Aaker D. Strategic market management - file n1.doc

External analysis

1) Analysis of buyers. (segment, motivations, unmet needs)

2) Analysis of competitors (identification, strategic groups, goals, strategies, functioning, corporate culture)

3) Market analysis (market size, expected growth, entry barriers, distribution system, trends, success factors)

4) Analysis of the environment (technological component, laws, economic component, socio-cultural component)

Opportunities, Threats and Strategic Issues

1) Performance analysis (profitability, sales volume, share capital structure, cost analysis, product quality, etc.)

2) Determinants of strategic choice (past and present strategies, strategic challenges, constraints, strengths and weaknesses)

Strategic Strengths, Weaknesses, Challenges, Constraints, Questions

Definition and choice of strategy

Review of alternative missions, identification of strategic alternatives, product-market-investment strategy, functional area strategy, experience, synergy, strategy selection, implementation plan and strategy review.

The emerging toolkit of market management is becoming an interdisciplinary field of activity.

Marketing is organically woven into the scheme of strategic market management, supplementing the latter with content. Marketing is not perceived separately from strategic management, and its tools are modified under the influence of a changing strategic paradigm.

Marketing provides its apparatus, skills, schemes for analyzing buyers, competitors, the market, and the environment, and thus meaningfully fills the block of external analysis. Marketing is involved in the analysis of functioning, participating in the assessment of consumer satisfaction, product quality, brand and its value, new product, etc. Assuming that the marketing concept is based on the developing relationship between production and consumer, the desire to harmonize, balance their proportions in a single commodity stream. Marketing is present in the whole scheme conceptually. When justifying the choice of a strategic chain: product-market-investment, one cannot do without balance . It is achieved by evaluating potential consumers of the target market or its segments, offering a specific way to meet these needs with a specific set of goods and services.

Strategic Market Management

The mutual penetration and mutual enrichment of the two developing theoretical directions is also reflected in the refinement of the stages of the strategic marketing planning. Scheme 2 shows how one or another strategic direction is revealed through a set of functional strategies, specified in a strategic set of marketing tools: product strategy (new product), pricing strategy, promotion and distribution strategy. The conceptual core of marketing (coordination of proportions and production of consumption) is focused on the second strategy of stage 8. In the third stage, specific options are proposed to achieve balance through differentiation of one's own product in relation to competing organizations.

Evolutionary changes in the priorities of strategic management, at various stages in planning approaches, shift the researcher's interest from the procedure for building a strategy to a more detailed analysis of the content "stuffing" of a competitive business strategy. D. Aaker, developing the idea of I. Ansoff, offers 6 elements of a competing business strategy:

1) the choice of product-market. The scope of the business is defined goods, which the company plans to offer and the production of which it refuses; the markets it seeks or refuses to serve; competitors with whom it will compete or avoid competition; level of vertical integration.

2) determination of the level of investment, where the following alternatives are highlighted:

Ø Growth investments

Ø investment to maintain existing positions

Ø Doing business with minimal investment

Ø increase in asset through liquidation or sale of business

3) strategies of functional areas necessary for competition:

Ø product strategy

Ø communication strategy

Ø pricing strategy

Ø distribution structure

Ø production strategy

Ø strategy information technologies

Ø segmentation strategy

Ø global strategy

4) Strategic assets or competencies that represent the foundations for building sustainable competitive advantage (SCA). Strategic assets are understood as a brand, brand, customer base, partnerships. With a corporate strategy or an organization operating in several business areas, additional components appear:

5) distribution of resources between business units. Buildings, equipment, financial resources generated within the organization are subject to distribution.

6) creating a synergy effect: benefiting from complementarity and mutual support of business units

The six elements of a competitive strategy can be summarized as three main components:

1) the decision on commodity-market investments, which determine the scope of business, the intensity of investments and the distribution of resources.

2) functional area strategies

3) the basis of sustainable competitive advantages, strategic assets: key competencies, synergy.

In modern conditions, a special role in the formation of a competitive strategy belongs precisely to the creation of conditions for the generation of strategic assets and competencies as the basis for sustainable developing competitive advantages. Development as expansion and diversification is replaced by an understanding of development as the creation of conditions for the generation of strategic assets.

Innovative forms of organization

as a tool for strategic development

Western Europe towards the end of the 20th century. the predominant form of large business organization was a multi-divisional structure. In the mid 90s. XX in 75 out of 100 French companies, 70 out of 100 German, 89 out of 100 English largest companies were organized according to the divisional principle. Within this set, other forms of organization of large and medium-sized businesses begin to appear. Increasing international competition in the context of globalization is forcing firms to simultaneously increase both globalization and local orientation.

Changing Structure

In the new competitive environment, traditional hierarchical structures are under pressure from two directions:

2) These levels impede the information flows necessary for the flexibility and innovation of the firm.

As a result, firms are forced to resort to wide scale reductions in management levels, moving to flat structures to eliminate barriers to functioning.

Changing processes

The flexibility, knowledge and skills required in the new economy require intensive interaction at both the vertical and horizontal levels. Disparate organizational units enter into an active information exchange. The main measure of this information is the horizontal flows that contribute to active use synergy of interacting and mutually adapting businesses new organization built on intensive communications contributing to the deepening of the innovation process in business organization, as strengthen polycentricity, flexibility and active participation of departments.

Changing borders

Large business scales are set in motion by multi-level hierarchies, the expansion of the scope of activity contributes to the “stretching” of horizontal relationships. Most companies are forced under pressure from competitors to focus on their core competencies, to reconsider their boundaries, highlighting those areas of activity that form and develop the company's competitive advantages. That. organizations, building their boundaries, narrow the scope of their activities.

Based on observed changes, the goal may be to develop competitiveness potential based on sustainable competitive advantages that best meet the individual needs of the client. Flexibility, adaptability, quick response to changing customer requests are becoming the main requirements for maintaining competitiveness.

The role of intangible assets in shaping the potential for competitiveness is growing. These are knowledge, skills, reputation, brand skills, customer relationships, an atmosphere of trust and cooperation. According to Chimer, intellectual activity creates all the added value in the US service sector. As Reve notes, “Key knowledge is an asset with a high level of specificity and can only be managed internally.” The human resource is the main potential, an asset of the company. Investments in continuous professional development, creation of conditions and incentives for self-education and self-learning are considered as investments in the development of this potential. The mission of the organization can be aimed at a more complete disclosure of the creative potentials of human resources, management of professional growth, continuous learning, accumulation of new knowledge and qualifications. In the organizational plan, its transition from vertical integration and a hierarchy of a horizontal form is planned. There are multiple sources of financing for the project, and they are formed by consolidating the resource of private capital, public funds, state and municipal organizations.

There is a direct inclusion of the consumer in the chain of creation and distribution of values. As such, we can distinguish networks of consumers around one seller. In this case, each new buyer will automatically reduce the company's average costs, since it will not be necessary to bear the costs of attracting buyers to marketing research when developing new products, holding excess stocks, etc.

Strategic image of the company of the future.

Federal Agency for Education

All-Russian Correspondence Institute of Finance and Economics

Department of Management

Examination in the discipline "Management"

Option number 12

Artist: Sobolevskaya I.A.

