Methodological foundations of strategic management in an enterprise. Reasons for the emergence of strategic management The development of these features in economics is

The emergence of strategic management is caused by objective reasons arising from changes in the nature of the operating environment of enterprises. This is due to a number of factors. Let's look at the main ones. First group such factors due to global trends in the development of market economies. These include: internationalization and globalization of business; the emergence of new unexpected business opportunities opened up by advances in science and technology; development of information networks that make lightning-fast dissemination and receipt of information possible; wide availability modern technologies; changing role of human resources; increased competition for resources; accelerating changes in the environment.

Second group factors stems from those transformations in the economic management system in Russia that occurred during the transition to a market economic model and the mass privatization of enterprises in almost all industries. As a result, the entire higher layer of management structures, which was busy collecting information, developing long-term strategies and directions for the development of individual industries and productions, was eliminated. One can have different attitudes towards the already non-existent sectoral ministries and planning bodies, but it cannot be denied that the latter, having a powerful network of sectoral and departmental institutions, carried out almost the entire volume of work on the development promising directions development of enterprises, transformed them into promising current plans, which were communicated from above to the implementers. The task of enterprise management was mainly to carry out operational functions to organize the implementation of tasks issued from above.

As a result of the rapid elimination of this upper layer of enterprise management, combined with privatization, when the state refused to manage the vast majority of enterprises, the management of associations and firms were automatically transferred to all functions that had previously been performed by higher authorities. Naturally, the mentality of management, all internal organization enterprises were in most cases unprepared for this type of activity.

Third group of reasons The importance of strategic management at the present stage is associated with the emergence of a huge number of economic structures of various forms of ownership, when a large number of workers who were mostly unprepared for professional management activities entered the field of entrepreneurship, which predetermined the need for the latter to accelerate the assimilation of the theory and practice of strategic management.

Fourth group of factors, which is also of a purely Russian nature, is determined by the general socio-economic situation that developed during the transition period from a planned to a market economy. This situation is characterized, as we know, by a massive decline in production, painful structural restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative factors. All this, regardless of the form of ownership, extremely complicates the activities of economic organizations and is accompanied by a growing wave of bankruptcies and other negative phenomena. Naturally, this predetermines the need for increased attention to the problems of strategic management, which in turn should ensure the survival of enterprises in extreme conditions. It is no coincidence that a number of authors put forward the thesis that in such a situation one should speak first of all about a survival strategy, and only then about strategy.

In this regard, an important question seems to be when exactly turning to strategy becomes vital. One of these conditions is the occurrence of sudden changes in the external environment of the company. They may be caused by saturation of demand, major changes in technology inside or outside the company, or the unexpected emergence of numerous new competitors.

In such situations, the organization's traditional principles and experience are not adequate to take advantage of new opportunities and prevent hazards. If an organization does not have a unified strategy, then it is possible that different departments will develop heterogeneous, contradictory and ineffective solutions. The sales service will fight to revive the previous demand for the company's products, the production departments will make capital investments in the automation of outdated production, and the R&D service will develop new products based on old technology. This will lead to conflicts, delay the reorientation of the company and make its work irregular and ineffective. It may be discovered that the reorientation is started too late to guarantee the firm's survival.

Faced with such challenges, a firm must solve two extremely difficult problems: choosing the right growth plan from among numerous alternatives and directing the team's efforts in the right direction.

Along with obvious advantages, strategic management has a number of disadvantages and limitations on its use, which indicate that this type of management, like all others, does not have universal application in all situations to solve any problems.

Firstly, strategic management, by its very nature, does not and cannot provide an accurate and detailed picture of the future. The future desired state of the organization, formed in strategic management, is not a detailed description of its internal and external position, but rather a qualitative desire for what state the organization should be in in the future, what position it should occupy in the market and in business, what organizational culture it should have. , which business groups belong to, etc. Moreover, all this together should be what determines whether the organization will survive or not in the future in the competitive struggle.

Secondly, strategic management cannot be reduced to a set of routine procedures and schemes. He does not have a descriptive theory that prescribes what and how to do when solving certain problems or in specific situations. Strategic management is, rather, a certain philosophy or business ideology and management. And each individual manager understands and implements it largely in his own way. Of course, there are a number of recommendations, rules and logical schemes for analyzing problems and choosing a strategy, as well as implementing strategic planning and practical implementation of the strategy. However, in general strategic management - this is a symbiosis of intuition and the art of top management to lead the organization towards strategic goals, high professionalism and creativity of employees, ensuring the connection of the organization with the environment, updating the organization and its products, as well as the implementation of current plans and, finally, the active involvement of all employees in the implementation of the organization’s tasks, in search of the best ways to achieve its goals.

