Strategic position, as we showed in the example Virgin Atlantic Airways can usually be expressed in three to six indicators. Sometimes, however, the essence of a strategic position and the organization behind it is reflected in a single phrase. Here are some examples:
Cisco -"Network solutions";
BMW- “With pleasure behind the wheel”;
Lexus- “Passionate Striving for Excellence” (formerly “Ruthless Striving for Excellence”);
Banana Republic- “Simply pleasure”;
American Express -"Do more";
London Business School - Transforming the Future.
Such a phrase should reflect the strategic position in both the external and internal environment of the company. Therefore, it does not necessarily have to be an advertising slogan, which is a means of communication with customers. The position may be deliberately understated (“The [product] just works better”) or conveyed in emotional language (“Passionate desire for superiority”). In any case, the substance of the position must reflect the soul of the organization, inspire those involved in implementing the strategy, must be relevant to customers and differentiate the company from competitors.
Development and selection of a strategic position
How should position(s) be selected to advance strategy both within and outside the organization and to create a non-repeatable, sustainable competitive advantage? As suggested by Fig. 12.1, this process is generally parallel to the analysis of all those factors that influence strategic decisions (see Chapter 7). A strategic position must be meaningful to customers, differentiate the firm from its competitors, and reflect and be supported by the overall business strategy. It follows that positioning must be supported by an analysis of the organization's customers and competitors, as well as an examination of its strengths, initiatives and strategies.
Importance to target market. Ultimately, success depends
on market reaction; This means that strategic positions must be created
create a point of difference that truly matters to customers. Ace
associations with the brand that generate emotional benefits or
The benefits of self-expression serve as an excellent complement to the usual, practical reasons for making a purchase. Undoubtedly, the process of unboxing Tiffany-branded goods evokes deeper feelings than the same process, but after purchasing Macy's, and the bracelet evokes a very special sensation if it was purchased in a store Tiffany, not in a regular department store.
Difference from competitors. In many cases, the success of the entire enterprise depends on differentiation. As already mentioned, agency data Young & Rubicam show that the most important indicator of brand strength is differentiation. The same study provides evidence to support the idea that emerging brands “gain momentum” through differentiation, while those that are losing popularity are the ones who lose it in the first place.
Reflects the culture, strategy and capabilities of the business. You should not try to be something you are not. A position that does not correspond to the real situation around the brand is not only economically unprofitable, but also strategically harmful: it undermines the core equity of the brand, causing customers to be skeptical about its statements.
Points of Evidence and Strategic Imperatives
A company must always deliver on its promise. The implementation of this task requires the presence of points of evidence and, quite often, strategic imperatives.
Points of evidence - These are the programs, initiatives, and assets a company already has that add real value to its strategic position by helping to explain its meaning. Position L. L. Bean's, aimed at outdoor enthusiasts, includes evidence such as maintaining the heritage of the brand (outdoor activities), the presence of stores selling products for outdoor activities, and the competence and professionalism of the staff working with customers. Position of department store chain Nordstrom determined by customer service and supported by the following points of evidence.
The company's established reputation is based on excellent customer service.
The company's policy is to focus service personnel on individual customer service, rather than the sales area.
A well-known and reliable return policy for consumers.
A rewards program that prioritizes positive customer experiences.
High quality of staff work and a special recruitment program for department stores Nordstrom.
Employee empowerment policies that enable innovative responses to customer concerns.
The gap between what the brand currently delivers, even given the evidence points, and the promise expressed in the strategic position may be a reason to use strategic imperatives. Strategic Imperative is an investment in an asset or program that is necessary to fulfill a promise to customers. What organizational assets and competencies does the strategic position involve? What investments are needed to create any of those assets or competencies that do not already exist?
For example, if a regional bank seeks to establish customer relationships, then this may require two strategic imperatives. First, it may be necessary to create a customer database that allows all front-line employees to have access to all accounts for a particular customer. Second, a program to improve the interpersonal skills of these employees (including training and performance evaluation) may be needed.
Main ideas
Strategic position defines a company's desire to be perceived by customers, employees and partners in comparison with competitors and the market as a whole. The position should differentiate the company from competitors and be relevant to customers. It contributes to the development of strategic options, the culture and values of the organization, and the creation and implementation of communication programs.
Based on the airline's position Virgin Atlantic Airways lies the extraordinary quality of service, the idea of value for money, the status of an alternative company and contempt for rules.
Strategic position IBM has evolved along with the development of the market. The turning point came in the mid-1990s,
344 Part III. Alternative business strategies
when Lou Gerstner took on a completely new position as an e-business specialist.
Charles Schwab The company is gradually expanding its position: from a discount broker, the company has turned into an asset accumulator, then into an e-trader and finally into a finance manager.
The previous two chapters examined the company's strategic positioning of excellence, focus, value, innovation, and globality.
Other positioning base options include product category, product features, breadth of offering, purchase or use experience, intangible characteristics of the organization, emotional and expression benefits, impression, modernity, brand personality, and differentiation from competitors.
In a dynamic environment, trendsetting companies create new categories; companies responding to trends adapt to emerging subcategories; and companies that ignore trends ignore them.
Strategic positions must reflect the company's culture and strategy, differentiate it from competitors, and be important to the target market. Benchmarks and strategic initiatives are required to ensure that a brand delivers on its aspirational promise.
Topics for discussion
1. How the company positions itself Virgin Atlantic Airlines? Do the parameters of this position, especially high quality and high level serving her personality? If they contradict, how does she deal with it? How is such positioning implemented in practice? What are the points of evidence in this case? Why don't other brands try to copy Virgin's brand building programs?
2. Track the company's position IBM throughout the history of its existence. How did the company develop? What would you recommend IBM by implementation of a new position “on demand”? What are the key success factors? What was the logic behind creating PCjr? Why did this idea fail? What lasting impact did this have on the image? IBM?
Chapter 12. Strategic Positioning
3. Company Charles Schwab repositioned itself five times. Describe each repositioning. In each case, was the company's image a barrier to the new position?
4. Select three brands in a specific industry. How are they positioned? Which one do you think is the best? Does the positioning of this brand provide any emotional or self-expression benefits? How would you rate each brand's positioning strategy? Make your own assumptions about what the proof points and strategic imperatives are for each of the brands.
5. How would you adapt your activities to the healthy food trend if you were a leader? McDonald's or Burger King? What options would you use? Discuss the challenges associated with implementing each option. How would you solve these problems?
6. Analyze the company's hotel chain concept Joie de Vivre. Think about what themes might be influenced by magazines and movies and come up with your own hotel design based on each concept. For each topic, choose five words that might reflect it.
Notes
1. The concept of brand personality also includes extended personality (aspiration associations, traits that are less important to buyers than the personality traits of the brand) and the essence of the brand (reflected in a single phrase that encapsulates almost the entire personality of the brand). In addition, according to the brand personality model, personality should create value, including functional, emotional and/or self-expression benefits, and help maintain the relationship between the brand and the customer. For more information see: David A. Aaker, Building Strong Brands, New York: The Free Press, 1996, and David A. Aaker and Erich Joachimsthaler, Brand Leadership, New York: The Free Press, 1999.
