All organizations differ from each other in various aspects. However, they have characteristics common to all organizations. One of the most significant characteristics of the organization is the dependence on the external and internal environment. No organization can function in isolation, regardless of external guidelines. They are largely dependent on external environment. These are conditions and factors that arise in the environment, regardless of the activities of the organization, one way or another affecting it.
There are factors of external and internal environment.
EXTERNAL ENVIRONMENT OF THE ORGANIZATION - these are conditions and factors that arise independently of its (organization) activities and have a significant impact on it. In addition, they contribute to the functioning, survival and efficiency of its work. External factors subdivided into direct and indirect factors.

To the factors of direct influence include suppliers of resources, consumers, competitors, labor resources, the state, trade unions, shareholders (if the enterprise is joint stock company) that have a direct impact on the activities of the organization;
To the factors of indirect impact include factors that do not directly affect the activities of the organization, but they should be taken into account to develop the right strategy. The following factors can be distinguished indirect impact:
1) political factors - main directions of state policy and methods of its implementation; possible changes in the legislative and regulatory framework; international agreements concluded by the government in the field of tariffs and trade, etc.;
2) economic forces - inflation rates; employment rate labor resources; international balance of payments; interest and tax rates; size and dynamics of GDP; labor productivity, etc.;
3) social factors external environment - the attitude of the population to work and quality of life; customs and traditions existing in society; the mentality of society; level of education, etc.;
4) technological factors - Opportunities associated with the development of science and technology, which allow you to quickly adjust to the production and sale of a technologically promising product, to predict the moment of abandonment of the technology used.
INTERNAL ENVIRONMENT OF THE ORGANIZATION - it is an environment that determines the technical and organizational conditions of the organization and is the result of management decisions. The organization analyzes the internal environment in order to identify weaknesses and strengths her activities. This is necessary because an organization cannot take advantage of external opportunities without having some internal capacity. At the same time, she needs to know her weak spots that can exacerbate the external threat and danger. The internal environment of organizations includes the following main elements:
Production : volume, structure, production rates; product range; availability of raw materials and materials, the level of stocks, the speed of their use; the available fleet of equipment and the degree of its use, reserve capacities; production ecology; quality control; patents, trademarks, etc.
Staff: structure, qualifications, number of employees, labor productivity, staff turnover, cost work force the interests and needs of employees.
Management organization: organizational structure, management methods, level of management, qualifications, abilities and interests of top management, prestige and image of the enterprise.
Marketing covers all processes related to production planning and product sales, such as: manufactured goods, market share, distribution and marketing channels, marketing budget and its execution, marketing plans and programs, sales promotion, advertising, pricing.
Finance - This is an indicator that allows you to see the entire production and economic activity of the enterprise. The financial analysis allows you to reveal and evaluate the sources of problems at a qualitative and quantitative level.
Culture and image of the enterprise: factors that create the image of the enterprise; a high image of an enterprise allows attracting highly qualified employees, encouraging consumers to buy goods, etc.
THUS , internal environment organizations is the source of her life force. It contains the potential that enables the organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization. The external environment is a source that feeds 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 possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are 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. Therefore, the organization's interaction with the environment should maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

3. Methods for studying and managing enterprise assets: basic and working capital and their purpose.

Management of current assets of the enterprise is carried out in the following stages