Thirdly, enormous efforts and large expenditures of time and resources are required in order for the strategic management process to begin to be implemented in the organization. It is necessary to create and implement strategic planning, which is fundamentally different from the development of long-term plans that are binding in any conditions. The strategic plan must be flexible, it must respond to changes inside and outside the organization, and this requires a lot of effort and great expense. It is also necessary to create services that monitor the environment and include the organization in the environment. Marketing, public relations services, etc. acquire exceptional importance and require significant additional costs.

Fourthly, they are sharply intensifying negative consequences errors of strategic foresight. In conditions when completely new products are created in a short time, when unexpected problems arise new opportunities For business and opportunities that have existed for many years disappear before our eyes, the price of retribution for incorrect foresight and, accordingly, for errors in strategic choice often becomes fatal for the organization. The consequences of an incorrect forecast are especially tragic for organizations that have no alternative way of functioning or that implement a strategy that cannot be fundamentally adjusted.

Fifthly, when implementing strategic management, the main emphasis is often placed on strategic planning. In fact, the most important component of strategic management is the implementation of the strategic plan. And this presupposes, first of all, the creation organizational culture, allowing for the implementation of a strategy, systems of motivation and work organization, a certain flexibility in the organization, etc. At the same time, with strategic management execution process has an active feedback effect on planning, which further enhances the importance of the execution phase. Therefore, an organization, in principle, will not be able to move to strategic management if it has created, even a very good, strategic planning subsystem, and there are no prerequisites or opportunities for creating a strategic execution subsystem.

The evolution of intra-company management systems makes it possible to understand that successive systems correspond to the growing level of instability (uncertainty) of the external environment. Since the beginning of the century, two types of enterprise management systems have been developed: management based on control over execution (after the fact) and management based on extrapolation of the past. To date, two types of control systems have emerged:

The first, based on determining the position (management based on anticipating changes, when unexpected phenomena began to arise and the pace of change accelerated, but not so much that it was impossible to determine the reaction to them in time). This type includes: long-term and strategic planning; management through the choice of strategic positions;

The second, associated with a timely reaction, providing a response to rapid and unexpected changes in the environment (management based on flexible emergency solutions). This type includes: management based on the ranking of strategic objectives; control by strong and weak signals; management in the face of strategic surprises.

The choice of combinations of different systems for a particular enterprise depends on the environmental conditions in which it operates. The choice of a system for determining positions is determined by the novelty and complexity of the tasks. The choice of a timely response system depends on the pace of change and predictability of tasks. The synthesis and integration of these management systems make it possible to form a method of strategic management that most fully meets the conditions of flexibility and uncertainty of the external environment.

STRATEGIC MANAGEMENT

Prerequisites for the emergence of strategic management. The essence, goals and objectives of strategic management.

the end of the 70s of the 20th century - the emergence of a new economic science called strategic management. The founder is Michael Porter, who in 1980 published the book “Competitive Strategy - a technology for analyzing industries and competitors.

The following prerequisites for the emergence of strategic management are identified:

1. A sharp increase in labor productivity.

2. Achieving a high level of social well-being V developed countries (satisfying primary processes), with rapid growth of needs.

3. A noticeable increase in the share of services in the gross product.

4. Increasing intensity of competition and complication of its structure, including due to the development of transport, communications and communications, as well as conservation technology commodity value product.

5. Globalization of markets.

6. The growing influence of innovations on the competitiveness of products (especially radical ones). Thus, the formation of strategic management as an independent field

research and management practice went through four stages:

1.Budgeting and control - an idea of ​​the stable environment of the organization, both internal and external: the existing operating conditions of the company (for example, technology, competition, degree of resource availability, level of personnel qualifications, etc.) will not change significantly in the future.

2. Long-term planning. This method was formed in the 1950s. It is based on identifying current changes in certain economic indicators of the organization's activities and extrapolating the identified trends (or trends) into the future.

3.Strategic planning, late 1960s - early 1970s. - the approach is based on identifying trends not only in the economic development of the corporation, but also in the environment of its existence.

4. Strategic management. As an independent discipline - mid-1970s. It is based on the study of changes in the external environment of the organization, involves the establishment of clearly defined goals and the development of ways to achieve them based on the use of the organization's strengths and favorable environmental opportunities, as well as compensation for weaknesses and methods of avoiding threats.

Strategic management- this is management that relies on human potential as the basis of the organization," orients production activities to consumer demands, responds flexibly and carries out timely changes in the organization that meet the challenge from the environment and allow it to achieve competitive advantages, which together allows the organization to survive in long term, while achieving your goals (Vikhansky O.)

The objects of strategic management are organizations, strategic business units (SBU) and functional zones of the organization (FZH).

