of normative and technical documentation

Gender-sensitive development index- (GDI) reflects achievements on the same number of factors as the Human Development Index (HDI) life expectancy, achieved level education and income, however, the results are adjusted for gender inequality... Gender Studies Terms

Normal values ​​of environmental climatic factors- 2. Normal values ​​of climatic factors of the external environment, specified for use in technology, naturally changing values ​​of climatic factors within a given geographical zone, taking into account the location of the product. Source … Dictionary-reference book of terms of normative and technical documentation

The method developed by gr. employees of the Institute of Geology and Mineralogy of the USSR Academy of Sciences (Shatalov et al., 1964) for medium and large-scale metallogenic studies and compilation of corresponding metallogenic maps. This method consists of identifying and specially studying... ... Geological encyclopedia

GOST ISO 13855-2006: Equipment safety. Arrangement of protective devices taking into account the speed of approach of human body parts- Terminology GOST ISO 13855 2006: Equipment safety. Arrangement of protective devices taking into account the speed of approach of parts of the human body original document: 3.2 general characteristics system stop T: Time or movement passing from ... Dictionary-reference book of terms of normative and technical documentation

Naturally changing values ​​of climatic factors within a given geographical area, specified for use in technology, taking into account the location of the product. Source: GOST 15150 69 EdwART. Glossary of terms and definitions by means... ... Dictionary of emergency situations

normal values ​​of environmental climatic factors- Naturally changing values ​​of climatic factors within a given geographical zone, specified for use in technology, taking into account the location of the product. [GOST 15150 69] Topics: external influencing factors, storage conditions and... ... Technical Translator's Guide

risk- 2.19 risk: The potential danger of causing damage to an organization as a result of the implementation of some threat using the vulnerabilities of an asset or group of assets. Note Defined as a combination of the probability of an event and its consequences.… … Dictionary-reference book of terms of normative and technical documentation

analysis- 3.8.7 review: Activities undertaken to determine the suitability, adequacy and effectiveness (3.2.14) of the item under review to achieve specified objectives. Note Analysis may also include determination... ... Dictionary-reference book of terms of normative and technical documentation

Books

• Automated system ASONIKA for modeling physical processes in radio-electronic equipment taking into account external influences, Shalumov A.S.. The monograph presents the works Scientific school modeling, information technologies And automated systems(NSH MIT AS) Professor A. S. Shalumov and the Scientific School "ASONIKA" Professor...
• Neutralization of the negative impact of vulnerability factors of the national banking sector, Oleg Ivanovich Lavrushin, Natalya Evgenievna Brovkina, N. A. Amosova. The monograph was prepared based on the results of research work on the topic “Assessment of vulnerability factors of the national banking system Russian Federation and its support, taking into account...

Classification of organizations

Organizations are classified depending on the characteristics that form the basis of the classification. These may be sizes, forms of ownership, sources of financing, functions, goals, types of activities, technologies used, etc. The classification of the proposal by the Canadian professor G. Mintzbert became widely known. Based on type organizational structure, the degree of centralization and specialization, he gave the following list.

Entrepreneurial organization. It is characterized by a relatively simple structure, undeveloped management hierarchy, insignificant formalization of activities, and small size, the ability to quickly update. In such an organization, the role of the leader is great, who exercises coordination and control.

Machine bureaucracy (organization as a machine). Characterized by a high degree of rationalization and standardization production activities not requiring highly professional training, hierarchy and centralized management. widespread in mass production.

Professional organization. Bureaucratic organization characterized by high professional level specialists (we are talking about universities, hospitals, schools, etc.). Complex structure Such organizations require decentralization of management and greater independence in the work of specialists.

Diversified (divisional) organization. Consists of relatively independent parts, usually called compartments.

Innovative organization. It has an organizational structure with a low degree of formalization and a high level of horizontal specialization of highly professional activities (we are talking about the so-called adhocracy).

Missionary organization. The basis of its activities is ideology, a high level of trust between members of the organization. Take place narrow specialization workers, differentiation of responsibilities, significant level of standardization. These are relatively small organizations, usually independent unions, whose members “profess the same ideology.”

Political organization. Most character traits: inconsistency in the actions of individual parts, a high degree of conflict among the constituent parts, which, among other things, does not affect their high vitality.

