Humanity has existed on planet Earth for more than 2 million years and has had various effects on nature since ancient times. People began to cut down forests to make room for the construction of settlements first, then cities, exterminate animals, using their meat for food, and skins and bones to create clothes and dwellings. Many representatives of the fauna disappeared from the face of the planet, becoming victims of people. Consider the impact of humans on animals.
Deforestation
Human influence on animal world can be both positive and negative. First of all, people have actively invaded life for a long time. wildlife destroying forests. Mankind needs wood, which is used in construction and industry. The planet's population is growing every year, so a free space is also required where cities will be located. On the site of the once dense forests, a person arranges pastures.
Therefore, forests are subject to deforestation. Wild representatives of the fauna have nowhere to live, so their populations are declining from year to year. In addition, forests are the green lungs of the planet, since trees release oxygen into the air during photosynthesis. The fewer there are, the worse the air itself becomes, making the life of some species very difficult. If earlier most of the North American continent was covered with dense forests, now cities are proudly located in their places. The tropics, known for their diverse fauna, used to cover more than 10% of the planet's surface, but now they are only 6%. Often, animals disappear along with their "home".
So the first factor negative impact people on animals - the destruction of forests, which leads to the death of entire species and even ecosystems.
Hunting
Since ancient times, one of the main ways of obtaining food for people has been hunting. Man has learned to use spears and harpoons, bows and arrows in order to kill representatives of the wild fauna as simply and safely as possible. However, the hunt primitive people, whose main purpose was to get food, did not turn out to be so destructive for the animals, he did much worse with them modern man... The meat was no longer of value in itself, but the animals were exterminated in huge numbers because of the valuable fur, bone, tusks. Therefore, many species were completely destroyed:
- An example of terrifying cruelty and the most negative human influence on animals is the Steller cows. These good-natured hulking giants, to their misfortune, had very tasty tender meat and dense skin, which was used to make boats. Therefore, in less than 30 years of acquaintance with civilized people, they completely disappeared from the face of the earth.
- The wingless auk are inhabitants of North Antarctica. When people got here, they liked the meat and eggs of these birds, and they began to stuff the pillows with soft fluff. As a result, the rare bird was destroyed.
- Black rhinos had a very valuable horn, which made them a desirable prey for hunters and poachers. Now this species is considered completely destroyed, and the animals themselves are rare and are under protection.
In addition to extinct animals, which our descendants will never see, there are many examples of representatives of the fauna, whose numbers have been drastically reduced by the rash actions of people. These are elephants, tigers, koalas, sea lions, Galapagos turtles, cheetahs, zebras, hippos. Next, consider the line and indirect influence man on animals.
Pollution of nature
The industry is actively developing, new factories are constantly opening, which, for all their usefulness, release poisonous waste into the air, which turns out to be detrimental to wildlife. Air and soil pollution is an example of the influence of man on animals, and the influence is negative.
To make the plant work, it needs energy obtained by burning fuel, in the role of which are wood, coal, oil. When they burn, they form smoke, which contains the most carbon dioxide. It poisons the atmosphere and can even cause a greenhouse effect. Therefore, it is becoming increasingly difficult for representatives of the wild fauna to survive in the conditions created by the insatiable civilization. The death of hundreds of animals is caused by acid rain, the use of poisoned water from reservoirs, where modern enterprises drain their waste.
Ecological disasters
The negative influence of man on animals can also be caused by a tragic accident. So, among the most terrible environmental disasters that led to the death of a large number of fauna representatives, the following can be attributed:
- In 2010, an industrial tanker crashed, nearly destroying Australia's main natural landmark, the Great Barrier Reef. Then more than 900 tons of oil got into the water, so the event is rightfully considered one of the most terrible environmental disasters in terms of consequences. An oil slick with an area of about 3 km formed on the surface of the water, and only the prompt intervention of people saved nature from complete destruction.
- Leakage of methyl isocyanate in the Indian city of Bhopal in 1984. Then more than 40 tons of poisonous vapors got into the atmosphere, which caused the death of thousands of people and animals.
- The explosion at the Chernobyl nuclear power plant forever changed the natural world of Ukraine. The consequences of this monstrous disaster are still making themselves felt.
There are many examples of horrific environmental disasters, all of which have an indirect impact on the world of wildlife and its fauna.
Drainage of swamps
With the seeming benefit, this process leads to a violation of the ecological balance and can lead to the death of animals. It entails the death of plants that need high humidity, which cannot but affect the decline in the number and species of wild animals that used these plants for food. Thus, the drainage of swamps is an example of the negative impact of humanity.
Pesticide use
Wanting to get a rich harvest, people spray the fields with poisonous substances that allow them to destroy bacteria and fungi that infect cultivated plants. However, representatives of the animal world often become victims, who, having absorbed the chemical, die immediately or become infected.
Research
Science is striding forward with great strides. People have learned to create vaccines against diseases that a couple of centuries ago were considered incurable. But animals suffer from this again. It is on them that experiments are carried out, new drugs are investigated. On the one hand, this has its own logic, but on the other, it is scary to imagine how many innocent creatures died in agony in laboratories.
