What is the potential of the organization. Organizational potential and organizational culture of the enterprise

Organizational potential of the enterprise

Organizational capacity-- these are the total capabilities of the management staff, expressed in the volumes and types of work that the management of the enterprise can perform.

The basis of organizational potential is the culture of the organization - the totality management personnel, value systems, systems and procedures. This part of the organizational potential is subject to the strongest influence from the chosen strategy of the company Spivak V.A. Corporate culture. - St. Petersburg: Peter, 2001.

Increasing organizational capacity can be achieved by improving the organizational management structure.

In the early 1970s. American scientist I. Ansoff put forward a number of new ideas regarding approaches to understanding and developing organizational management structures. He identified two approaches to the formation of organizational structures.

The first of these is the structural approach. The main emphasis was placed on the internal structure of firms, the division of functions and the rationalization of management. The second is a dynamic approach. It focuses on analyzing the firm's relationships with the environment in which it operates and with its sources of resources. With a dynamic approach, the analysis of management problems is carried out in two stages. At the first stage, the company is considered in stable conditions external relations. Organizational problems are operational in nature. At the second stage, the impact of changes on the organization is studied external environment. The organizational problems arising from this are considered strategic. Ansoff believed that the main task senior management modern company - solving strategic problems in a changing external environment.

The main strategy of firms in the conditions of constant external relations was to reduce production costs and price competition. The result was a divisional structure. Ansoff viewed this type of organizational structure as "a functional structure repeated several times." The formation of multinational companies has led to the need to bring marketing services closer to national markets on which the company operates. It was divided and branches were formed in different countries. Ansoff called such a structure a multinational structure, a “branch-country” matrix. Ansoff believed that the idea of ​​the matrix is ​​one of the main ones in modern science on the formation of organizational structures.

The behavior of modern firms can be structured in three directions, that is, three main strategies can be identified: achieving economical use of resources, ensuring competitiveness and an active policy in the field of innovation. Depending on which strategy prevails, one or another type of structure is chosen. The use of several strategies requires the formation of matrices of various types or a reasonable combination different types structures within one company. One of the latest forms of multinational structure is the product-market matrix, which attempts to combine market policy with the development of firm strategy. Having examined the evolution of organizational structures, Ansoff identified the main trends in their development. The main trend can be considered the awareness by managers of the fact that any organization is a complex collection of a large number of interrelated elements.

It is known that strategic management industrial enterprise provides for the creation and use of its potential, based on the resources available to the enterprise. In the conditions of complexity and dynamism of modern economic life, organizational potential takes on a leading role among the potentials of an enterprise.

The essence of organizational potential is determined by the essence organizational activities, which is in general idea consists of selecting and combining compatible components based on the developed construction order, establishing the nature of the connections that ensure interaction between them, and forming a set of criteria for assessing the rationality of the constructed structure or process. Therefore, organizational potential reflects the ability of an enterprise to perform organizational activities. A. Chandler defined the direction of this activity as meeting market requirements through the production of tangible and intangible products that are in demand on the market.

Consequently, organizational potential characterizes the “viability” of an enterprise, otherwise its ability to exist, develop, and adapt to life in a certain environment. This is what determines its dominant role among the potentials of the enterprise. The ability to act means a system of methods of action for organizing and carrying out work. In relation to an enterprise, the ability to operate is a set of methods of action to change the internal or business environment to achieve compliance between them.

Comparing the essence of organizational activity, the connection with organizational potential, taking into account its focus and approaches to achieving a balance between an enterprise and its business environment, we propose a definition of organizational potential. Organizational capacity industrial enterprise(OPPP) is its ability to form a structured design of resources, united by a focus on meeting the business environment or changing it. These abilities are presented in the form of knowledge and skills of the enterprise, which are embodied in procedures and action algorithms, but also in ways and means of creating procedures and action algorithms. The ability to perform certain actions is formed by repeated repetition of a combination of purposeful actions, subject to the conditions arising from general principles building systems: complementarity of components, their interaction with each other and compliance with their values ​​or goals of the enterprise. Consequently, a necessary component of organizational potential is a structure that determines the principles of combining actions and ensures the development, replication and control of a combination of actions.

