The article presents a set of environmental factors (social, economic, technological and political) that determine the effectiveness of the activities of pharmacy organizations and assesses the prospects for their development in the context of a changing legal framework and a structural crisis in the country's economy. The use of STEP analysis made it possible to systematize the system of factors affecting business processes in pharmacy organizations and to form a list of potential consequences and threats for them. It was revealed that the most significant is a group of political factors that characterize the expected changes in the country's legislative framework in the field of drug and pharmaceutical provision of the country's population. The study shows that the socio-economic block of factors negatively affects the development of the pharmacy business, determining the drop in the effective demand of the population and the prospects for a decrease in business activity.
pharmacy organization
the legislative framework
effective demand of the population
business activity of organizations
STEP analysis
STEP factors
1. Federal Law of December 31, 2014 N 488-FZ "On industrial policy in the Russian Federation" [Electronic resource]. URL: http://www.consultant.ru/document/cons_doc_LAW_173119/ (date of treatment 01/26/2017).
2. Bushina N.S. Methodical approach to assessing the competitiveness of drugstore chain divisions. Bushin, D.A. Zyukin // International Journal of Applied and Fundamental Research. - 2015. - No. 12-6. - S. 1091-1095.
3. Zyukin D.A. On the risks of functioning of pharmacy organizations at the present stage // International Journal of Applied and Fundamental Research. - 2016. - No. 12-7. - S. 1325-1328.
4. Kornyushin V. 7 reasons why it is impossible to sell drugs in a store // Pharmacist. - 2013. - No. 3. - P. 273.
5. Sergeeva N.M. Marketing strategies of a pharmaceutical organization / N.M. Sergeeva, E.V. Reprintseva // Pharmacy and Pharmacology. - 2015. - T.3. No. 5 (12). - S. 60-63.
The pharmacy business has a high social role in the country's economy, meeting the needs of the population to provide the necessary medical products. This is what determines the significant influence of the state on this sphere of economic activity, which is expressed in the obligatory fulfillment of a number of rigidly and clearly established requirements, due to which the observance of the rights of citizens of the country in the possibility of obtaining high-quality pharmaceutical products will be ensured. At the same time, the business's priority goal is to make a profit and expand the reproduction of expended resources. In this situation, the task of the management of firms is in a timely response to the ongoing changes in the external environment to maintain the level of profitability necessary for the development (or at least survival) of the business.
To the most significant threats to the development of the pharmacy business at the present stage Bushina N.S. and Zyukin D.A. include the changing legislative framework in the field of pharmaceutical activities and the fall in real incomes of the population with an increase in the cost of imported products as a result of the devaluation of the ruble. This is true, but there are other factors of the external environment, the change of which should be expected, and, therefore, it is necessary to analyze what consequences this will bring and what management decisions need to be made. In addition, it is necessary to approach in more detail what changes in the work of pharmacy organizations will bring changes in the legislative framework and what will be the consequences of this. This determines the need for research and systematization of environmental factors, in accordance with which management decisions should be made by the firm's management.
Purpose of the study
Study of the influence of environmental factors on the development prospects and the effectiveness of the pharmacy organization.
Materials and research methods
The effectiveness of promoting pharmaceutical products by any pharmacy organization is determined by the need for marketing research, the basis of which is the analysis of the external environment, which determines the totality of relationships in the pharmaceutical market. The results of this analysis are summarized in the form of a table of STEP factors. In the study of such factors, we used the methodology of the regression method to identify patterns between the studied quantitative factors.
Research results and their discussion
Since the end of 2014, the Russian pharmaceutical market has been influenced by the general economic situation in the country: - devaluation of the national currency; instability of the economy (a slowdown in economic growth, the financial crisis greatly aggravate the difference in prices for drugs in various pharmacies); a decrease in the growth rate of the purchasing power of the population, etc.
Favorable prospects for the development of a pharmacy organization are determined, first of all, by the progressive nature of the growth in the incidence rate and development of diseases and the positive trend of self-medication of the population. Less significant, but also determining factors will also contribute: an unfavorable environmental situation, leading not only to a deterioration in health, the emergence of new diseases, but also to the development of new pathogenic microflora (pathogens), migration processes and epidemics, etc.
According to the results of the analysis, there is an increase in competition between pharmacy divisions in the Kursk region. Studies of the dynamics of changes in the number of pharmacies for the period from 2000 to 2014 showed that the number of pharmacies in the regional pharmaceutical market increased by 272 units or 64.6%.
The positive trend of increased competition also speaks of the return on investment in opening new pharmacies or the presence of effective demand from end consumers, which determines the turnover (the increase in 2000-2014 amounted to 3.93 billion rubles, or an increase of more than 2 times). At the same time, the share of sales of pharmaceutical and medical goods in the structure of retail turnover is small. In addition, since 2008 there has been a sharp drop in the percentage of this indicator, which can be explained by the crisis in the economy (Fig. 1).
Rice. 1. Dynamics of changes in the share of sales of honey. and farm. goods in the structure of retail trade in the Kursk region
The level of turnover of pharmacy organizations, reflecting the effective demand of the population, is subject to internal and external factors to varying degrees of impact. External regressors are: the political activity of the state, the economic level of development of the country and a separate region, reflected in the values of GNP, GRP, ND, etc. entails an increase in the turnover of drugs.
In addition, according to the results of the study, it was found that the number of pharmacy organizations, regulates the volume of supply in the market and ensures the availability of goods and services to end consumers, is the engine of trade. The elasticity of the change in the indicator "b" of the constructed power-law model (y = 0.0236.x0.866) says that with an increase in the competition of pharmacies by 1%, the retail turnover of pharmaceutical and medical products will increase by 86.6% (Fig. 2).
Rice. 2. Power-law model of approximation of the influence of the number of pharmacies on the level of retail turnover of pharmaceutical and medical goods in the Kursk region in 2000-2015.
This confirms that the Russian pharmaceutical market is currently in the stage of formation, being at the same time one of the most highly profitable and fastest growing sectors of the economy. At the same time, the pace of its development is closely related to the dynamics of economic reforms. Drafts and laws developed, adopted and coming into force have a greater negative effect on the creation of favorable conditions for the operation of pharmacies and the development of competition. So, in July 2015, the Federal Law of December 31, 2014 N 488-FZ "On industrial policy in the Russian Federation" came into force, designed to stimulate the localization of production, including pharmaceutical production, through the conclusion of special investment contracts (SIC) with manufacturers ...
The main difference between the SIC and other forms of state support is that the state (RF, a constituent entity of the Russian Federation and / or a municipality) does not transfer any resources to the investor and does not invest budget funds in the investment object. The state provides investors with various sectoral benefits and preferences, provides stable business conditions for the implementation of the project envisaged by the SIC. In addition, a number of requirements are presented to investors, namely:
Creation or modernization of production and development of industrial products on the territory of the Russian Federation;
Obligations for the localization of foreign technologies used in the project, which means the transfer of technologies to a legal entity established under the legislation of the Russian Federation;
Availability of predicted demand;
Obligation to bring products to the declared production volumes, etc.
The second point, considered for adoption, the project on the sale of over-the-counter drugs in stores will ensure maximum availability of drugs for the population, which provides a basis for fulfilling the last two points in the above list of SIC conditions for foreign investors.