2. Pantea Denoyelle and Jean-Claude Larreche, Virgin Atlantic Airways, Case publication INSEAD, 595-023-1.
3. Louis V. Gerstner, Jr., Who Says Elephants Can't Dance? New York: Harper Business, 2002.
4. John Gorham, "Charles Schwab: Version 4.0", Forbes, January 8,2001, pp. 88-96.
Workshop (for part III)
Strategic repositioning: quality as an option
Hobart Corporation
More than a hundred years Hobart Corporation is a manufacturer of equipment for the sector Catering(restaurants and catering establishments) and retail(grocery and convenience stores). Although the company has become known over the years for the high quality of its products and their reliability, it has not always been seen as an industry leader. However, she enjoyed great confidence. Not only was it the largest company in terms of sales volume, but it also had a broad reach across the industry and its product categories, and had a service network to match (around 200 plants and over 1,700 vans). A company's most prominent competitors were superior in a particular product category (such as refrigerators) or were well known in one industry sector but lacked breadth of offerings Hobart.
Cause of concern Hobart there was the emergence of cheaper competing goods that were produced abroad. Most buyers continued to purchase goods Hobart, but the threat to business was growing. Additionally, it was difficult to create advertising and trade show materials that could cut through the clutter of information reaching consumers. The company faced the difficult task of creating exceptional products that could attract the attention of customers.
To address these issues, the company attempted to create a different, customer-focused brand that could become not only an industry product leader, but also a “thought leader.” She wanted to be known for the best quality "plus something"
Workshop (for part III)
something else." The main guiding idea was to offer solutions to the day-to-day issues faced by its customers in their companies, such as recruiting, training and retaining good employees; storage of food products; security pleasant impressions while eating; cost reduction; reducing weight loss of products during the preparation process and increasing sales growth in stores opened at least a year ago. To solve all these problems, the company systematically formed and improved its knowledge base.
The idea of solving customers' everyday problems resulted in the creation of an effective brand building program around the key phrase “Reliable equipment, reliable advice.” A key element of this program was a magazine called “Sage: Expert Advice for Professionals.” Food Industry” (which could also be found online on the company’s website in the “Sage Online” section). The magazine offered a comprehensive and objective examination of the problems and questions of customers, which made it a publication for wide sale, and not just a tool for corporate promotion. During industrial exhibitions, part of the company’s stand Hobart there was an “Idea Center” where people could get reliable advice from experts on solving the problems they faced in running their business. Within the company itself, the leadership message was constantly reinforced in departmental and company-wide meetings and through internal newsletters.
In addition, the company Hobart provided useful information on key industry business issues on its own website hobartcorp.com. Visitors to the site could find official documents, Q&A discussions with industry experts, instructions and other materials that were updated every week. The brand was present online and elsewhere through the strategic placement of information offered Hobart, on many other sites that were frequented by people working in the industry. Some of the information provided on the website is produced and distributed in printed form.
Company Hobart shared her information and gave useful tips through appearances at major industry trade shows, at events such as the Home Meal Replacement Summit, and in articles published in industry magazines (such as Hotel Magazine). The purpose of work in the field of public relations
Part III. Alternative business strategies
became the placement of ideas, not products. Company Hobart also changed its approach to new product releases, focusing on how each product helps the buyer solve key issues in their business. Instead of highlighting certain features of its product, such as the hidden water jets in the Hobart TurboWash dishwasher, the company advertised how it made cleaning pots and pans easier, thereby making work more enjoyable for restaurant and food service workers.
Print advertising, which was the original means of brand building, played a smaller but still important role, remaining focused on solving the main problems of consumers. For example, one ad featured a sink with the message: “Employees must wash their hands before returning to work.” Below the picture was the question, “Do you need a more comprehensive approach to food safety?”, followed by a description of the solutions the company offers Hobart.
Topics for discussion
1. Why chefs buy products Hobart to equip your kitchens?
2. What was the company's position before the start of the Reliable Equipment, Reliable Advice program? How has she changed?
3. What strategic directions does the company use? Hobart!
4. The implementation of the new program absorbed resources, thereby reducing the efficiency of communication of product innovations. Was this a wise decision? Which approach would provide the best support for quality positioning?
5. How might competitors position themselves relative to the strategic position? Hobart! What criteria might be helpful in developing this strategic position? ■
RUSSIAN ACADEMY OF PUBLIC SERVICE
UNDER THE PRESIDENT OF THE RF
URAL ACADEMY OF PUBLIC SERVICE
Chelyabinsk Institute
Department of Economics and Management
Choosing an organization development strategy
Chelyabinsk 2009
Introduction
Chapter 1. Strategic management of an organization
1.1 Definition strategic management
1.2 Defining the mission and goals of the organization
1.3 Analysis and choice of strategy
1.4 Strategy implementation
1.5 The process of choosing an organization's strategy
Chapter 2. Development strategy of OJSC Chelyabinsk Dairy Plant
2.1 History of the founding and development of OJSC Chebarkul Dairy Plant
2.2 Assessment of factors influencing the activities of the enterprise
2.3 Organization development strategy
Conclusion
Bibliography
Introduction
The importance of strategy to enable a firm to survive competition over the long term has increased dramatically in recent decades. Accelerating change in environment, the emergence of new requests and changes in consumer position, the emergence of new business opportunities, the development of information networks, wide availability modern technologies, the changing role of human resources and other reasons have led to an increase in the importance of developing an organization development strategy.
A. Chandler, the author of one of the pioneering works in the field of strategic planning, believes that strategy is “the determination of the main long-term goals and objectives of an enterprise and the approval of a course of action, the allocation of resources necessary to achieve these goals.” In management, strategy is considered as a long-term, qualitatively defined direction of development of an organization, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the organization’s position towards the environment, leading the organization to its goals. Strategy is a set of rules that guide an organization when making management decisions in order to ensure the implementation of the mission and achievement of the organization's business goals.
In order to achieve optimal functioning, an enterprise must choose a good strategy, which, in turn, must be built on strong positions and exploitation of opportunities. Various models are used to select strategies.
There is no single strategy for all organizations. Each organization is unique in its own way, therefore the process of developing a strategy for each organization is different, since it depends on the organization’s position in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment and etc.
The development strategy of the dairy industry enterprise of the Chelyabinsk region 0A0 “Chebarkul Dairy Plant” is also considered - its goals and objectives, the functions it performs, the potential that this organization has to solve the tasks assigned to it.
Chapter 1. Strategic management of an organization
1.1 Definition of strategic management
Strategic management is the management of an organization that relies on human potential as the basis of the organization, focuses production on consumer needs, carries out flexible regulation and timely changes in the organization in accordance with environmental changes and allows achieving competitive advantages, which allows the organization to survive and survive. achieve your goal in the long term.
In a highly competitive and rapidly changing environment, firms must not only focus on the internal state of affairs, but also develop a long-term behavioral strategy that would allow them to keep up with changes occurring in their environment. Practice shows that, as a rule, there is no strategic approach in the actions of organizations, which often leads to defeat in the market struggle. This is due to the fact that, firstly, organizations plan their activities based on the fact that the environment will not change, or there will be no qualitative changes in it. Secondly, planning begins with an analysis of the organization's internal capabilities and resources.
Strategic management can be considered as a set of five interrelated management processes:
1. Environmental analysis.
2. Definition of mission and goals.
3. Choice of strategy.
4. Execution of strategy.
5. Evaluation and control of implementation.
Environmental analysis is generally considered the initial process of strategic management because it provides the basis for defining the mission and for developing strategies. Analysis of the environment involves studying its three parts:
1. Analysis of the macroenvironment includes the study of the influence of such environmental components as the state of the economy; legal regulation and management; political processes; natural environment and resources; social and cultural components of society; scientific, technical and technological development of society; infrastructure, etc.