Specialty: finance and credit

Group: No. 349

Record book number: 07FFD40148

Head: Fomenko O.V.

Moscow 2009

Management as a type of market management………………………….…3

Classification of general management functions, their content………….9

2.1 Forecasting and planning……………………………….9

2.2 The function of the organization…………………………………………….11

2.3. Motivation and stimulation…………………………………..12

2.4 Control……………………………………………….……………14

2.5 Coordination and regulation…………………………………….15

Task………………...………………………………………………………17

Test……………………...……………………………………………………18

5. List of used literature………………………..…………..19

1. Management as a type of market management

Management is an independent type of professionally carried out activity aimed at achieving certain intended goals in the course of any business activity of a company operating in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic mechanism of management.

In other words, management is management in a market, market economy, which means:

orientation of the company to the demand and needs of the market, to the needs of specific consumers and the organization of production of those types of products that are in demand and can bring the company the planned profit;

constant striving to improve production efficiency at lower cost, obtaining optimal results;

economic independence, providing freedom of decision-making to those who are responsible for the final results of the company or its divisions;

constant adjustment of goals and programs depending on the state of the market;

the final result of the activity of the firm or its economically independent subdivisions is revealed on the market in the process of exchange;

the need to use a modern information base with computer technology in order to carry out multivariate calculations in order to make informed and optimal decisions.

The quality and effectiveness of management are determined by the level of knowledge in

given area, the opportunity and ability to apply this knowledge in practice. Under the conditions of radical economic reform, which provides for the development of economic levers of management, the expansion of foreign economic relations, the need to study all the positive that has been accumulated by world management experience is becoming more and more clear. Today, concepts such as management, manager, marketing are becoming familiar. But it's not about the names. This is a new philosophy and management policy for us. Here, there are other systems of values and priorities, proportions and directions of economic development, a different

management tools.

The scientific foundations of management represent a methodological

a base of management practice that allows for a more rational

organize a control system. Actually, management includes the theory of leadership and the practical education of effective management, which is understood as the art of management. Both parts deal with management as a complex, holistic and concrete phenomenon. Management as a science can be viewed from various angles: political, economic, social, organizational, etc. Such a multifaceted approach makes it possible to cover the entire set of aspects that reflect the content of the management process. Objectively, organizational-technical, socio-economic and socio-psychological regularities are closely intertwined in this process. Therefore, the knowledge, skills and abilities of a manager must be complex in nature.

Management as a set of principles, methods, means and forms

management of firms in the West has been known in our country for a long time. but

attitude towards him has changed in recent years. 10-15 years ago in

as the main goals of management were considered: obtaining high profits and constantly outperforming the countries of socialism in terms of labor productivity in the interests of strengthening the positions of imperialism; undermining the fighting capacity of the working class and its organizations; waging a political, ideological and economic struggle against the socialist states.

Indeed, under a rigidly centralized planning system,

the impossibility of a clear solution of legal, economic, organizational and other issues of property relations in the absence of a market, the experience of management in the conditions of the real operation of the market mechanism was of purely theoretical interest to us.

The social nature of management, the impossibility of precise

descriptions of human behavior as a link in the control system (and even more

collective behavior), the huge scale of the initial information, the likelihood of its change limited the practical use of a formalized or normative theory of decision making. The human factor forced to highlight the behavioral theory of decision making within the framework of decision theory.

Behavioral theory includes the development of managerial

concepts, selection, accounting and ranking of factors that contribute to or hinder the development of the organization, including the individual qualities of individuals. Today, the role of descriptive models has increased. Descriptive models take into account the accumulated experience of organizations in different operating conditions. At the same time, the behavioral theory of decision making is not only descriptive. It uses mathematical methods of statistics, econometrics, development models, information and computing services. Therefore, in modern management, these theories are not opposed, but mutually complemented, taking into account the specifics of specific conditions.

The need to take into account unpredictable changes in the conditions of external

environment or changes in the managed organization itself, increasing

uncertainties in decision-making by managers make us strive for flexibility, adaptability of the management system. Behavioral theory focuses on the decision-making process itself, dividing it into interconnected stages, phases, procedures that implement a logical sequence of actions that provide analysis and solution of emerging problems and situations. One of the varieties of situational management is "forward management", which involves the description of a number of analytical techniques for eliminating the uncertainties that managers face. Appropriate techniques are used in advanced control to overcome each form of uncertainty. These techniques provide for a certain decision-making process, characterized by an ordered system of actions. Such a system of actions is opposed to the type of management that only reacts to situations, but does not look ahead.

The search for effective management is the main task of management.

It is effective management that ensures the preservation of competitiveness in the market, the sustainability of activities. Almost all modern areas of management are designed to ensure the competitiveness of the enterprise and, if possible, their long-term profit. And here the renewal factor plays the most important role, i.e. the ability of management to quickly respond to changes, adapt its strategy, functions, nomenclature to the needs of the external environment. This whole complex of prerequisites for successful activity is intended to be provided by the manager, therefore, today the role of the human factor, interpersonal relations, maintaining solidarity and activity of the layer of managers, scientists, engineers, and workers is of great importance. Rigidly regulated work, not protected by social and democratic rights and incentives, turns out to be inefficient.

The arsenal of modern management is quite wide. We have already talked about the philosophy of management, the features of the system of goals and ways to achieve them, the role of the human factor. The development of control theory, economic and mathematical methods made it possible to supplement or replace many qualitative solutions of problems with precise quantitative estimates or solutions. And the development of computer technology and communication has made a real revolution in improving management efficiency. Many tasks that previously could not be solved in real or admissible time scale due to the huge dimensionality of the data and the complexity of the calculations have become an everyday reality. One of the most important concerns of management has become the tasks

management of innovations both in the productive and technological spheres, and in the field of organizational structures of management, decision-making technology, etc. Methods for managing various innovations have been developed both in our country and abroad.

Considering the elements of modern management, one can quite

clearly distinguish its instrumentation. It includes specific methods for solving management problems, modeling management processes, including the social sphere, information and technical support for decision-making, etc.

the apparatus of our enterprises directs its attention mainly inward the enterprise. Therefore, the tasks of technical, economic and operational scheduling, dispatching, logistics, etc. prevail. The task of analyzing economic activity, functional and cost analysis is aimed at reducing production costs, its cost, but they are weakly related to consumer requirements.

In the transition period, due to the change in the investment policy in our country, the situation of large enterprises is deteriorating.

enterprises and associations of heavy industry. Decrease

capital investment in heavy industry, taking into account interregional ties, can lead to a sharp reduction in orders, and in conditions of self-financing - to the difficult financial situation of some large enterprises and associations. Therefore, the experience of foreign firms in the field of diversification, downsizing of enterprises with the provision of greater independence to branches and affiliates requires careful study. Orientation of senior managers to strategic planning, to study the experience of concerns and consortiums can set new tasks for managers, identify the need for new management tools.