I. Analysis of current assets of the enterprise in the previous period.

The main purpose of this analysis is to determine the level of security of the enterprise with current assets and to identify reserves for improving the efficiency of their functioning. At the first stage of the analysis, the dynamics of the total volume of current assets used by the enterprise is considered - the rate of change in their average amount in comparison with the rate of change in the volume of sales of products and the average amount of all assets; dynamics specific gravity current assets in the total assets of the enterprise. At the second stage of the analysis, the dynamics of the composition of the enterprise's current assets is considered in the context of their main types - stocks of raw materials, materials and semi-finished products; stocks of finished products; current accounts receivable balances of cash assets and their equivalents. During this stage of the analysis, the rate of change in the amount of each of these types of current assets is calculated and studied in comparison with the rate of change in the volume of production and sales of products; the dynamics of the share of the main types of current assets in their total amount is considered. Analysis of the composition of the company's current assets by their individual types allows us to assess the level of their liquidity. At the third stage of the analysis, the turnover of certain types of current assets and their total amount is studied. This analysis is carried out using indicators - the turnover ratio and the period of turnover of current assets. At the fourth stage of the analysis, the composition of the sources of financing of current assets is considered - the dynamics of their amount and share in the total volume of financial resources invested in these assets; the level of financial risk generated by the current structure of sources of financing of current assets is determined. The results of the analysis made it possible to determine the overall level of efficiency in the management of current assets at the enterprise and to identify the main directions for its increase in the coming period.

II. The choice of policy for the formation of current assets of the enterprise.

Such a policy should reflect the general philosophy financial management enterprise from the standpoint of an acceptable ratio of profitability and risk.

III. Optimization of the volume of current assets.

At this stage, a system of measures is determined to reduce the duration of the production and financial cycles of the enterprise, which should not lead to a decrease in production and sales volumes. It also determines the total amount of current assets for the coming period:

OAp = ZSp + ZGp + DZp + DAP + Pp, (4)

where OAP - the total volume of current assets of the enterprise at the end of the upcoming period under consideration;

ZSp - the sum of stocks of raw materials and materials at the end of the forthcoming period;

ZGp - the amount of stocks of finished products at the end of the upcoming period (including the recalculated volume of work in progress);

DZp - the amount of current receivables at the end of the forthcoming period;

DAp - the amount of monetary assets at the end of the forthcoming period;

Pp - the amount of other current assets at the end of the forthcoming period.

IV. Optimization of the ratio of the constant and variable parts of current assets. The need for certain types of current assets and their amount as a whole varies significantly depending on seasonal and other features of the existence of operating activities. Therefore, in the process of managing current assets, their seasonal (or other cyclical) component should be determined, which is the difference between the maximum and minimum demand for them throughout the year.

V. Ensuring the necessary liquidity of current assets is achieved by the correct ratio of the share of current assets in the form of cash, highly - and medium liquid assets.

VI. Security necessary profitability current assets is achieved by timely use of the temporarily free balance of cash assets to form an effective portfolio of short-term financial investments.

VII. Minimization of losses of current assets in the course of their use. At this stage, measures are developed to reduce the risk of losses from various factors (primarily inflationary and related to the possibility of non-return of receivables).

VIII. The choice of forms and sources of financing of current assets.

On this stage the cost of attracting various sources of financing is taken into account.

Sources of financing of current assets are indistinguishable in the process of capital circulation. The choice of appropriate sources of financing ultimately determines the relationship between the level of efficiency in the use of capital and the level of risk financial stability and solvency of the enterprise.

The division of current assets into own and borrowed indicates the sources of origin and forms of providing the enterprise with current assets for permanent or temporary use.

Own current assets are formed at the expense of equity enterprises ( authorized capital, reserve capital, retained earnings, etc.), and are in permanent use. The enterprise's need for its own current assets is an object of planning and is reflected in its financial plan.

The coefficient of security with own assets of the total value of current assets:

Ko \u003d Coa / OA, (5)

where Ko is the coefficient of provision with own assets,

Cav - own current assets,

OA - the value of current assets, i.e. p.290 balance sheet.

Borrowed current assets are formed on the basis of bank loans and accounts payable. All borrowed assets are provided for temporary use. One part of these assets (credits and loans) is paid, the other (accounts payable) is usually free.

The purposes and nature of the use of certain types of current assets have significant distinctive features. Therefore, in enterprises with a large volume of used current assets, they are divided into main types.

Consider the features of management certain types current assets of the enterprise.

One of the main types of current assets is the company's inventories, which include raw materials and materials, work in progress, finished products and other inventories.

Inventory management can be conditionally divided into two parts16:

· The first part is the preparation of reports on reserves and the processing of other data related to the current control of their level.

· the second part - periodic monitoring of stocks.

