Management - Vikhansky OS

1.3. Management and the external environment of the organization

There is no single organization that would not have the external environment and was to him in a state of constant interaction. Any organization needs to regularly receive from the external environment starting products for their livelihoods. In addition, each organization should give something to the external environment as compensation for its existence. Once torn due to the external environment, the organization dies. In recent years, due to increased competition and complexity, as well as a sharp acceleration of the processes of change in the environment organizations are increasingly forced to pay attention to the interaction with the environment, increasingly develop the ability to adapt to changes in the external environment.

A key role in formulating and implementing policy of interaction with the environment plays a management, especially its upper level. Questions long-term strategy of interaction with the media organizations are at the forefront of construction of all management processes. Management is not concerned only with the internal matters of the organization. Equally, and perhaps to a greater extent his gaze is directed beyond the organization. Management tries to build effective interaction of the organization with the environment not only by acting on the processes taking place in the organization, but also by the impact on the environment. Strategic management, to solve these problems, comes to the fore in the complex management of the organization processes.

The external organization environment, the state of the interaction which is mainly determined by the quality of its management, can be represented in the form of two realms.

The first area - is the total external environment of the organization. This external environment reflects the state of society and its economy, the environment and not directly related to a specific organization. Total external environment is more or less the same for the vast majority of organizations. The second area - the so-called direct the business environment of the organization. This environment is formed such subjects environment, which are directly connected or directly affected by the activities of this organization. It is important to emphasize that the arrangement and can in turn directly influence them.

Total external environment is influenced by political, legal, socio-cultural, economic, technological, national and international processes, as well as environmental management processes.

Direct business environment organizations create customers, suppliers, competitors, business partners, as well as regulatory and service organizations such as administrative authorities, businesses and associations, trade unions, etc.

By controlling the process of interaction with the environment organization, management faces a number of serious problems caused by the uncertainty in the environment. In this regard, one of the biggest challenges facing management is to reduce the uncertainty of the situation in the organization environment. This is achieved through the development of its adaptability to the environment and to establish extensive relations with the surroundings, allowing the organization organically fit into the environment.

Depending on how the organization is adaptive to changes in the environment are two types of management of the organization: 1) mechanistic type of control; 2) Power Management-organic type of [2] * 2.

* 2: {Here and below in brackets is the work of the bibliography given at the end of the relevant chapter}

Mechanistic type of management of the organization is characterized by the following set of characteristics:

• conservative, inflexible structure;

• clearly defined, standardized and sustainable objectives;

• resistance to change;

• power stems from the hierarchical levels in the organization and of the position in the organization;

• hierarchical control system;

• Command type of communication going from the top down;

• communications containing predominantly orders, instructions and decisions taken by management.

For the organic type of management of the organization is characterized by:

• a flexible structure;

• dynamic, not rigidly defined tasks;

• willingness to change;

• authority is based on knowledge and experience;

• self-control, and colleagues;

• multidirectional communication (vertical, horizontal, diagonal, and others.);

• communications content is information and advice. Each of these types has certain advantages.

Accordingly, each of the types of data may be given a definite preference depending upon the nature and environment of the level of uncertainty. In that case, if the environment is dynamic, if the high level of uncertainty, more efficient management of the organization is an organic type. If the environment is stable and the uncertainty is low, preference may be given to the mechanical control type.