2. The competitive environment is analyzed according to its five main components: competitors within the industry; buyers; suppliers; potential new competitors; manufacturers of possible replacement products. Each of these five competitive entities is analyzed from the point of view of competitive strength and competitive capabilities.
3. Analysis of the internal environment reveals the internal capabilities and potential that a company can count on in competition in the process of achieving its goals, and also allows us to better understand the goals of the organization and more accurately formulate the mission. It is important to always remember that the organization not only produces products for the environment, but also ensures the existence of its members, providing them with work, the opportunity to participate in profits, creating social conditions for them, etc. The internal environment is analyzed by the following directions: company personnel, their potential, qualifications, interests, etc.; research and development; production, including organizational, operational and technical and technological characteristics; company finances; marketing; organizational culture.
1.2 Defining the mission and goals of the organization
Defining mission and goals, considered as one of the processes of strategic management, consists of three subprocesses: determining the mission of the company; defining long-term goals; defining short-term goals.
The main overall goal of the enterprise is clearly expressed reason its existence is designated as its mission. Goals are developed to achieve this mission.
The mission details the status of the enterprise and provides direction and guidance for defining goals and strategies at various organizational levels. The mission statement of the enterprise should contain the following:
· finding out what kind of business activity the company is engaged in;
· determination of the company's operating principles under pressure from the external environment;
· identifying the company culture.
Some leaders do not care about choosing and articulating the mission of their organization. For them, this mission seems obvious - making a profit. But if we think carefully about this issue, then the inadequacy of choosing profit as the overall mission becomes clear, although it is undoubtedly an essential goal.
Profit is a completely internal problem of the enterprise. Since an organization is an open system, it can ultimately survive only if it satisfies some need outside itself. To earn a profit, a company must monitor the environment in which it operates. Therefore, it is in the environment that management looks for the overall goal of the organization.
A long-term goal has a planning horizon of approximately five years. A short-term goal in most cases represents one of the organization's plans that should be completed within a year.
Goals will be a significant part of the strategic management process only if they are correctly formulated, known to employees and accepted by them for execution. The strategic management process will be successful to the extent that senior management is involved in setting goals and to the extent those goals reflect management's values and the firm's realities.
Defining the mission and goals of the company leads to the fact that it becomes clear why the company operates and what it strives for. Knowing this, you can choose a better strategy of behavior.
1.3 Analysis and choice of strategy
This process is considered the core of strategic management. With the help of special techniques, the organization determines how it will achieve its goals and realize its mission.
The definition of strategy for a firm fundamentally depends on the specific situation in which the firm finds itself. However, there are some general approaches to strategy formulation and some general frameworks within which strategies fit.
When determining a company's strategy, management is faced with three main questions related to the company's position in the market: which business to terminate; what business to continue; what business to go into.
The first area is related to leadership in minimizing production costs. The second area of strategy development is related to specialization in product production. The third area of strategy definition relates to the fixation of a particular market segment and the concentration of the firm's efforts on the selected market segment.
All the variety of strategies that commercial and non-profit organizations demonstrate in real life are various modifications of several basic strategies, each of them is effective under certain conditions and the state of the internal and external environment, so it is important to consider the reasons why an organization chooses one strategy over another.
The limited growth strategy is used by most organizations in established industries with stable technology. With this strategy, development goals are set “from what has been achieved” and adjusted to changing conditions.
The growth strategy is most often used in dynamic industries with rapidly changing technology. It is characterized by the establishment of an annual significant excess of the level of development over the level of the previous year.
The reduction strategy is the least often chosen by organizations. It is characterized by setting goals below the level achieved in the past. A reduction strategy is resorted to when the organization’s performance indicators acquire a steady tendency to deteriorate and no measures change this trend.
A combined strategy is any combination of the considered alternatives—limited growth, growth, and contraction. A combined strategy is usually followed by large organizations that actively operate in several industries.
Basic strategies serve as variants of the overall strategy of the organization, being filled with specific content in the process of fine-tuning.
1.4 Strategy implementation
Execution of strategy is a critical process, since it is the process that, if successfully implemented, leads the company to achieve its goals. Very often there are cases when firms are unable to implement the chosen strategy. This happens either because the analysis was carried out incorrectly and incorrect conclusions were drawn, or because unforeseen changes occurred in the external environment. However, strategy is often not implemented because management fails to properly engage the firm's existing capacity to implement the strategy. This especially applies to the use of labor potential.
For the successful implementation of a strategy, it is necessary that, firstly, goals, strategies and plans are well communicated to employees in order to achieve on their part both an understanding of what the company is doing and their informal involvement in the process of implementing strategies, in particular to ensure that employees develop commitments to the company to implement the strategy. Secondly, management must not only ensure the timely receipt of all resources necessary for the implementation of the strategy, but also have a plan for implementing the strategy in the form of targets and record the achievement of each goal.
In the process of implementing strategies, each level of management solves its own specific tasks and carries out the functions assigned to it.
Assessing and monitoring the implementation of strategies is logically the last process carried out in strategic management. This process provides stable feedback between how the process of achieving goals is progressing and the actual goals of the organization. The main objectives of any control are:
· determination of what and by what indicators to check;
· assessment of the condition of the controlled object in accordance with accepted standards, regulations or other standards;
· clarification of the reasons for deviations, if any are revealed as a result of the assessment;
· adjustment, if necessary and possible.
When monitoring the implementation of strategies, these tasks acquire a very specific specificity, due to the fact that strategic control is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the company's goals. This fundamentally distinguishes strategic control from managerial or operational control, since it is not interested in the correct implementation of the strategic plan, the correct implementation of the strategy, or the correct execution of individual works, functions and operations, because it focuses on whether it is possible to implement the adopted strategies in the future and whether their implementation will lead to achieving the set goals. Adjustments based on the results of strategic control can relate to both the strategies and the goals of the company.
1.5 The process of choosing an organization's strategy
Having analyzed external dangers and new opportunities, bringing the organizational structure into line with them, the organization’s management begins to choose a strategy.
The choice of strategy is the central point of strategic planning. Typically, an organization chooses a strategy from several alternative options.
The process of choosing a strategy consists of the stages of development, refinement and analysis (evaluation). In practice, these stages are difficult to separate, since they represent different levels of the same analysis process, but use different methods.
At the development stage, strategies are formulated to achieve the goals set. The main task of this stage is to develop as many alternative strategies as possible to achieve the set goals. This significantly expands the choice and prevents you from missing out on a potentially better option. Therefore, not only top managers, but also middle managers are involved in the work.
The next stage of developing a strategy is to bring the overall strategy to the level of its adequacy to the goals of the development of the organization in all their diversity.
The decisive point in choosing a development strategy is the analysis and evaluation of alternative options.
The assessment task is to choose a strategy that would ensure maximum efficiency of the company's activities in the future to achieve its main goals. The general strategy is filled with specific content.
The strategic choice must be based on a clear concept of the development of the organization, and the formulation itself must be unambiguous and clear. The significance of the choice is determined by the fact that the chosen strategy for a long time limits the freedom of action of management and has a profound impact on all the decisions it makes. In this case, numerous factors must be taken into account: risk, experience of past strategies, influence of share owners, time factor, etc.
There are several methodological approaches that allow you to evaluate strategic alternatives for the development of a company. They can be used locally or in a specific combination, depending on the task at hand.
