Help on Tele2, tariffs, questions

It is believed that the development of management can be divided into three stages.

End of the 19th century - 1920s. In this period market demand for most types of products was stable and predictable. This guaranteed the stability of the production of a constant range of products. The control model of management reigned supreme, requiring strict adherence to standards and rules, with an emphasis on current control. technological processes sales, supply, failure prevention.

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

Since the 1970s, there has been a period of instability in the market environment, due to the unpredictability economic life. The answer to this situation was the emergence of strategic management (this term was introduced at the turn of the 1960-70s to denote the differences between management at the enterprise level, carried out in the old ways, and management at the firm level).

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

First group of such factors is due to global trends in the development market economy. wide availability modern technologies; role change human resources; increased competition for resources; accelerating change in environment.

Second group factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries.

Third group factors associated with the emergence of a huge number of economic structures various forms property, when a mass of unprepared for professional management activities workers, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.

Fourth group factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed in the transition period from a planned to a market economy. This situation is characterized by a decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this makes it very difficult to economic organizations, 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 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 easiest to understand in a historical context. Business historians usually distinguish four stages in the development of corporate planning: budgeting, long-term planning, strategic planning, and finally strategic management.

1. Budgeting. In the era of the formation of giant corporations before the second world war special planning services, especially long-term ones, were not created in companies. Top executives of corporations regularly discussed and outlined plans for the development of their business, however, formal planning associated with the calculation of relevant indicators, maintaining forms financial reporting etc., was limited only to the preparation of annual financial estimates - budgets by item of expenditure 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: departments, factories, etc. Similar budgets and modern economy serve as the main tool for the distribution of internal corporate resources and control current activities. A feature of budgetary and financial methods is their short-term nature and internal orientation, i.e. the organization in this case is considered as a closed system. When using only budgetary and financial methods, the main concern of managers is the 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 the overall strategy of the company, since it is difficult to predict all possible calculations for such long term. The long-term plan is developed by the management of the organization and contains the main strategic goals of the enterprise for the future.
Main 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 the volume of production, 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 points of the plan are common to the manufacturing company and its partners.
Of particular importance for the enterprise is a short-term financial plan. It allows you to analyze and control liquidity, taking into account all other plans, and the reserves included in it provide information on the necessary liquid funds.
4.Strategic management - This activity, aimed at achieving the main goals and objectives of the organization, determined on the basis of anticipation of possible changes in the environment and organizational capacity, by coordinating and allocating 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 top management and staff 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 represented as a set of management functions, namely:

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

§ *adaptation to the external environment (on the example of the company "Ford Motors");

§ *internal coordination;

§ * awareness of the organizational strategy (for example, 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 and goals are achieved.

4. Strategic management. To 1990 years, most corporations around the world began 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 rapid response of the enterprise to changes in the external environment, which may entail the need for a strategic maneuver, revision of goals and adjustment general direction 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 the solution of strategic tasks. Management by ranking strategic tasks focuses on tactical survival, which is based on maintaining the position of the enterprise in the 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 appearance, the enterprise forms and solves strategic tasks, with the help of which the necessary adjustment of its activities (policies, plans) is carried out. An example of such tasks is the achievement of high growth rates, improvement of the internal climate in the team; attraction of new partners and clients, etc.

Management based on the solution of strategic objectives is used when the events that may occur are fully or partially predictable, but it is impossible or inappropriate to change the general line of behavior of the enterprise in order to respond to them. Solving strategic tasks, the organization has the ability to timely prevent the occurrence of an unfavorable situation, in to a large extent to mitigate its negative consequences or to use the opportunities that open up to the maximum benefit.

The management process by solving newly emerging strategic tasks provides.

Constant monitoring of all trends.

Analysis and detection of dangers and new opportunities.

An assessment of the importance and urgency of solving newly emerging tasks based on their classification: a) the most urgent and important tasks that require immediate solutions; 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 are false alarms and do not deserve attention.