Under the conditions of the administrative-command economy, the tools of economic science and practice freely dispensed with such concepts as the market, supply and demand, management, marketing, interest, etc. The command-administrative system demanded that enterprises unquestioningly follow instructions "from above". Enterprises were obliged to spend the earned funds (profit) on production and social development in strictly allocated quantities, receive raw materials from fixed suppliers and transfer finished products to predetermined consumers at stable prices set from the center. Same thing with salary, which depended on the "almighty", and not on the staff of the enterprise. Since the final result was predetermined by the plan-law, the pre-calculated wages had to be paid. With formal self-financing and contrasting the profitability of individual enterprises with a certain higher profitability, when assessing achievements "by the gross", it was not at all necessary to produce and supply products to someone "exactly" needed, reduce production costs, develop new products, you can report on the products needed " Approximately, receive a subsidy when the cost increases. The consumer was chained to the producer by the plan, and there is simply nowhere for him to go in such an economic system. Of course, under these conditions, the issues of studying demand, pricing, advertising, reducing production costs, sales promotion, expanding the product range, that is, everything that constitutes the new concept of “marketing management” for us, was an economic nonsense for the enterprise.

New economic relations, the new economic conditions emerging in the process of radical economic transformations cannot be provided with "old" economic instruments. The main task of economic restructuring can be defined as the transition of enterprises to market relations, the real recognition of the entire variety of forms of ownership and forms of management. The market economy objectively requires that enterprises quickly adapt to new conditions, master the theory and practice of the market, and through systematic, strictly thought-out and built on accurate consideration of market processes, economic measures to achieve continuous growth in production efficiency.

The formation of a market economy requires a change not only in the forms and methods of management, but also in a new way of thinking of its participants, i.e., in the final analysis, of all working people. Without what is usually called "new economic thinking", it is practically impossible to actually create new economic relations. And it is precisely the leaders, primarily of production associations and enterprises, who especially need to form new type thinking that meets the challenges of a specific renewal of the economy.

Management in a market economy.

In modern conditions, one of the priority areas for restructuring the management of the Russian economy, especially at the level of enterprises, associations, concerns and other economic organizations, was the development of basic theoretical and methodological positions on the application of management in our practice. This is not a mechanical process of transferring the experience of Western industrial firms, but a creative search for new solutions. Thus, instead of a declaration on the need to widely use commodity-money, market relations, work is being actively carried out to find specific and real ways, forms and methods of their organic combination in a single integrated economic system. It will take radical and decisive steps, a certain courage in the practical application of management in Russian enterprises.

Management- this is an independent type of professionally carried out activity aimed at achieving certain intended goals in the course of any economic activity of a company operating in market conditions through the rational use of material and labor resources using the principles, functions and methods of the economic mechanism of management.

In other words, management is management in a market, market economy, which means:

· constant striving to improve production efficiency at lower cost, obtaining optimal results;

economic independence, providing freedom of decision-making to those who are responsible for the final results of the company or its divisions;

· constant adjustment of goals and programs depending on the state of the market;

The final result of the activity of the firm or its economically independent units is revealed on the market in the process of exchange;

· the need to use a modern information base with computer technology in order to carry out multivariate calculations in order to make reasonable and optimal decisions.

The quality and effectiveness of management are determined by the level of knowledge in this area, the ability and ability to apply this knowledge in practice. Under the conditions of radical economic reform, which provides for the development of economic levers of management, the expansion of foreign economic relations, the need to study all the positive that has been accumulated by world management experience is becoming more and more clear. Today, concepts such as management, manager, marketing are becoming familiar. But it's not about the names. This is a new philosophy and management policy for us. There are different systems of values and priorities, proportions and directions of economic development, different management tools.

The scientific foundations of management are the methodological basis of management practice, which allows you to more rationally organize the management system. Actually, management includes the theory of leadership and the practical education of effective management, which is understood as the art of management. Both parts deal with management as a complex, holistic and concrete phenomenon. Management as a science can be viewed from various angles: political, economic, social, organizational, etc. Such a multifaceted approach makes it possible to cover the entire set of aspects that reflect the content of the management process. Objectively, organizational-technical, socio-economic and socio-psychological regularities are closely intertwined in this process. Therefore, the knowledge, skills and abilities of a manager must be complex in nature.

Management as a set of principles, methods, means and forms of management of firms in the West has been known in our country for a long time. However, attitudes towards it have changed in recent years. Even 10-15 years ago, the following were considered as the main goals of management: obtaining high profits and constantly outperforming the countries of socialism in terms of labor productivity in the interests of strengthening the positions of imperialism; undermining the fighting capacity of the working class and its organizations; waging a political, ideological and economic struggle against the socialist states.

At the same time, the positive aspects of management in the field of widespread introduction of data processing automation, the use of computer technology and mathematical methods for solving problems of production management in scientific, technical and experimental design developments were not denied. Management associated with the operation of the market mechanism was not considered at all, since it was considered unacceptable for socialism. This view, to a certain extent, corresponded to the framework of the command-administrative system of management. Indeed, with a rigidly centralized planning system, the impossibility of a clear solution of legal, economic, organizational and other issues of property relations in the absence of a market, the experience of management under the conditions of a real operation of the market mechanism was of purely theoretical interest to us.

The social nature of management, the impossibility of an accurate description of human behavior as a link in the management system (and even more so collective behavior), the huge scale of the initial information, the likelihood of its change limited the practical use of a formalized or normative theory of decision making. The human factor forced to highlight the behavioral theory of decision making within the framework of decision theory.

Behavioral theory includes the development of management concepts, selection, accounting and ranking of factors that contribute to or hinder the development of the organization, including the individual qualities of individuals. Today, the role of descriptive models has increased. Descriptive models take into account the accumulated experience of organizations in different operating conditions. At the same time, the behavioral theory of decision making is not only descriptive. It uses mathematical methods of statistics, econometrics, development models, information and computing services. Therefore, in modern management, these theories are not opposed, but mutually complemented, taking into account the specifics of specific conditions.

The need to take into account unpredictable changes in environmental conditions or changes in the managed organization itself, the increase in uncertainty in decision-making by managers make us strive for flexibility and adaptability of the management system. Behavioral theory focuses on the decision-making process itself, dividing it into interconnected stages, phases, procedures that implement a logical sequence of actions that provide analysis and solution of emerging problems and situations. One of the varieties of situational management is "forward management", which involves the description of a number of analytical techniques for eliminating the uncertainties that managers face. Appropriate techniques are used in advanced control to overcome each form of uncertainty. These techniques provide for a certain decision-making process, characterized by an ordered system of actions. Such a system of actions is opposed to the type of management that only reacts to situations, but does not look ahead.

The search for effective management is the main task of management. It is effective management that ensures the preservation of competitiveness in the market, the sustainability of activities. Almost all modern areas of management are designed to ensure the competitiveness of the enterprise and, if possible, their long-term profit. And here the renewal factor plays the most important role, i.e. the ability of management to quickly respond to changes, adapt its strategy, functions, nomenclature to the needs of the external environment. This whole complex of prerequisites for successful activity is intended to be provided by the manager, therefore, today the role of the human factor, interpersonal relations, maintaining solidarity and activity of the layer of managers, scientists, engineers, and workers is of great importance. Rigidly regulated work, not protected by social and democratic rights and incentives, turns out to be inefficient.