Chapter 2. Development strategy of OJSC Chelyabinsk Dairy Plant
2.1 History of the founding and development of OJSC Chebarkul Dairy Plant
OJSC "Chebarkul Dairy Plant" is located in a favorable raw material zone rich in farmland. Among the dairy industry enterprises of the Chelyabinsk region, the Chebarkul Dairy Plant is the undisputed leader. The use of the latest equipment and modern technologies allows us to regularly expand the range of products. Today it consists of 45 items.
The range of consumers of the products is quite wide: from infants to the elderly. The plant supplies its products to retail outlets in many cities of the Chelyabinsk region: Miass, Kopeisk, Zlatoust, Chebarkul, Chelyabinsk, etc.
The plant dates back to 1929, when, having surplus milk on a private farmstead, the purchase and production of dairy products was organized in Chebarkul and in the villages of the region. With heavy manual labor, they produced a small range of dairy products (milk, cream, cottage cheese). They were supplied to industrial new buildings (Chelyabinsk Tractor Plant, etc.). Subsequently, thanks to the development of dairy farming, the dairy industry in the region began to develop. They began to build separator departments in villages.
In 1965, a new dairy plant was launched in Chebarkul. Having rich historical traditions, experience in dairy production, constantly engaged in technical re-equipment, the Chebarkul Dairy Plant as part of the Chelyabinsk Dairy Plant currently occupies a leading position in the dairy industry of the region.
27 farms in the Ural region, rich in farmland, supply milk to the plant, including 13 farms from the Chebarkul region, 10 from Bashkortostan, 4 from other regions of the region. The plant is constantly increasing its production volumes, annually processing about 30 thousand tons of milk. In 2002, the enterprise processed 30,712 tons of milk, produced 339 tons of animal butter, 338 tons of powdered dairy products, 189 tons of cheese, 25,556 tons of whole milk products. In 2003, production volumes increased by 24.8 percent. Subsequently, the volume of dairy production continued to increase.
2.2 Assessment of factors influencing the activities of the enterprise
Factors that positively influence the activity of the enterprise include the following:
· high overall level of quality and the associated high competitiveness of products;
· wide awareness of buyers about the products and technological capabilities of the plant;
· good development of the sales sphere and wholesale trade;
· flexibility and high response to new commercial offers;
· carrying out quite effective pricing policy.
Let's take a closer look at each of these factors. The products of the Chebarkul dairy plant have always been famous for their excellent quality and have been awarded diplomas at prestigious competitions more than once. The plant is the winner of the "100 best products Russia", "20 best goods of the Chelyabinsk region", an annual participant in international exhibitions and fairs "Agro", winner of a 1st degree diploma and a gold medal "For high quality products". Work on technological re-equipment and the introduction of new technologies at the Chebarkul dairy plant continues to this day Modern equipment was purchased, with the help of which the quality was improved, the range of products was increased and, accordingly, this ensures the high competitiveness of the products.
High awareness of buyers about the products and technological capabilities of the plant is achieved through participation in various exhibitions: regional and all-Russian. Also, the plant management is actively working with potential buyers and the population, regularly organizing excursions to the plant.
Products are sold to 958 retail outlets. Most of them are regular consumers. There are a lot of competitors, so you have to constantly be on the alert. Behind long years The quality of products has been improved and their range is expanding.
In the city of Chebarkul and the sanatorium-resort area, where many recreation centers, sanatoriums, and children's health camps are located, the Chebarkul Dairy Plant is the main supplier of dairy products. In addition, the products are in great demand in Chelyabinsk, Kopeisk, Zlatoust, Miass. Every day the plant sends up to 80 tons of dairy products to these cities using its transport.
Recently opened near the plant wholesale store, since the existing expedition could no longer cope with the increased volume of sales. This made it possible for residents of the city and nearby villages to buy large quantities of goods at wholesale prices.
To describe the influence of the dairy market on the plant, it is necessary to take into account factors external to the enterprise that characterize the activities of various economic entities and management bodies:
· presence of potential competitors in the market “space”;
· the level of competitiveness of other market participants in terms of enterprise products;
· number of suppliers, terms of supply of materials for their substitutes, level of offered prices;
· influence of buyers on the price level and quality of products;
· the degree of favorability in the markets of products produced by enterprises in the region;
· features of tax legislation;
· degree of support for enterprises by government structures.
The main competitors of the Chebarkul dairy plant are the Kopeysky, Korkinsky, South Ural dairy plants and the Etkul "Oreol". A large dairy holding was created on the territory of the Chelyabinsk region, which included OJSC Chelyabinsk City Dairy Plant (OJSC ChGMK), OJSC Chebarkul Dairy Plant and OJSC Magnitogorsk Dairy Plant. All three companies have a dominant position in the market. The total share of OJSC Chebarkul Dairy Plant and OJSC Chebarkul Dairy Plant in the Chelyabinsk dairy products market in 2004 was 48.8.
The raw material base that the plant now uses has long been established: 80 percent of the milk is supplied by the Chebarkul region. We have developed our own mechanisms that allow us to retain our raw milk. This is a system for delivering milk from the farm at your own expense and a system for lending to agricultural producers. Example: Kundravinskoye, the second largest farm in the Chebarkul region, is now in a deteriorating state, but the plant supports it and provides loans.
Thanks to well-established connections and mutual assistance, the Chebarkul dairy plant has a stable raw material base. 27 farms in the Ural region supply him with milk.
The Chebarkul dairy plant, in order to support rural suppliers, provided them with large loans for milk production, with the return of raw materials in 2009. And for this he went into debt. Now we need to refinance, but banks are not giving new loans. Also, last summer the plant invested considerable funds in the technical re-equipment of the Valaam collection point (freon coolers were installed there), and is developing the purchase of milk from the population.
Municipal support for entrepreneurship has been carried out in the Chebarkul urban district since 2001, since the adoption of the first city program “Main directions for the development of the consumer market in the city of Chebarkul for 2001-2005.”
In 2001, an information and consultation center (ICC) was created in the city district administration as part of the economic department. A workplace has been equipped for free access for representatives of small and medium-sized businesses to reference information areas such as legislation, economics and taxation (“Garant”, “Consultant-Plus”). The ICC has installed the Kontur-Extern program for submitting reports to the tax office.
Free consultations are provided to small and medium-sized businesses. The scope of consulting covers all aspects of business activity.
In August 2005, to promote the development of small business, a public coordination council for the development of small business was created under the head of the Chebarkul urban district (UCD). It consisted of 18 people. Currently, changes have been made to include representatives of medium-sized businesses. Since the creation of the Council, all draft normative legal acts have been examined at OKC meetings. Council meetings are held as questions arise. The range of issues considered is different: from carrying out entrepreneurial activities to public life cities.
The second Program “Development of the consumer market for 2006-2010” was adopted with funding for professional skills competitions, seminars and exhibitions.
The meeting of deputies of the Chebarkul urban district approved a target program for the development of small and medium-sized businesses for 2008-2010.
The website “Information and Consultation Center for Entrepreneurship Support of the City of Chebarkul” operates on the official portal of the city district. Small and medium-sized businesses have free access to the city website “Municipal Order” and they actively participate in competitions for the supply of goods, works and services for municipal needs.
Participation in regional competitions and events of representatives of small and medium-sized businesses of the Chebarkul urban district was carried out with the direct support of the administration of the urban district.