The introduction of this law will lead to the fact that the profit from 33% of OTC drugs of the entire capacity of the honey market. goods sold in pharmacies will need to be divided with grocery retail. Pharmacies cannot compete with stores, since they are in different "weight categories": the turnover of store chains is tens, and sometimes hundreds of times higher than the turnover of pharmacy chains. Therefore, if they have a joint market, pharmacies will inevitably begin to lose, which will lead to a decrease in the profitability of pharmacy organizations and the ruin of some of them. Therefore, most pharmacies in the country will be forced to raise the prices of prescription drugs.
In addition, stores selling pharmacy products will start hiring pharmacists and pharmacists, where, in general, working conditions are often more flexible than pharmacy organizations. Therefore, stores can easily hire not only current top officials, but also students of pharmaceutical universities and colleges, as well as medical and pharmaceutical workers with invalid certificates. And given that salaries in pharmacies and stores are approximately at the same level (and sometimes salaries in stores can be even higher), it is obvious that a certain part of the pharmacy staff will inevitably "flow" into retail stores, and this will further strengthen the existing the pharmaceutical industry personnel "hunger".
The latest government initiatives in the area of drug price regulation are of great importance for the development of pharmacy retail and network pharmaceutical retail. The initiatives are expected and justified: the economic crisis provoked a significant increase in the prices of medicines and revealed a number of problems associated with the production and sale of medicines. At the moment, the state's capabilities in relation to price regulation in the commercial retail sector are limited by the so-called List of Vital and Essential Medicines (Vital and Essential Medicines), which is established by a decree of the Government of the Russian Federation and on which maximum wholesale and retail margins are established. Today, the drugs that form this list provide about 30% of the turnover of an average Russian pharmacy, both in value and in kind. The purpose of this innovation is to increase the physical availability of medicines for the population of the Russian Federation.
conclusions
Based on the results of the study, we have formed an integral system of STEP factors that affect the pharmacy organization, and reflect their potential consequences for the company, which is presented in the table.
STEP-matrix of a pharmacy organization
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1. The need to make adjustments to pricing tactics: the majority of pharmacy organizations need to ensure that their business activity increases in order to maintain a positive cash flow. 2. Growth in the volatility of the value of turnover in pharmacies. 3. A decrease in inventory turnover leads to an increase in the level of inventory and re-stocking of products. 4. The growth of the difference in differentiation by the level of revenue between the divisions of the pharmacy organization leads to the impossibility of a unified pricing policy and management strategy. 5. A decrease in the total volume of purchases of goods determines the limitation of the ability to work on a number of items in the assortment with suppliers at lower purchase prices due to non-compliance with the minimum order value upon delivery. 6. The growth of costs for the promotion of pharmaceutical products of large manufacturing companies determines the inevitable increase in the cost of original drugs, and, accordingly, the limitation of their use in the assortment of most pharmacies with low traffic, replacing them with cheaper generics. |
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Maintaining a high proportion of the population engaged in self-medication; Unfavorable demographic situation in the region: population decline, especially in rural areas; Increase in the incidence of the population and the identification of new viruses; Low standard of living of the population. |
Reduction of the real level of income of the population; Falling purchasing power of the population; Reduction of federal subsidies to the regions in view of the country's budget deficit; Devaluation of the domestic currency rate; Recession of the regional economy; Growth in the number of pharmacies on the market; Sanctions and restrictions on imports. |
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Social |
Economic |
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STEP factors |
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Technological |
Political |
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Development and implementation of a program for automating a pharmacy, a universal accounting system (USU); The introduction of an online cash register: the use of cash registers (CCP) for the purpose of settlements with customers by issuing them also a cash register receipt; Registration of CCP with tax authorities through a personal account using an electronic signature |
State regulation of prices for medicinal products, which are provided within the framework of state guarantees (VED); Optimization of state regulation of prices in order to increase the availability of domestic medicines for various groups of consumers; Increase in the share of domestically produced products in the total consumption in the domestic market to 50% in value terms by 2020. |
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Impact on the pharmacy organization |
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The need for additional funds for the purchase of software and special equipment; Carrying out all communication with the taxpayer through your personal account eliminates paperwork and simplifies the tax accounting system; It is necessary to provide training for personnel to work through the KKT; Automation of pharmacy business processes allows coordinating the actions of various departments; evaluate and compare the performance of employees and departments; simplification of financial transactions and settlements, reporting and analytical information. |
Changing the order of dispensing drugs will complicate activities and lead to an increase in errors for which fines are imposed; New requests for the organization of work determine the growth of qualifications of medical and pharmaceutical personnel; Replacement of most drugs (generics and drugs with domestic generic analogues) with Russian products creates a threat of an increase in the number of refusals for some drugs due to the impossibility of offering a worthy replacement option; The need to change the structure of product sales (in favor of the non-drug share); Rising prices for non-prescription drugs; Reduction of business activity and closure of unprofitable divisions of the pharmacy chain. |
The formation of an ordered system of factors and a clear determination of risks and the potential of threats is an integral element in the formation of a general strategy for the development of a pharmacy organization and adjustment of certain areas in the field of tactical management, especially pricing policy.
Bibliographic reference
E.V. Reprintseva ON THE INFLUENCE OF ENVIRONMENTAL FACTORS ON THE PROSPECTS OF DEVELOPMENT OF PHARMACY ORGANIZATIONS // International Journal of Applied and Fundamental Research. - 2017. - No. 2-2. - S. 258-262;URL: https://applied-research.ru/ru/article/view?id=11259 (date of access: 31.03.2019). We bring to your attention the journals published by the publishing house "Academy of Natural Sciences" - 408.84 Kb
Examples of technological factors:
- R&D Trends
- New drugs, parapharmaceutical products, etc.
- Technology development
The indicators of the external environment are the following categories:
The fluidity of the environment is the speed with which changes occur in the environment of the organization. The external environment around pharmaceutical companies is particularly fluid. Given the complexity of an organization's functioning in a highly mobile environment, manufacturers, wholesalers, pharmacies or their structural units must rely on a variety of information in order to make effective decisions about their internal variables.
Given the diversity and volatility of the external world, leaders should limit consideration of the external environment only to those aspects on which the success of the organization depends to a large extent. One way to identify and take into account the factors that affect the organization is to divide them into two groups: factors of direct influence and factors of indirect influence. Suppliers are one of the most important direct influencers.
Distinguish between suppliers of materials and finished goods, capital and labor resources. The multifaceted activities of pharmaceutical organizations also require relationships with suppliers of various auxiliary materials, electricity, heat, water, packaging materials, equipment, marketing, consulting, utilities and transport services.
The growth and development of a pharmaceutical organization also depends on suppliers of capital or financial resources. These include banks, insurance companies, shareholders, investment funds, sponsors.
To implement the tasks related to achieving the goals of the organization, qualified specialists of different profiles are needed. Without personnel capable of skillfully using complex technology, capital and materials, it is impossible to resolve the issue of the company's profitability. Currently, there have been changes in the formation of labor resources, the labor market and the structure of positions in pharmaceutical organizations have expanded.
The survival and existence of an organization depends on its ability to find consumers of the results of its activities and satisfy their needs. Consumers, deciding what goods and services are desirable for them and at what price, determine the program of its activities for the organization. Thus, the need to meet the needs of consumers affects the interaction of the organization with suppliers of materials and labor resources. Customers, as an external factor, influence practically all other variables of the organization. Pharmacy enterprises of various forms of ownership of the Russian Federation have their own circle of consumers, which include treatment-and-prophylactic and health-improving institutions, outpatients and inpatients, organizations and institutions of a non-medical profile.
2.2. Analysis of the elements of the external environment
The external environment analysis diagram is shown in Fig. 2.