Considering the elements of modern management, one can quite clearly distinguish its tools. It includes specific methods for solving management problems, modeling management processes, including the social sphere, information and technical support decision making, etc.

If you look at the management tools from the standpoint of microeconomics, management of enterprises and associations, then it must be said that the dynamics of introducing advanced management methods here can be more active, of course, within the framework of the current and changing economic mechanism. First of all, it concerns the organizational structures of management, functions and methods of management, automated control systems (ACS). Reassessment of the goals and objectives of automated control systems, taking into account our own and foreign experience, their technical and software modernization have long become relevant. With regard to the orientation of automated control systems towards solving management problems, it is necessary to take into account the significant differences between our enterprises and associations from foreign firms. So far, the administrative apparatus of our enterprises has focused its attention mainly on the inside of the enterprise. Therefore, the tasks of technical, economic and operational scheduling, dispatching, logistics, etc. prevail. The task of analyzing economic activity, functional and cost analysis is aimed at reducing production costs, its cost, but they are weakly related to consumer requirements.

During the transition period, in connection with the change in the investment policy in our country, the position of large enterprises and associations of heavy industry is deteriorating. A reduction in investment in heavy industry, taking into account interregional ties, can lead to a sharp reduction in orders, and in conditions of self-financing - to the difficult financial situation of some large enterprises and associations. Therefore, the experience of foreign firms in the field of diversification, downsizing of enterprises with the provision of greater independence to branches and branches requires careful study. Orientation of senior managers to strategic planning, to study the experience of concerns and consortiums can set new tasks for managers, identify the need for new management tools.

Science and practice of management in the conditions of transition to market relations in modern Russia.

The social and economic development of our country in the pre-perestroika period, during perestroika and at the stage of transition to market relations, the peculiarities of political and national-state aspects necessitate the development of scientific foundations for managing the economy in a variety of forms of ownership. This is due to the fact that the ready-made recipes of Western economic science are designed for a developed market economy, and not for the current Russian economy.

It is important in this situation to form effective structures and management mechanisms in the labor collectives of various economic organizations. Management covers all areas and links economic activity, both vertically and horizontally. Management at all stages of the reproduction cycle (production, distribution, exchange and consumption) and all the material and spiritual elements of the productive forces and production relations ultimately comes down to managing people in the labor collectives of economic organizations.

In the context of a variety of forms of ownership, in addition to changing organizational forms, the target settings labor collectives. World economic practice convincingly proves the fundamental role and importance of the human factor in improving the efficiency of management: no matter what management systems are built, if their goals are divorced from the person, they cannot give real positive economic and social results.

It is known that in addition to high wages, good working and living conditions, the use of the achievements of scientific and technical progress and resources, the basis of highly productive labor is also the reserves of the worker's personality, the effect of organizing people's interaction, high consciousness, morality and business qualities.

The transition to a market economy, the orientation of production to a person as a producer and end consumer, at the same time radically change the global goal of any workforce. If earlier the main goal that was set before each labor collective and individual worker was the slogan “to give a plan at any cost”, now it is to maximize profits. In the first case, the goal was not focused on either the manufacturer (or intermediary) or the consumer, while in the second case it is beneficial to the manufacturer. The needs and capabilities of the end user are not always taken into account.

global goal of the labor collective in the conditions of transition to market relations is to organize the production (sale) of a socially useful product (works, services) in the volumes necessary to fully meet the solvent demand of consumers and at the same time form their reasonable actual needs, while stimulating participants in the labor process in accordance with the principles of social justice by individual contribution to the final results obtained from the sale and consumption of the product by consumers.

At present, there is a large gap between the practice of organizing and managing labor collectives and the corresponding scientific developments. Administrative-command methods still operate in management practice, although in some cases preference is given to economic levers. The heads of enterprises in both the state and non-state sectors seek to use the deficit and imperfection of the economic mechanism to maximize the income received, but not actually earned. At the same time, the significance of the final socially useful result of activity is often ignored, and group goals are brought to the fore.

Under these conditions, the socio-psychological aspects of managing teams fade into the background. The creation of a wide, but extremely ineffective network of postgraduate training organizations did not give managers the opportunity to gain real skills in the psychology of management, including the ethics of interpersonal and business communication in a collective. Characteristic is the enthusiasm for Western management, which is practically expressed only in the training of management workers, but by no means in the practical use of the knowledge gained.

The election of leaders, so loudly advertised by many scientists in the recent past, has not justified itself. Group selfishness of employees and incompetence in the field of management psychology often led to the choice of not the best, but the “necessary” leaders. This fascination with "democracy" and purely economic methods business executives - practitioners and a number of scientists - specialists, firstly, pushed into the background the fundamental applied research in the field of organizing the management of labor collectives, secondly, it did not liquidate, but only concealed administrative methods of leadership behind the screen of imaginary democratization and market relations.

The development of management methods is directly related to the content of forms of ownership. With the transition to market relations in our country, the number of labor collectives in the field of entrepreneurship is increasing. As the practical experience of management in recent years shows, in most cases, the creation of market economy structures - cooperatives, small and joint ventures, commodity and stock exchanges, and other organizational forms not only did not give tangible results, but also revealed the most negative features entrepreneurial activity.

The main reason for these phenomena is the motives and value orientations of entrepreneurs, expressed in an exaggerated desire for personal enrichment in comparison with socially useful activities for the production and saturation of the market with modern equipment, technologies, everyday and high-demand goods. In conditions of complete and partial deficit, monopolization of the economy, disruption of economic ties, the vast majority of domestic entrepreneurs are engaged in trade and mediation. All this leads to the discrediting of market structures in the eyes of the general population and the loss of faith in the expediency of this form of ownership.

One of the main means of social orientation of entrepreneurial activity, increasing its real contribution to the stabilization of the economy is the development and implementation of a comprehensive program for the development of entrepreneurship in Russia. The goal of the program should be the creation and implementation of a really working mechanism of state regulation and support for highly efficient production in the field of entrepreneurial activity; the formation of a class of entrepreneurs capable of reviving the best moral features of Russian entrepreneurship and adopting the most valuable personal qualities of a modern Western businessman and manager.

There is a need for a long-term and short-term forecast for the development of the Russian economy, the definition of promising basic specialties management personnel future market structures. Reasonable universalization of higher economic education as a basis for preparing market specialists for the future is expedient. Continuous postgraduate education and retraining of personnel should become a tool for flexible response for prompt reorientation of specialists to urgent economic problems.

Thus, in a market economy, new forms of enterprise management, corresponding to the changed property relations, should be involved. A flexible combination of marketing management methods, direct and indirect economic regulation will allow them to adapt their behavior to market conditions.

Bibliography.

1. N. M. Bolshakov, Yu. S. Novikov Marketing Methods enterprise management", Syktyvkar, SLI, 1997.

2. A. B. Krutik, A. L. Pimenova "Introduction to Entrepreneurship", textbook, St. Petersburg, "Polytechnic", 1995.

3. F. M. Rusinov, D. S. Petrosyan “Fundamentals of the theory of modern management”, textbook, M., 1993.

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The concept and essence of strategic market management.