Nature reserves
In an effort to preserve rare and endangered species, people take them under their protection, opening various reserves, wildlife sanctuaries, parks. Here the animals live in freedom, in their natural habitat, hunting for them is prohibited, and the number is regulated by experienced researchers. All conditions have been created for the world of fauna. This is an example of the positive influence of man on animals.
Helping natural treasures
The already mentioned Great Barrier Reef in Australia is an example of not only negative, but also positive influence of mankind on nature. So, a natural attraction is formed by corals - small organisms that live in such vast colonies that they form entire islands. People have cherished this natural treasure for a long time, because in coral reefs have found a home for many amazing marine life: parrotfish, butterfly fish, tiger sharks, dolphins and whales, sea turtles and many crustaceans.
However, the Great Barrier Reef is in danger: the coral polyps that form it are a favorite treat of the voracious starfish"Crown of thorns". For a year, one individual is capable of destroying more than 6 square meters. m of corals. Humanity is fighting these pests by artificially reducing their number, but this is quite problematic, since the only effective, but safe for the ecosystem, way is to collect the crown of thorns by hand.
We examined the direct and indirect influence of humans on animals and can conclude that negative impact much more pronounced. People destroy entire species and do impossible life others, numerous ecological disasters XX-XXI centuries. have caused the death of entire ecosystems. Efforts are now being made to protect and protect rare and endangered species, but so far the results are disappointing.
The direct impact environment is also called the direct business environment of the organization. This environment forms such subjects of the environment that directly affect the activities of a particular organization.
Suppliers
From point of view systems approach organization is a mechanism for transforming inputs into outputs. The main types of outputs are materials, equipment, energy, capital, and labor. Vendors provide input for these resources. Obtaining resources from other countries could be more profitable in terms of prices, quality or quantity, but at the same time it would be dangerous to increase such factors of fluidity of the environment as fluctuations in exchange rates or political instability.
All suppliers can be divided into several groups - suppliers of materials, capital, labor resources.
Laws and government agencies
Many laws and government agencies affect organizations. Each organization has a specific legal status, being a sole proprietor, company, corporation or non-profit corporation, and this is what determines how an organization can conduct its business and what taxes it must pay. No matter how the management views these laws, they have to adhere to them or, reaping the benefits of refusing to comply with the law in the form of fines or even a complete termination of the business.
As you know, the state in a market economy has an indirect effect on organizations, primarily through the tax system, state property both the budget and direct - through legislative acts. So, for example, high tax rates significantly limit the activity of firms, their investment opportunities and push to conceal income. On the contrary, a reduction in tax rates helps to attract capital, leads to a revival of entrepreneurial activity. And thus, with the help of taxes, the state can manage the development of the necessary areas in the economy.
Consumers
Well-known management specialist Peter F. Drucker, speaking about the purpose of the organization, singled out, in his opinion, the only true purpose of business - the creation of the consumer. This means the following: the very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. The business value of consumers is clear. However, non-profit and state organizations also have consumers in the "Drucker" sense.
All the variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy. The need to meet customer needs affects how an organization interacts with suppliers of materials and labor. Many organizations target the large customer groups on which they are most dependent.
Various associations and associations of consumers, which influence not only demand, but also the image of firms, are also gaining importance in modern conditions. It is necessary to take into account the factors influencing the behavior of consumers, on their demand.
Competitors
The influence of such a factor as competition on the organization cannot be disputed. The management of each enterprise clearly understands that if the needs of consumers are not met as effectively as competitors are doing, the enterprise will not stay afloat for long. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for.
Underestimation of competitors and overestimation of markets lead to even largest companies to significant losses and to crises. It is important to understand that consumers are not the only competition between organizations. The latter can also compete for labor, materials, capital and the right to use certain technical innovations. Internal factors such as working conditions, wages and the nature of the relationship between managers and subordinates depend on the reaction to competition.
Indirect impact environment
Indirect environmental factors or the general external environment usually do not affect the organization as noticeably as direct environmental factors. However, management needs to take them into account.
The indirect environment is usually more complex than the direct environment. Therefore, when studying it, they usually rely primarily on forecasts. The main environmental factors of indirect impact include technological, economic, socio-cultural and political factors, as well as relationships with local communities.
Technology
Technology is both an intrinsic variable and an extrinsic factor of great importance... As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the fields of automation, informatization, etc. Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of obsolescence of the product, how it is possible to collect, store and distribute information, as well as on what kind of services and new products consumers expect from the organization. To maintain competitiveness, each organization is forced to use the achievements of scientific and technological progress, at least those on which the effectiveness of its activities depends.
Researchers have described the rate of change in technology in recent decades and argue that this trend will continue. One of the reasons for this phenomenon is that in our time there are more scientists living on earth than there were in the world before. Some of the recent major technological innovations that have deeply affected organizations and society are computer, laser, microwave, semiconductor technology, integrated communications, robotics, satellite communications, nuclear power, obtaining synthetic fuels and food, genetic engineering. Daniel Bell, the celebrated sociologist, believes that future generations will find miniaturization technology the most valuable innovation. Today's innovations such as micro-point and cylindrical magnetic domain memory make it possible to store on a small disk the amount of information previously required in buildings with multiple database filing units. Semiconductors and microprocessors have made small computers readily available. They also changed the nature of many products (for example, electronic watches replaced mechanical ones) and led to the introduction of new types of machines and devices into new areas (for example, devices intended for diagnosis and treatment in medicine).