The administration of the Chebarkul municipal district is developing regulatory legal acts to reduce administrative barriers in business, establishing economically justified rates of land tax, land rent, and the coefficient of a single tax on imputed income.
Support and development of small businesses remains one of the main areas of work of local governments. All this indicates a high degree of support for the Chebarkul dairy plant from the authorities.
2.3 Organization development strategy
Thus, the Chebarkul dairy plant is currently a successful enterprise that has won the trust of consumers with its high-quality and tasty products. For further development, the plant management chose a strategy to develop new products for established and long-developed markets. This strategy is often used when a company has a number of successful products that have gained great popularity among consumers. It is necessary to develop new or modified products for existing markets, with an emphasis on improving the quality of the products produced. At the same time, other small innovations are also being carried out, closely related to already introduced goods and their sale to consumers who are loyal to this manufacturer and its brands. Today, the range of products includes 47 items: milk, kefir, fermented baked milk, bifidok, sour cream, cheese, Krestyanskoye butter, cottage cheese and curd products, milk powder and much more. The plant is constantly increasing its production volumes, annually processing about 30 thousand tons of milk. The plant purchased a lot of modern equipment, including a homogenizer - a unit that allows you to break down fat globules in milk to almost molecular size. As a result, the milk does not settle and its quality increases significantly. Many years ago, we were one of the first at the plant to abandon glass bottles and began filling products into Tetra-Pak packaging, and now they have additionally installed three automatic machines for filling products into polyethylene film. We also bought a new separator, an emulsifier, three pasteurization and cooling units, machines for packing sour cream in plastic jars, and refrigeration units for vehicles supplying products to retail outlets.
In the near future, the plant will have a new modern line for packaging products in plastic bottles. Similar equipment is already operating in the Sverdlovsk region, and in our region the “pioneer” of such a line will be the Chebarkul dairy plant.
Conclusion
For an enterprise of any form of ownership and any scale of economic activity, management of economic activities, determination of strategy, as well as planning are essential. But since there is no single strategy for all enterprises, and therefore each enterprise that wants to survive in harsh market conditions develops its own strategy based on an analysis of the external environment, its own potential, based on the goals and mission of the organization. Developing an organization's strategy is not an end in itself for strategic management. This complex and time-consuming work becomes meaningful only if the strategy is subsequently successfully implemented. In order to control the process of strategy implementation and be confident in achieving the set goals, organizational leaders are forced to develop plans, programs, projects and budgets, motivate the process, i.e. manage it.
Strategic management involves not only a thorough study of all its areas, which becomes obvious, but the mandatory participation of managers at all levels of management in its development.
Strategy planning - view management activities, requiring significant effort and time. The main condition for the effective functioning of the strategic planning system is constant attention to it from the outside. senior managers, the ability to prove the need for planning to involve them in the development and implementation of a strategy wide circle employees. This attention is especially important at the first stage of implementing a planning system in an organization.
In order to achieve optimal functioning, an enterprise must choose a good strategy, which, in turn, must be built on strong positions and exploitation of opportunities. The choice of a company's strategy is made by management based on an analysis of key factors characterizing the state of the company. Also, the choice of strategy largely depends on the style of organizational behavior.
Chebarkul Dairy Plant is currently a successful enterprise that has won the trust of consumers with its high-quality and tasty products. For further development, the plant management chose a strategy to develop new products for established and long-developed markets. The plant is constantly increasing its production volumes, acquiring a lot of modern equipment, and producing new products that meet all quality requirements and taste preferences of consumers.
Bibliography
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2. Vikhansky O., Naumov A. Management: Textbook for universities. M.: Higher School, 1994.
3. Vikhansky O., Naumov A. Management: Person, strategy, organization, process. M.: Higher School, 1995.
4. Golubkov E.P. Marketing: strategies, plans, structures. M.: Delo, 1995.
5. Doyle P. Management: strategy and tactics. S.-P.: Peter, 1999.
6. Lyukshinov A.N. Strategic management at agricultural enterprises. M.: Kolos, 1999.
7. Marketing in the agro-industrial complex, edited by Abramova G.P. M.: Kolos, 1997.
8. Meskon M., Albert M., Khedouri F. Fundamentals of management. / Per. from English M.: Delo, 1998.
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Vikhansky O., Naumov A. Management: Textbook for universities. M.: Higher school, 1994, p. 24.
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The word strategy comes from the Greek - the art or science of being a commander. History shows that the most talented and successful commanders attached great importance to the correct formation of army supplies, as well as decisions about when to enter into battle and when to enter into negotiations. However, the use of the concept of strategy is not the exclusive prerogative of the ancient Greeks. IN Ancient China in 480 BC e. a book was written called “The Art of Strategy”. Strategy was given the meaning of a norm of optimal behavior. Today there are several definitions of the term “strategy”:
The organization's strategy is general plan actions that determine the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals.
Strategy is the result of analyzing strengths and weaknesses, as well as identifying opportunities and obstacles to its development.
Strategy is an organization's planned response to changes in the external environment.
Strategy is the long-term plan of an organization.
Modern researchers agree on a general definition of the concept, although they take different positions when deciphering its individual components. For example, Quinn believes that a strategy should:
Support initiative;
Concentrate efforts at the right time in the right place;
Provide for such flexibility of behavior as to use a minimum of resources to achieve maximum results;
Denote coordinated leadership;
Assume a correct schedule of actions;
Provide guaranteed resources.
Mintzberg defines the concept of strategy through the so-called combination of the 5 “Ps”:
Strategy – plan actions;
Strategy – cover, i.e. actions aimed at outwitting one's opponents;
Strategy – order actions, i.e. the plan may not be feasible, but the order of action must be ensured in any case;
Strategy – position in the environment, i.e. connection with your environment;
Strategy – perspective, i.e. a vision of the state to which we must strive.
There are two opposing views on understanding strategy.
1. The final state is determined quite accurately, which must be achieved after a long period of time. Next, it is recorded what needs to be done in order to achieve this final state. After this, an action plan is drawn up, broken down into time intervals, the implementation of which should lead to the achievement of a final, clearly defined goal. Basically, this understanding of strategy existed in systems with centrally planned economies. With this understanding strategy - this is a specific long term plan achieving a specific long-term goal, and strategy development is about finding a goal and drawing up a long-term plan . This approach is undoubtedly based on the fact that all changes are predictable, that all processes occurring in the environment are deterministic and can be fully controlled and managed. An example of a strategy is a long-term plan for the production of certain products, which fixes how much and what to produce in each specific time period and how much and what will be produced in the final period.
Figure 1. Strategy as a long-term action plan
2. Strategy is a long-term, qualitatively defined direction organization development, relating to the scope, means and form of its activities, the system of relationships within the organization, as well as the organization’s position in the environment, leading the organization to its goals. This understanding of strategy excludes determinism in the behavior of the organization, since the strategy, determining the direction towards the final state, leaves freedom of choice taking into account the changing situation. In this case, strategy can be generally characterized as the chosen direction, the path of further behavior in the environment, the functioning within which should lead the organization to achieve its goals. (correlated with the concept of strategic management). That is, the goal is the destination, and the strategy is the means to achieve the goal.
Figure 2. Strategy as a direction of development
The main components of the strategy are presented in Figure 3.