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

Decision making taking into account possible strategic and tactical consequences (leads).

Updating the list of issues and their priority.

Weak signal control. Obvious and specific problems identified as a result of observation are called strong signals. Other problems known from early and inaccurate indications are commonly referred to as weak signals. The stronger the signal, the less time the company has for a response. The order of actions of the enterprise in case of weak signals about the occurrence of a problem is shown in Figure 2.

On a strong signal, the enterprise can act decisively, for example, stop further capacity building and reorient to use them for another purpose. The response to a weak signal can be extended over time and intensify as the signal grows.

Management in conditions of strategic surprises. The system of emergency measures for strategic surprises is used in emergency situations that arose 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 switching network for emergencies;

redistribution of top management responsibilities: control and preservation of the moral climate; regular work with a minimum level of disruption; taking emergency measures;

creation of groups of flexible ranging from the most experienced specialists, endowed with the necessary powers; their duties 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 operate contrary to the hierarchy existing in the organization.

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

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

Second group factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries. As a result, the entire higher layer of management structures, which was busy collecting information, developing a long-term strategy and development directions individual industries and industries, was liquidated. It is possible to have different attitudes towards the already non-existent sectoral ministries, planning bodies, but it cannot be denied that the latter, having a powerful network of sectoral and departmental institutions, carried out almost the entire amount of work on the development promising directions development of enterprises, transformed them into long-term current plans, which were communicated from above to the executors. The task of the management of enterprises was mainly to carry out operational functions to organize the fulfillment of tasks lowered 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, all functions that were previously performed by higher bodies were automatically transferred to the management of associations and firms. Naturally, the mentality of leadership, all internal organization enterprises were in most cases unprepared for this kind of activity.

The third group of reasons the importance of strategic management in 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 unprepared for professional management activities came into the business sphere, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.

Fourth group of factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed in the transition period from a planned to a market economy. This situation is characterized, as is well known, by a massive decline in production, a painful 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, 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 a strategy.

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

In such situations, the traditional principles and experience of the organization do not correspond to the tasks of using new opportunities and do not provide for the prevention of 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 old demand for the company's products, production units- make capital investments in the automation of obsolete industries, and the R & D service - to develop new products based on old technology. This will lead to conflicts, delay the firm's reorientation, and make it unrhythmic and inefficient. It may turn out that the reorientation started too late to guarantee the firm's survival.

Faced with such complexities, the firm must solve two extremely difficult problems: to choose the right growth planning from numerous alternatives and to direct the efforts of the team 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 the universality of application in all situations to solve any problems.

First, strategic management, by its very nature, does not, and indeed cannot, give 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 wish for the state in which the organization should be in the future, what position to occupy in the market and in business, what position to have organizational culture, which business groups to join, etc. At the same time, all this together should be what will determine 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 logic diagrams for problem analysis and strategy selection, as well as the implementation of 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 to 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.

Third, it takes a lot of effort and high costs time and resources to start the process of strategic management in the organization. It is necessary to create and implement strategic planning, which is fundamentally different from the development long term plans binding under 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 a lot of money. It is also necessary to create services that monitor the environment and include the organization in the environment. marketing services, public relations etc. acquire exceptional significance and require significant additional costs.

Fourth, the negative consequences of mistakes in strategic foresight are sharply increasing. In an environment where completely new products are being created in a short time, when unexpected new opportunities Opportunities that have existed for many years are disappearing before our eyes, the price of retribution for incorrect foresight and, accordingly, for mistakes in strategic choice often becomes fatal for the organization. Especially tragic are the consequences of an incorrect forecast for organizations that carry out an uncontested way of functioning or that implement a strategy that cannot be fundamentally corrected.