Rice. 2. Analysis of the external environment
Once corporate, goals, and corporate policies have been defined, working marketing goals are developed that cover the same areas as corporate goals: profit, profitability, market share, etc. As with strategic planning, work begins with market analysis.
Market analysis is carried out in two main areas:
1. Analysis of the environment
2. Analysis of competitors
The analysis of the environment should take into account various characteristics of the health care system:
- Total health budget
- Price control system
- Permissive and restrictive lists
- Encouraging competition
- Social insurance system
- Co-payment system for drugs
- Pharmaceutical protocol system
- New entrants to the pharmaceutical sector (health care management organizations, pharmacy service management organizations, private insurance systems)
- Socio-cultural level of consumers.
- Political situation
- Centralized social actions of the municipality, etc.
The model of the influence of the external environment on the organization is presented in Appendix 2.
2.3. Methods for analyzing the external environment
There are the following methods for analyzing the external environment:
PEST analysis or STEP analysis is designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment, which to a greater or lesser extent affect the activities and effectiveness of any commercial organization, including including the pharmacy.
The political situation is being studied, and at present it is quite active. The direction of social and economic programs with the establishment of mandatory priorities depends on political decisions and trends. The influence of this environmental factor is clearly visible on the functioning of large companies, at the same time, in this case, pharmacy organizations fully feel the influence of this factor (introduction of a list of vital and essential medicines (VED), etc.).
The main reason for studying the economic situation is to create a picture of the distribution of finances at the state level. No less important consumer preferences are determined using the social component of PEST analysis.
The last factor is the technology component. The purpose of his research is considered to be the identification of trends in technological development, which are often the reasons for changes and losses in the market, as well as the emergence of new products and technologies for their implementation.
The analysis is performed according to the "factor-pharmacy" scheme. The results of the analysis are drawn up in the form of a "matrix", the subject of which are the factors of the macroenvironment, the predicate is the strength of their influence, assessed in points, ranks and other units of measurement.
The version of PEST analysis is PESTLE analysis, it is extended by two factors (Legal and Environmental). Sometimes other formats are also used, for example, SLEPT analysis (plus the Legal factor) or STEEPLE analysis, which includes: socio-demographic, technological, economic, environmental (natural), political, legal and ethnic factors.
The Porter five forces analysis is the second most common method for analyzing the influence of environmental factors in modern entrepreneurship. A methodology for industry analysis and business strategy formulation developed by Michael Porter at Harvard Business School in 1979. Porter's analysis of five forces includes three forces of "horizontal" competition:
- the threat of the emergence of substitute products (online pharmacies), the threat of the emergence of new players, the level of competition;
- two forces of "vertical" competition: bargaining power of suppliers and bargaining power of consumers.
This analysis is used in a qualitative assessment of the strategic position of a company in the industry and is most interesting in the planning of opening or expanding a company in a competitor's territory. The applicability of the analysis requires conditions: buyers, competitors and suppliers are not connected, do not interact or collude.
The analysis reveals the attractiveness of doing business in this industry, in this context, attractiveness means the profitability of the industry. An “unattractive” industry is one in which the combination of forces reduces profitability. The most “unattractive” one is the industry that is approaching perfect competition.
As mentioned above, this analysis is used for a qualitative assessment of the company's strategic position in the industry and is most interesting in the field of planning the opening or expansion of a company in the territory of a competitor. However, for most, this technique is only a starting point in the list of tools or techniques that they can use. As with all generalizing techniques, an analysis that does not take into account exceptions and particulars is considered oversimplified. The model is not intended to be used for a group of industries or any part of a single industry. A company that does business in one industry must develop at least one Porter Five Forces Analysis for that industry.
A schematic representation of the five Porter forces is shown in Fig. 3.
Rice. 3. Schematic representation of the five forces of Porter
SWOT analysis is the definition of the strengths and weaknesses of the organization, as well as the opportunities and threats emanating from its immediate environment (external environment). The use of SWOT analysis will allow you to systematize all available information and more clearly understand the advantages and disadvantages of the organization, will allow you to choose the optimal path of development, avoid dangers and make the most efficient use of the available resources.
2.4. Factors of direct and indirect influence of a pharmaceutical organization
Given the diversity and volatility of the external world, leaders should limit consideration of the external environment only to those aspects on which the success of the organization depends to a large extent.
One way to identify and take into account the factors that affect the organization is to divide them into two groups: factors of direct influence and factors of indirect influence.
Direct factors
Suppliers are one of the most important direct influencers. Distinguish between suppliers of materials and finished goods, capital and labor resources.
Domestic suppliers of medicines and medical products to the pharmaceutical market of the Russian Federation are pharmaceutical enterprises, pharmaceutical factories, as well as enterprises and associations of medical equipment, glass and plastics, etc.
In addition, over 700 foreign companies - suppliers of pharmaceutical products - operate on the Russian pharmaceutical market. Decentralization of supply has contributed to a significant expansion of the network of suppliers of pharmacy enterprises.
The multifaceted activities of pharmaceutical organizations also require relationships with suppliers of various auxiliary materials, electricity, heat, water, packaging materials, equipment, marketing, consulting, utilities and transport services.
The growth and development of a pharmaceutical organization also depends on suppliers of capital or financial resources. These include banks, insurance companies, shareholders, investment funds, sponsors. To implement the tasks related to achieving the goals of the organization, qualified specialists of different profiles are needed.
Without personnel capable of skillfully using complex technology, capital and materials, it is impossible to resolve the issue of the company's profitability. Today, talented managers, economists, programmers, information systems developers, etc. are needed.
Currently, there have been changes in the formation of labor resources, the labor market and the structure of positions in pharmaceutical organizations have expanded.
In the conditions of market relations, the state is required to conduct an active social policy: the provision of social benefits to young specialists, the definition of basic social guarantees, mechanisms for their implementation and the function of providing social support to persons who are released during the restructuring of enterprises.
The survival and existence of an organization depends on its ability to find consumers of the results of its activities and satisfy their needs.
Consumers, deciding what goods and services are desirable for them and at what price, determine the program of its activities for the organization. Thus, the need to meet the needs of consumers affects the interaction of the organization with suppliers of materials and labor resources. Customers, as an external factor, influence practically all other variables of the organization.
With the development of the pharmaceutical market, the structure of consumer organizations of pharmaceutical enterprises has changed. Among them are wholesale and intermediary firms, pharmacy warehouses and bases, economic wholesale and retail associations (utilities, joint stock companies, holdings, concerns, corporations, etc.), individual pharmacies, medical institutions, etc. At the same time, the advantages of marketing pharmaceutical products through wholesale structures are preserved and should be preserved.
The peculiarities of consumer organizations of foreign pharmaceutical companies' products confirm this. In the UK, 80% of all medicines are sold through wholesale companies, in Sweden - wholesale through a state warehouse is 80% of medicines and through the private sector - 20%, in the United States, wholesalers account for 50%, pharmacies - 27%, medical institutions - 12%, government organizations - 8%, private practitioners - 3%.
Pharmacy enterprises of various forms of ownership of the Russian Federation have their own circle of consumers, which include treatment-and-prophylactic and health-improving institutions, outpatients and inpatients, organizations and institutions of a non-medical profile.
The direct exposure environment is presented in Appendix 3.
Indirect factors
Laws and government agencies are equally important factors of direct influence. Each organization has its own legal status, which determines the procedure for its activities, the types and amounts of taxes transferred. But in fact, the operating mechanism of management in an organization is determined by the knowledge and correct use of laws in specific conditions and at different levels of management. Taking into account the operation of objective laws, a strategy and tactics for managing an organization are developed, which are based on the compliance of a law or a set of laws in their relationship.