Efficient Management inventory allows you to reduce the duration of the production and the entire operating cycle, reduce the current costs of their storage, release part of the financial resources from the current economic turnover, reinvesting them in other assets. Ensuring this efficiency is achieved through the development and implementation of a special financial policy inventory management.

The inventory management policy is part of general policy management of current assets of the enterprise, which consists in optimizing the overall size and structure of inventories, minimizing the cost of their maintenance and ensuring effective control over their movement.

The development of a stock management policy covers a number of sequentially performed works, the main of which are the following:

1. analysis of stocks of inventory items in the previous period;

2. determination of the goals of the formation of reserves;

3. optimization of the size of the main groups of current stocks;

4. substantiation of the inventory accounting policy;

5. building effective systems for monitoring the movement of stocks at the enterprise;

The fixed assets of an industrial enterprise (association) are a set of material and material values ​​created by social labor, participating in the production process for a long time in an unchanged natural form and transferring their value to manufactured products in parts as they wear out.

Despite the fact that non-productive fixed assets do not have any direct impact on the volume of production, the growth of labor productivity, the constant increase in these funds is associated with an improvement in the well-being of the employees of the enterprise, an increase in the material and cultural standard of their life, which ultimately affects the result of the enterprise. Fixed assets are the most important and predominant part of all funds in industry (meaning fixed and circulating funds, as well as circulation funds). They determine the production capacity of enterprises, characterize their technical equipment, are directly related to labor productivity, mechanization, automation of production, production costs, profit and profitability.

The company's working capital is economic category in which many theoretical and practical aspects are intertwined. Among them, the question of the essence, significance and foundations of the organization of working capital is very important. To working capital industrial enterprises include part of the means of production, the material elements of which in the labor process, in contrast to the main production assets, are spent in each production cycle, and their value is transferred to the product of labor entirely and immediately. Real elements revolving funds in the process of labor, they undergo changes in their natural form and physico-chemical means. They lose their use value as they are consumed. negotiable production assets consist of three parts: inventories, work in progress and semi-finished products of own manufacture, deferred expenses.

Funds of circulation serve the sphere of production. These include finished goods in stock, goods in transit, cash and funds in settlements with consumers of products, in particular, receivables.

So, working capital is advanced in monetary form value, which takes the form of working capital and circulation funds in the process of a planned circulation of funds, necessary to maintain the continuity of the circulation and returns to its original form after its completion

21.02.2016 0:23 Consultant Zhemchugov Mikhail, Ph.D.

We note first that the division into external and internal goals is rather conditional. It is generally accepted that internal goals are the goals of enterprise development, external ones are the development of the external environment. Moreover, the development of the enterprise and the development of the external environment is based on a mutually beneficial exchange of resources. At the same time, the same goal, on the one hand, is internal, and on the other, external, and further we will talk about them conditionally. The external goals of the enterprise are basically a means of achieving its internal goals. Internal goals are largely a means of achieving external ones. And it is impossible to try to achieve any internal goal without achieving the external one and vice versa.

The hierarchy of enterprise goals (goal tree) is the main objective enterprises and private goals, the achievement of which, in combination, leads to the achievement of the main goal of the enterprise. At the same time, the achievement of private goals is a means of achieving the main goal, and when creating a tree of goals, both "external" and "internal" goals can be formed.

The starting point of the hierarchy of goals (both "internal" and "external") is the main goal of the enterprise. This is the goal that the owner sets for his enterprise. Such a main goal can be, for example, profit, the market value of the enterprise ("internal" goals), leadership in its industry ("external" goal).

Let's assume that the main goal is the maximum achievable profit. To achieve it, it is necessary: ​​to obtain the maximum achievable sale of the enterprise's products ("external" goal), and to minimize the costs of its production (while maintaining quality) - efficient production ("internal" goal).

To obtain the maximum achievable revenue, it is necessary to match the consumer properties of the products to the requirements of the consumer (external goal). And here we need an optimum between the quality and price of products (depending on the cost). Private goals that are set on the basis of the maximum achievable revenue are, for example, the study of consumer needs, the study of the competitive environment, the formation of new consumer needs ("external" goals), the modernization of products and the creation new products("internal" purposes).