Fifth, in the implementation of 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 implies, first of all, the creation of an organizational culture that allows the implementation of a strategy, systems of motivation and organization of work, a certain flexibility in the organization, etc. At the same time, strategic management execution process has an active feedback effect on planning, which further enhances the significance of the execution phase. Therefore, an organization, in principle, will not be able to move to strategic management if it has a strategic planning subsystem, even if it is very good, 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 a 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 (post factum) and management based on extrapolation of the past. To date, two types of control systems have developed:

The first is based on positioning (management based on anticipation of change, 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, related to timely reaction, giving a response to rapid and unexpected changes in the environment (management based on flexible emergency decisions). 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 conditions of the environment in which it operates. The choice of a system for determining positions is due to the novelty and complexity of the tasks. The choice of a timely response system depends on the pace of change and the 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.

The emergence of strategic management in Russia is caused by objective reasons arising from changes in the nature of the environment for the activities of enterprises. This is due to the action of a number of factors. The first group of such factors is due to global trends in the development of a market economy. These include: internationalization and globalization of business; the emergence of new unexpected business opportunities opened by the achievements of science and technology; the development of information networks that make it possible for lightning-fast dissemination and receipt of information; wide availability of modern technologies; changing role of human resources; increased competition for resources; accelerating environmental change. The second group of factors stems from those transformations in the system of economic management in Russia that took place in the process of transition to a market economy model, mass privatization of enterprises in almost all industries. As a result, the entire higher layer of management structures, which was busy collecting information, developing a long-term strategy and directions for the development of individual industries and industries, was eliminated. The third group of 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 came into the business sphere, which predetermined the need for accelerated assimilation by the latter of the theory and practice of strategic management.

The fourth group of factors, which is also of a purely Russian nature, is due to the general socio-economic situation that has developed in the transition period from a planned to a market economy. This situation is characterized by a decline in production, painful restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative phenomena. All this extremely complicates the activity of economic organizations and is accompanied by a growing wave of bankruptcies, and so on. 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. 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 a development strategy.

Recourse to strategy becomes vital when, for example, there are sudden changes in the firm's external environment. Their cause may be: saturation of demand; major changes in technology inside or outside the firm; the sudden emergence of numerous new competitors. In such situations, the traditional principles and experience of the organization do not correspond to the tasks of using new opportunities and do not ensure the prevention of dangers. If an organization does not have a unified strategy, then it is possible that its various departments will develop heterogeneous, contradictory and inefficient solutions: the sales department will struggle to revive the former demand for the company's products, the production departments will make capital investments in the automation of aging industries, and the R&D department will develop new products based on old technology. This will lead to conflicts, slow down the reorientation of the firm and make its work irregular and inefficient. It may turn out that the reorientation started too late to guarantee the firm's survival.

Management

The emergence of strategic management is caused by objective reasons arising from changes in the nature of the environment for the activities of enterprises. Let us consider the main groups of factors that have changed this environment.

The first group of factors is due to global trends in the development of a market economy. These include: internationalization and globalization of business; the emergence of new unexpected business opportunities opened up by the achievements of science and technology; the development of information networks makes it possible to disseminate and receive information at lightning speed; wide availability of modern technologies; changing role of human resources; increased competition;sa resources; accelerating environmental change.

The second group of factors is a consequence of those transformations in the Russian economic management system that occurred during the transition to a market economy model, mass privatization of enterprises in almost all industries. As a result, the top layer of management structures, which was busy collecting information, developing a long-term strategy and determining the directions for the development of individual industries and industries, was eliminated. It is possible to have different attitudes towards the already non-existent sectoral ministries and planning bodies, however 1 it cannot be denied that the latter, having a powerful network of sectoral and departmental institutions, carried out almost the entire amount of work on the development of promising directions for the development of enterprises, transformed them into long-term current plans, which were brought from above to the performers. The task of the management of enterprises was to carry out operational functions to organize the implementation of these tasks.

As a result of the rapid elimination of this upper layer of 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 were previously performed by higher bodies. Naturally, the mentality of managers, the entire internal organization of enterprises turned out, in most cases, to be unprepared for this type of activity.