According to T. Parsonson’s typology, depending on the functions performed in society, organizations are divided into:

· producing (create products and services consumed by society),

· political (pursue political goals and exercise power in society).

integrative (their goal is to separate social conflicts, ensuring interaction between different parts of society: the church, certain public unions and other associations);

· organizations for maintaining models (reproducing and developing traditions in the field of education, culture, etc.).

According to P. Blau and W. Scott, organizations should be classified depending on which part of society they serve. In particular, the following stand out:

· organizations of common benefit (political parties, clubs, associations, professional associations, etc.)

· business concerns (firms producing goods and services, trade, etc.)

· supporting organizations (hospitals, clinics, schools, universities)

· public benefit organizations ( government agencies, police, fire and rescue services, prisons)

R. Westram and H. Samaha consider three types of organization:

· entrepreneurial;

· bureaucratic;

· voluntary associations.

There are also formal and informal, governmental and non-governmental, economic and public, profitable and non-profit organizations.

A formal organization is an officially registered organization operating on the basis of existing legislation and established regulations (such as charter, regulations, proactive agreement and others). An organization that operates outside the framework of legislation is classified as informal.

By type of activity, organizations can be divided into economic and public. Businesses produce products and services. These include production, research and production, intermediary and other organizations. In its turn production organizations can be industrial, transport, agricultural, etc.

Public organizations include political unions, parties, blocs, churches and other religious societies, trade unions, scientific, cultural and sports organizations, economic, human rights and others carrying out voluntary social activities.

Profitable organizations are those whose main goal is profit. Non-profitable ones, however, can also receive a certain profit, which goes towards the existence and development of the organization (charitable foundations, religious and other public organizations).

Based on funding sources, budgetary and non-budgetary organizations are distinguished. Non-budgetary organizations have other sources of formation own funds. However, these organizations can, in certain cases, receive funds from the budget (directed as sources of financing government programs projects, orders).

In accordance with the Constitution of the Russian Federation, there is state, municipal, private, mixed property and the property of public organizations. Based on ownership, one can distinguish state, municipal, private, public organizations, as well as organizations with mixed ownership.

As world experience shows state organizations V different countries They differ quite greatly in the degree of legal and economic independence, but in all cases they are (fully or partially) under the control of the state. Thus, in a number of Western European countries, with full budget financing There are state-owned enterprises of postal services, telegraph and other types of communications, transport, housing construction, extractive industries, energy and some other areas.

Private organizations include those created individual enterprises(in the form of a partnership, cooperative, family or farm), and joint stock companies, business companies or partnerships, if authorized capital is formed through private contributions and contributions.

Organizations of mixed formal ownership are formed on the basis of a combination of its various types: state, private, foreign, etc. For example, mixed joint-stock companies, where, along with the participation of state capital, private and foreign investments are attracted, have become widespread in countries with a developed system government regulation. In our country, at the turn of the 80-90s, joint-stock enterprises with the participation of foreign capital also began to be created.

There are governmental and non-governmental organizations. The first include organizations that are created directly under the government in order to implement its policies (these are various funds, committees and commissions, for example, created to support and develop entrepreneurship, small businesses, etc.). The second includes independent initiative public organizations in the form of unions, centers, foundations, associations, associations, and parties. Often the goals of governmental and non-governmental organizations coincide.

Based on size, organizations are divided into small, medium and large. The division in the legislation of many countries is based on such a criterion as the number of personnel.

Kinds economic organizations.

The most common form of organization in world practice is a joint stock company (corporation). Corporations are created in the most various fields economy: industry, transport, trade, banking and insurance. In this case, we will consider only those of them who work in production and scientific and production spheres.

A joint stock company (JSC) is an organization whose authorized capital is represented by shares. The owners of the latter can be various legal and individuals. Shareholders have the right to participate in management and receive part of the profit in the form of dividends. As a rule, the management of a joint stock company is carried out by the board (board of directors, administrative council, directorate), supervisory board and general meeting shareholders.

Incorporation process Russian enterprises, which began in 1990, expanded widely after the adoption of the first state privatization program in 1992.

Among large industrial and economic organizations, such a form of corporate association as a concern is widely known. It is a form of integration industrial firms, organization of transport, construction, trade, banking. Often the concern includes organizations united production cycle Therefore, concerns have become widespread in industries related to the extraction and processing of minerals. In our country, during structural restructuring National economy concerns began to be created that united enterprises and organizations specializing in gas production and transportation, oil production and oil refining, the production of fertilizers and the provision of services for their use, the extraction of gold, diamonds, non-ferrous metal ores (smelting of the latter), etc. There is a type of concern (with diversified activities), which unites firms engaged in various types of business that are not closely related to the main production.