The goals for efficient production are the production of products of a given range in a given volume and a given quality, the introduction of new modern technologies, re-equipment of production, etc. ("internal" goals), as well as finding and obtaining high-quality and inexpensive components and materials, finances, etc. ("external" targets).

Each of the goals noted above is also decomposed into partial goals, and so on to the final indivisible operational goals.

Thus, there is only one hierarchy of enterprise goals, in which there are both "external" and "internal" goals.

In the course of its activities, the enterprise must make a number of decisions:

• what product or range of products should be produced and sold;
• what markets do you need to enter with this and how to strengthen your position in the market;
• how to choose the optimal production technology;
• which ones to buy and how to use them;
• how to distribute available models and ;
• which the enterprise prefers (should) achieve in relation to specifications manufactured goods, their quality, production efficiency.

Activities aimed at solving these issues are called the general business policy of the enterprise or company.

The main objectives of the enterprise can be:

• win or hold a large share of any market for their product;
• achieve more High Quality your product;
• to take the leading position in the field of technology in the industry;
• maximize the use of available raw materials, human and financial resources;
• improve the profitability of your operations;
• achieve the highest possible level of employment.

As a result of the activity, the business policy of a certain enterprise turns into a specific action plan for its implementation, which includes three stages:

1. establishing timely clear goals that the company is going to achieve as a result of its main goal of activity;
2. determination of the main strategic directions and actions that the enterprise must carry out to achieve its goals. This takes into account two main factors:
   • how and to what extent the enterprise in the course of its activities will be affected by external factors;
   • what are the existing weaknesses of the enterprise and its internal capabilities. To what extent will the former be overcome and the latter potentially exploited;
3. flexible system development long term planning that fits into the structure of the enterprise (definition of a strategy that will ensure the achievement of the goals).

They call a common goal that causes joint aspirations for something among the members of the organization. The formulation of the mission is the answer to the question: why does it do what it does. A mission is a goal that unifies many roles. On the basis of the mission, the long-term goals of the enterprise or the qualitative results that it intends to achieve beyond the planned period to which it is going to approach are formulated.

Strategy It is a way or means to achieve a long-term goal. The strategy answers the question: what alternatives are better to use: available resources or opportunities to achieve the goals.

Enterprise objectives- achieve the results that are expected to be obtained within the planning period. They are determined by the interests of the owner, the amount of capital, the situation within the enterprise, the external environment. The right to set a task for the personnel of the enterprise remains with the owner, regardless of his status (private person, state bodies or shareholders).

tasks operating enterprise are:

• receipt of income by the owner of the enterprise (among the owners there may be the state, shareholders, private individuals);
• providing consumers with the company's products in accordance with contracts and market demand;
• providing the personnel of the enterprise salary, normal working conditions and the possibility of professional growth;
• creation of jobs for the population living in the vicinity of the enterprise;
• security environment: land, air and water basins;
• prevention of failures in the work of the enterprise (disruption of supply, release of defective products, a sharp reduction in production volumes and a decrease in profitability).

The most important task of the enterprise in all cases - generating income through the sale of products to consumers(work performed, services rendered). Based on the income received, social and economic needs are satisfied labor collective and owners of the means of production.

Formation of the company's goal

Politics, like strategy, belongs to the category of means. Policy answers the question: how should tasks be performed?.

The company has certain requirements for the process of formulating goals:

• goals must be achievable and realistic;
• goals should be clear and unambiguously formulated;
• the goal should be described as much as possible in terms and get the required quantitative design;
• the goal must have a deadline;
• goals should motivate performance actions in the right direction;
• the goal must be formulated and formalized;
• the goals of individual and group goals of the enterprise and firm must be compatible;
• goals are aimed at a certain effect and should be suitable for verification and adjustment.

When forming goals, any enterprise necessarily analyzes the environment of its existence. Analyzing an organization's environment is the process of identifying critical important elements external and internal environment, which can affect the firm's ability to achieve its goals. When analyzing the environment of a firm, a distinction is made between internal and external environments.