Strategic Management - this is the process of making and implementing strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with opportunities and threats external environment in which it operates

Strategic market management is designed to help company leaders make strategic decisions (and do it quickly) as well as formulate a strategic vision.

A strategic decision involves creating, changing or using a strategy. Unlike tactical decisions, strategic decisions are usually very costly, both in terms of resources and the time required to change or cancel them.

One of the most important roles of the strategic market management system is to accelerate the adoption of strategic decisions.

The critical step here is usually recognizing the need for a strategic response. Many strategic miscalculations were made not because of making erroneous decisions, but because the process of finding a strategic decision was absent as such.

In addition, the role of strategic market management is not limited to choosing one of several solutions, but involves their preliminary identification (which is the main part of the analysis).

2. Strategic thinking and its role in modern management.

Strategic thinking is a special type of systems thinking that combines rational and creative components, objective and subjective aspects, is based on certain principles, integrates various concepts and methods in a complex process of strategic activity.

There are two conflicting positions about the nature of strategic thinking.

The first is based on the fact that strategic thinking is one of the advanced forms of analytical reasoning, which requires consistent and accurate use of logic and formal methods.

The second position is based on the fact that the essence of strategic thinking is the ability to break traditional ideas, which requires the use of creative methods and an informal approach (the creative aspect of strategic thinking). Proponents of this approach are convinced that a business strategy without a creative approach is not a strategy, but a plan, a program of action formed on the basis of an appropriate analysis.

In fact, what is needed is a compromise - a constructive union of both aspects of thinking on a situational basis.

Logic and formalized approaches are necessary to identify a set of elements of the system of interrelations of the problem being solved, to ensure a systematic transition from goals to solution options that are justified taking into account the selected criteria.

Creativity and freedom of thought should ensure innovation and a breakthrough to new opportunities, taking into account the conflicting positions of stakeholders, the integration of values and interests, the synthesis of all aspects of the problem and foreseeing the consequences of its solution in the future.

What should prevail in strategic thinking - rational or creative, depends on the goals of the organization, its position in the market, and the competitive environment. But without a creative approach in business today it is almost impossible to succeed. Therefore, the basis of strategic thinking in business is creativity and creative thinking, especially when it comes to start-ups or small businesses seeking to develop.

Classification (types) of strategies in modern management

The most significant and frequently used classification features of the systematization of strategies:

 the basic concept of achieving competitive advantages (strategy cost minimization, strategy differentiation, focusing strategy, strategy innovation, rapid response strategy, synergy strategy);

 decision-making level (corporate, business and functional strategies);

 stage of the life cycle of the industry ( firm strategies growing, mature and declining industries);

 the main characteristics of the product and the scope of its distribution (product marketing strategies, globalism strategy);

 relative strength of industry position firms(industry leader and followers strategies, related and unrelated strategies) diversification);

 the degree of aggressiveness of the company's behavior in competition (offensive and defensive strategies competition).

3. Most often, strategies are classified into the following aggregated blocks:

 basic strategies;

 competitive strategies;

 sectoral strategies;

 portfolio strategies;

 functional strategies.

4. The basic ones include such strategies that describe the most common options for the development of the company: a growth strategy, a reduction strategy, a combined strategy.

5. Competitive strategies include: strategies for achieving competitive advantages; strategies of behavior in a competitive environment. Competitive advantages are understood as unique tangible or intangible assets firms or special competence in areas of activity important for this business. Competitive behavior, in turn, reflects behavior in one of the clearly defined positions of the competitive field.

6. When considering the industry, it is necessary to determine such indicators as its type (administrative or economic), stage of the life cycle, scale, average costs, key success factors, etc. The actual value of certain industry indicators predetermine one or another industry strategic line.

7. Based on the model of the life cycle of the industry (identification of the stage of origin, growth, maturity and decline of the industry), all industries can be divided into three groups: developing, mature and industries in decline. Firms in these industries have similar strategies despite the fact that they may produce different goods.

8. Portfolio (corporate) strategy - this is a strategy that describes the general direction of development of a company with different types of business and is aimed at ensuring a balance of a portfolio of goods and services. Portfolio strategies can be divided into active and passive. Passive strategies require minimal information about the future. Such strategies are based on diversification, which ensures the maximum compliance of profitability with the selected market index. Active strategies use available information to improve investment performance compared to simple diversification.

9. Functional strategies  strategies that are developed by the functional departments and services of the enterprise. It's a strategy marketing, financial, production strategy, etc. The purpose of the functional strategy is the distribution of resources of the department (service), the search for effective behavior of the functional unit within the framework of the overall strategy.

The process of strategic management, its tasks and main

Stages.

The process of strategic management is a sequence of decision-making, their implementation, control, correction. This process is cyclical, and the more changeable and uncertain the environment, the shorter the decision-making cycle.

Strategic management

To date, there is no unambiguous, sufficiently clear definition of the concept of "strategic management". Here are the most common definitions.

Strategic management- is the process of determining the interaction of the organization with its environment, expressed through the use of selected goals and the achievement of the desired result by allocating the resources of the organization in accordance with an effective plan of action.

Strategic management is the process by which managers set the long-term direction of the organization, its specific goals, develop strategies to achieve them in the light of all possible internal and external circumstances, and adopt the chosen plan of action for execution.

Strategic management- this is the management of the organization, which relies on human potential as the basis of the organization, orients production activities responds flexibly and implements timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together enable the organization to survive in the long term, while achieving its goals.

determining the purpose and main goals of the company's business;

analysis of the external environment of the company;

analysis of its internal situation;

selection and development of the company's strategy;

portfolio analysis of a diversified company, designing its organizational structure;

choice of degree of integration and management systems;

management of the "strategy - structure - control" complex;

definition of standards of conduct and policies of the company in certain areas its activities;

providing feedback on the company's results and strategy;

improvement of strategy, structure, management.

Forecasting - anticipatory reflection of the future; a type of cognitive activity aimed at determining the trends in the dynamics of a particular object or event based on an analysis of its state in the past and present.

Forecasting methods - methods that provide scientifically based forecasts of the future:

- expert opinions;

- extrapolation;

- modeling;

- the use of analogies.

Expert assessment- the procedure for obtaining an assessment of the problem based on the group opinion of specialists (experts). The joint opinion is more accurate than the individual opinion of each of the specialists.

Strategy I

Using existing products to achieve a higher market share (the policy of persuading existing customers to buy more products (advertising), or poaching customers from competitors, attracting new ones).

Strategy II

Finding new markets to offer existing products. There is a policy of searching for a new market niche, or new distribution channels, new geographical markets.

Strategy III

Development of new types of goods through improvement; or product offerings with differing technical specifications for different consumer groups.

Strategy IV

Search for a new attractive market. There are concentric (use of old experience and technology), horizontal (use of the old marketing space); conglamerative diversification (appeal to a completely new production and marketing areas).

The third option is the most risky for entrepreneurs who do not have experience in a new field of activity.

Product diversification is the offer of products with characteristics and design that are better than those of competitors (leaders in quality, achievements of scientific and technical progress).

Concept and criticism.