One of the widespread types of joint stock companies is a holding company created to own controlling stakes shares of other companies. In world practice, there are two types of holdings: pure, which is exclusively financial company, and mixed, having the right to engage entrepreneurial activity. In the process of privatization and corporatization of a number of large Russian enterprises (former state-owned production associations, plants) holdings were formed with such advantages as the possibility of implementing a unified technical production and marketing company, establishing control over prices, protecting group interests of united production units. Typically the above corporate organizations(actually corporations, concerns, holdings) are forms of integration of financial and industrial capital, that is, they form financial and industrial groups.

In the field of innovation there are different kinds organizations, including research consortia and venture capital firms. A consortium (research) is a temporary association of scientific, industrial, technical and other organizations carrying out joint activities to implement large scientific projects and programs (after their completion, the consortium can be liquidated or transformed into a new one.) Venture firm (risk firm) - an organization created to carry out innovative activities associated with significant risk. It is estimated that venture (risk) capital invested in the implementation of projects is completely lost in 15% of cases, brings losses in 25% of cases, and produces a very modest profit in 30% of cases. However, in the remaining 30% of cases achieved success and the profit obtained in this case allows you to cover the invested funds by 30-200 times.

Greater role in development scientific research and high-tech industries are also played by non-profit organizations such as scientific and technological parks, engineering centers, centers of innovation, industrial technology, etc., created on the basis of universities. A science park is a form of cooperation between industrial firms and universities, which makes it possible to effectively use the scientific potential and laboratory facilities of the latter to accelerate the process of industrial implementation of developed technologies.

Technology parks are one of the formal formation and functioning of risk firms. They are created at universities to support newly emerging high-tech venture enterprises.

The development of technology parks in Russia is associated primarily with solving the problems of their financing, determining their legal status, training of qualified personnel, support of state and local governments.

Due to global economic changes happening in the country becomes important development and support for organizations of various sizes (from super-large to small), because it is their diversity that creates favorable opportunities for ignoring their advantages. According to expert assessments, to change the structure Russian economy it is necessary to create 10-15 million small and medium-sized business organizations, meanwhile, in 1995 there were only about 2 million of them, including cooperatives and farms. In developed countries, small businesses account for 40 to 70% of GNP, and employ 30-60% of all employees in the private sector. In Russia, the share of small businesses in total volume products in 1994 amounted to only 8%, and the share in total number 13% working in industry.

Typology of organizations carrying out business activities in accordance with Russian legislation.

In the Civil Code of the Russian Federation, all organizations that are participants in entrepreneurial activities are divided into two groups: commercial and non-commercial.

Commercial ones include: business partnerships and societies, production cooperatives, as well as state and municipal unitary enterprises.

Business partnerships represent an organization whose property is formed from the contributions of participants. There are two types of partnership: full and limited. A full partnership is one whose participants are engaged in entrepreneurial activities and bear full responsibility for all property belonging to the partnership. A command partnership (or limited partnership) is a partnership where, along with general partners, there are investors who do not take part in the activities, but only bear limited liability within the limits of the amounts of contributions made by them (i.e. are passive investors).

Business societies are divided into:

· joint stock;

· limited liability companies;

· additional liability companies;

The last two are not entitled to issue shares. The authorized capital of these companies is formed from the amounts of contributions of its participants. Business companies can be created by one or more participants.

Participants in a limited liability company are liable for obligations only to the extent of the value of their contributions.

A joint-stock company is a company whose authorized capital is joint stock. JSC participants bear limited liability to the extent of the value of the shares they own. There are two types of JSC: closed and open. The first has the right to carry out an open subscription for the shares it issues and their free sale; in the second, the shares are distributed among a certain circle of persons, as a rule, who are the founders.

A production cooperative (artel) is created on the basis of a voluntary association of citizens for the joint implementation of production or other economic activities: production, processing, sales of products, trade, consumer services and provision of other services. The property owned by the cooperative is formed from the share contributions of its participants. Members of the cooperative bear subsidiary liability for its obligations in accordance with the law and the charter of the cooperative. Number of members production cooperative there must be at least five people.