Obviously, organizations dealing directly with technology high level, knowledge-intensive enterprises should be able to react quickly to new developments and propose innovations themselves. However, today, in order to remain competitive, all organizations are forced to keep pace, at least with those developments on which the effectiveness of their activities depends.
The state of the economy
Management should also be able to assess the impact on the organization's operations. general changes the state of the economy. The state of the global economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. If, for example, inflation is forecast, management may find it desirable to increase the supply of resources to the organization and negotiate fixed wages with workers in order to contain cost increases in the near future. It may also decide to take out a loan, because when the payments are due, the money will be cheaper and thus will partially offset the interest losses. If an economic downturn is predicted, the organization may prefer the path of reducing stocks of finished products, since there may be difficulties in marketing them, reduce part of the workers or postpone plans to expand production until better times.
The state of the economy can greatly affect the ability of an organization to obtain capital for its needs. This is mainly due to the fact that the federal government often tries to mitigate the effects of a worsening economic environment by regulating taxes, the money supply and the interest rate set by the Federal Reserve Bank. If this bank tightens the conditions for obtaining a loan and raises interest rates, commercial banks should do the same so as not to be out of the game. As a result, it becomes more difficult to obtain loans, and they cost the organization more. Likewise, declining does not increase the mass of money that people can spend on non-essentials and thus help boost business.
It is important to understand that a particular change in the state of the economy can have a positive impact on some and negative on other organizations. For example, while an economic downturn may cause retail stores to be severely affected in general, stores located, for example, in wealthy suburbs, will not feel anything at all.
Sociocultural factors
Any organization operates in at least one cultural environment. Therefore, sociocultural factors, among which attitudes prevail, life values and traditions affect the organization.
Socio-cultural factors influence the formation of the demand of the population, on labor Relations, the level of wages and working conditions. These factors include the demographic state of society. The relationship of the organization with the local population where it operates is also important. In this regard, they also distinguish as a factor in the socio-cultural environment - independent means mass media that can shape the image of the company and its products and services.
Sociocultural factors also affect the products or services that result from a company's operations. The ways in which organizations conduct their affairs also depend on socio-cultural factors.
Political factors
Certain aspects of the political environment are of particular importance to the leaders of the organization. One of them is the sentiment of the administration, legislatures and courts in relation to business. Closely tied to sociocultural trends in a democratic society, these sentiments affect the following governments: taxation of corporate income, establishment of tax breaks or preferential trade duties, requirements for recruitment and promotion of members of national minorities, consumer protection legislation, price and wage controls, the ratio of the strength of workers and managers of the company.
The factor of political stability is of great importance for companies conducting operations or having markets in other countries.
Relations with the local population
For almost all organizations, the predominant attitude of the local community towards it, in which this or that organization operates, is of paramount importance as an environmental factor of indirect impact. In almost every community there are specific laws and guidelines in relation to business that determine where the activity of this or that enterprise can be deployed. Some cities, for example, have spared no effort to create incentives to attract industries to their city limits. Others, on the other hand, have been fighting for years to keep them out of town. industrial enterprise... In some communities, the political climate favors business, which is the main source of local tax revenue. Elsewhere, property owners choose to shoulder a larger share of municipal spending, either to attract new businesses to the community, or to help businesses prevent pollution and other problems that business and the new jobs it creates can be created. ...
When considering the impact of the external environment on an organization, it is important to understand that the characteristics of the environment are different, but at the same time are related to its factors. The characteristics of interconnectedness, complexity, mobility and uncertainty describe factors of both direct and indirect impact. This relationship will become clearer when considering the main factors in the direct impact environment: suppliers, laws and government agencies, consumers and competitors.
Suppliers
From a systems perspective, organization is a mechanism for transforming inputs into outputs. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between the organization and the network of providers providing the input of specified resources is one of the most striking examples direct impact of the environment on the operations and the success of the organization. Obtaining resources from other countries can be more profitable in terms of prices, quality or quantity, but at the same time it is more dangerous due to the strengthening of such factors of fluidity of the environment as fluctuations in exchange rates or political instability.
In some cases, all organizations in a given region do business with one or virtually one supplier. Therefore, they all fall into equal dependence on the actions of the supplier. Good example- energy supply. All organizations receive energy at government-set prices (an example of interdependent external variables) and are rarely able to find an alternative supplier, even if the organization considers the current supply to be inadequate or too expensive. Changes such as supplier price increases will affect the organization to the extent that it uses energy. For example, the sharp drop in gasoline prices in 1986 affected every organization in the world to some extent, but the impact was much more pronounced on gasoline-dependent firms such as road and air freight and passenger transport.