The subject of strategic management is:

1. Problems that are directly related to the general goals of the organization.

2. Problems and solutions associated with any element of the organization, if this element is necessary to achieve goals, but is currently missing or insufficient.

3. Problems associated with external factors, which are uncontrollable. The basis of strategic management is a system of strategies, including a number

interrelated specific entrepreneurial, organizational and labor strategies.

WITH strategic management - theory and practice of ensuring competitiveness and efficiency of decisions by developing an organization's strategy while assigning responsibility for this work to its managers. Strategies can be justified only if scientific approaches and methods are applied to their development system analysis, forecasting and optimization (Parakhina).

The essence of SM lies in the answer to three most important questions (V.D. Markov, S.A. Kuznetsov):

1) what position the enterprise is currently in;

2) what position it would like to be in three, five, ten years;

3) how to achieve the desired position? (Fig. 1.2).

The main goal of strategic management is the development of standards for the competitiveness of goods and the organization as a whole, not inferior to the achievements of the main competitors during the period of entering the market with a new product.

It is believed that three stages can be distinguished in the development of management.

The end of the 19th century – 1920. During this period, market demand for most types of products was stable and predictable. This guaranteed production stability constant assortment products. The control model of management reigned supreme, requiring strict adherence to standards and rules and emphasizing ongoing control technological processes sales, supplies, failure prevention.

1920 – 1970. Instability began to grow in the economy, but the future was still predictable based on extrapolation methods, statistical and mathematical models. A planned management model has been formed, aimed at implementing long-term and current plans and allowing for their correction taking into account changing situations.

Since the 1970s, there has been a period of instability in the market environment due to unpredictability economic life. The response to this situation was the emergence of strategic management (a term coined at the turn of the 1960s and 1970s to denote the difference between enterprise-level management, carried out in the old ways, and firm-level management).

The emergence of strategic management in Russia is caused by objective reasons arising from changes in the nature of the operating environment of enterprises. This is due to a number of factors.

First group Such factors are determined by global trends in the development of a market economy. wide availability of modern technologies; changing role of human resources; increased competition for resources; accelerating changes in the environment.

Second group factors stems from those transformations in the economic management system in Russia that occurred during the transition to a market economic model and the mass privatization of enterprises in almost all industries.

Third group factors is associated with the emergence of a huge number of economic structures of various forms of ownership, when a mass of workers unprepared for professional management activities entered the field of entrepreneurship, which predetermined the need for the latter to accelerate the assimilation of the theory and practice of strategic management.

Fourth group factors, which is also of a purely Russian nature, is determined by the general socio-economic situation that developed during the transition period from a planned to a market economy. This situation is characterized by a decline in production, painful structural restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this extremely complicates the activities of economic organizations and is accompanied by a growing wave of bankruptcies, etc. Naturally, what is happening in the country’s economy predetermines the need for increased attention to the problems of strategic management, which in turn should ensure the survival of enterprises in extreme conditions.

2. Stages of development of strategic management: budgeting and short-term planning, long-term planning, strategic planning, strategic management.

The emergence of strategic management techniques and their implementation in the practice of firms is most easily understood in a historical context. Business historians generally identify four stages in the development of corporate planning: budgeting, long-range planning, strategic planning, and, finally, strategic management.

1. Budgeting. In the era of the formation of giant corporations before the second world war No special planning services, especially long-term ones, were created in companies. Senior corporate executives regularly discussed and outlined plans for the development of their business, but formal planning associated with the calculation of relevant indicators, maintaining forms financial statements etc., was limited only to the compilation of annual financial estimates– budgets for expenditure items for various purposes.

Budgets were drawn up, firstly, for each of the major production and economic functions (R&D, marketing, capital construction, production). Secondly, for individual structural units within the corporation: branches, factories, etc. Similar budgets in modern economy serve as the main tool for distributing internal corporate resources and control current activities. A feature of budgetary and financial methods is their short-term nature and internal focus, i.e. the organization in this case is considered as a closed system. When using only fiscal methods, the main concern of managers is current profit and cost structure. The choice of such priorities naturally poses a threat to the long-term development of the organization.

2.Long-term planning usually covers three or five year periods. It is rather descriptive in nature and defines overall strategy company, since it is difficult to predict all possible settlements for such a long period. A long-term plan is developed by the management of the organization and contains the main strategic goals of the enterprise for the future.
Key areas of long-term planning:
-organizational structure;
-production capacity;
- capital investments;
-needs for financial resources;
-research and development;
-market share and so on.
3.Short-term planning can be calculated for a year, six months, a month, and so on. The short-term plan for the year includes production volume, profit planning and more. Short-term planning closely links the plans of various partners and suppliers, and therefore these plans can either be coordinated, or certain aspects of the plan are common to the manufacturing company and its partners.
Of particular importance for the enterprise is the short-term financial plan. It allows you to analyze and control liquidity taking into account all other plans, and the reserves contained in it provide information about the required liquid funds.
4.Strategic management - This activity, aimed at achieving the main goals and objectives of the organization, determined on the basis of anticipating possible changes environment And organizational capacity, through coordination and allocation of resources.