Factors of the internal environment enterprises are personnel, means of production, information and financial resources. The interaction of these factors results in finished products(work performed, services rendered). The internal environment consists of elements, services, departments that are directly involved in the process of production activities and include marketing, management, personnel, organization of the activity process, motivation. Changing these elements to one degree or another determines the activity of the company. These are the elements that the firm directly affects.

Factors enterprises act as consumers of products, suppliers of production components, as well as government agencies and the population living in the vicinity of the enterprise. The external environment directly determines the efficiency of the enterprise. The external environment includes suppliers, consumers, the state, competitors, society, nature, financial instruments, fiscal policy. External environment consists of working and general environment.

Working environment- These are the direct elements with which the enterprise comes into contact. For each firm, the working environment may be more or less the same, depending on industry affiliation and general business policy. Suppliers, consumers, competitors form the immediate environment, i.e. the working environment, everything else is included in the distant environment, which is formed from social, political, economic and technological factors.

General environment forms the company's strategy and determines the direction of its development. At the same time, the company must take into account the influence of the working environment and its internal capabilities. The totality of the internal and external environment is the organizational environment of the enterprise.

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Introduction

Any organization is located and operates within the external and internal environments. They predetermine the success of the company, impose certain restrictions on operational actions, and to some extent, each action of the company is possible only if the environment allows its implementation.

The external environment is a source that feeds 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 possibility of survival. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are 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. Task strategic management is to ensure that the interaction of the organization with the environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

Studying the internal environment of the company gives management the opportunity to assess the internal resources and capabilities of the company. By identifying the strengths and weaknesses of the company, management has the opportunity to expand and strengthen competitive advantages and, accordingly, prevent the occurrence of possible problems. As in the case of the external environment, the task strategic management companies to maintain and improve the parties that increase competitive advantage companies in the long run.

The purpose of this course work is:

· Study of the internal and external environment of the organization.

To achieve this goal, the following tasks must be completed:

study theoretical aspect on this topic;

Investigate the internal and external environment of the enterprise;

study a brief economic characteristics enterprises;

Analyze the internal and external variables of the enterprise.

The subject of this course work is the analysis of the internal and external environment of the enterprise.

The object of the study is LLC "Stimulus".

Methods used in term paper Keywords: comparative, analytical, normative-legal, monographic.

In writing this work, various textbooks were used, data financial statements enterprises.

Theoretical foundations of the internal and external environment

Internal variables

Goals

Internal variables are situational factors within an organization. Since organizations are systems created by people, internal variables are mainly the result of managerial decisions. This, however, does not mean that all internal variables are fully controlled by management. Often the internal factor is something "given" that management must overcome in their work.

The main variables in the organization itself that require management attention are goals, structure, tasks, technology, people.

An organization, by definition, is a group of people with conscious common goals. Organization can be seen as a means to an end that enables people to do collectively what they could not do individually. Goals are specific end states or desired outcomes that a group seeks to achieve by working together. During the planning process, management develops goals and communicates them to the members of the organization. This process is a powerful coordination mechanism because it enables the members of the organization to know what they should be striving for.

An organization can have a variety of goals, especially for different types of organizations. Organizations that do business are focused primarily on the creation of certain goods or services within specific constraints - on costs and profits. This task of theirs is reflected in such goals as profitability (profitability) and productivity. State bodies, teaching institutes and non-profit hospitals are not looking to make a profit. But they are concerned about costs. And this is reflected in a set of goals formulated as the provision of specific services within certain budgetary constraints.

In departments, as well as in the whole organization, it is necessary to develop goals. The goals of departments in different organizations that have similar activities will be closer to each other than the goals of departments in the same organization engaged in various types activities. Because of these differences in unit goals, management must make efforts to coordinate them. The main guiding moment in this case should be considered the overall goals of the organization. The goals of the departments should make a specific contribution to the goals of the organization as a whole, and not conflict with the goals of other departments.