MATERIALS... Some organizations depend on a continuous flow of materials. Examples: engineering firms, distribution firms (distributors), and retail stores. Failure to ensure supplies in the required volumes can create great difficulties for such organizations. Imagine what it would cost to miss at least one part that is installed at a specific point on an assembly line. Likewise, if a store loses a popular product, consumers are more likely to go to a competitor.
The Japanese are considered the creators of the methods of limiting stocks, the firms for which materials are inputs, they believe that what is needed for the next stage production process must be delivered on a just-in-time basis. Such a supply chain requires the manufacturer to work closely with highly interconnected suppliers. In other countries, it may be necessary to find alternative suppliers or maintain significant stocks. Large beer producers, for example, contract with several papermakers for carton board standard size- under six cans of beer and thus ensure a constant flow of packaging material consumed in large quantities... In this way, beer producers ensure their safety in the event of a strike or production difficulties, which, in the situation of one cardboard supplier, would prevent the release of beer in the popular six-can pack. However, inventories tie up money that has to be spent on materials and storage, and not on other needs. This relationship between money and the supply of raw materials well illustrates the interconnectedness of the variables.
CAPITAL... For growth and prosperity, a firm needs not only suppliers of materials, but also capital. There are several such potential investors: banks, federal loan programs, shareholders and individuals who accept company promissory notes or buy its bonds. As a rule, the better a company is doing, the higher its ability to negotiate with suppliers on favorable terms and receive the required amount of funds. Small businesses, especially venture capital firms, are finding it hard to get the funding they need today. For this reason, some researchers fear for the fate of small businesses in the United States.
LABOR RESOURCES... Adequate provision labor force the necessary specialties and qualifications are necessary for the implementation of tasks related to the achievement of the set goals, that is, for the effectiveness of the organization as such. Without people capable of efficiently using complex technology, capital, and materials, all of this is of little use. The development of a number of industries is currently constrained by the lack of the necessary specialists. Practically every sector of the computer industry is an example, and this is especially true for firms that need highly skilled technicians, experienced programmers and system designers. In some industries, global competition has forced a number of companies to look for less expensive labor in other countries.
The main concern of the modern organization has become the selection and support of talented managers. Jord steiner In his research, he asked the heads of a number of firms to rank 71 factors in terms of their importance for them in relation to the last five years. Factors included: general management, finance, marketing, materials, manufacturing, and finished goods. In terms of labor resources, two factors were quoted above others: the recruitment of highly qualified senior managers and the training of capable leaders within the firm. The fact that professional development of managers turned out to be significantly higher than profit, customer service and payment of acceptable dividends to shareholders, a clear sign of the importance of the inflow of this category of labor into the organization. Supporting talented managers is often a face-to-face negotiation problem with candidates for a position who are being offered high enough wage and benefits. For the most part, organizations are also trying to solve the problems of securing the right workforce by training and supporting their own employees.
Laws and government agencies
Laws and government agencies also affect organizations. In a predominantly private economy like America's, the interaction between buyers and sellers of every input and every output product is subject to multiple legal constraints. Each organization has a specific legal status, being a sole proprietor, company, corporation or non-profit corporation, and this determines how the organization can conduct its business and what taxes it must pay. The number and complexity of laws specifically related to business has skyrocketed in the 20th century. No matter how the organization's management views these laws, they have to adhere to them or reap the benefits of refusing to comply with the law in the form of fines or even a complete termination of business.
The state of legislation is often characterized not only by its complexity, but also by fluidity, and sometimes even uncertainty.
STATE BODIES... Organizations are required to comply not only with federal and state laws, but also with the requirements of the authorities state regulation... These bodies ensure the enforcement of laws in their respective areas of their competence, as well as introduce their own requirements, often also having the force of law. The Interstate Commerce Commission regulates the trading practices of businesses operating in more than one state. The FCC regulates interstate telephone, telegraph, television, and radio communications. The power to issue and revoke radio and television licenses gives the commission tremendous power over the organizations concerned. Commission on securities and the exchanges determines how publicly traded companies should conduct financial and accounting statements... Quality Supervision Office food products and Medicines regulates the marketing and development of new types of products in their respective industries. The Occupational Safety and Health Administration sets standards for working conditions. Protection Agency environment regulates activities from the standpoint of preserving the natural environment. The uncertainty of today's legal framework stems from the fact that the requirements of some institutions conflict with the requirements of others, and at the same time, behind each is the authority of the federal government to enforce such requirements.
STATE AND LOCAL GOVERNMENT LAW... Further complicating matters is the growing number of state and local government regulations. Every state and nearly all local communities require businesses to acquire licenses, restrict where they can do business, tax businesses, and if it comes energy, in-state telephone systems, and insurance, they set prices. Certain local and state laws modify or enhance federal regulations. For example, California's regulations to limit vehicle emissions are stricter than those of the EPA. While efforts have been made through the Unified Commercial Code to smooth out discrepancies between state laws governing business, significant differences still remain. Imagine with what complex system the local establishment is confronted by the organization when it does business in 50 states and dozens of foreign countries.