Strategic management can be attributed to the philosophy or ideology of business and management, where a significant place is given to the creativity of the top management and personnel of the organization.

5.Strategic planning- is a set of actions, decisions taken by management that lead to the development of specific strategies designed to achieve goals.

Strategic planning can be presented as a set of management functions, namely:

§ *distribution of resources (in the form of reorganization of companies);

§ *adaptation to the external environment (using the example of Ford Motors);

§ *internal coordination;

§ *awareness of the organizational strategy (thus, management needs to constantly learn from past experience and predict the future).

Strategy is a comprehensive, comprehensive plan designed to ensure that the organization's mission is achieved and its goals are achieved.

4. Strategic management. TO 1990 Over the years, most corporations around the world have begun the transition from strategic planning to strategic management. Strategic management is defined as a complex of not only strategic management decisions that determine the long-term development of the organization, but also specific actions that ensure the enterprise’s rapid response to changes in external conditions, which may entail the need for strategic maneuver, revision of goals and adjustment of the general direction of development.

5. Types of strategic management: strategic management by choosing strategic positions, management by ranking strategic tasks, management by weak signals, management in the face of strategic surprises.

Management based on solving strategic problems. Management by ranking strategic tasks is focused on tactical survival, which is based on maintaining the enterprise’s position in basic areas of activity.

No perfect strategy can take into account all situations that arise as a result of changes in the external environment, as well as the development of the organization itself. In response to their emergence, the enterprise forms and solves strategic tasks, with the help of which the necessary adjustments to its activities (policies, plans) are carried out. An example of such tasks is achieving high growth rates, improving the internal climate in the team; attracting new partners and clients, etc.

Management based on solving strategic problems is used when events that may occur are fully or partially predictable, but in order to respond to them, it is impossible or impractical to change the general line of behavior of the enterprise. By solving strategic problems, the organization has the opportunity to timely prevent the occurrence of an unfavorable situation, significantly mitigate its negative consequences, or use the emerging opportunities to its maximum benefit.

The management process by solving newly emerging strategic problems provides.

Constant monitoring of all trends.

Analyze and identify threats and new opportunities.

Assessing the importance and urgency of solving newly emerging problems based on their classification: a) the most urgent and important tasks requiring immediate solution; b) important tasks of medium urgency that can be solved within the next planning cycle; c) important but non-urgent tasks that require constant monitoring; d) tasks that represent a false alarm and do not deserve attention.

Preparation of decisions (this is carried out by specially created operational groups).

Making decisions taking into account possible strategic and tactical consequences (executed by management).

Update the list of problems and their priorities.

Weak signal control. Obvious and specific problems identified through observation are called strong signals. Other problems known from early and imprecise signs are called weak signals. The stronger the signal, the less time the company has to respond. The enterprise's procedure for dealing with weak signals about a problem is shown in Figure 2.

Based on a strong signal, an enterprise can act decisively, for example, stop further capacity expansion and refocus on using it for another purpose. The response to a weak signal can be extended over time and intensified as the signal increases.

Managing in the face of strategic surprises. The system of emergency measures for strategic surprises is used in emergency situations that arise suddenly; when new tasks are set that do not correspond to past experience and the lack of solutions (for example) leads to major damage.

This system involves the following actions:

use of a communications switching network for emergency situations;

redistribution of responsibilities of senior management: control and preservation of the moral climate; normal work with minimal disruption; taking emergency measures;

creation of flexible ranking groups from the most experienced specialists endowed with the necessary powers; their responsibilities include constant monitoring, analysis and assessment of the situation, development of the necessary operational decisions, taking into account their possible consequences; such groups have a special status and act contrary to the existing hierarchy in the organization.

The considered systems (types) of strategic management do not replace each other. Each of them is used under certain conditions, depending on the degree of instability of the external environment.

Ensuring the progressive development of society is impossible without effective management of the socio-economic processes and phenomena occurring in it.

Management in social systems is always dual in nature. On the one hand, it is a function of the production process itself and consists in coordinating the activities of people in time and space in a specific economic, social, legal, political and technological environment. This organizational and technical control side. On the other hand, management is a function of ownership of the means of production, since the organization of joint labor activity carried out by the owner of these funds or, on his instructions, by professional managers - managers. And this socio-economic the side of management, which consists of a conscious, systematic and purposeful influence on the part of subjects, governing bodies on people and economic objects in order to direct their actions and obtain the desired results in changing environmental conditions.