Figure 3. Components of strategy
In business practice, the concept of strategy is revealed as follows:
Strategy as a development alternative
In practice, usually the task of determining alternatives for the company's development is not set at all, and the strategy is simply the company's long-term plan. At best, the development of alternatives is replaced by a description of pessimistic, optimistic and realistic development options. Such options are needed, but not as a result, but as an analytical basis for the further development of alternatives. If you have no doubt about which of the development options developed by analysts to choose, then in fact you are not making a choice. And this means that, firstly, real alternatives for the company’s development turned out to be “thrown away”, among which, perhaps, was the only alternative the company needed. And secondly, you internally do not accept responsibility for the “selected” alternative and its implementation; and the likelihood that the strategy will remain at the level of ideas greatly increases.
Strategy as rethinking your business
The strategic alternatives being developed usually do not go beyond the existing business configuration, considering only growth according to certain parameters (expansion of the product range, expansion into new regions, etc.). The radical result of rethinking your business is leaving it and moving to a new business. Typically, such an alternative appears when the prospects for further business development are not obvious or do not meet the requirements of the company's owners for its level of profitability. For example, the strategic plans of a number of leading Russian industrialists were seriously influenced by the example of the German company Mannesmann, which sold its metallurgical business in the 90s and moved into the telecommunications business.
The main logic of Mannesmann's strategy was to increase the company's capitalization by moving from a depressed industry to an actively growing industry. The logical conclusion of the implementation of this strategy was the successful sale of the telecommunications company Mannesmann to the English company Vodafone at the peak of the telecommunications boom. The fact that such a decision cannot be considered as having no alternative is evidenced by the example of the metallurgical company "Nucor" *, the total return on shares of which in 1975-1990 was. was 5.16 times higher than the US stock market average. At the same time, Nucor never left the “old” and depressed metallurgical industry.
Using the example of the American company "Kimberly-Clark" *, which sold all its pulp and paper mills and concentrated on the business of paper-based consumer goods, one can note important differences in the logic of choosing what would seem to be the same strategy. "Kimberly-Clark" admitted to themselves the unpleasant fact that they have no real prospects of becoming leaders in the paper market. But they had ambitions and they understood how exactly they could become leaders in the paper-based goods market, daring to supplant such a “monster” as Procter & Gamble. Starting with a small foothold and investing money from the sale of mills into the development of brands such as Huggies and Kleenex, after 25 years they were ahead of Procter & Gamble in six of eight product categories. This is an example of a successful business strategy. In these examples, it appears that it was Kimberly-Clark that actually reinvented its business and achieved strategic results, not Mannesmann.
Strategy as refusal
Serious difficulties often arise not only with the definition and selection of real development alternatives, but also with the consistent consequences arising from this choice. refusal from tasks, projects, businesses that do not correspond to this alternative. Developing everything at once is still a typical image of the “ideal” development strategy for Russian companies, both “old” and “new.” There are not many counter-examples yet. For example, Wimm-Bill-Dann deliberately abandoned its own beer business, concentrating on the business of dairy products and juices. A significant argument in making this decision was that similar Western companies do not deal in beer, and, in particular, the Danone company at one time decided to sell its beer business.
Strategy as system integration
Developing viable and competing alternatives is a complex and creative task of systemically integrating a large amount of heterogeneous information and objectives (owner goals, market forecasts, investment needs, etc.).
One of the most complex tasks- identification and integration of the owners’ goals into the strategy. We regularly face one of two extremes. Often the goals and interests of the company's owners are not reflected in the strategy at all or are only formally declared. In such cases, a seemingly “correct” strategy sometimes causes an unexpectedly negative reaction from the owners. Maybe because, according to the “correct” strategy, they need to actively invest in the company for 10 years without receiving anything? Strategy developers find themselves at a dead end, because... either they do not have direct access to the owners and do not know their goals and priorities, or they do not understand how to take into account (integrate) the stated goals of the owners into strategies.
The other extreme is the uncritical implementation in strategy of the goals and instructions of the owners, which conflict with market forecasts or the goals of the company's long-term development.
Strategy as a coordination of interests of the parties
The “political” aspect of strategy has so far been specially worked out mainly in large companies, from strategic decisions which determine the level of employment and the level of budget income of entire regions.
An interesting example of an atypical result achieved in the process of coordinating the interests of the parties was given at one of the conferences on the management of the ALT company by Alexey Kaplan (NTC-NIIOGR, Chelyabinsk). A mining and metallurgical holding company bought a mining enterprise. There were two strategic alternatives. First: within three years, the enterprise produces ore deposits with a high metal content and brings high profits to the holding. After which it closes, because Mining ore with low metal content is unprofitable. Second: the company is implementing a project to build a processing plant, which will make the extraction of ore with low metal content profitable. This ensures the operation of the enterprise for many years to come, and the owners - a total profit that is several times higher than the profit received from the implementation of alternative 1. But during the commissioning of the factory there will be no profit.
Naturally, at first the owners chose: alternative 1. The result of subsequent difficult negotiations, one of the key events in which was the conviction of a Western engineering company (Partner) to soften the terms of supply of factory equipment, was the owners’ acceptance of alternative 2. Alexey Kaplan comments on the jointly achieved result: for transformation a balance of interests of 5 elements is required: Owner, Authority, Manager, Personnel and Partners. The success of the transformation is possible with a 4:1 advantage.
Strategy as a "number"
One of the key prerequisites for the constructive resolution of the conflict of interests of the parties in the above example was the conduct of detailed calculations of the economic results of the implementation of each of the strategic alternatives using a computer model. The ability to compare strategic alternatives according to a number of economic parameters (accumulated profit, volume of required investments, etc.) is the most important prerequisite for an informed choice of development alternatives, especially by company owners. Our experience shows that, despite the presence of a number of assumptions and the enlarged calculations, this is where the company’s economic computer model turns out to be especially popular and effective.
Strategy as a response to a strategic challenge
As a result of the strategic analysis It turned out that if after 3 years we do not bring a new generation product to the market, our competitors will take us out of the market. This is an example of a strategic challenge for a company, on the basis of which a strategy is built as a plan for specific actions. This example can show the danger of uncritical use of “digits”. If we do not worry about what will happen to the company in the 4th year, then the strategy for 3 years will logically be based not on the “costly” alternative of developing a new generation product, but on one of the “profitable” alternatives, for example, the development of a distribution network .
If it was not possible to detect strategic challenges, then there is a possibility that they will reveal themselves, and at the most inopportune moment.
However, an adequate response to the identified strategic challenge is by no means an obvious task. Let's give another example of a beneficiation plant project: the director determined that the main strategic challenge for the company is price dependence on the monopolist - the consumer of the mined ore. The most obvious response to this strategic challenge was the reconstruction of the processing plant, which would make it possible to switch to the sale of concentrate, including export. Naturally, the project to reconstruct the enrichment plant required attracting serious investments. Unfortunately, instead of a consistent and realistic approach to the search for investments, the opportunistic approach of “solving the problem in one fell swoop” has prevailed. Almost all of the director’s time was spent on fruitless trips to the next potential investors, and the “abandoned” plant gradually became unprofitable and lost its investment attractiveness. The strategic challenge was correctly identified, but the response to it was unsuccessful.
Strategy as the formation of the desired future
Long-term forecasting is a complex process. This circumstance does not eliminate the need to prepare forecasts, but it forces us to place special emphasis on our own targeted activity in the market. In conditions of high uncertainty, we need to strive to create certainty for ourselves and for the market. High market uncertainty is not only a threat, but also an opportunity. An example of this approach is the adoption and implementation of a non-obvious decision to develop the same Izhora Plants, which traditionally produce heavy rope excavators, as heavy hydraulic excavators EG-5.5, which were not previously produced in Russia.