Usually, the following “economic” stages of a business are distinguished (allowing comparison with the stages of a person’s life): emergence (birth), formation (childhood), growth (youth), saturation (maturity), decline (aging), liquidation (death).

emergence business is associated with the identification of an unsatisfied or not fully satisfied need of the economy in some kind of goods or services, with the search for and occupation of a free market niche. The main goal of the business at this stage is survival, i.e. transition to the next stage of the cycle. This requires a business leader to have such qualities as faith in success, willingness to take risks, and high efficiency. Particular importance at this stage should be given to the search and adaptation of everything new, unusual.

Formation– consolidation of its position in the market and in the business community. The main task is to strengthen the competitiveness of business. This is a high-risk internal stage, because it is during this period that the rapid and poorly controlled growth of the organization often occurs. At this stage, many newly formed firms fail due to the inexperience and incompetence of businessmen or managers.

Growth- the stage of continued acceleration and, as a rule, the complete capture of the part of the market acceptable for this business. At the same time, there is a transition from complex management, carried out by a small team of like-minded people, to differentiated management using simple or more sophisticated forms of planning and forecasting. Intuitive risk assessment by the management of the organization is no longer sufficient, and this forces managers to resort to analytical risk assessments, which contributes to the emergence of highly specialized workers in the organization.

Saturation- the development of the company at this stage is usually carried out in the interests of systemic balanced growth based on a stable structure and clear management. Experienced administrators come to the leadership, while extraordinary talented specialists are often replaced by more “obedient” ones. The maturity of the organization is associated with its penetration into new areas of activity, expansion and differentiation, but it is during this period that bureaucracy in management is actively emerging. There are three stages of saturation (maturity): early, intermediate and final. The period of early maturity is characterized by arbitrary growth of the firm, intermediate - by balanced growth, final - by saturation and stagnation of activity.

recession- a stage characterized by the loss of competitive positions in the market, the aggravation of intra-company contradictions and conflicts, the deterioration of the financial condition of the company and the decrease in its value. The main task of the organization is the struggle for survival, hampered by the bureaucratization of both the internal space of the company and the external environment. New ideas at this stage rarely find adequate implementation.

liquidation- the end of the business. In essence, this can be either a concentrated transfer of capital to another industry or area of activity, or the dispersion (dispersion) of capital among numerous creditors and the liquidation of capital as a whole. Finally, the ruin of business owners is also possible.

Decisions related to attempts to manage the life cycle of a particular business and aimed at accelerating or slowing down the transition from one stage to another are among the major strategic decisions. The connection between the strategy of the enterprise and the movement of the enterprise through the phases of its life cycle is very strong. An unfortunate decision in a field seemingly unrelated to life cycle, may have long-term consequences in the form of the onset of a new stage. Therefore, the objective laws of evolution and changes in business are of paramount importance in developing a strategy and even solving tactical management problems. This chapter is devoted to the description of such patterns and examples of their manifestation in Russian and foreign economic reality.

Market.

The easiest way to enter international markets is to export. Most often, companies start their export activities with indirect exports. In this case, significant investments are not needed. The company simply hires third-party sellers who provide various services and have international sales skills. Most indirect export transactions are carried out through domestic export sellers, who buy products domestically and sell them abroad, and through domestic export agencies, who do not buy goods, but simply look for foreign buyers, receiving commissions for their services. A certain part of indirect exports goes through cooperative organizations that link many producers, where export activities are managed collectively.

When the sales volume of overseas business increases, the company is likely to move to direct export by establishing a department or related division. The exporter independently contacts foreign buyers and manages market activities. In this state of affairs, it may be necessary to hire international manufacturer representatives, foreign agents who sell related non-competitive products to a limited number of importers. The exporting company may alternatively use import houses located abroad, which buy products directly from the exporter and resell them to wholesalers, retailers and industrial consumers in their countries. Since such import houses do not have exclusive territorial rights, the exporter may use the services of several such organizations in the same country. However, this leads to a decrease in their loyalty to the exporter. Another alternative is to open foreign country a sales office staffed either by local staff or from the exporter's home country. Since this entails a physical presence in foreign territory, such an alternative can be seen as a form of investment.

Multinational Strategy- a strategy in which the company adapts its strategic approach to the specific market situation of each country. In this case, the overall international strategy of the company is a set of country strategies. A multinational strategy is appropriate for industries where multinational competition prevails.

Global Strategy- a strategy that is the same for all countries, although there are slight differences in strategies in each market due to the need to adapt to its specific conditions, but the main competitive approach (for example, low costs, differentiation or focus) remains the same for all countries where the company operates . A global strategy works best in industries with global competition or in industries where the process of globalization is starting.

43. The concept of business units, their main characteristics. Basic

business unit strategies.

business unit- a separate organizational and legally formalized active business structure. It is fully or partially economically isolated, responsible for specific view activities necessary for the implementation of functions in the business process. The functions of a business unit are assigned to it in a single complex. Depending on the organizational structure, it may be responsible for generating profits, for coordinating activities, or for policy development.

After conducting a strategic analysis of the external environment and the competitive position of the business units of a diversified company, it is necessary to determine specific strategies for these business units. To do this, a number of studies need to be carried out, namely, to conduct the following types of analysis:

1) strategic fit analysis;

2) analysis of the resource base;

3) prioritization of business units for resource allocation.

After that, it will be possible to come to grips with identifying new strategic initiatives to improve the overall performance of the corporation, in other words, making strategic choices for each business unit. Let's take a closer look at these stages of developing strategies for business units of a diversified company.

Strategic issues that arise at the corporate level are fundamentally different from those that arise at the level of an individual business unit. If the strategy of a multi-business corporation is about defining the overall direction of the business, about creating synergies between its individual types, then the strategy of a business unit usually determines how to operate in a competitive environment within its industry in order to succeed *.

The task of creating (or transforming) a business unit strategy includes the following five stages, which are closely related to each other:

1. Setting goals. What financial and non-financial goals will determine the future strategy of this business unit?

2. Determining the scope of activities. What are the boundaries of its activities in terms of product and market coordinates, i.e. in what area and how widely will this business unit develop its activities?

3. Definition of bases on the basis of which competitive advantage will be provided. The reason why target consumers will prefer the company's products over those of its competitors.

4. Designing the value chain. How is competitive advantage created and maintained within the planned bases that provide these advantages?

5. Value chain management. How will the business unit manage the activities in its value chain and integrate them with the value chains of customers, suppliers and other business partners?

Advertising strategy is a strategy of the optimal form, content, time and way of delivering a mass advertising message to a specific audience, which is part of the implementation of a communication marketing strategy. The purpose of the advertising strategy is to achieve a certain communication effect in the audience in contact with the advertising message and encourage it to the target behavior. The internal structure of the planning sequence of the main elements of an advertising strategy can be reflected as follows: an advertising strategy describes how the advertiser achieves its goals. The strategy reflects a specific course of action to be taken: what media will be used, how often each will be used, what will be the ratio between the media used, and when they will be used.