Being the core social development, modern enterprise is a socio-economic system with a rather complex production, technological and organizational structure. This system is characterized by a set of relationships with the external environment. It is obvious that with this approach to an enterprise, for its successful existence, constant interaction with the external environment is necessary, expressed in the consistent receipt of economic resources, production of products and their transfer again to the external environment, i.e. to consumers. Violation or termination of at least one of these processes can lead to bankruptcy and death of the enterprise, and the balance between them is the main thing for its effective functioning. This requires constant planning, coordination and control of the progress of the economic relations of the enterprise with the surrounding external environment. This circumstance was one of the reasons for the emergence of strategic management, which was mainly caused as a response to the increased dynamism of the external environment.

In addition, the modern external business environment, in addition to high speed change is characterized by instability, which increases the likelihood of sudden strategic changes and their unpredictability. This required the top management of enterprises to quickly master adequate methods and management procedures that ensure they effectively achieve long-term goals based on maintaining competitive advantages and appropriately responding to environmental uncertainty. Consequently, the second reason for the emergence of strategic management was the need to differentiate current (operational) management production activities organization and management carried out at the highest level, which was caused by increased uncertainty in the external environment and required a transition to a new model for managing the development of business structures in a constantly changing market environment.

Finally, internal and external changes in the environment gave rise to new, more complex problems, many of which were difficult to solve based on the experience gained in the first half of the 20th century. The multiplicity of tasks, along with the expansion of the geographical scope of the activities of national economies, led to a further complication of management problems. This was another reason determining the relevance of the emergence of strategic management.

Thus, the synthesis of various approaches to management made it possible to form in the second half of the 20th century. a new direction in the management of an organization is strategic management (hereinafter, “strategic management” and “strategic management” are used as synonyms).

It should be said that if in the Western economy the mobility of the environment is determined by constantly changing consumer demand for goods and services, which dictates shifts in other environmental factors: technology, communications, social relations etc., then in Russia its mobility is explained by the transition to the domestic economy market and, as a consequence, the instability of the socio-political sphere.

The methods and forms of long-term and current planning that existed in the Soviet era, based on economic forecasting that determines production development trends, were unable to ensure the sustainable development of the enterprise in modern conditions. These methods were quite effective during a period of relatively constant economic goals, consisting mainly of increasing production volumes and saturating the market with goods and services, in a stable external environment.

So, for example, in the administrative-command economy of Russia, the essence of planned work was reduced to the search effective ways performing strictly regulated tasks in conditions of fairly accurately predicted changes in the external environment. This task continues even now with the development of market relations. However, at present, in many industries, supply has begun to prevail over consumer demand, which is also changing in nature. Increasing attention is being paid to the social needs of the population, protecting consumer rights, and problems of education and environmental balance are also becoming relevant. This radically changed the economic situation in the country, increasing its diversity and complexity, which necessitated reform of the Soviet system of planning and management.

As is known, in the administrative-command economy of Russia, management came down to finding effective ways to fulfill regulated tasks in the conditions of fairly accurately predicted changes in the external environment. In the Soviet era, long-term (five-year) and long-term (up to 20 years) planning was the most important tool for managing the national economy at both the macro and micro levels.

During the transformation of the Russian economic management system, which occurred during the transition from a planned economic model to a market one, as well as as a result of the privatization of enterprises, the highest management structures were eliminated. The management of planning bodies at all levels, which were essentially involved in developing a long-term strategy for the economic development of the country, caused the emergence of new, more complex management tasks due to the dynamism and uncertainty of the external environment. In addition, a radical change in the rules of the game in the Russian economy, i.e. the very nature of the environment in which domestic enterprises had to operate both within the country and abroad foreign market, required the development of original, non-traditional methods of planning and management in the long term.

Thus, strategic management is essentially a management method used in the face of the emergence of new, more complex tasks caused by the dynamism and uncertainty of the economic situation. Many of these problems are original, and therefore existing experience cannot be used to solve them. Already, according to some data, the share of such tasks is more than half of the total number of management tasks solved at the enterprise, and their number will increase. These tasks are dominated by qualitative (non-formalized) characteristics, so they can be solved with the help of additional information obtained directly from a person and based on his professional knowledge and intuition. This required an unconventional approach to enterprise management.

11. Concept and content of strategic management

Creating conditions for the effective operation of an enterprise in market conditions and ensuring the continuity of its economic development is one of the main problems. Its solution is based on a lot of analytical work on creating, implementing and maintaining competitive advantages, which presupposes that the enterprise has the potential to be better (in some aspects of economic activity) than its competitors. M. Potter identifies two main sources of competitive advantage - cost leadership and differentiation, i.e. release by an enterprise of a product or service with unique properties. In fact, their sources can be a significantly larger number of factors: the high reputation of the enterprise, the presence of qualified personnel, long-term relationships with customers, the development of marketing activities, etc.