The sources of organizational potential are organizational resources of a static and dynamic nature, which form the organizational framework and organizational mechanism of the enterprise, which largely determines the attraction and use of other resources. Organizational resources are of an informational nature and are presented in the following composition: intellectual property, management system, corporate culture, information Technology, relationships with clients and other partners.

The compliance of the enterprise with the state of the business environment is ensured by the functions of organizational potential, which can be distinguished based on the purpose and definition of organizational potential: structuring, integrating, stabilizing, communicative, adaptive and developing. According to the first, organizational potential acts as a structurizer of monetary, material, property and labor resources, which makes it possible to ensure their complementarity as a condition for integration and interaction during the creation of products. The communicative function complements the integrating function and consists of establishing connections between all company resources and the business environment. Thanks to the stabilizing function, a certain order of resource use is formed and maintained. The adaptation function is responsible for establishing the current compliance of the enterprise with the state of the business environment. In comparison, the development function is aimed at achieving strategic external compliance. Thus, organizational potential must ensure, on the one hand, the flexibility and agility of the enterprise, and on the other, stability, ensuring the preservation of the qualitative certainty of the enterprise.

Organizational potential has general economic and characteristic properties for the potential of an enterprise. General economic properties include high level integration of components, focus on the future, complexity of measurement and predictive nature of assessing the state and use of potential. The characteristic properties of organizational potential are determined by its intangible nature and orientation and are presented in the following composition: interaction and system-forming impact on other resources of the enterprise, different forms of manifestation of organizational potential (system of organizational resources, behavior, state), as well as specificity, flexibility and polystructurality.

System-forming character. Organizational potential, according to the above definition, not only acts as a kind of matrix, a structurizer for the resources available to the enterprise, but in the process of interaction sets them in motion for the production of tangible and intangible products.

The objectivity of organizational potential is determined by its significance for the viability of the enterprise.

The specificity of organizational potential is determined by the predominance in its composition of resources that have enterprise-specific features associated with the values ​​and priorities of management. They have the most specific features organizational structure, control technologies and organizational culture.

The flexibility of socio-economic systems is the ability to move from one working state to another with the least cost by redistributing resources. Since information is the most flexible resource of an enterprise, organizational potential, all components of which are of an informational nature, has maximum flexibility in comparison with other potentials. Polystructurality. Organizational resources differ in a number of characteristics important for management, including maturity, flexibility, affiliation with the enterprise, and role in adaptation to the business environment. This leads to many connections that form organizational potential, and, accordingly, the possibility of identifying different structures depending on management goals.

Summarizing the above characteristics of organizational potential, we believe that it can be used as an enterprise management tool, especially in a changing business environment. The use of this tool creates a number of important analytical and management capabilities.

First of all, it makes it possible to establish connections between internal organization enterprise and models of its interaction with the business environment, develop a productivity chain linking indicators of the state and application of organizational potential with the state of the business environment. In addition, a methodological basis arises for identifying incompatibility and imbalances between the components of organizational potential, assessing the rational use of organizational resources, identifying unused organizational opportunities in order to concentrate efforts and resources on problems, the solution of which will improve the activities of the enterprise with minimal costs. The development of basic (normative) indicators and monitoring the state of organizational potential provides reasonable information for making decisions on adjustments or radical revisions of the foundations for the construction and functioning of an industrial enterprise. As a result, the opportunity opens up to develop technology for managing an industrial enterprise by managing its organizational potential.

References

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3. Organization theory: a textbook for universities / ed. V.G. Aliyeva. – M.: ZAO Publishing House “Economy”, 2003. – 431 p.

4. Tretyakova, E.P. Methodology for forming the organizational potential of a company / E.P. Tretyakov. – Chelyabinsk, SUSU Publishing Center, 2012. – 150 p.

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Enterprises that include various structural divisions, in order to achieve a sustainable economic state, they must assess their organizational potential, the assessment tools of which will expand the analytical arsenal of the enterprise management when developing a strategy for its development. The organizational potential of an enterprise should be considered as an organizational process, considered as a set production processes, the value of which is determined as the sum of all its constituent elements, since any organization, defining its development goals, identifies opportunities for their implementation based on its potential.