The strategy must meet several conditions, it must be:

· doable, i.e. the goals set in it must be achievable based on the current situation, available resources and a certain time

· interactive, should depend on the goals and strategies that are higher in relation to it, and determine the goals and strategies that are lower in relation to it, i.e., implement its own area of achieving the main goal

· cyclical, i.e., it must be constantly adjusted and supplemented upon receipt of the results of its implementation and changes (or forecasting) of the current situation (for example, market or macro situation with legislation), as well as goals and strategies of a higher level.

54. Pricing Strategies .

Price policy refers to the general principles that an enterprise intends to adhere to in setting prices for its products. A pricing strategy is, accordingly, a set of methods by which these principles can be put into practice.

The strategy of premium pricing (“skimming”);

a neutral pricing strategy;

Breakout strategy (lower prices).

Breakout strategy - setting prices below what most buyers think a product of a given economic value deserves, and making a big profit by increasing sales and capturing market share.

The first condition for the successful implementation of this strategy is the presence of a large circle of buyers who are ready to immediately switch to buying goods from a new seller, as soon as he offers more low price. Moreover, such a strategy is not at all acceptable for manufacturers of goods of prestige demand. This strategy is also ineffective for cheap consumer goods - even a large relative price reduction here will be expressed in an absolutely small amount, which buyers may not pay attention to. It also brings little return in relation to goods whose properties are difficult or impossible to compare in advance, before consumption.

The essence of this strategy can be defined as "winning high profitability at the expense of sacrificing high volumes." In order to "skim the cream" of a large profit per unit sold, the firm sets prices so high that such "cream prices" become unacceptable to most buyers. However, there is a significant limitation here: the increase in the mass of profits due to sales at a higher price must be greater than the loss in the mass of profits due to the reduction in the number of sold compared to the level possible at a lower price.

Buyers tend to accept the firm's desire to "skim the cream" if they emphasize the differences for which the firm wants to get a premium price.

Neutral pricing strategy - setting prices based on the price / value ratio that corresponds to most other similar products sold on the market.

The essence of the pricing strategy is not only to refuse to use prices to increase the captured market sector, but also to prevent the price from in any way influencing the reduction of this sector. Thus, when choosing such a strategy, the role of prices as an instrument of the firm's marketing policy is reduced to a minimum. Neutral pricing often becomes a forced strategy for firms that do not see opportunities to implement a premium or price breakout strategy. Those. in a market where buyers are very sensitive to price levels, and competitors respond harshly to any attempt to change the prevailing proportions.

In turn, Slepov V.A. identifies the following pricing strategies:

Differentiated pricing strategies are based on the heterogeneity of buyer categories and the possibility of selling one product at several prices. Let's take a closer look at these strategies:

1. The second market discount strategy is based on the transaction's own fixed and variable costs. Generics, secondary demographics, and some foreign markets provide an opportunity to take advantage of this strategy.

2. The strategy of a periodic discount is based on the characteristics of the demand of different categories of buyers. Widely used for temporary and occasional price cuts, such as tickets, daytime performances, out-of-season fashion, travel fares, and similarly applies to price cuts for obsolete models.

3. The strategy of random discount (random price reduction) is based on search costs. The main condition for applying this strategy is the heterogeneity of the price range. However, for those with high incomes, finding the lowest price does not justify the investment of time. For the rest - on the contrary.

4. Strategy of price discrimination. According to this strategy, the company offers at the same time the same product at different prices to different categories of buyers.

Competitive pricing strategies are based on taking into account the company's competitiveness in prices, and, as a rule, are implemented in the following forms:

1. The market penetration strategy is based on the use of economies of scale. Used to introduce new products to the market and strengthen existing positions. Examples include the growth in the number of discount stores and the bundling of manufacturers to drive speculators out of the market by lowering prices.

2. The "learning curve" strategy is based on the benefits of acquired experience and relatively low costs compared to competitors. Necessary condition for the implementation of this strategy - the influence of the experience of firms and the sensitivity of buyers to the price level.

3. The price signaling strategy is based on the use by the firm of buyers' confidence in the price mechanism created by competing firms. It is most commonly used when targeting new or inexperienced buyers who are unfamiliar with competing products but consider quality to be important.

4. Geographic strategy - refers to competitive pricing for contiguous market segments.

Assortment pricing strategies are used when a firm has a set of similar, related or interchangeable products. Here are the following types of strategies:

1. The "set" strategy is used in conditions of uneven demand for interchangeable goods. The strategy stimulates an increase in sales, as the set is offered at a price that is lower than the price of its elements. For example, a complex lunch, a set of cosmetics.

2. The "bundling" strategy is based on different evaluations by buyers of one or more products of the firm.

3. The "above par" strategy is used by the firm when it is faced with uneven demand for replacement products and when it can make additional profits by increasing the scale of production.

4. The "image" strategy is used when the buyer focuses on quality based on the prices of interchangeable goods. With this pricing, the company presents to the market an identical version of an already existing model under a different name and at a higher price. For example, the sale of environmentally friendly products (“green badges”), i.e. prices rise more than quality when implementing this strategy.

Thus, pricing is one of the most important and most complex issues. The choice of a general orientation in pricing, approaches to determining prices for new and already manufactured products, services rendered in order to increase sales volumes, turnover, increase production levels, maximize profits, and strengthen the company's market position is carried out as part of marketing.

Price setting is one of the important elements of marketing that directly affects sales activities, since the level and ratio of prices for certain types products, especially competing products, have a decisive influence on the volumes of purchases made by customers.

Resistance to change

Making strategic change in an organization is a very difficult task. The difficulties in solving this problem are primarily due to the fact that any change encounters resistance, which can sometimes be so strong that those who carry out changes cannot overcome it. Therefore, in order to make a change, you must at least do the following:

uncover, analyze and predict what resistance a planned change may meet;

reduce this resistance (potential and real) to the minimum possible;

set the status quo of a new state.

The bearers of resistance, by the way, as well as the bearers of change, are people. In principle, people are not afraid of change, they are afraid of being changed. People are afraid that changes in the organization will affect their work, their position in the organization, i.e. established status quo. Therefore, they seek to prevent changes in order not to get into a new situation that is not entirely clear to them.

Attitudes towards change can be viewed as a combination of the states of two factors:

acceptance or rejection of the change;

open or covert demonstration of attitude towards change.

Based on conversations, interviews, questionnaires and other forms of information collection, the management of the organization should try to find out what type of reaction to changes will be observed in the organization, which of the employees of the organization will take the position of supporters of changes, and who will be in one of the other three positions (Fig. 8 ). Such forecasts are of particular relevance in large organizations and in organizations that have existed without changes for a rather long period of time, since in these organizations resistance to change can be quite strong and widespread.

Rice. 8. Matrix<Изменение - сопротивление>

Reducing resistance to change is key to bringing about change. An analysis of the potential forces of resistance allows you to identify those individual members of the organization or those groups in the organization that will resist change, and to understand the motives for not accepting the change. In order to reduce potential resistance, it is useful to organize people into creative groups that will promote change, involve a wide range of employees in developing a change program, conduct extensive explanatory work among employees in the organization aimed at convincing them of the need carrying out changes to solve the problems facing the organization.

The success of the change depends on how management will implement it. Managers should keep in mind that when introducing a change, they must demonstrate confidence in its correctness and necessity and try to be as consistent and consistent as possible. in the implementation of the program of change. At the same time, they should always keep in mind that as change is made, people's attitudes may change. Therefore, they should ignore the slight resistance to change and be calm about people who initially resisted change, and then this resistance was stopped.