One of the factors that allows the company to maintain its leading position is the development of R&D. Innovation process allows him to move on to the realization of competitive advantages of a higher rank, which last for a long time and provide a high level of profit. As for the advantages of low rank associated with cheap labor, availability of sources of raw materials, etc., they are not so stable, since they can be easily copied by competitors. In other words, if there are clear competitive advantages (cheap raw materials, certain technology, specific suppliers), there is a possibility that competitors will try to deprive the enterprise of these advantages.

It follows from this that competitive advantages are not something given once and for all: they are formed and preserved only with the constant improvement of all areas of activity, which is a labor-intensive and, as a rule, expensive process. It is extremely important for an enterprise to understand and correctly evaluate its competitive advantages. It was this moment that determined the ever-increasing role of the strategic approach to management. Then we can say, with strategic management- this is the area of ​​activity of the external management of the enterprise, main responsibility which consists in determining the preferred directions and trajectories of its development, setting goals, allocating resources and everything that gives the enterprise a competitive advantage.

It should be noted that currently there is no single definition of the concept strategic management. There are a number of definitions of strategic management, which focus on its various aspects and features: either as a field of activity, or as a process, or as an area of ​​scientific knowledge. For example, strategic management is a type, field of management activity, consisting in the implementation of selected long-term goals through the implementation of changes in the organization; or these two definitions: 1) strategic management is the process through which an enterprise interacts with its environment; 2) strategic management is a field of scientific knowledge that studies techniques and tools, methodology for making strategic decisions and methods for the practical implementation of this knowledge. I. Ansoff in his work “Strategic Management” defines the content of this concept as activities related “to setting the goals and objectives of the organization and maintaining a number of relationships between the organization and the environment that allow it to achieve its goals, correspond to its internal capabilities and allow it to remain susceptible to external requirements."

21. Modeling options for the strategic state of the enterprise

The strategic stability and operational efficiency of an enterprise is determined by the development of three main components that characterize its work. The three cornerstones of an organization's activities - economic, organizational and political components - form the foundation on which enterprise management is built.

These three aspects of the strategic state of an enterprise are complementary, and to conclude that it is stable, a good position in only one or two positions is not enough: a balanced development of all aspects is necessary.

The model of the strategic state of an enterprise can be graphically displayed in the form of a cube, the vertices of which represent certain limiting values ​​and in its pure form practically cannot be an assessment of the strategic state of the enterprise. Therefore, the point with coordinates (x,y,z), which determines the strategic state of the enterprise, lies inside the cube (Fig. 5.1).

Figure 5.1. Strategic cube

From Fig. 5.1 it is clear that the vertices cube A,B,C,D,G,H and F characterize various (limit) strategic states of the enterprise. Their descriptions are as follows:

1. Strategy A when the organizational aspect dominates at the enterprise to the detriment of the other two. As a result, the organization will come to a state that can be called "snarling bureaucracy", while all its activities are strictly regulated, priority is given to current work to the detriment of the final result.

2. Strategy C when the political aspect dominates and the enterprise faces what can be called "unforeseen coalitions", which are characterized by the search and formation of interest groups based on opportunistic requests.

3. Strategy G, when the economic aspect dominates and the organization is looking for a path leading to rational decisions and goals. This case can be called "rational system".

4. Strategy B, when the political aspect in combination with the organizational one characterizes a state called "authoritarian organization". At the same time, the personal goals of individuals are put in first place and all the efforts of the enterprise are directed towards achieving them.

5. Strategy D, when preference is given to political and economic aspects. This state can be called "constant movement", which is characterized by significant instability due to the lack of an organizational component necessary to summarize the results achieved and carry out targeted activities.

6. Strategy H, when the organizational aspect appears in combination with the economic one, then we are faced with the so-called "blind mechanism". This name reflects the absence of any human, social and political factors in the process of strategy formulation. It's about about a well-regulated rational mechanism that uses complete information about the consequences of any action, about the external environment of the enterprise and about the internal characteristics of this environment. Here the emphasis is only on the goals and economic aspect of the strategy, which are based on a system of rules and procedures that help their implementation.

7. Strategy O when the lack of political, economic and organizational aspects leads to the emergence of "inorganic system", completely devoid of life and unable to act or even react to the influence of the external environment. We are talking about an enterprise that has neither the means nor the desire to carry out any tasks.

8. Strategy F, when the simultaneous consideration of economic, political and organizational aspects is carried out, which leads to a state called "strategic balance". This combination is very desirable, since the harmony of these three aspects is achieved. However, this equilibrium is only relatively stable, since a change in the general situation can cause changes in the economic, political and organizational aspects of the strategic state of the enterprise.