The organizational potential of an enterprise should be considered as an organizational process, considered as a set of production processes, the value of which is determined as the sum of all its constituent elements. The question of the organization’s potential arises whenever they talk about readiness to introduce innovations in different areas activities, implementing new strategies and entering new markets, etc. According to the authors, organizational potential should be considered as the totality of the capabilities of management staff to carry out the planned amount of work.

The organizational potential of an enterprise is a set of various (extended in time and space) objective and subjective factors that ensure the implementation of assigned tasks and its rather complex structure is determined not only by the high professionalism of management, but also by a set of various organizational factors. In our opinion, the organizational potential of an enterprise should be considered as a strategic component of its overall potential based on the use modern methods management, including program-target and system approaches.

It is necessary to identify the main resource components of the organizational potential of the enterprise, which include:

· resources of management potential;

· level of technical equipment managerial work;

· level information support;

· organizational culture.

The implementation of these resources will ensure the implementation of the enterprise’s plans, since their totality is characterized by adaptability, efficiency and reliability,

Today, there are various ways to assess the elements of organizational potential for enterprises operating in the market. Considering that data on the magnitude of an enterprise's potential is used to improve the efficiency of resource use, there is a need to create tools for its measurement and assessment. The practice of domestic enterprises and the experience of foreign enterprises have shown that improving the use of the organizational potential of complex production and economic systems is a real reserve for the development of their business. To improve the efficiency of an enterprise, it is necessary to create a mechanism for managing the process of using organizational potential, based on assessing the effectiveness of its use. First of all, it is necessary to select units for measuring the value of organizational potential, taking into account that big problem represents taking into account qualitative changes when assessing it in the corresponding natural indicators. Assessment of such elements of organizational potential as technology, information and labor resources, when using natural indicators is also very difficult, since these elements have significant differences, both in form and content. It is necessary to develop a mechanism for assessing organizational potential using one equivalent indicator, and the most universal and unified measure of the organizational potential of an enterprise is the indicator of their valuation, since it ensures comparability, allowing one to determine its dynamics and structure.

· develop a systemic classification of organizational potential and justify the elements of its components;

· determine the features and role of the strategic organizational potential of an industrial enterprise, its place in the system of the complex concept of “enterprise potential”;

· identify and classify the main approaches to the formation of the structure of organizational potential;

· determine the tools for forming the organizational potential of an enterprise, which makes it possible to build a model of the strategic organizational potential of an enterprise, taking into account the innovative component;

· develop a structure of strategic organizational potential for its formation and implementation as an essential component of the management mechanism modern enterprise;

· develop methodological recommendations to assess the strategic organizational potential of an enterprise, allowing to determine and measure the characteristics of the strategic organizational potential of enterprises of a particular enterprise and industry.

Assessing the effectiveness of organizational potential and the tools for its formation, assessment and implementation will ensure economic sustainability enterprises for the long term.

A theory of organizational capacity. In the early 1970s, the American scientist Igor Ansoff put forward a number of new ideas regarding approaches to understanding and developing organizational management structures. He considers an industrial organization as a certain system that interacts with sources of resources and the external environment (markets, competitors, government, etc.).

Based on this, two historically established approaches to the formation of organizational structures are distinguished.

The first of them - the structural approach - was characteristic of the period before the Second World War. The main emphasis was placed on the internal structure of firms, the division of functions and the rationalization of management. At its core, the approach was static, since it did not take into account the dynamics of changes in organizational structures under the influence of external factors.

The second, dynamic approach became most widespread in the post-war period. It focuses on analyzing the firm's relationships with the environment in which it operates and with its sources of resources. The dynamic approach is illustrated by the model of the firm presented in Fig. 3.

Within this approach, the analysis of management problems is carried out in two stages. At the first stage, a company is considered in conditions of stable external relations (static aspect). The organizational problems that arise in this case are of an operational nature.

At the second stage, the impact of changes in the external environment on the organization is studied (dynamic aspect). Ansoff calls the organizational problems arising in connection with this strategic.