Consumers
Many take the point of view of a renowned management specialist Peter F. Drucker, according to which the only true purpose of a business is to create a consumer. This means the following: the very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. The business value of consumers is clear. However, nonprofits and government organizations also have consumers in the Drucker sense. The US government and its apparatus exist only to serve the needs of American citizens. Unfortunately, the fact that citizens are consumers and deserve to be treated appropriately is sometimes not obvious in everyday encounters with the state bureaucracy. Nonetheless, during electoral periods, the use of advertisements and face-to-face meetings with voters is a clear indication that future boss candidates see citizens as consumers to be “bought”.
Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities. Thus, the need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. One growing consumer group is the boom babies born between 1946 and 1964. This group of 56 million people represents a large segment of the market, which receives a variety of products and services from many organizations. The impact of consumers on internal variables is often significant. Next, we learn that many organizations target the large customer groups on which they are most dependent.
Competitors
COMPETITORS is an external factor, the influence of which cannot be disputed. The management of each enterprise clearly understands that if the needs of consumers are not met as effectively as competitors are doing, the enterprise will not stay afloat for long. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for.
It is important to understand that consumers are not the only competition between organizations. The latter can also compete for labor, materials, capital and the right to use certain technical innovations. Internal factors such as working conditions, wages and the nature of the relationship between managers and subordinates depend on the reaction to competition. In today's complex conglomerate of organizations, relationships with competitors sometimes take on unexpected ways.
Direct factors
The characteristics of interconnectedness, complexity, mobility and uncertainty describe factors of both direct and indirect impact. The characteristics of the environment are different, but at the same time are related to its factors. This relationship will become apparent when considering the main factors in the environment of direct influence: suppliers, laws and government agencies, consumers and competitors.
Suppliers
From the point of view of a systems approach, an organization is a mechanism for transforming incoming elements into outgoing ones. The main types of inputs are materials, equipment, energy, capital, and labor. The relationship between an organization and a network of providers providing input for specified resources is an example of the impact of the environment on an organization's operations and performance.
In some cases, all organizations in a given region do business with one or virtually one supplier. For example, providing energy, when all organizations receive energy at prices set by the state. However, changes such as price increases will affect the organization to the extent that it uses energy.
Materials. Some organizations depend on a continuous flow of materials. At the same time, in some regions, for example, in Japan, it is possible to use methods of limiting stocks, i.e. firms proceed from the assumption that the materials required for the next stage of the production process must be delivered on time. Such a supply chain requires extremely close relationship between manufacturer and supplier. At the same time, in other regions it may be necessary to find alternative suppliers or maintain a significant amount of inventory. However, inventories tie up money that has to be spent on materials and storage. This relationship between money and the supply of raw materials well illustrates the interconnectedness of the variables.
Capital. An organization needs capital to function and develop. Potential investors can include banks, federal loan programs, shareholders and individuals who accept company promissory notes or buy bonds. The better a company is doing, the higher its ability to get the right amount of funds.
Labor resources. For the effective operation of the organization, for the implementation of tasks related to the achievement of the set goals, it is necessary to provide it with personnel of the necessary specialties and qualifications. The development of a number of industries is currently constrained by the lack of the necessary specialists. Many sectors of the computer industry can serve as an example. Many firms were forced to look for cheap labor in other countries.
The main concern of a modern organization is the selection and support of talented managers. In the conducted studies, when ranking according to the degree of importance of a number of factors, the leaders of firms identified in the first place: the attraction of highly qualified top managers and the training of capable leaders within the firm. The fact that professional development of managers was significantly higher than profit, customer service and payment of acceptable dividends to shareholders is a clear sign of the importance of the inflow of this category of labor into the organization.
Laws and government agencies
Labor laws, many other laws and government agencies affect the organization. In a predominantly private economy, interactions between
buyers and sellers of every input and every output product is subject to numerous legal constraints. Each organization has a specific legal status, being a sole proprietor, company, corporation or non-profit corporation, and this determines how the organization can conduct its business and what taxes it must pay.
The state of legislation is often characterized not only by its complexity, but also by fluidity, and sometimes even uncertainty. Codes of laws on safety and health in the workplace, environmental protection, consumer protection, financial protection, etc. are being developed and revised almost continuously. At the same time, the amount of work required to monitor and comply with current legislation is constantly growing.
Government bodies. Organizations are required to comply not only with federal and local laws, but also with the requirements of government regulatory agencies. These bodies ensure the enforcement of laws in their respective areas of their competence, as well as introduce their own requirements, often having the force of law.
Lawmaking of local government bodies. Local government regulations also complicate matters. Local governments require businesses to acquire licenses, restrict their choice of where to do business, tax businesses, and set prices, for example, in the energy sector, telephone systems and insurance. Some local laws modify federal regulations. An organization that conducts its business on the territory of dozens of federal subjects and dozens of foreign states is faced with a complex and varied system of local institutions.
Consumers
Renowned management expert Peter F. Drucker argues that the only true purpose of a business is to create a consumer. This means that the very survival and justification of the existence of an organization depends on its ability to find a consumer of the results of its activities and satisfy his needs. The business value of consumers is clear. However, non-profit and government organizations also have consumers in this sense. Thus, the government of the state and its apparatus exist only to serve the needs of citizens. Unfortunately, the fact that citizens are consumers and deserve to be treated appropriately is sometimes not obvious in everyday encounters with the state bureaucracy, but during election campaigns citizens are viewed as consumers who need to be “bought”.