Short description
Purpose of work: to study the external environment of a pharmaceutical organization.
To achieve this goal, the following tasks were solved:
1. Conduct a theoretical analysis of data on the problems of the external environment of a pharmaceutical organization
2. Give a description of the external environment and the classification of the external environment
3. Consider the external environment of the pharmaceutical organization,
functions of the tax system of the Russian Federation
5. Consider state regulation of the activities of a pharmaceutical organization
Content
Introduction 4
Chapter 1. External environment of the enterprise 6
1.1. General characteristics of the external environment 6
1.2. Environmental classification 8
Chapter 2. The external environment of a pharmaceutical organization 10
2.1. General characteristics of the external environment of a pharmaceutical organization 10
2.2. Analysis of the elements of the external environment 14
2.3. Environmental Analysis Methods 15
2.4. Factors of direct and indirect influence of a pharmaceutical organization 19
Chapter 3. State regulation of the activities of a pharmaceutical organization 22
3.1. Government Regulatory Authorities 22
3.2. State regulation of the activities of a pharmaceutical organization 23
Conclusion 25
List of used literature 27
Appendix 1 28
Appendix 2 29
The concept of "organization" in management is used in two meanings: organization as a management function and organization as an enterprise, institution. In the last statement, she must meet the requirements: Having at least two people who are considered part of this group. Having at least two people who are considered part of this group. The presence of at least one goal, which is accepted as common by all members of a certain group. The presence of at least one goal, which is accepted as common by all members of a certain group. The presence of group members who purposely work together to achieve a meaningful goal for all. The presence of group members who purposely work together to achieve a meaningful goal for all.
That is, an organization is a group of people whose activities are deliberately coordinated to achieve a common goal or goals. Organization is a specific social education systematically focused on the production of goods and (or) services. Organizations are classified according to different criteria: the method and purpose of education, the number of goals, size, legal status, forms of entrepreneurship, the nature of adaptation to changes.
For the legal status, legal entities, legal entities, non-legal entities, non-legal entities. For the forms of entrepreneurship, enterprises, enterprises, societies, companies, investment funds, etc. investment funds, etc. For the nature of adaptation to changes, mechanistic mechanistic organic organic
2. Organization as a social education. An organization is a system, and it is characterized by the following features: many individuals or sub-organizations; many individuals or sub-organizations; the general purpose of the activity, which is known to everyone involved in it; the general purpose of the activity, which is known to everyone involved in it; a certain structure and order of interaction between its components and employees; a certain structure and order of interaction between its components and employees; division of labor; division of labor;
Common, mutually agreed upon aspirations aimed at achieving specific goals; common, mutually agreed aspirations aimed at achieving certain goals; hierarchy, conscious coordination of internal and external activities; hierarchy, conscious coordination of internal and external activities; replaceability of personnel (an organization does not disappear if someone leaves and another joins it); replaceability of personnel (an organization does not disappear if someone leaves and another joins it); exclusivity in relation to the environment, which turns out to be in a special ritual of joining an organization, signs of belonging to it, symbols, titles, traditions, accessible only to those who belong to the organization. exclusivity in relation to the environment, which turns out to be in a special ritual of joining the organization, signs of belonging to it, symbols, titles, traditions, accessible only to those who belong to the organization.
Success in the activities of any organization depends on such conditions: profitability; profitability; capital investment; capital investment; survival; survival; entrepreneurial initiative; entrepreneurial initiative; development of communications; development of communications; effectiveness (efficiency); effectiveness (efficiency); performance performance the ability to implement; ability for practical implementation; the ability to self-development; the ability to self-development; the ability to effectively use investments; the ability to effectively use investments; the ability for self-improvement in the management system. the ability for self-improvement in the management system.
The development of each organization is cyclical, that is, it goes through certain stages of the life cycle: "Birth", "Childhood", "Youth", "Early maturity", "Final maturity", "Aging", "Rebirth" (or "Decline" ) Different stages of an organization's life cycle have their own characteristics:
1. "Birth" of market penetration; market penetration; ensuring survival; ensuring survival; provision of sufficient amounts of capital investments to start the organization's activities; provision of sufficient amounts of capital investments to start the activities of the organization 2. "Childhood" consolidation in the market; consolidation in the market; ensure break-even activities ensure break-even activities
3. "Yunost" significant expansion of target market segments; significant expansion of target market segments; ensuring high rates of increase; ensuring high rates of increase in profits; arrived; development investment on a self-financing basis. development investment on a self-financing basis. 4. "Early maturity" further expansion of the market segment; further expansion of the market segment; focus on regional diversification; focus on regional diversification; ensuring stable profit growth at the optimal level; ensuring stable profit growth at the optimal level
5. "Final maturity" of the formation of the company's image; formation of the company's image; balanced growth; balanced growth; focus on sectoral diversification in order to maintain the level of competitiveness; focus on sectoral diversification in order to maintain the level of competitiveness; ensuring that profitability is maintained at an optimal level; ensuring that profitability is maintained at an optimal level
6. "Aging" maintaining positions or partial reduction in production volumes; retention of positions or partial reduction in production volumes; curtailment of activity; curtailment of activity; decrease in profitability, financial strength; decrease in profitability, financial strength 7. "Revival" (or "Recession") significant renewal of forms, types and areas of activity; essential renewal of forms, types and directions of activity; providing conditions for increasing profitability; providing conditions for increasing profitability; attracting significant volumes of investments attracting significant volumes of investments
3. Factors of influence on the organization. An organization's performance depends on a variety of factors. Factors of influence on the organization - driving forces that affect the production and economic activities of the organization and provide a certain level of results. Factors determine the course of all organizational processes (supply, production, sales, etc.).
4. Characteristics of the factors of the internal environment of the organization. The internal environment of the organization is a complex of variable parameters that characterize the situational state of the organization, are formed and controlled by the management or arise under the influence of the external environment, processes in the middle organizations and require appropriate active management actions.
Objectives are the specific end state or expected result of an organization's activities that the group wishes to achieve by working together. In the course of the operation of the enterprise, management develops goals and communicates to all members of the organization. Objectives are the specific end state or expected result of an organization's activities that the group wishes to achieve by working together. In the course of the operation of the enterprise, management develops goals and communicates to all members of the organization. The main goal of a chemical-pharmaceutical enterprise is education, industrial production and wholesale of medicines, pharmacy enterprises - to meet the needs of the consumer and medical and prophylactic enterprises in medicines.
For the period of establishment: Strategic, Strategic, tactical, tactical, operational, operational For the timeliness of setting: Relevant, Relevant, insignificant, insignificant, Secondary. Secondary. Behind the hierarchy: Main Main who ensure the execution of the main; Which ensure the fulfillment of the main ones; organizational goals organizational goals divisional goals divisional goals
Structure - the relationship between management levels and types of work (functional areas) that are performed by services or departments. It combines horizontal and vertical division of labor in an organization, that is, two concepts: a specialized division of labor (assigning a certain job to a specialist) and a sphere of control. Structure - the relationship between levels of management and types of work (functional areas) that are performed by services or departments. It combines horizontal and vertical division of labor in an organization, that is, two concepts: a specialized division of labor (assigning a certain job to a specialist) and a sphere of control.