Ansoff believes that the main task of the top management of a modern company is to solve strategic problems in a changing external environment. One of the main theses of the dynamic approach is the existence of a close relationship between the nature of external relationships and the behavior of the company, on the one hand, and its internal organization, on the other.

Ansoff emphasizes that any organization is a complex collection of a large number of interrelated elements.

The most important of them are: managers, structure, information, systems and procedures, technological processes, values, organizational potential. A large set of these elements represents organizational potential.

It is best to start changing organizational potential with people, with managers. This is followed by a change in the value system operating in the company, a restructuring of information flows, and other elements.

It is believed that the basis of organizational potential is the so-called culture of the organization (the set of management personnel, value systems, systems and procedures).

This part of the organizational potential is most strongly influenced by the chosen strategy of the company. Cases are highlighted when a small change in strategy may require a radical restructuring of the organization's culture and when a change in strategy practically does not require a change in the organization's culture, and, consequently, organizational potential. However, most often changes in strategy are associated with certain changes organizational potential. The very nature of the transition depends significantly on specific conditions. Within the framework of the theory under consideration, the influence of the product life cycle on the strategy for changing organizational potential is revealed.

The theory outlined above is applicable only to organizations that are sensitive to all changes in the external environment. For each specific case, the optimal frequency of organizational restructuring should be established. The process of change itself is determined by external conditions. Experiments have been conducted in which an organization tests several possible management structures in advance and, depending on the conditions, chooses one of the options. Moreover, the choice of one or another option can be carried out on a computer using formal methods.

The company management model (Table 2) shows that, depending on external conditions and the nature of the problems being solved, top management should concentrate attention on very specific points indicated in the matrix.

Table 2 - Model of the company's top management

Note: Aggregates (1) and (2) represent full potential.

For companies that have separate structural divisions (enterprises, organizations, branches) it is important to achieve sustainable financial condition has organizational potential. The organizational potential of a company depends mainly on whether this company (legal entity) system or conglomerate. Increasing organizational potential can be achieved by improving the structure of the company and the structure of its activities (optimal diversification of activities). It is important that as a result of these improvements the level of consistency is increased and due to this a synergistic effect (relationship effect) is obtained, in which the total return on the company’s capital investments is higher than the sum of the return indicators for each technological chain (group of enterprises) separately.

Improving the structure of the company and the structure of its activities is carried out according to the following scheme:

1. Defining the mission, goals and strategy of the company;

2. Structuring of technological chains for the production of final products;

3. Process structuring life cycles products/technology of intermediate (along technological production chains) and final products;

4. Determining the role of the company’s (basic) enterprises in the technological production chains and life cycles of products/technology and, possibly, their reconstruction;

5. Designing an addition to the basic composition of enterprises through:

• acquisitions operating enterprises other companies;
• penetration into other companies (participation in them);
• formation of branches and representative offices, design and construction of new enterprises.

6. Integration of production facilities of various industries, various technological chains and product/technology life cycles.

The main sources (factors) of synergy in the designed system can be:

• the presence of standardized elements in the design of manufactured products;
• the possibility of combining certain links of technological chains;
• the possibility of combining certain processes of product/technology life cycles (for example, processes for designing unified product elements);
• the possibility of combining (combining) individual management functions and tasks, as well as technical, information and regulatory management bases;
• mutual opening of channels of commercial and scientific and technical information, ensuring:
• accelerating the diffusion of innovations and best practices;
• savings from combining information banks;
• increasing protection from the reflexive influence of competitors due to more qualified screening (filtering) of external information;
• harmonization of intra-company standardization.

When assessing synergy, all these sources are specified into synergy factors. It should be noted that interaction can also lead to a negative synergistic effect when 2 + 2

IN foreign practice structure of activities of many successfully operating companies has an unsystematic nature: each type of activity is practically isolated from other types. These are conglomerate firms. The experience of US firms shows that, given a favorable general environment, the bottom lines of synergistic firms and conglomerates are approximately the same. But in tense situations and/or during downturns, synergistic firms prove to be more resilient and have better performance results than conglomerates. Therefore, we can conclude that the higher the expected instability and harshness of competition, the more success will depend on the availability positive effect synergy (systematic activity).