Strategy as a project
How viable the implemented strategy turns out to be largely depends on the extent to which it becomes a guide to action for the company and is “translated” into operational management tasks. The transition from a traditional management system with a predominance of routine tasks to a project management system with the systematic emergence of new tasks requiring solutions coordinated between departments is a difficult test for many companies. It is easier to overcome it if the goals set are ambitious and the hard-won results make employees proud.
Strategy as flexible rigidity
The company's situation, determined on the basis of an analysis of the external and internal environments, makes serious adjustments to the implemented strategic plan. The main thing is to determine which parameters of our strategy are fundamental, rigid, and which parameters are flexible, adaptable to the changing situation. For example, Thomas Edison had almost ten thousand unsuccessful attempts, before he invented and perfected the incandescent lamp. However, when a journalist asked Edison if he was going to continue to fail, Edison replied: "I have never failed. I have studied nine thousand versions of my idea that don't work."
Sometimes you have to completely revise your strategy, but you shouldn’t abandon the strategy itself. Moreover, a revision of the strategy may be caused not by unforeseen circumstances, but by an expansion of the strategic vision of the company's leaders. For example, the Irbit Motor Plant made a sharp turn from a strategy focused on mass sales in the domestic market and the creation of a new Wolf brand, to a strategy focused on niche sales in the foreign market and the exploitation of the existing Ural brand.
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Concept, types and types of competitive positions. Competitive strategies of the organization. Fundamentals of strategic positional analysis of an organization. Analysis of the external and internal environment, competitiveness, strategic management of the activities of the club-restaurant.
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Forecasts |
Expectations of external groups related to the organization |
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regarding changes; restrictions; obstacles; interests |
government; management; public opinion. |
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Possibilities |
Risks |
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area of activity; psychological factors; social factors; political factors; institutional factors. |
Risks in the field of activity, taking into account: psychological factors; social factors; political factors; economic factors; institutional factors. |
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Strengths |
Weak sides |
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in resources; in management |
in resources; in management |
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CONCLUSIONS |
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responding to forecasts; responding to the expectations of external groups; taking advantage of opportunities; preventing hazards and reducing risks; reliance on the strengths of the organization and their development; strengthening weak points |
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RESULT |
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current plans; long-term plans (annual, mid-term, long-term (strategic), etc.) |
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The goal of the subject of management when carrying out the function of analysis should be to strive to cognize and use as much as possible of objective realities, and to cognize them all together, in a system, without losing sight of any of the components of this system.
This can be actively promoted social information, relying on which the manager is able to deeply analyze the state of the system components and identify ways for their more efficient functioning. In fact, any management cycle begins with the collection and processing of information and ends with the receipt of a new amount of information, on the basis of which the next management cycle is resumed. The more extensive and versatile the information, the more stable and mobile the social control system.
Thus, the development of the entire set of goals of the organization (team), an objective assessment of the possibility of their implementation is impossible without their constant correlation with the available capabilities, material, time, and personnel resources. Such analysis in common system"end-means" is factual transition from goal setting to activity planning to achieve goals. In the most general terms the complete planning cycle consists of the following five stages:
1. Formation of the “problem field”: determination of the system of dangers (risks) and opportunities that the organization faces.
2. Planning goals: defining the goals that the organization will achieve (management design).
3. Planning the means to achieve goals: choosing or creating the means by which goals will be achieved.
4. Resource Planning: determining the volume and structure of the necessary resources, the time when they will be needed, and ways to obtain those that are not available.
5. Designing the implementation of plans and monitoring their implementation: who implements them, when, where and how implementation will be controlled.
2. In the management cycle, an important place is occupied by such a function as management decision. In fact, in the overall management process it is the core of management influence. Usually management decision is understood as a social act, prepared on the basis of a variant analysis and adopted in the prescribed manner, having mandatory significance, defining the goals and means of achieving them and organizing the activities of subjects and objects of management. Development and decision-making represent a certain cycle. Let's consider its main components.
1. Statement of the problem.
WHO should decide (you, another person, a higher authority, etc.)?;
WHERE, under what circumstances are decisions to be made?;
WHEN does a decision need to be made?;
HOW, in what form should the decision be expressed?;
WHAT determines the decision? What is its purpose? What is it used for? Why should you take it?
2. Identifying alternatives.
The main task of this stage is to ensure the completeness of the selection of possible alternatives (for example, constructing a table of alternatives and parameters of the corresponding solutions).
3. Selecting the optimal option.
The main problem of this stage is what to guide when choosing a single solution from many options (common sense, experience, intuition, precedents)?
4. Implementation of the solution.
In fact, the implementation of the decisions made is the content of the daily activities of the manager.
5. Control of results – the final element of the decision-making cycle. As a rule, this activity is entrusted to the group that prepared the solution itself. Moreover, the assessment of the work of this group should ideally be carried out not by the number of inspections, but by the proportion of plan items completed on time.
Depending on the personal characteristics of the leader, there are three main approaches to decision making.
1. Decision based on judgment - it is a choice based on knowledge or experience. The advantage of this approach to decision making is the speed and cheapness of the process of selecting alternatives. Its disadvantage is that it does not work in situations that have no analogues in the manager’s past experience.
2. Rational decision. Unlike the previous approach, the decision does not depend on past experience and is justified analytically (the decision-making stages listed above relate specifically to decisions of this type).
3. Intuitive solution. This approach to decision making is implemented on the basis of feeling, intuition that it is correct, without analyzing all the pros and cons.
Main properties of solutions:
validity(employees are convinced that the decision is truly justified);
timeliness;
feasibility(the predominance of “empty” (impracticable) decisions indicates low professionalism of managers and a desire to hide the true state of affairs);
rigidity of regulation. The following types of solutions are distinguished based on this property: contour (wide scope for choosing methods and methods of implementation); structured (in the implementation of which initiative is possible only in secondary issues); algorithmized (initiative excluded).
hardness– a characteristic that reveals the likelihood (possibility) of revising a decision.
The most important requirements for the subject of management when developing and implementing a solution, are analyticalness, competence, authority, diligence.
Determining the effectiveness of management decisions presents significant difficulties. However, if a specific decision is considered, then the principle of comparison is usually used: say, goals with actions to achieve them and the results of changes in the control object or comparison of costs and income received, etc. As for strategic management decisions, here efficiency is measured by those real changes in the level of satisfaction of any social needs or the development of industries, associations, organizations, as well as various social processes that occurred over a certain time period. Thus, normatively established goal, actions And results serve as components of establishing the effectiveness of management decisions.
3. Organization-motivation. The practical basis of this function is the management of people or social groups by managers in order to maintain and improve the activities of the management object. Organization as a function of managing social processes there is an impact on the consciousness and behavior of people by management bodies. Such an impact usually acts as a set of actions or processes aimed at creating and improving the relationships between the components of the social system, primarily between the subjects and objects of management.
The success of organizational management activities depends on a skillful combination of methods of persuasion and coercion in the process of influencing people, social groups, and work collectives. It is important to timely inform employees of the Russian Ministry of Emergency Situations about their job responsibilities, standards of behavior and sanctions for violating them. At the same time, we note that social norms come in different types; they are specific in relation to a particular field of activity. Usually to organizational management methods include organizational planning, orders (instructions), regulation, instructions and coaching, orientationAndreorganization. The given organizational methods are most often used in a comprehensive manner, taking into account the characteristics of the activities of the subject of management (goals and objectives, stage of the management cycle) and the object of management, which makes it possible to ensure their optimal combination and consistent connection at individual stages of solving a management problem.