Head of the Pharmacy Head of the Prescription and Production Department Head of the Non-Prescription Drug Dispensing Department Head of the Inventory Department Pharmacists for taking prescriptions and dispensing drugs for taking prescriptions and dispensing medicines Pharmacist-analyst Pharmacist-analyst for the manufacture of intra-pharmaceutical preparations, concentrates, semi-finished products for the manufacture of intra-pharmaceutical preparations, concentrates Pharmacists
Directors by directions Technical Director Financial Director Scientific Director Commercial Director Heads of Production Supply Departments, Technological, Energy, Transport, Financial, Economic Labor and Payroll Accounting Research Laboratory Departments: Supply; Sales; Marketing Heads of Production Workshops: Ampoule Tablet, Phyto-Chemical, etc. Warehouses: Raw materials; taro packaging materials; Finished products
Tasks - Types of work that need to be done in a certain way and on time. On the technical side, tasks are offered not to the employee, but to his position. The tasks of the organization are traditionally divided into three categories: working with people, objects (machines) and information. At an enterprise, the work of an apparatus operator regarding the manufacture of a medicinal product consists mainly of working with objects. The task of the head of the shop is to work with people, the technological department with information. In pharmacies, the work of pharmacists in relation to the manufacture of extemporaneous medicines consists primarily of handling objects. The task of the head of the pharmacy is mainly work with people, the pharmacist of the first table is information. The tasks of the organization are traditionally divided into three categories: working with people, objects (machines) and information. At an enterprise, the work of an apparatus operator regarding the manufacture of a drug consists mainly of working with objects. The task of the head of the shop is to work with people, the technological department with information. In pharmacies, the work of pharmacists regarding the manufacture of extemporaneous medicines consists primarily of handling objects. The task of the head of the pharmacy is mainly work with people, the pharmacist of the first table is information.
Technology is a means of converting incoming elements (materials, raw materials) into initial ones (products, products). Technology is both an internal factor and a significant external factor, which is considered within the framework of scientific and technological progress. In recent decades, there has been a trend towards a significant acceleration in technology change. In pharmaceutical technology, there are developments regarding an increase in the yield of active substances from raw materials (plantain extract, sea buckthorn oil), biotechnology, the creation of drugs based on liposomes.
On the basis of the level of organization of production of technology, the technology is divided into groups: On the basis of the level of organization of production of technology, the technology is divided into groups: technologies of small-scale and individual production; technologies of small-scale and individual production; technologies of mass or multi-batch production technologies of mass or multi-batch production
Personnel is the most important internal situational factor of the organization. The situational approach to management considers three main aspects of the human variable: the behavior of individuals in groups, the nature of the leader's behavior, the functioning of the manager as a leader, and its influence on the behavior of individuals and groups. But they are united by the fact that human behavior in society and at work is a consequence of the complex behavior of the individual characteristics of the individual and the external environment. The most important of these characteristics are: abilities, qualifications, talents, education, needs, perception of the corporate spirit, knowledge, behavior, attitude to work, position, understanding of values, environment, the presence of leadership qualities; personnel is the most important internal situational factor of the organization. The situational approach to management considers three main aspects of the human variable: the behavior of individuals in groups, the nature of the leader's behavior, the functioning of the manager as a leader, and its influence on the behavior of individuals and groups. But they are united by the fact that human behavior in society and at work is a consequence of the complex behavior of the individual characteristics of the individual and the external environment. The most important of these characteristics are: abilities, qualifications, talents, education, needs, perception of the corporate spirit, knowledge, behavior, attitude to work, position, understanding of values, environment, the presence of leadership qualities
5. Characteristics of the factors of the external environment of the organization The external environment of the organization is a set of economic entities, economic, social and natural conditions, national and interstate institutional structures and external conditions and factors relative to the enterprise. They are divided into factors of direct (have a direct impact on the activities of the organization and depend on this activity) and indirect (affect not directly, but through certain mechanisms and relationships) influence. The external environment of an organization is a set of economic entities, economic, social and natural conditions, national and interstate institutional structures and external conditions and factors relative to the enterprise. They are divided into factors of direct (have a direct impact on the activities of the organization and depend on this activity) and indirect (affect not directly, but through certain mechanisms and relationships) influence.
The complexity of the external environment is the number of factors that an organization must respond to, as well as the level of variability of each factor. Behind the metric of factors in a more challenging environment will be an organization that uses multiple and different technologies, has many vendors that are experiencing faster growth than the organization itself. The complexity of the external environment is the number of factors that an organization must respond to, as well as the level of variability of each factor. Behind the metric of factors in a more challenging environment will be an organization that uses multiple and different technologies, has many vendors who are experiencing faster growth than the organization itself.
The mobility of the environment is the speed with which changes occur in the environment of the organization. The environment around pharmaceutical companies is particularly fluid. Given the complexity of an organization in a high-turnover environment, a pharmacy or a pharmacy must rely on a variety of information to make effective decisions about its internal variables. The mobility of the environment is the speed with which changes occur in the environment of the organization. The external environment around pharmaceutical companies is particularly fluid. Given the complexity of an organization in a high-turnover environment, a pharmacy or a department must rely on a variety of information to make effective decisions about its internal variables.
Uncertainty of the external environment acts as a function of the amount of information owned by the organization and confidence in the reliability of this information. If the information has doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information, and there is reason to consider it reliable. Uncertainty of the external environment acts as a function of the amount of information owned by the organization and confidence in the reliability of this information. If the information has doubts about its accuracy, the environment becomes more uncertain than in a situation where there is adequate information and there is reason to consider it reliable.
Environmental factors are divided into factors of direct and indirect influence. Environmental factors are divided into factors of direct and indirect influence. Environmental factors of the organization of direct influence Consumers Consumers For chemical and pharmaceutical enterprises these are LPZ, pharmacy bases, pharmacies; for pharmacies, these are health care facilities, patients and the population. It is necessary to develop and offer for sale goods for which there is a demand. It is necessary to study the demand and consumption of medicines, carefully study your consumers; make a flexible pricing policy; provide additional services
Suppliers. Suppliers. Suppliers ensure the organization of the provision of medicinal raw materials, packaging materials, pharmacies - ready-made medicinal products. Late deliveries, price increases, and supplier non-compliance reduce the efficiency of the organization. The organization must carefully monitor the dynamics of prices for the objects of supply, the regularity of supplies. It is advisable to apply a diversified approach to suppliers, to have a "fallback" option for suppliers. Suppliers ensure the organization of the provision of medicinal raw materials, packaging materials, pharmacies - ready-made medicinal products. Late deliveries, price increases, and supplier non-compliance reduce the efficiency of the organization. The organization must carefully monitor the dynamics of prices for the objects of supply, the regularity of supplies. It is advisable to apply a diversified approach to suppliers, to have a "fallback" option for suppliers.
Competitors Competitors These include organizations that are engaged in similar activities. Competition makes advances to the organization to constantly improve its production and distribution activities, in order to achieve the required level of competitiveness. It is necessary to comprehensively and systematically study their competitors, offer customers competitive products. Business leaders must understand that in order to survive, it is necessary to satisfy the consumer as effectively as competitors do. Therefore, as a rule, it is not consumers, but competitors who determine the consequences of the organization's activities. They can fight for labor, materials, capital. Such internal factors as working conditions, wages, etc. depend on the reaction to competition.
Bodies of state power Bodies of state power These are legislative bodies, various state institutions of representative and executive power (the Supreme Council, the Cabinet of Ministers of Ukraine, the Ministry of Health of Ukraine, the state tax administration of Ukraine), which monitor compliance with laws and orders and issue the necessary regulatory acts. proposals according to the activities of the authorities, to appeal against individual instructions, etc.