Thus, the strategic cube and finding the coordinates of the point corresponding to the state of the enterprise allows us to understand the real state of affairs in the organization, highlight bottlenecks and problems, the solution of which will ensure its progressive development.

22. Mechanism for assessing the strategic state of the enterprise

To assess the qualitative state of the organization, the mechanism of its self-diagnosis is used, which can be presented in tabular form (Table 5.1).

From Table 5.1 it is clear that by assessing the economic, political and organizational aspects with the qualitative values ​​“Important” and “Weak”, it is possible to determine the state in which the company is currently located, which is the first step towards the development and implementation of a corrective strategy that can correct mistakes past and change the situation for the better.

Mechanism quantification The strategic state of the enterprise is also quite simple. Its essence lies in the fact that the analyst carrying out the research generates a precise list of, for example, ten questions for each of the three aspects under consideration. Evaluating the experts' answers to these questions in points (yes - 1, no - 0), he finds their sum. If the sum of points received for answers to questions related to one of the aspects is equal to or greater than 5, then this aspect is given paramount importance when forming the enterprise strategy; if the sum of points is less than 5, then the value is weak.

Table 5.1.

Related information.

ANNOTATION

Akulov A.A. Coursework in the course “Strategic Management” on the topic “The Essence and Application of Strategic Management.” - Chelyabinsk: SUSU, FEiP 475, 2009, 54. Bibliography of literature - 10 titles.

This course work examines the essence and application of strategic management, as well as the strategy of OAO Gazprom.

The first theoretical part characterizes the essence of strategic management, defines its main elements, key aspects, development concepts and prerequisites for its emergence.

The second part examines how to implement and apply strategies, as well as their advantages and disadvantages.

In the third part, practical, an analysis of the internal and external factors of the activities of OJSC Gazprom was carried out, weak and strengths, the characteristics of this research object are given, current and future strategic plans are considered.

INTRODUCTION…………………………………………………………………………………..4

1 ESSENCE OF STRATEGIC MANAGEMENT…….……...………….6

1.1 Prerequisites for the emergence of strategic management………………..6

1.2 Concepts of strategic management……………………………...…..7

1.3 Evolution of strategic management…………………………………….10

1.4 Stages of development of organization management systems…………………………..12

1.5 Key position of strategic management in the organization………….16

1.5.1 The concept of strategic management…………………………………….16

1.5.2 Levels of strategic decisions………………………………………………………17

1.5.3 Stages of strategy formation in small and medium-sized enterprises….….18

2 APPLICATION OF STRATEGIC MANAGEMENT…………………..25

2.1 Advantages of using strategic management………………....25

2.2 Limitations of strategic management…………………………..……..33

2.3 Strategic choice………………………………………………………35

2.4 The essence and system of strategic planning………………………..40

3 STRATEGIC MANAGEMENT IN JSC GAZPROM………………..47

CONCLUSION……………………………………………………………………………….54

BIBLIOGRAPHICAL LIST…………………………………………………………….55

INTRODUCTION

The present time is characterized by a sharp increase in the complexity of the problems faced by decision makers. The uncertainty and ambivalence of information about ongoing processes, the insufficiency and inadequacy of knowledge about the functioning of social, political and economic systems require new skills from the manager and new approaches to the decision-making process.

Making strategic decisions on the development of an enterprise requires a systematic approach with an analysis of the economic situation in the region, marketing factors, the capabilities of the company itself, legal and financial support.

An enterprise strategy is a system of priority directions, forms, methods, means, rules, methods of using the resource, scientific, technical and production and sales potential of an enterprise, ordered in time, in order to cost-effectively solve problems and maintain a competitive advantage.

Relevance of the study. The definition and implementation of strategies are among the complex and labor-intensive work that was previously rarely performed at the proper level in the enterprises of our country. Today, the management of most enterprises is focused primarily on solving short-term problems. Under these conditions, there are frequent changes in tasks, activity priorities, and decisions, which results in imperfections in the structure of performance indicators and a decrease in the competitiveness of enterprises.

Many enterprises resemble temporary structures that do not have the necessary reserves of intellectual, organizational, economic, and production “strength,” allowing for effective renewal if necessary. The development of market relations makes it necessary to change the existing stereotypes of management and the nature of management. First of all, this applies to activities that determine the development prospects of enterprises, i.e. strategic management.