Strategies.

Corporate culture- a set of behavior patterns that are acquired by the organization in the process of adaptation to the external environment and internal integration, which have shown their effectiveness and are shared by the majority of members of the organization. Components corporate culture are:

adopted leadership system;
conflict resolution styles;
functioning communication system;
the position of the individual in the organization;
accepted symbolism: slogans, organizational taboos, rituals

Each organization develops its own set of rules and regulations that govern the daily behavior of employees in their workplace, carrying out their activities in accordance with those values that are essential to its employees. By creating organizational cultures, it is necessary to take into account the social ideals and cultural traditions of the country. In addition, for a more complete understanding and assimilation of values by the employees of the organization, it is important to provide a different manifestation of corporate values within the organization. The gradual acceptance of these values by the members of the organization will allow achieving stability and great success in the development of the organization. Following them is encouraged by the administration with appropriate rewards or promotions. Until newcomers learn these rules of conduct, they cannot become full-fledged members of the team.

In a market economy, the role of the "regulator" of production, distribution and consumption is played by the market itself. His main principle - principle economic freedom, according to which the subjects of a market economy, being the owners of factors of production, independently decide what, how, how much and for whom to produce. The market system of economic relations is based on free exchange between sellers and buyers. No one is forcing them to make deals. Business entities exist in a competitive environment, in which one can survive only by winning a buyer for their goods and services. Activities in a market economy are associated with risk and responsibility: sellers and buyers spend their own funds and risk them. The highest measure of responsibility for one's own economic decisions - possible loss property. Since firms do not receive planned targets, management under these conditions solves the following problems:

Focus on demand and market conditions;

Production of those types of goods that are in great demand among buyers and guarantee the receipt of the intended profit;

Ensuring the effectiveness of activities. Consider in general terms the concept of "efficiency * -

the most important concept in economics. It comes from the word "effect *. In economics, effect means a specific positive result any activity. It could be an increase in profits, or the amount of money saved, or a reduction in the duration of the production process due to new technology.

If the magnitude of the effect is compared with the costs that caused this effect, then we get the efficiency formula:

Efficiency = effect / cost

Effective management of the firm should lead to the efficiency of the firm and individual aspects of its activities.

All of the above does not mean that the state does not interfere in the economic life of society. The modern market economy is regulated by the state, which uses various methods of influencing it. Such methods include financial policy, control over monopolies, assistance to entrepreneurship. There are a certain number of enterprises in the public sector, and the state itself is involved in the business. An economy in which the market is regulated is called a mixed economy. But even in a mixed economy, the principle of economic freedom remains unshakable, which means that an economic entity is free, oriented towards the needs and requirements of the market, and is itself responsible for the results of its decisions and actions. Management activity in the market conditions is called management. We will get acquainted with it in the following sections.

1.3. What is management?

Today, everyone knows the word "management", because in a short time it has firmly entered the vocabulary of the Russian language. Translated from English, this word (management) sounds like "management". Many of those who used to be in manufacturing now claim to be management specialists.

When Americans or Europeans talk about management, they mean a manager - a person, a subject of management, who operates in market structures. We are talking about those organizations that are engaged in business. A business is aimed at making a profit by creating and selling certain products and services. So, business management is the management of commercial activities, business corporations. But a businessman and a manager are not the same thing. A businessman is a person who "makes money", the owner of capital that is in circulation and generates income. A businessman is a business person who has no subordinates, or a large owner who may not hold any permanent position in a corporation, but is the owner of its shares. When people talk about a manager, they usually mean a professional manager who has received special training, and not just an engineer, lawyer, or economist. The manager holds a permanent position in the corporation.

Managers work at all "echelons" of management, and according to American concepts, the manager's task is to organize specific work within a certain number of employees who report to him.

In Western enterprises, there are:

Top management, i.e. the highest level of management (general director and other members of the board);

Middle management - middle management (heads of departments and independent departments);

Lover management - the lower levels of management (heads of subdivisions and other similar units).

It means that the guide different levels exist in the government, and in the army, and in the church, but the management of business enterprises differs from other types of management in that the purpose of the enterprise, and therefore the task of its management, is the production of goods or the satisfaction social needs through the market.

A comparison should also be made between such concepts as "manager" and "entrepreneur". An entrepreneur is a person who undertakes something on his own initiative, acting under his own responsibility, at his own peril and risk, relying on his own strength and means. In this sense, entrepreneurs can be called I.V. Tsvetaev - the creator and first director of the Museum of Fine Arts. A. S. Pushkin in Moscow, Thor Heyerdahl, who undertook famous trips to the Kon-Tiki, Ra and Tigris, P.M. Tretyakov - the founder of the Tretyakov Gallery in Moscow and many other famous people whose names in our minds are in no way associated with the word "entrepreneurship". In a narrower sense, entrepreneurship is a special case of business, a type of activity of a person who carries out business, implements innovations, invests his own funds in a new business, taking personal risk.

If a manager gravitates toward a bureaucratic leadership style, then the difference between him and the entrepreneur is very large. These distinctions blur when a manager actively seeks opportunities and deliberately takes risks to bring about change and improvement. This style of management is entrepreneurial, and the manager himself is entrepreneurial.

Management is a very broad concept. We defined it as management in market conditions, as special kind business management activities. Such a definition of management is widely known - the ability to achieve goals using the work, intelligence and motives of the behavior of other people. In this definition, the content of this activity is “hidden”. Let's analyze this definition.

Skill. To succeed, you need to know how to do it, and be able to apply your knowledge in practice. Management has its own tricks. This is nothing more than a set of principles, methods, means and forms of production management in order to increase its efficiency and profitability. It can be learned, management is a science.

Achieve. In management, it is necessary not just to try your best, but to achieve. Until we have achieved the desired result, we cannot consider that we have learned to manage.

Set goals. Goals must be chosen and set correctly, otherwise all of the previous loses its meaning. The founder of the school of scientific management F.U. Taylor defined goal setting as the art of knowing exactly what needs to be done and how to do it in the best and cheapest way. The main thing in management is to set goals that meet the interests of the enterprise.

Using labor, intelligence and motives of people's behavior. A company is first and foremost about people. Therefore, management is the organization of the work of people, employees. And it should be such as to meet the needs of employees to the maximum extent, to intensify their work and increase the efficiency of their work.

Working with people is always very difficult. After all, everyone has their own psychological characteristics, abilities, shortcomings, which in different specific situations manifest themselves in different ways. The manager must possess scientific knowledge, which each time in his practical work will receive a new “sound”. The creative application of one's knowledge in various managerial situations requires the development personal qualities manager. All this suggests that management can rightfully be considered not only a science, but also an art.

Since it is managers who manage the organization, management is often identified with managers - a certain category of people. Also, management refers to the management apparatus or a specific body of a functioning commercial enterprise. Any enterprise has such a body, that is, it has a leadership, or management. The management of this enterprise represents it in society; the successes and failures of an enterprise are, first of all, the successes and failures of management.

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