Legislative acts are an equally important factor of direct action. Each organization has its own legal status, which determines the procedure for its activities, types and amounts of taxes. But in fact, the operating mechanism of management in an organization is determined by the recognition and correctness of the use of laws in specific conditions and at different levels of management. Legislative acts are an equally important factor of direct action. Each organization has its own legal status, which determines the procedure for its activities, types and amounts of taxes. But in fact, the operating mechanism of management in an organization is determined by the recognition and correct use of laws in specific conditions and at different levels of management.
Environmental factors of the organization of indirect influence. International events are any political, economic, social events that occur in the world and concern more than two countries of the world community International events are any political, economic, social events that occur in the world and concern more than two countries of the world community International environment International environment It characterizes the economic, political, social situation of the countries with which the enterprise cooperates with counterparties. If one of the countries with which the company cooperates has applied economic sanctions to our country, then in response there may also be introduced economic restrictions.
Scientific and technological progress Scientific and technological progress Covers the process of development of science and technology, which predetermines profound transformations in all strata of society. For example, the company purchased a new "Glat" processing line for granulation in the tablet making process. This made it possible to dramatically improve the quality of tablets, to become a competitor for other organizations that are engaged in the manufacture of tablets.
Efficiency of labor organization in pharmacy enterprises. The activities of pharmacies include social and economic aspects, therefore, a systematic approach is used when assessing their effectiveness. But this indicator is not entirely perfect for assessing efficiency, therefore, it is determined by factors that do not depend on the efforts that pharmacy teams make to fulfill planned targets. This is the level and structure of prices, the range of pharmaceutical products and the like. Therefore, the main indicator of the effectiveness of the pharmacy service is the most complete drug supply of the population and medical and preventive institutions. The activities of pharmacies include social and economic aspects, therefore, a systematic approach is used when assessing their effectiveness. But this indicator is not entirely perfect for assessing efficiency, therefore, it is determined by factors that do not depend on the efforts that pharmacy teams make to fulfill planned targets. This is the level and structure of prices, the range of pharmaceutical products and the like. Therefore, the main indicator of the effectiveness of the pharmacy service is the most complete drug supply of the population and medical and preventive institutions.
In the pharmacy service, the efficient organization of labor, along with the general criteria mentioned, must fulfill two main tasks: 1. reducing to a minimum the time spent on purchasing medicines and other medical products with a relative level of service, 2. reducing the cost of living and materialized labor in the manufacture of medicines. funds.
The main directions of increasing labor efficiency at pharmacy enterprises are: improving the organization and maintenance of workplaces, improving the organization and maintenance of workplaces, rationalizing the means and methods of labor, which accelerate and make easier the process of manufacturing and dispensing medicines and other goods, rationalizing the means and methods of labor. , which speed up and make easier the process of manufacturing and dispensing drugs and other goods, improving working conditions, developing optimal work and rest regimes, improving working conditions, developing optimal work and rest regimes, rationing labor costs when performing certain production operations, rationing labor costs when performing certain production operations,
Improving the cultural and technical level of pharmacy workers and training qualified personnel, raising the cultural and technical level of pharmacy workers and training qualified personnel, improving the forms of division and cooperation of labor, combining professions, specialties and functions across the pharmacy departments, improving the forms of division and cooperation of labor, combining professions, specialties and functions across the pharmacy departments, improving labor discipline, increasing the creative activity of workers, improving labor discipline, increasing the creative activity of workers, improving the organization of work of auxiliary personnel, improving the organization of work of auxiliary personnel, improving the forms and systems of remuneration and economic incentives, improvement of forms and systems of remuneration and economic incentives, improvement of the work of management personnel. improvement of the work of management personnel.
In the course of its activity, Tsvetnaya LLP, like any other operating enterprise, is exposed to the external environment. As you know, the most important characteristics of the external environment are its complexity, dynamism and uncertainty. Considering the complexity of the external environment, it can be distinguished that it has many elements, each of which is a subsystem, and also has relationships between these elements. The second significant characteristic of the external environment is its dynamism. Dynamism manifests itself as a constant change in the external environment, that is, there are various processes that affect the enterprise. The third, no less significant characteristic of the external environment is its uncertainty. This characteristic implies that the information held by the organization may be volatile, unreliable or untimely, which contributes to the emergence of uncertainty in the enterprise.
The external environment is an important component for the existence and development of an enterprise. It has certain factors that both directly and indirectly affect the firm. Factors of direct impact include: suppliers and consumers of products, competitors, as well as state and non-state bodies that influence Tsvetnaya LLP.
In the process of working with suppliers and consumers in Tsvetnaya LLP, economic ties are formed. Suppliers of LLP "Tsvetnaya" are engaged in meeting the needs of the organization in the product. Providing the enterprise with resources includes the supply of drugs and medical products in accordance with the agreed volumes and on time. Today Tsvetnaya LLP has responsive and regular suppliers (see Table 8).
Table 8 Resource providers Tsvetnaya LLP
|
Name of suppliers |
Purchased products |
|
LLP "Stofarm" |
Medicines |
|
LLP "Gelika" |
Medicines |
|
LLP "GreenHouse" |
Hygienic products |
|
LLP "Humana" |
Baby food |
|
LLP "Zerde-Fito" |
Medicinal herbs |
|
Emiti-International LLP |
Medicines |
|
LLP "Inkar" |
Medicines |
|
KF Medservice Plus LLP |
Medicines |
|
LLP "Medicuscentre" |
Medicines |
|
Applecity LLP |
Hygienic products |
|
LLP "Kazmedimport" |
Wellness products |
|
LLP "Asel" |
Baby food |
|
Elitproduct LLP |
Hygienic products |
|
LLC "Pierre Fabre" |
Cosmetic products |
Considering Table 8, it should be noted that the main supplier for Tsvetnaya LLP is Stofarm LLP, with this enterprise the strongest relations have been established for 11 years. It is also important to note that not all of the suppliers are domestic firms, for example, Pierre Fabre LLC is a French enterprise and equips Tsvetnaya LLP with cosmetics of its own production.
Most of the work with resource suppliers is carried out by managers and procurement specialists. The work is based on a contractual relationship with a deferred payment for the goods received. Delivery of goods is made by the supplier to the warehouse leased by Tsvetnaya LLP, and from the warehouse is already delivered to pharmacies. Payment for the goods received is carried out by transferring funds to the supplier's account.
In addition to the fact that Tsvetnaya LLP must provide itself with finished products for sale, it must also provide itself with labor resources. Human resources are understood as the personnel necessary for the organization, who will perform the assigned tasks for the further development of the organization as a whole. In order to provide itself with personnel in the required time frame, the organization uses certain methods, such methods include: placing ads on the Internet and in newspapers with necessary and free vacancies, enticing employees, motivating them with career growth and wages from other companies, as well as accepting interns for practice and trainees for their training and further employment in Tsvetnaya LLP. An analysis of the sources of attracting labor resources for 2012 - 2013 is presented in Figure 3.
Figure 3. Analysis of sources of attracting labor resources
Considering the analysis of the sources of labor resources, it can be noted that Tsvetnaya LLP has 3 sources for attracting labor resources. The largest share for 2012 and 2013 is made up of job advertisements in newspapers and the Internet - this is 50 - 55%. The number of trainees and trainees in 2013 decreased by 20% due to an increase in employees who came from other firms by 15%.
For the functioning of LLP "Tsvetnaya" must provide itself with financial resources. For this, the required amount of finance is determined, then this need is justified in the financial and commercial departments, then there is a request for the formation of financial resources.