The third group of factors that change the environment for the activities of enterprises is associated with the emergence of a huge number of economic entities of various forms of ownership. A large number of workers, for the most part unprepared for professional management activities, have come to the sphere of entrepreneurship. This necessitated the accelerated development of the theory and practice of strategic management by them.

The fourth group of factors, which is also of a purely Russian nature, is due to the general socio-economic situation during the transition from a planned economy to a market economy. A landslide decline in production, a radical restructuring of the economy, massive non-payments, inflation, growing unemployment and other negative factors - all this greatly complicates the activities of economic organizations, regardless of ownership, accompanied by a growing wave of bankruptcies and other negative phenomena.

From all this it follows that increased attention to the problems of strategic management can and should ensure the functioning of enterprises in extreme conditions. It is no coincidence that some experts put forward the thesis that in such a situation one should speak first of all about the strategy of survival, and only then - about the strategy.

That is why the question is important: when exactly does recourse to strategy become vital? One of these conditions is the occurrence of sudden changes in the external environment of the firm. They can be caused by: saturation of demand, major changes in technology inside or outside the firm, the sudden emergence of numerous new competitors, and so on.

In such situations, the traditional principles and experience of the organization do not contribute to solving the problems of exploiting new opportunities and do not ensure the prevention of 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 department will fight to revive the old demand for the company's products, the production departments will make capital investments in the automation of aging industries, and the R&D department will develop new products based on old technology. This will lead to conflicts, delay the firm's reorientation, and make it unrhythmic and inefficient. It may turn out that the reorientation started too late to guarantee the survival of the enterprise.

In this situation, the firm must solve two extremely difficult problems:

Choose the desired growth planning from several options;

Direct the efforts of the team in the right direction.

Along with clear advantages, strategic management has a number of disadvantages and limitations in its use. Thus, this type of control, like all others, does not have universality for application in any situations when solving any problems.

Strategic management, by virtue of its essence, does not, and indeed cannot, give an accurate and detailed picture. The picture of 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 wish to anyone, what the organization should become after some time, what position to take in the market and in business, what organizational culture to have , which business groups to join, etc. All this together should determine whether the organization will survive or not in the future in the competitive struggle.

This type of 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 logic diagrams for problem analysis and strategy selection, as well as the implementation of strategic planning and practical implementation of the strategy. However, in general, strategic management is a symbiosis of intuition and art, with which management must lead the organization to strategic goals; this is the high professionalism and creativity of employees, ensuring the connection of the organization with the environment, updating the organization and its products, the implementation of current plans and, finally, the active inclusion of all employees in the process of finding the best ways to achieve the goals of the organization or firm.

It takes a lot of effort, a lot of time and resources to introduce strategic management into an organization. To do this, first of all, it is necessary to organize strategic planning, which in itself is fundamentally different from the development of long-term plans that are mandatory for execution 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 a lot of money. 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 significance and require significant additional costs.

The negative consequences of errors in strategic foresight are sharply increasing. In an environment where completely new products are being created in a short time, when new business opportunities suddenly appear and opportunities that have existed for many years disappear before our eyes, the price for incorrect foresight and, accordingly, mistakes in strategic choice often becomes the very existence of the organization. Especially tragic are the consequences of an incorrect forecast for organizations that pursue an uncontested path of development or implement a strategy that cannot be fundamentally corrected.

In the implementation of 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. Here it is especially important to create an organizational culture that allows you to realize! strategy, build a system of motivation and work organization, I have a certain flexibility in the organization, etc. In this case, in strategic management, the execution process has an active feedback effect on planning, which only enhances the significance of the execution phase. Therefore, an organization that has let! even a very good subsystem of strategic planning, but not having the prerequisites or opportunities for creating a subsystem of strategic execution, in principle, will not be able to move on to strategic management.