According to the Association of Economics and Management Consultants (ASEU), three levels of problems facing enterprise managers can be distinguished. At the first level, managers explain the existence of problems either by unfavorable external environmental conditions or by shortcomings in the internal environment of enterprises. The second level of understanding by managers of problems explains their existence mainly by the lack of a long-term vision due to poor knowledge of the market, factors determining the competitive advantages of the enterprise, insufficient level of qualifications, etc. And finally, the third level of understanding the essence of problems includes those managers who see their origins in insufficient knowledge and ability to motivate employees, develop enterprise development strategies, choose effective ways to increase innovative potential, and use the results of marketing research. Different levels of understanding of the essence of problems reflect managers’ perceptions of the complexity of managing an organization and their capabilities. Attempts by some of them to manage a complex organization as if it were simple due to poor knowledge of modern management methods and organizational structures, inability to determine the pricing strategy and behavior of the enterprise in the market - results in losses in practice, the true magnitude of which is difficult to imagine.

Thus, the purpose of this work is to consider the essence and objectives of strategic management, as well as to study current trends in its development and application. To achieve this goal, it is necessary to solve a number of the following tasks:

Consider the prerequisites for the emergence of strategic management;

Consider the theoretical aspects of strategic management;

1 ESSENCE OF STRATEGIC MANAGEMENT

1.1 prerequisites for the emergence of strategic management

The emergence and practical use of strategic management as an organization management system is caused by objective reasons arising from the nature of changes in the operating conditions of organizations. Significant changes in business conditions in terms of growing unpredictability, novelty and complexity of the environment posed the task for firms to solve the problems of survival and development of the organization in a new way, to create mechanisms that make it possible to make coordinated and effective decisions. For more than a hundred years, management systems have been formed as a result of a long evolution of theoretical thought in close connection with the practical needs of firms. The more complex and unexpected the future became, the correspondingly more complex were the systems and methods of managing an organization.

The origin of strategic management is associated with the long-term planning of large-scale military campaigns with the participation of various branches and types of troops, in alliance with the armies of other countries. However, its further very rapid development occurred as a result of the increasing dynamics of socio-economic development, competition, scientific and technological progress, the increasing role of the human factor in management, the emergence of new methodologies for forecasting and modeling trends in social development.

In connection with the need to solve more and more new problems, at various stages of historical development, the need arose periodically for the evolution of intra-company management systems, which developed in the direction of a transition from control-based management initially to extrapolation-based management, and then to entrepreneurial-type management.

The leading American specialist in the field of strategic management, I. Ansoff, conducted a retrospective analysis of changes in the conditions of business activity in countries with market economies in connection with the evolution of management systems. Consecutive changes in control systems were considered from the point of view of three characteristics of environmental instability:

The degree of familiarity of events, which, as the environment becomes more complex, can change from familiar to unexpected and completely new.

A rate of change that may be slower than the firm's response, comparable to, or faster than the firm's response.

The predictability of the future, which may be a repeat of the past, is determined by extrapolation, partially predictable or unpredictable.

1.2 Concepts of strategic management

In strategic management, the dominant paradigm is characterized by two main principles: strategy formation and its application. The main contribution to the development of these approaches was made by such outstanding scientists as Ansoff, Andrews, Porter. In general, the essence of strategic management is how strategies are developed and implemented. On the other hand, strategy formation is determined by how a company chooses to define its strategy and how it implements it through strategic management. Ultimately, it is the approach to strategy formation that determines the possible management style. On the other side,

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Vikhansky O.S. Strategic management: Textbook. – M.: Moscow State University Publishing House, 1998. – 252 p.

Only once a company has determined how it intends to shape its strategy can the strategic management path be effectively pursued. Strategy development can be either formal or rational, emergent or sequentially developing along a logical trajectory. Strategic management is designed to manage the strategy development process and how and where the external environment of the organization's activities is analyzed - this precedes the choice and implementation of strategy.

Before considering the strategic management process, it is advisable to define it. What is strategic management? Thompson states that the area that strategic management addresses is "the management processes and decisions that determine the long-term structure and nature of the activities of the organization." This definition includes five key concepts: management process, management decisions, time scale, structure of the organization, its activities.

Ansoff and McDonnel distinguish between goal setting (concerning ends) and strategy (concerning means). Within the subject of strategic management, they define this process as a systematic approach to managing strategic change, including positioning the company through strategy and planning for its capabilities, real-time strategic response through issue management, and systematically monitoring employee resistance as strategies are implemented. This definition rather reflects an adaptive approach to strategic management.

According to Johnson and Scholes, it is not enough to say that strategic management is a strategic decision-making process, since strategic management is fundamentally different in nature from other aspects of management. Of course, these tasks are vital for the effective implementation of strategy, but they cannot be identified with strategic management. Johnson and Scholes believe that strategic management is not limited to making decisions on the major problems facing the organization, but also ensures the implementation of the developed strategy. They identify three main elements of strategic management: strategic analysis, strategic choice and strategy implementation.