A unitary enterprise is a state or municipal enterprise, not endowed with the right of ownership of property assigned to it by the owner (property is indivisible and cannot be distributed among deposits).

A unitary enterprise based on the right of economic management is created by the state or local authority management and its property is state or municipal property. The state (municipal) body decides on the creation, reorganization and liquidation of the enterprise, determines the goals of its activities and control over the safety and use of property, appoints the head of the enterprise, approves the charter, has the right to receive a portion of the profit, but is not responsible for the obligations of the enterprise. A unitary enterprise owns, uses and disposes of property and can create subsidiaries by transferring part of the property to them.

A unitary enterprise with the right of operational management (federal state enterprise) is created by decision of the government of the Russian Federation. May be reorganized or liquidated by government decision. The enterprise owns and uses property in accordance with the purposes of its activities, but disposes of it only with the consent of the owner, who approves the charter and appoints a manager. The enterprise is liable for its obligation with all its property; however, if the latter is insufficient, the Russian Federation bears subsidiary liability.

Concerning non-profit organizations, then they include public and religious organizations and associations, associations and unions, consumer cooperatives, unions and societies, foundations and institutions that may engage in entrepreneurial activities, but do not have profit as their main goal.

External factors are largely uncontrollable forces that influence managers' decisions and actions and, ultimately, internal structure and processes in the organization. Managers asking themselves about these forces ask next question: Who and what outside will influence the success of our plan?

External factors are so numerous and interrelated that a manager often finds it difficult to select those that are most important in the decision-making process. In fact, few managers pay serious attention to this issue. They prefer to study already predicted general trends that may affect profits.

To put this issue into perspective, it is helpful to think of all external influences on a firm as a combination of three main areas. As shown in Fig. 1.7.1, these areas are as follows: remote, industrial and operational impacts. These areas and the influences that come from them, and their impact on managerial decision making, are the central theme of this lecture.

Today, the process of identifying the development prospects of an enterprise, taking into account the influence of environmental factors, must be carried out using analysis, the object of which is Irklievsky Cooptorg LLC and its subsidiary trading enterprise- shop food products"Products". The subject of the study is the internal and external mechanisms for regulating factors that increase the efficiency of Irklievsky Cooptorg LLC.

The combination of the above factors and assessment of their impact on economic activity are quite different, so in the management process, the enterprise itself determines which factors and to what extent can influence the results of its activities in the present period and in the future. future perspective. The conclusions of ongoing research or current events are accompanied by the development of specific tools and methods for making appropriate management decisions.

First of all, competitors have a significant influence on the activities of Irklievsky Cooptorg LLC. The impact of competitors is associated with the geographical location of the Irklievsky Cooptorg LLC enterprise, which is located in the very center of the district. It is surrounded by a number of direct intra-industry competitors, producing similar products and selling them in the same market. The competitiveness between these organizations is expressed in the analysis of comparison of prices for the product range between competitors, which shows the following arguments: Irklievsky Cooptorg LLC is not a leader in price levels, and many competitors set prices below the level, which, naturally, cannot but affect the level demand. This result is due to the high cost of production compared to competitors, since a lot of raw materials have to be imported rather than produced. Situation price competition allows Irklievskiy Kooptorg LLC to lag slightly behind, and for some products, compared to its competitors, to surpass them. For example, due to the fact that the high level of demand for products neutralizes price advantages, and the product range at Irklievsky Cooptorg LLC is higher than that of its competitors. Therefore, these organizations do not meet the needs of their area and Irklievsky Cooptorg LLC successfully operates in this territory, supplying up to 10% of its products. Favorable market conditions allow for the replacement of goods and their increase, which, while maintaining steadily increased demand, can reduce the cost of production due to this.

To combat competition, a marketing strategy for the growth of Irklievsky Cooptorg LLC has been introduced. The basis for this enterprise growth strategy was an analysis of the opportunities that Irklievsky Cooptorg LLC can take advantage of at the current scale of activity (opportunities for intensive growth). To do this, it is recommended to use the product-market matrix.

Such a matrix indicates three main types of intensive growth opportunities: deep market penetration (an enterprise’s search for ways to increase sales of its existing products in existing markets through aggressive marketing), expansion of market boundaries (an enterprise’s attempts to increase sales by introducing existing products into new markets) , product improvement (attempts by an enterprise to increase sales by creating new or improved products for current markets).