Consumers, deciding what goods and services are desirable for them and at what price, determine for the organization almost everything related to the results of its activities. Thus, the need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. The impact of consumers on internal structure variables can be quite significant.
Competitors
COMPETITORS are the most important factor whose influence cannot be disputed. The management of each enterprise is well aware that if the needs of consumers are not met as effectively as competitors are doing, then the enterprise will not last long. In many cases, it is not consumers but competitors who determine what kind of performance can be sold and what price can be asked for.
It is important to understand that consumers are not the only competition between organizations. Organizations can also compete for labor, materials, capital, and the right to use certain technical innovations. Internal factors such as working conditions, wages and the nature of the relationship between managers and subordinates depend on the reaction to competition.
Indirect factors
Indirect environmental factors usually do not affect the operations of organizations as noticeably as direct impact environmental factors. However, management should take them into account. The indirect environment is usually more complex than the direct environment. Management is often forced to rely on assumptions about such an environment, based on incomplete information, in an attempt to predict the possible consequences for the organization.
The main environmental factors of indirect impact include: technology, the state of the economy, socio-cultural and political factors, as well as relationships with local governing organizations.
Technology is both an intrinsic variable and an extrinsic factor of great importance. (Consideration should be given to the very broad interpretation of the term technology, which denotes both processes, methods, and techniques for performing any production, service, and even creative activities.) Technological innovations affect the efficiency with which products can be manufactured and sold, the rate of obsolescence of the product, and how information can be collected, stored, and distributed; and what kind of services and new products consumers expect from the organization.
The rate of change in technology has increased markedly in recent decades. Among the major technological innovations that deeply affected the entire society and had a strong impact on specific organizations, one can mention computer, laser, microwave, semiconductor technologies, integrated communication lines, robotics, satellite communications, nuclear energy, synthetic fuel and food production, genetic engineering. etc. The famous sociologist Daniel Bell believes that the technology of miniaturization will be considered the most valuable innovation in the future.
Obviously, organizations dealing directly with high-level technology, knowledge-intensive enterprises, must be able to quickly respond to new developments and propose innovations themselves. At the same time, all organizations today, in order to remain competitive, must keep pace with those developments on which the effectiveness of their activities depends.
The state of the economy
Management should also be able to assess how general changes in the state of the economy will affect the operations of the organization. The state of the global economy affects the cost of all inputs and the ability of consumers to buy certain goods and services. For example, if inflation is forecast, management may want to increase resource inventories and negotiate fixed wages with workers to contain rising costs. It may also decide to make a loan, as the money will be cheaper when the payments are due.
The state of the economy can greatly affect the ability of an organization to receive capital, since when the economic situation deteriorates, banks tighten the conditions for obtaining a loan and raise interest rates. Also, when taxes are reduced, there is an increase in the mass of money that people can spend on non-essential purposes and, thereby, contribute to the development of business.
A particular change in the state of the economy can have a positive impact on some and negative impact on other organizations. Organizations doing business in many countries often find the state of the economy to be a particularly difficult and important aspect for them. So, fluctuations in the dollar rate relative to the currencies of other countries can cause instant enrichment or impoverishment of the company.
Socio-cultural factors
Any organization operates in at least one cultural environment. Therefore, socio-cultural factors, and above all, life values, traditions, attitudes, affect the organization. For example, in the value system of American society, giving a bribe to obtain a lucrative contract or political gain, spreading rumors that defame a competitor are considered unethical and immoral actions, even when they cannot be considered illegal. However, in some other countries this practice may be considered quite normal.
On the basis of special studies, it has been shown that the value attitudes of workers are also changing. In general, relatively young workers want more independence and social interaction at work. Many workers and employees strive for work that requires more flexibility, has more content, does not infringe on freedom and awakens self-respect in a person. Many modern workers do not believe that they will spend their entire working life in one organization. These attitudes become especially important for managers in relation to their main function - to motivate people, taking into account the goals of the organization. These factors also led to the emergence of a position on public affairs of the corporation.
Sociocultural factors also affect the products or services that result from a company's operations. Clothing manufacturing is a good example. Another example is passions about nuclear power plants, which have dramatically affected many associated firms.
The ways in which organizations conduct their affairs also depend on socio-cultural factors. For example, public opinion can put pressure on a firm that has links with publicly condemned organizations, groups, and possibly countries. Consumers' perceptions of quality service affect the day-to-day practices of retail stores and restaurants. The result of the sociocultural impact on organizations has been a growing focus on social responsibility.
According to R. Jones, former CEO of General Electric, organizations need to be able to anticipate and serve societal expectations more effectively than competitors. This means that the corporation itself must change, consciously transforming into an organization adapted to the new environment.
Political factors
Certain aspects of the political environment are of particular importance to leaders. One of them is the position of the administration, legislatures and courts in relation to business. This position influences government actions such as taxation of income, establishment of tax breaks or preferential trade duties, requirements for labor practices, consumer protection legislation, safety standards, environmental standards, price and wage controls, etc. NS.