The formation of financial resources in Tsvetnaya LLP comes from:
- - financial sources located within the organization, which include: profit received from the sale of products and finances that were invested by the founders of the organization;
- - borrowed funds consisting of attracted investments and loans provided by Tsvetnoy LLP to Kazkommertsbank.
To ensure high competitiveness, Tsvetnaya LLP must have reliable and timely information. The information includes: information about competitors, sales markets and new types of products. "Tsvetnaya" LLP receives information about competitors with the help of secret buyers, using the services of consulting organizations. To study the product sales market, the company's employees conduct written and oral surveys of the population, analyze the needs of the population. Tsvetnaya LLP receives information about new types of products directly from its suppliers, as well as studies the latest information from the media.
The activity of Tsvetnaya LLP is under the close supervision of the state executive and legislative bodies, as it is engaged in pharmaceutical activities and sells medicines and provides medical and health services to the population. Thus, the state has a direct impact on the organization through specialized bodies and documents. These bodies include: tax authorities, statistical bodies, state bodies for the management of pharmaceutical control and many others. Legislation should highlight such normative documents as: the Constitution of the Republic of Kazakhstan, the Law of the Republic of Kazakhstan "On the health care system", the Code of the Republic of Kazakhstan "On the health of the people and the health care system", Acting Order. Ministry of Healthcare of the Republic of Kazakhstan "On Approval of the Rules for Wholesale and Retail Sale of Medicines, Medical Products and Medical Equipment".
The market of pharmaceutical products in Kostanay is quite wide and well developed, therefore, in the course of its activity, Tsvetnaya LLP is fighting against competing firms. In order to study the competitors of Tsvetnaya LLP, it is necessary to conduct an analysis of the pharmaceutical market in the city of Kostanay, which is shown in Figure 5.
Figure 5. The market of pharmaceutical products in the city of Kostanay in 2013
Having considered the analysis of the market of pharmaceutical products in the city of Kostanay, it is necessary to highlight that the largest market share - 20%, is occupied by the Tsvetnaya pharmacy network. This is justified by the fact that Tsvetnaya LLP is the largest pharmaceutical company with a wide range of goods in this region. The greatest competition for the Tsvetnaya pharmacy chain is represented by the Logos LLP pharmacies, their market share is 12%. The next in terms of competitiveness are: Aibolit LLP - 1%, Aptekary's House - 10%, Hippocrat LLP - 10% and Zabota LLP. Such a low percentage of the market share of these pharmacies is due to the smaller number of pharmacies. The rest of the pharmacies are mostly not networked and have a market volume of 2 to 5%.
External factors of indirect influence also have an impact on the organization. Indirect environmental factors have a more global meaning. The unemployment rate, currency depreciation, inflation rates, changes in demographic indicators, all these, as well as many other factors, have a direct impact on the Tsvetnaya LLP pharmacy network and other organizations. In order to find out how one or another factor of the external environment of indirect impact can affect the organization, a PEST analysis is carried out.
PEST analysis is an analysis based on compiling a list of possible threats in the following areas: political, economic, social and technological factors.
In the PEST analysis for each of the factors, we considered three areas of influence (see Table 9).
Table 9 PEST analysis of the environment of indirect impact on Tsvetnaya LLP
|
Probability |
Regulatory measures |
|||
|
Political |
Legislation |
Changes in legislation, bans on certain types of products may be considered |
Replacement of prohibited types of products with analogues, or purchase of new types of goods |
|
|
Government relations with foreign states |
Relations with foreign suppliers may be broken due to government relations |
Search and establishment of relationships with new suppliers engaged in the production of similar products |
||
|
Government regulation |
State regulation in the industry, an increase in customs duties will lead to an increase in product prices |
Revision of the existing pricing policy: decreasing prices for goods and increasing prices for services |
||
|
Economic |
Devaluation level |
Price increase by 20% for all types of products |
Special events and promotions with discounts up to 20% on certain days of the week |
|
|
Investment policy |
The introduction of investments will lead to an expansion of the market, an increase in production volumes and the provision of the population with new jobs. |
Organization of marketing measures to attract domestic and foreign investors |
||
|
Economic growth rate |
Economic growth rates allow buyers to purchase more expensive products |
Purchase and provision of new goods and services of higher quality and more expensive |
||
|
Social |
Population growth rate |
Population growth will lead to an increase in the need for medicines |
Increase in the volume of purchases and sales of products |
|
|
average life expectancy |
The increase in the average duration will lead to an increase in the need for drugs among people of retirement age |
Increasing production for people of retirement age, holding special campaigns to provide retirees with medicines at a lower price |
||
|
Provision of premiums |
Increased staff motivation and aspiration |
Creation of rewards for completing work in a short time |
||
|
Technological |
World Wide Web |
The presence of a personal website of the organization, the availability of programs and Internet technologies |
Expansion of the sales market and suppliers, sale and purchase via Internet shops |
|
|
Technology development |
Automation of processes and the development of technologies for the acquisition and distribution of products will lead to the improvement of processes in the organization |
Development of automation programs for accounting and control of production and sale of products |
||
|
New types of goods and services |
The purchase of new products and the emergence of new services can increase the number of pharmacy consumers |
Purchase of new types of goods and provision of new services |
Considering the conducted PEST-analysis, it can be noted that among the political factors, government regulation is most likely to manifest itself, for example, an increase in the customs duty on medical and pharmaceutical products is expected in 2014. When this factor manifests itself, the company needs to revise its pricing policy, minimize the rise in prices for goods and increase prices for services provided. A change in legislation is of medium importance among political factors, for example, certain types of products may be prohibited, in this case the organization will need to replace the prohibited types of products with their counterparts. The lowest likelihood of manifestation is likely to be provided by such a factor as the relationship of the government with foreign states. Relations with foreign suppliers can be disrupted due to state relations between countries. If, nevertheless, this factor occurs, then the enterprise needs to search and establish links with new suppliers engaged in the production of similar products.
Among the economic factors, the most likely manifestation is devaluation. Due to the fact that the level of the national currency has fallen compared to the dollar, prices will rise up to 20%. In order to combat this factor, the company needs to hold special events and promotions with discounts up to 20% on certain days of the week. The lowest factors of manifestation are investment policy and the rate of economic growth. With the emergence of a sustainable investment policy, investments will be introduced, which will lead to an expansion of the market, an increase in production volumes and the provision of the population with new jobs. For the appearance of investors, the enterprise needs to organize marketing measures to attract domestic and foreign investors. The rates of economic growth allow buyers to purchase more expensive products, if this factor nevertheless manifests itself, then the organization can purchase and provide new goods and services of higher quality and more expensive.
From social factors, the rate of population growth and average life expectancy have a low likelihood of manifestation. The highest probability of manifestation of such a factor as the provision of bonuses, this factor will increase the level of motivation of the personnel at the enterprise. entrepreneurship pharmaceutical business
Looking through the technological factors, the world wide Internet has the highest probability of manifestation, this factor is very important for modern enterprises, since the presence of a personal website of the organization, the availability of programs and Internet technologies allows you to declare your organization, and also serves as a fundamental factor for expanding the sales market and suppliers, sale and purchase through online stores. Such factors as the development of technologies and new types of goods and services will have a medium degree of probability of manifestation. The development of technology is understood as the automation of processes and the development of technologies for the acquisition and sale of products will lead to the improvement of processes in the organization. For the manifestation of this factor, it is necessary to develop automation programs for accounting and control of production and sale of products. The acquisition of new goods and the emergence of new services can increase the number of consumers of pharmacies; in order to regulate this factor, the organization needs to purchase new types of goods and provide new services.