The evolution of intra-company management systems makes it possible to understand that successive systems correspond to (a sweeping 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 performance control (post factum) and management based on extrapolation of the past.

To date, two types of control systems have developed.

The first type is based on position definition. Management based on anticipation of change, when unexpected phenomena began to appear 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 selection of strategic positions.

The second type is associated with a timely response that responds 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, management by strong and weak signals, management in the face of strategic surprises.

The choice of a combination of different systems for a particular enterprise depends on the conditions of the environment in which it operates. The choice of a system for determining positions is due to the novelty and complexity of the tasks. The choice of a timely response system depends on the pace of change and the predictability of tasks. The synthesis of these control systems allows us to form a method of strategic management that most fully meets the conditions of flexibility and uncertainty of the external environment.

test questions

1. What are the main reasons and factors that led to the increase in the role of strategic management.

2. Formulate the basic definitions of the concepts "strategy" and "strategic management".

3. What are the differences between operational and strategic management?

4. What are the main difficulties in implementing strategic management?

5. Name the main levels of strategic management.

6. Give general characteristics strategies.

7. What are the features of the strategy of individual business units?

8. Name the main types of functional strategies.

Strategic management - the process of development, adoption and implementation strategic decisions, the central link of which is a strategic choice based on a comparison of the enterprise's own resource potential with the opportunities and threats of the external environment.
The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.

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 conditions of organizations' activities.

There are four stages in the development of organization management systems associated with a certain level of instability of the external environment.

1. Management based control - this is quite simple system was an important stage in the development of the formalized aspect of the management of the organization. It allows for a slow reaction of the firm, which is justified with a gradual change in the external environment.

The management system under consideration is based on performance control, which includes: labor management (norms and standards of labor processes), financial control, current budgeting, profit planning, goal management, project planning. Since norms and standards are based on past experience, control actions are more related to the past than to the future of the firm.

The first stage in the development of management systems is associated with the compilation financial plans(“budgeting” - budgeting), which were limited only to annual financial estimates for items of expenditure for various purposes and current planning of production and economic activities.

The first stage in the formation of management systems in our country falls on the relatively stable development of the socialist economy, which was typical until about the beginning of the 1960s. XX century.

2. Management based on extrapolation can be seen as the response of firms to the acceleration of the pace of environmental change, when the future can still be predicted by analogy with past trends.

The main mechanism for implementing this management system is long-term planning, which assumes that the future can be predicted by extrapolating historical development trends.

Long-range planning (long-range planning) was the original function of corporate planning for the development of the company in the external environment. This approach became possible due to the emergence of economic and mathematical methods in planning.
and management.

Management based on extrapolation has played a positive role at a certain historical stage in the development of the economy, both market and planned.

3. Management based on the foresight of change is the organization's response to the emergence of new sources of change and unexpected phenomena that have the nature of their origin in the external environment, when the pace of change has accelerated, but not so much that it was impossible to foresee future trends in time and determine the reaction to them by developing an appropriate strategy. Here, when building a management system for an organization, the tasks of foreseeing possible situations come to the fore.

In conditions high level instability of the external environment, the only way to formally predict future problems and opportunities is strategic planning, the fundamental principle of which is to ensure the organization's adaptability to environmental changes.

4. Management based on flexible emergency solutions is a management system that is currently being formed in conditions where many important tasks, characterized by novelty and complexity, arise so rapidly that they cannot be foreseen in time. According to IBM President F. Carey, this is a system "focused on the market of tomorrow."

To cope with rapidly changing tasks, it is necessary to use a management system related not so much to positioning (long-term and strategic planning), but to timely response in real time to rapid and unexpected changes in the environment of the organization. In fact, we are talking about strategic management as the most advanced stage of strategic planning, which, in turn, forms its essential basis.

Thus, it can be considered that the strategic management system consists of two complementary subsystems: planning and analysis of the organization's strategy, as well as managing strategic problems in real time.