From the proposed strategies, Irklievsky Cooptorg LLC chooses - product promotion. The main method of promoting goods (products) is advertising. The main goal of the advertising policy is to increase sales of Irklievsky Cooptorg LLC products on the market. Advertising in printed publications will give customers a fairly broad idea of ​​the products of Irklievsky Cooptorg LLC. Advertising material must convince the consumer that Irklievsky Cooptorg LLC sells products in the interests of the buyer, and the product is a solution to his problems.

The advertising material must reflect the competitive advantages of Irklievsky Cooptorg LLC: its exclusive field of activity, competitive products, popular trademark, the quality of the goods sold.

The second group of external factors influencing the development of an enterprise is consumers. This individuals, households, as well as corporate consumers (enterprises) who use the goods and services of the manufacturing enterprise to meet their needs.

Analysis of consumers as a component immediate environment organization, first of all, has as its task the compilation of a profile of those who buy the product sold by the organization. Studying buyers allows you to better understand which product will be most accepted, how much sales the organization can expect, and to what extent buyers are committed to the product, how much the circle can be expanded potential buyers, what awaits the product in the future and much more.

Irklievsky Cooptorg LLC has identified a number of factors that determine the trading power of the buyer, such factors include:

• 1. The ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
• 2. Volume of purchases made by the buyer:
  • - level of buyer awareness;
  • - availability of substitute products;
  • - the cost for the buyer of switching to another seller;
• 3. Buyer price sensitivity, depending on total cost purchases carried out by him, his orientation towards a specific brand, the presence of certain requirements for the quality of the product, its profit, the incentive system and responsibility of those making purchasing decisions.

Thus, the whole variety of external factors is reflected in the consumer and through him effectively influences the organization, its goals and strategy. Hypothetically, the influence of each consumer is strongly reflected in the activities of the enterprise, since it is the consumer who “votes with rubles” for the product or service of the enterprise. The consumer also has a serious impact on the enterprise’s achievement of its market goals. Irklievskiy Kooptorg LLC focuses its marketing strategies on large consumer groups on which it is most dependent. Various associations and associations of consumers are also becoming important, influencing not only demand, but also the image of the enterprise.

Methodology of ways to increase the efficiency of the activities of Irklievsky Cooptorg LLC, taking into account environmental factors.

In order to propose any innovations to improve efficiency, it is necessary to note the fact that now not a single enterprise operating successfully in the market ignores the influence of the external environment. So today, managers of different ranks are generally aware of the importance of the external environment and big influence its factors on economic and social development their enterprises. In this case, the main attention is paid to the factors of the microenvironment of organizations that have a direct impact.

In general, it can be noted that at Irklievsky Cooptorg LLC, the managers of the enterprise and structural divisions are aware of events and changes occurring in the external environment, since they constantly feel its influence in their daily activities and receive information about it from various sources.

However, analysis of the external environment is not the dominant task of these structural units, therefore managers have insufficient information about environmental factors, it is not always reliable or does not reach them in a timely manner.

For the above reasons, in order to increase the efficiency of the analysis of the external environment at Irklievsky Cooptorg LLC, it is necessary to use the following complex of research on this problem, using logical sequence stages and procedures.

The first step is to install strategic goal analysis, which should include regular and timely provision of various information about the external environment to the managers of the enterprise and structural divisions when making management decisions.

Then a research program must be developed that defines the necessary information, sources and methods of its collection and analysis, and methods for predicting environmental factors.

The next stage should be the search and collection of information about the external environment for the development and adoption of strategic decisions. When collecting external information, it is necessary to use various newspapers, magazines, official publications, directories, collections, catalogues, other print advertising, reference and legal systems, electronic network Internet.

After collecting information, it must be processed accordingly: first check for reliability and consistency, then systematize it according to individual environmental factors so that it is convenient to analyze and store.

All collected, processed and analyzed information should be stored in databases on consumers, suppliers, competitors and the macro environment as a whole. They should be designed in such a way that they can provide information about the external environment to different users at the level of detail they require. All databases must be interconnected and updated as new information becomes available, including during monitoring.

Based on the above, we can conclude that the only correct course of action is modern enterprise to achieve effective long-term functioning and successful development is to pay increased attention to the analysis of the external environment. And this requires the development and implementation comprehensive analysis taking into account the individual characteristics of the enterprise with appropriate personnel, financial and technical support. Only under this condition can one count on the effectiveness of strategic and operational management decisions.