Another element of the political environment is special interest groups and lobbyists. All regulatory agencies are the focus of lobbying groups representing organizations affected by the decisions of these agencies.
The factor of political stability is of great importance for companies conducting operations or having sales markets in other countries. For a foreign investor or for the export of products, political changes can lead to restrictions on property rights for foreigners (or even nationalization) or the imposition of special import duties. Balance payments or problems with servicing external debt can make it difficult to get money exported as profit. On the other hand, the policy can change in the direction favorable to investors when there is a need for capital inflows from abroad. Establishing diplomatic relations can open the way to new markets.
Relations with the local population
For any organization, as a factor of the environment of indirect influence, the attitude of the local population to it, the social environment in which the organization operates, is of paramount importance. Organizations must make a dedicated effort to maintain good relationships with the local community. These efforts can be expressed in the form of funding schools and public organizations, charitable activities, supporting young talents, etc.
International factors
The external environment of organizations operating at the international level is characterized by increased complexity. This is due to the unique set of factors that characterize each country. Economy, culture, quantity and quality of labor and material resources, laws, government institutions, political stability, level of technological development differ in different countries. In carrying out the functions of planning, organizing, stimulating and controlling these differences must be taken into account.
International factors should also be taken into account:
Change in exchange rates;
Investor countries' political decisions;
Decisions made by international cartels
The economy. First of all, this is the block of power ministries (the Ministry of Defense, the Ministry of the Interior, the Federal Border Service, federal Service counterintelligence, as well as the State Committee for Emergency Situations). The functions of these organizational structures are determined by constitutional requirements, and the object of regulation is not directly related to economic relations (with the exception of the labor of military builders at civilian facilities and prisoners in the Ministry of Internal Affairs). These industries have an initial budgetary nature of financing. Their functions are stable, and the control mechanism is rather conservative.
The effectiveness of the functioning of the quality management system is initially represented by its structure, that is, the composition and scheme of interaction of its constituent elements. The measure of its complexity must correspond to the complexity of the control object, that is, it must be able to develop optimal control actions on all factors that directly or indirectly affect the quality of the product. It must be adapted to possible changes in quality requirements, the method of its change and control, technical and organizational support, receptive to new management theories.
The process of destroying diversity is an informational process based on the receipt and processing of information, the development of control actions, carried out with the help of direct and feedback channels.
As is known from the history of civilization, social systems, limited by rigid linear communications, were doomed to gradual destruction. The traditional, still dominant approach to the management of natural and social processes was based on a simplified concept of the functioning of the systems of nature and society. According to this view, the result of external control action is a directly proportional consequence of the applied efforts. The more energy and effort you put in, the higher (result).
In some cases, the most effective way to avoid negative consequences or reducing the level of risk of innovation are direct managerial influences on possible manageable risk factors. Such as
In the overwhelming majority of cases, private approaches suffer from essential one-sidedness, which is unacceptable. So, quite often, the problem of risk management is reduced only to the level of stabilization of the financial condition. Undoubtedly, the achievement of such a particular goal is a success. But in the overwhelming majority of cases, the financial condition only indicates the existence of a problem, but does not demonstrate the deep reasons for the realized risks. Thus, the problem of fighting the disease is effectively replaced by fighting the symptoms. Obviously, there is a fairly wide range of management measures that, when properly applied, can provide the desired effect in terms of symptom management. But the causes of negative processes are not radically affected. This means that after the removal of the corresponding control action there will be no reasons preventing a new manifestation of the problem. Moreover, the enterprise is such a complex organism that a new exacerbation may be accompanied by other manifestations, unlike the previous ones. New tools will be re-invented to deal with them, but in the end the actual cause will not be discovered (and, therefore, professionally eliminated). It is quite possible that the direct identification of the reasons for the realization of risks and the implementation of measures to eliminate them will require much less resources of the enterprise in comparison with a sluggish struggle with its consequences. Such a radical treatment will help better preservation enterprise potential and more qualified adaptation to new, changed conditions of existence.
I then can be direct instructions and control over their implementation, a clear construction of the management apparatus and the definition of the responsibilities of each employee; the correct use of the mechanism of interest, financing and lending in order to combine the interests of the state, the enterprise and the individual performer. All methods are based on the use of the economic laws of socialism, but differ depending on the content and method of influencing the controlled object.
Organizational and administrative-legal management methods, unlike economic ones, are not advisory, but mandatory, directive. These methods are expressed in a direct impact on the controlled object and presuppose, as a rule, an unambiguous solution to the corresponding economic situation, which is binding on the performer.
In an organization, these methods serve as a means of direct influence on the production process and the labor of workers, which allows them to coordinate the performance of individual functions or the solution of a common problem. This creates favorable conditions for the existence and development of the controlled system, has a targeted impact on the controlled object. The characteristic features of direct influence include the direct connection between the leader and the subordinate. However, in general, direct influences ultimately lead to an increase in the passivity of subordinates, and sometimes to latent disobedience. Therefore, the most effective are indirect methods of influence, which are carried out by setting the task and creating stimulating conditions.
management decisions. All management decisions in the field of formation and implementation of investments are closely interconnected and have a direct or indirect impact on the final results of financial activities in general. Therefore, investment management should be considered as a complex functional management system of management decisions, each of which contributes to the overall performance of the enterprise.