An organization is a group of people whose activities are coordinated to achieve common goals.
The external environment of the organization is the conditions and factors that arise independently of its activities and have a significant impact on it. External factors are divided into:
1.environment of direct impact;
2. environment of indirect impact.
The direct impact environment is the factors in the immediate vicinity of the organization that directly affect it, but the organization also influences such factors. We get the mutual influence of the factor on the organization and the organization on the factor.
Elements of the external environment of the organization of direct impact:
· Competitors - offer similar products, distract our potential consumers, offer them more interesting products;
· Consumers - those who bring us the main profit, buy our products, but they can also leave the organization after competitors;
· Suppliers - make it possible for the organization to work, providing the necessary materials, but they may not provide it, and then the organization will have difficulties, the infrastructure organizations are also referred to as suppliers;
· Labor resources - the most unique factor, is present both in the internal environment and in the external one, in this case these are those who can come to the organization, influence the level of qualification or vice versa by its absence, improving or deteriorating the efficiency of the company;
· Laws and bodies of state regulation and control - establish the rules of the game for all organizations, oblige them to comply and punish for non-compliance with the law.
The environment of indirect impact is macro factors that influence the activities of organizations, not always immediately, but the organizations themselves cannot oppose them with anything. Indirect environment forces the organization to play by the rules of the environment. An organization can anticipate and prepare, or already adjust to change. Well, if it didn't work out, it means that the organization will be destroyed.
The main elements of the environment of indirect impact and their impact on the organization:
· Economic environment - the impact of economic processes;
· Political environment - the influence of political processes and transformations;
· Scientific and technical environment - the impact of new technologies and innovations;
· Sociocultural environment - the influence of society, fashion in society, cultural structure;
· Natural environment - the influence of various natural and man-made factors;
· International environment - the influence of events taking place in the life of the world community.
In total, we can conclude that the external environment of the organization has a serious impact on all processes occurring in the life of any organization. Modern management speaks of the need to constantly and systematically collect and analyze data about the external environment.
The process of collecting information about the environment and especially its analysis for modern management is extremely important, all this provides a field for further management procedures and actions.
The internal environment of an organization is an environment that determines the technical and organizational conditions of the organization and is the result of management decisions.
The internal environment of an organization is formed depending on its mission and goals, which, in turn, are largely determined by the external environment. The internal environment of an organization can be viewed from the point of view of statics, highlighting the composition of its elements and structure, and from the point of view of dynamics, i.e. from the point of view of the processes taking place in it. It includes all the main elements and subsystems that ensure the production of goods and services, the management process, which consists in the development and implementation of management decisions, as well as social, economic and other processes that take place in the organization.
The internal environment includes:
· The goals of the organization;
· The structure of the organization (both formal and informal);
· People working in the organization;
· Technologies used as methods of processing raw materials and obtaining specific products;
· Management tasks;
· Organizational culture.
All internal processes in the organization take place within the organizational structure. The organizational structure fixes the tasks, management functions, rights and responsibilities for each structural unit.
The process of forming the organizational structure includes the formulation of goals and objectives, determining the composition and location of units, their resource support (including the number of employees), the development of regulatory procedures, documents, provisions that consolidate and regulate the forms, methods, processes that are carried out in the organizational management system ...
The formation of a general structural diagram in all cases is of fundamental importance, since it determines the main characteristics of the organization, as well as the directions in which a more in-depth design of both the organizational structure and other important aspects of the system should be carried out.
The development of the composition of the main divisions and relations between them - is that it provides for the implementation of organizational solutions not only in general for large linear-functional and program-target blocks, but also up to independent (basic) divisions of the management apparatus, the distribution of specific tasks between them and building intra-organizational relationships. Basic subdivisions are understood as independent structural units (departments, bureaus, departments, sectors, laboratories), into which linear-functional and program-target subsystems are organizationally divided. Basic subdivisions can have their own internal structure.
Regulation of the organizational structure - provides for the development of quantitative characteristics of the management apparatus and management procedures. It includes: determination of the composition of the internal elements of the basic units (bureaus, groups and positions); determination of the design number of units; distribution of tasks and work between specific performers; establishing responsibility for their implementation; development of procedures for performing management work in departments; calculations of management costs and performance indicators of the management apparatus in the context of the designed organizational structure.
6. Function of planning in management. Intrafirm planning of a pharmaceutical organization: essence, functions, stages.
Planning as a management function provides the basis of the day for other functions and is considered the most important of them.
Planning as a function of management is a process of developing goals, measures and indicators for the development of the entire organization and its structural divisions, determining the means (resources), timing and sequence of their implementation. This is a complex of works on analyzing situations and facts of the external environment, forecasting, optimizing and evaluating alternative options for achieving goals, choosing the best option for a plan. It is the formation and selection of policies and strategies for the organization.
Distinguish between strategic, tactical and operational planning.
Strategic planning solves the challenges of tomorrow and is based on a long-term perspective. Such a plan builds confidence in the future.
Tactical planning solves current tasks and determines intermediate goals on the way to achieving strategic goals and objectives.
Operational plans include a description of specific work, the implementation of which ensures the achievement of the general and main objectives of the organization.
Planning is always guided by the data of the past, but seeks to determine and control the development of the organization in the future. Therefore, the reliability of planning depends on the accuracy of the actual indicators of the past. It is impossible to ensure this accuracy without accurate accounting and an extensive statistical base obtained through management accounting.
Thus, planning allows maximum consideration of all internal and external factors that provide optimal conditions for the development of the organization. As the basis for the effective operation of an organization, planning performs the following functions:
1.Promotes the rational use of limited resources;
2. establishes optimal indicators of economic activity with subsequent monitoring of their dynamics;
3. identifies the strengths and weaknesses of the activity;
4. affects the degree of adaptation of the organization to changes in the external and internal environment;
5. coordinates the goals and objectives of the enterprise and its individual divisions;
6. improves the coordination of actions of performers.
The planning process includes the following stages:
1. Organizational stage of planning (definition of final and intermediate goals, setting tasks, the solution of which is necessary to achieve goals).
2. Analytical planning stage (analysis of external and internal conditions and resources for the implementation of the assigned tasks);
3. Predictive planning stage (determination of planning methods for planned indicators);
4. Control stage of planning (monitoring the progress of the plan and adjusting it).
7. The function of the organization in management. Types of organizational structures, selection criteria. Organizational and legal forms of ownership of organizations: the procedure for establishment and registration.
An important function of management is the function of the organization, which consists in establishing permanent and temporary relationships between all divisions of the firm, determining the order and conditions for the functioning of firms. Organization as a process is a function of coordinating many tasks.
This is, first of all, the determination of the type of management structure, the composition and number of divisions by management levels, the number of administrative and managerial personnel, the determination of the nature of the subordination between the links of the organization, the calculation of the costs of maintaining the management apparatus. Management functions are established for each structural unit, information flows, relationships and workflow, powers, responsibilities and rights of units and specific employees.
The function of the organization is realized in two ways: through administrative and organizational management and through operational management.
Administrative and organizational management involves determining the structure of the company, establishing relationships and distributing functions between all departments, granting rights and establishing responsibility between employees of the management apparatus.
Operational management ensures the functioning of the company in accordance with the approved plan. It consists in the periodic or continuous comparison of the actual results obtained with the results planned by the plan, and their subsequent correction. Operational management is closely related to current planning.