The path to effective management of a person lies through understanding his motivation. In the most general terms motivation person to activity is understood as a set of external and internal driving forces that encourage a person to carry out activities aimed at achieving certain goals. The concept of “motivation” includes moments of activation, management and implementation of goal-directed human behavior. Main structural units of motivation are concepts "motive" And "need".
Motive(from lat. movere – set in motion, push) – 1) motivation for activity related to satisfying the subject’s needs; a set of external and internal conditions that cause the subject’s activity and determine its direction (motivation); 2) the conscious reason underlying the choice of actions and actions of the individual (unconscious drives, instincts).
Need– the need for something necessary to maintain the vital functions of the body, the human person, a social group, a community and society as a whole; stimulator of activity.
The activities of a leader are not motivated by any possible motives, but only by those that are significant in the overall system of his motives and which are most closely related to the achievement of his goals. The unit of the motivational system is motivation. Its structural feature expresses the contradictory state of two phenomena: desired and actual.
In the sociology of management, motivation is distinguished into two types: positive and negative. Positive motivation – desire to achieve success in their activities. It usually involves the manifestation of conscious activity and is associated in a certain way with the manifestation of positive emotions and feelings (for example, the approval of those with whom the employee works). TO negative motivation refers to everything that is associated with the use of condemnation, disapproval, which, as a rule, entails punishment not only in the material, but also in the psychological sense of the word. Fear of punishment usually leads to the emergence of negative emotions and feelings, and the consequence of this is a reluctance to work in a given field of activity or in a given organization. It is known from management practice that repeated use of punishment significantly reduces its effect. As a result, people become accustomed to the effects of punishment and eventually stop responding to it.
Work motivation system.Financial incentives- this is, as a rule, an external incentive to work, i.e. its external goal. Therefore, many managers who do not know the basics of the sociology of management see material rewards as homemotivating the power of labor. However, it must be remembered that material reward, as the main one, is effective only when it constantly increases. The same behavior of people in official (work) activities can be stimulated in different ways and have different motivations. Ideally, a manager should be able to find an approach to each employee, using his individual motivation (i.e. needs, goals, aspirations, etc.), and select the most effective incentives for work behavior.
Among others, the most effective motivating means of official (labor) activity the following can be distinguished.
Interest in service (work). Monotonous, monotonous, uncreative activity negatively affects the emotional and psychological state and behavior of the employee, does not require serious mental operations, but requires very effective incentives for activity.
The meaning and content of service (labor), are inextricably linked with interest in work. Meaning - that for which she (he) is being carried out, i.e. his ultimate goal. Contents of service (labor) – this is what is experienced by the employee as something important and significant and is associated with his needs. If work activity is devoid of individual meaning, then this causes strong psychological discomfort, dissatisfaction, and rejection of the activity itself (the myth of Sisyphus) in the employee.
Opportunity for personal development and professional growth of an employee.
A sense of belonging to an important and useful cause, effective social activity, etc.
4. The next important element of the management cycle is regulation ( from lat.regulo - arrange, put in order). The regulation process is associated with putting in order, streamlining, purposeful control action, focused on maintaining balance in the controlled object and its development through the introduction of regulators (norms, rules, goals, connections) into it.
The scale of regulation depends on the internal and external needs of transformation. The most difficult is system regulation when the very state of the system, its connections, and system-forming factors change qualitatively. For example, systemic regulation of the activities of the Russian Ministry of Emergency Situations system is carried out through large-scale organizational and staffing measures affecting all levels of management - from the central apparatus to the territorial bodies of the Ministry. The task of management subjects during such a reorganization is to constantly overcome mismatches, eliminate unjustified risks, and mitigate the negative consequences of ongoing organizational and staffing measures.
5. The management cycle also includes such an important function as control and accounting. Control is considered in broad and narrow aspects. In a broad context we are talking about social control as a way of self-regulation of a social system, ensuring the orderly interaction of its constituent elements through social, normative and legal regulation. Control - managerial(in a narrow sense) can be considered as activities aimed at detecting and eliminating deviations from the accepted goals and norms (technological, behavioral, etc.) of the organization. In management practice, control is carried out in two stages:
1) assessment of an existing object and comparison with a standard (for example, with a standard or planned indicator);
2) application of sanctions aimed at bringing the controlled object into a state close to or coinciding with the normative or planned one.
In a narrow sense, control most often comes down to checking: decisions of a higher organization (in relation to the activities of the Russian Ministry of Emergency Situations, these are decisions of the President of the Russian Federation and the Government of the Russian Federation); decisions, orders of various levels of the management system of this organization (within the system of the Ministry of Emergency Situations of Russia - decisions of the leadership of the Ministry, heads of territorial bodies and organizations of the Ministry of Emergency Situations of Russia); compliance with technical, economic and organizational standards; fulfillment of planned tasks; compliance with service (military and labor) discipline, legal norms, etc. Such control is inherent in the management cycle and is considered among the functions discussed above.
In the activities of the organization of the Ministry of Emergency Situations of Russia control within the framework of the management cycle, it is considered as a management activity, the task of which is the quantitative and qualitative assessment and accounting of the organization’s work. In this activity we can highlight two main directions:
control over the implementation of work planned;
measures to correct all significant deviations from the plan.
The main tools for performing this function are observation, verification of all aspects of activity, accounting and analysis. Effectively implemented control must have a strategic focus, be results-oriented, timely and fairly simple. In addition, we can add that the effectiveness of control depends on the completeness of the manager’s fulfillment of a number of basic requirements: it must be carried out continuously, regularly and systematically; be timely in terms of its implementation, thorough and complete in covering the object of control; be objective in nature, contribute to the formation of a sense of personal responsibility and discipline; be prompt, effective and transparent.
Like other functions, control is systemic nature, which involves the functioning of various control systems at various levels of management and in various areas - from traditional ones based on manual technology to modern systems based on the use of technical means (video cameras, turnstiles at the entrance to the place of work, etc.). Depending from a certain stage of management activity The following types of social control are distinguished:
1) preliminary – precedes the making of a final decision, its purpose is to provide a deeper justification for the decision being made;
2) current – with its help, they make adjustments to the process of execution of decisions made;
3) subsequent – serves to check decisions made.
The forms and methods of control are varied. Among them: reports of lower subordinates; written reports; formalized documents (timesheets of urgent reports, card index, audit trail, etc.); holding conference calls and meetings; daily or periodic walk-through of structural units, etc.
Let's look at some typical mistakes when implementing control elements in the control system.
control "on occasion". Control should not be limited to incidents. Control should anticipate deviations in work, and not become a consequence of these deviations;
"total control. Control by managers of everything makes employees dependent and gives rise to dependent attitudes;
hidden control. Is ethically incorrect and degrades the dignity of the leader;
pro forma control;
control as a manifestation of general mistrust. Suspicion, as a rule, indicates a lack of self-confidence;
failure to inform the employee about the results of control;
search for a scapegoat.
The functions discussed above in their entirety represent a management cycle designed to provide managers at all levels in the Russian Ministry of Emergency Situations with the necessary conditions and opportunities to achieve their goals.
So, management functions are designed to ensure unity, consistency, interconnection of the components of the social system, its effective functioning and development.