We conclude our graphical picture of the money market with three potential money supply curves, Sal, Sm2, and h. In all three cases, the money supply curve is a vertical straight line, indicating a fixed amount of money as determined by the Fed's Board of Governors. Since the interest rate is set under the influence of monetary policy (and hence the money supply), the location of the money supply curve is independent of it.
Organizational and administrative management methods are based on direct impact to the managed object. They are prescriptive and binding. Based on management relationships such as discipline, responsibility, power, coercion.
Bearing in mind the direct impact on the object of management, which is characteristic of administrative methods, it is possible to represent production management as a system of decisions, actions, messages (information) that ensure purposefulness, coherence, economy (efficiency) of the controlled object.
The complex nature of the formation of management decisions. All management decisions in the field of formation, distribution and use of financial resources and organization of the enterprise's cash flow are closely interconnected and have a direct or indirect impact on the results of its financial activities. In some cases, this impact can be contradictory. So, for example, the implementation of highly profitable financial investments can cause a deficit in financing production activities and, as a result, significantly reduce the amount of operating profit (i.e., reduce the potential for the formation of its own financial resources). Therefore, financial management should be considered as an integrated management system that ensures the development of interdependent management decisions, each of which contributes to the overall performance of the financial activities of the enterprise.
MANAGEMENT - methods of influencing economic processes and phenomena through the interests of workers, labor collectives in order to achieve the results necessary for society. In contrast to administrative management methods, which, using directive tasks and other methods, have a direct impact on managed objects, emf. do not limit the independence and initiative of the latter, contribute to a more complete combination of the interests of the state, the enterprise and each employee. To E. m. At. include business accounting, economic standards, prices with a system of premiums and discounts to them, economic incentive funds, premiums (see Bonus payments), depreciation deductions, credit, capital investments, fines and other sanctions, etc. (see also Economic levers and incentives). Increasing the role of E. m. is the most important area of
Others strategic directions(goals) can be the deployment of new projects, the introduction of new types of products, the adoption of certain growth rates (achieved, faster, slower than in the industry), the achievement or maintenance of leadership in the field of cost and brand prestige, the materialization of a competitive advantage, concentration efforts on a certain part of current operations, finding a specific segment or product niche in the market, returning positions previously surrendered to competitors, etc. All of this must be taken into account and taken into account by the sales manager when considering from a sales management point of view the possible overall strategies of the company and their direct and indirect impact on the dynamics of sales, which ensures their practical implementation.
The characteristic features of organizational and administrative management methods are direct impact on the managed object, the mandatory nature of the implementation of instructions, orders, orders and other administrative decisions of higher bodies for subordinate (managed) objects, strictly defined responsibility of subordinates for failure to comply with instructions, orders.
The degree of regulation of impacts depends on the scale of the controlled object, as well as on the qualifications and competence of the performers, their ability to work independently. In all cases, the leader must carefully consider which method of influence is most appropriate in a given situation. The head of the production unit (site, workshop, etc.), first of all, takes into account the object and purpose of the impact. The object can be one employee or a group (collective), respectively, the goal may be to determine and ensure the implementation of an individual or group (collective) task. In the first case, depending on the relationship with subordinates, taking into account their qualifications, the degree of discipline and consciousness, the manager chooses ways to communicate with them and control their work - from direct instructions (in documentary or oral form) to recommendations, advice, giving the employee independence in work and the possibility of self-control. In the second case, the leader draws up a work plan for the team with the establishment of appropriate powers, responsibilities and rights.
For example, the interaction between the state and the market system is provided by flows of direct and reverse informational links. This contour of interaction ensures the functioning of the socio-economic system and therefore can be defined as functional. Second-order feedbacks form a second interaction circuit - dynamic, which ensures the self-development of the entire system. In this case, it is necessary to clarify the following. Management is often understood as a phenomenon that is the opposite of self-organization, which, in turn, is understood as something that happens by itself, without control. From the standpoint of a synergistic view of the world, the control mechanism is the most important component of the self-organization process, and vice versa5. Between management and self-organization, there is additional mechanism dialectical interaction. We have listed only some general principles. organizational systems, which give an idea of the need to take them into account in the process of practical and research activities different types organizational systems.
The media have the ability to change the proportions of a real event, making it either more powerful or weaker. As an example, we can cite the statement of Guy Khanov, the president of the "Publi ity PR" 1 "[B] agency. hot water and heating. This situation was in fact, we did not come up with anything. But we organized a lot of publications about this in all local media, forced the candidate to give up the election campaign until the problem was solved. He put on a helmet, rubber boots, stood at the switchboard himself, answered direct calls from the "scene of events." Thus, the situation was resolved as much as possible short term, and a few days before the elections, the candidate's rating increased, according to our calculations, by about twenty points. "Here is an example